Apac
  • Home
  • CXO Insights
  • CIO Views
  • News
  • Conferences
  • Newsletter
  • Whitepapers
  • About us
Apac
  • Admired Tech

    Agile

    AI Healthcare

    Artificial Intelligence

    Augmented Reality

    Aviation

    Big Data

    Blockchain

    Cloud

    Cryptocurrency

    Cyber Security

    DevOps

    Digital Transformation

    Drone

    HPC

    Infrared

    Internet of Things

    IT Services

    Marine Tech

    Networking

    PropTech

    Remote Work

    Robotics

    Scheduling Software

    Sensor Tech

    Simulation

    Smart City

    Software Testing

    Startup

    Storage

    Unified Communication

    Web Development

    Wireless

  • Automotive

    Banking

    Capital Market

    Construction

    E-Commerce

    Education

    FinTech

    Food and Beverages

    Gov and Public

    Healthcare

    Insurance

    Legal

    Logistics

    Manufacturing

    Media and Entertainment

    Metals and Mining

    Pharma and Life Science

    Retail

    Sports

    Travel and Hospitality

  • CISCO

    Google

    IBM

    Microsoft

    Oracle

    Salesforce

    SAP

    ServiceNow

  • Business Intelligence

    CEM

    Cloud-based Planning

    Cognitive

    Collaboration

    Compliance

    Contact Center

    Contact Tracing

    Contactless Payments

    Corporate Finance

    CRM

    Custom Software Development

    Data Center

    Digital Signage

    Enterprise Architecture

    Enterprise Asset Management

    Enterprise Communications

    Enterprise Contract Management

    Enterprise Performance Management

    ERP

    Facility Management

    Field Service

    Fleet Management

    Gamification

    HR Technology

    IT Infrastructure

    IT Service Management

    Managed Services

    PLM

    Procurement

    Product Management

    Project Management

    RegTech

    Revenue Management

    Sales Tech

Menu
    • Oracle
    • CISCO
    • Collaboration
    • Compliance
    • Contact Center
    • Healthcare
    • IT Service Management
    • Microsoft
    • Retail
    • MORE
    #

    Apac CIO Outlook Weekly Brief

    ×

    Be first to read the latest tech news, Industry Leader's Insights, and CIO interviews of medium and large enterprises exclusively from Apac CIO Outlook

    Subscribe

    loading

    THANK YOU FOR SUBSCRIBING

    • Home
    • Oracle
    Editor's Pick (1 - 4 of 8)
    left
    Exploring the Internet of Things

    Dave Neitz, CIO, CDM Smith

    Practicing the Change

    Glenn Coles, CIO, Yamaha Motor Corporation

    ORACLE's Cloud Service

    Martin Ingram, CIO & SVP, Arise Virtual Solutions

    Being a CIO

    David Banger, CIO, John Holland

    True SDN and the Networking Revolution

    Stu Bailey, Founder & Chief Technology Officer, Infoblox

    Acquiring Talent with Sense of Urgency Remains a Challenge

    Tony Scotto,

    Exploring Further Possibilities in 'Work-at-Home-Workforce' Trend

    Dave Pearson, Executive Vice President & CIO, Sykes Enterprises

    Visual Understanding on Systems is Important in Dealing with Industry Complexities

    Bob Fecteau, CIO, SAIC

    right

    Enhancing Customer Experience with Oracle Service Cloud

    By Sunil Gandhe, COO, Onsitego and Suyash Bharadwaj, Assistant Vice President-Product, Onsitego

    Tweet
    content-image

    Sunil Gandhe, COO, Onsitego

    OnsiteGo is an after sales service company with a focus on providing consistent customer delight. Standardized processes, trained & super motivated employees, and technology to automate complex workflows into simple solutions are the key pillars for a delightful customer experience. To address the technology aspect, we decided to go for Oracle Service Cloud after a comprehensive evaluation cycle. We considered building niche solutions in-house so that we could have more control on that functionality and make changes quickly. In our case, we built an in-house solution to manage a database of our customers with active warranties based on the data shared by our clients. We then integrated this system with Oracle so that service requests could be created immediately.

    In this article, we would like to present our learnings– some were expected and some were surprises!

    1. Process first or Technology first!–Processes existed, but in the minds of our people. As part of partner workshops, we documented the processes that were very clear to us. The expectation was that these processes will be mapped to the system. Some processes for newer service models were fuzzy and we used the system to define the process for us. So while we used existing knowledge to define processes in majority of the use cases, in some of the others, it was the system adoption feasibility, which guided us. This exercise helped set up Standard Operating Procedures for the service organization.

    2. People, people and people–By nature, human beings are resistant to change. You cannot possibly imagine where the resistance could come from–process owners, passive end users or folks who just like to oppose any change! Once a prototype was prepared, we involved end users and process leaders for feedback/ inputs. We made them realize that it is their project—It is a business and not an IT project. We built a sense of ownership. This exercise also helped us in getting as many exceptions to the rule and made the SOP document as exhaustive as possible.

    3. Time-Resource Discounting–New requirements, surprises, shocks increase your planned effort, budget, and timelines. Even if you are a rock star project manager, a buffer has to be built to cushion these delays. The stretch need not be shared with the teams but the leaders will have to be cognizant of this and consider this factor while planning and resourcing. Like-wise our timelines also extended but we took a conscious call to not get rattled by it but to focus on the quality of delivery.

    4. Expectation setting—We set expectations of the end users in terms of what they will get now, what they will get later, and what they will not get at all. Providing reasons made the exercise objective. A lot of times the implementation and end user teams were at loggerheads.

    Suyash Bharadwaj, Assistant Vice President-Product, Onsitego

    This is where conflict resolution skills of the leader who was driving the project got tested. Some tough decisions had to be taken to ensure that project was on track and did not spill over.

    5. Introduce the change when/where it hurts the least—Let’s face it. Despite the best of effort before you go live, some unexpected issues will crop up. To mitigate this risk, we keep support teams ready (internal and external) and go through this change when the business is a little lean or if it is cyclical when the downward cycle starts. This allows the teams to focus on the change and address issues better rather than get panicky at the drop of a hat. For example, avoid quarter/year ends (finance and sales teams), holiday season for hospitality/airline industry etc. We had no option here but to go live when the service volumes had already peaked but we mitigated the risk by doing a pilot phase in a city where service volumes were low. Then we went live pan India.

    6. Adapting to the change—Bringing in software does not change things overnight. It takes time to fine tune it. So we had our implementation partner do the demo not once or twice but many times over the course of going live. We even had various users use the staging environment with mock cases to learn, condition and train the teams better. We mimicked the Go Live and it helped us in 2 ways: The teams were better trained and we got a hang of the things to come.

    7. Communication—At an organization wide level, we provided information on the project and why we are undergoing change in the form of fancy emailers and meetings. We discussed this on internal forums like facebook’s workplace. We also kept our clients informed of this change and made them a part of our Big Change.

    8. This is a journey!—There is rarely (perhaps never) a 100 percent mapping between planning and execution. Initially, there were teething issues but over a period of time these issues ceased to exist. Some new issues took their place! We found solutions for them as well. It took time for users to get used to the system. Post stabilization, new processes/ requirements started flowing in. In short, stability is a myth! This was a road to continuous improvement. Once we were satisfied with how we were managing systems for internal processes, then we graduated to analytics or thinking of how we can work more closely with our ecosystem like clients, vendors, partners etc. We built a pecking order to guide us what issues to sort first.

    9. Success criteria of the project— Identify the processes that will get streamlined. Best is if we can set a target from a metric standpoint. For example, in our case it was TAT for various processes and sub processes; NPS (pre and post go-live). This helps in evaluating the success of the project in an objective manner.

    10. Customer First Approach—In a service industry like ours, all this is being done for the customer. We never lost sight of how customer was benefitted. Hence after every process or a requirements gathering workshop, it was important for all of us to take a step back and think whether the customer’s experience is being enriched from this project.

    The above tenner is an experiential output and will certainly be different for other organizations. But we are sure there will be quite a few common threads running across your projects and the way we handle them determines their success! Choosing a software and a partner to implement it are just the beginning of a journey towards continuous improvement. According to us, that is just the tip of the iceberg!

    Check out: Top Oracle Solution Companies
    tag

    Customer Experience

    Weekly Brief

    loading
    Top 10 Oracle Solution Companies - 2020

    Featured Vendors

    Automated Systems Holdings Limited

    Thomas Lee, Senior Vice President, Director

    Fountainhead Technologies

    Jose Agostinho Salvador, President and CEO

    ON THE DECK

    Oracle 2020

    Top Vendors

    Oracle 2019

    Top Vendors

    Previous Next

    I agree We use cookies on this website to enhance your user experience. By clicking any link on this page you are giving your consent for us to set cookies. More info

    Read Also

    Pinpointing Weak Links in an Enterprise Security Chain: Helping Companies Battle Data and Content Security Challenges

    Pinpointing Weak Links in an Enterprise Security Chain: Helping Companies Battle Data and Content Security Challenges

    Hiro Imamura, SVP and GM, Business Imaging Solutions Group, Canon U.S.A. [NYSE:CAJ]
    Evolving Customer Relationship Management: Move Fast or Die Trying

    Evolving Customer Relationship Management: Move Fast or Die Trying

    Ed Ariel, Vice President of Service Operations, ezCater
    Importance of Customer Relationship Management Implementation

    Importance of Customer Relationship Management Implementation

    Drew Fredrick, Vice President, Home Building Technology, Clayton Homes
    How enterprise tech startups and corporates can collaborate for innovation

    How enterprise tech startups and corporates can collaborate for innovation

    Paul Santos, Managing Partner, Wavemaker Partners
    How an Initiative for Standardization and Modularization Leads to Cost Reduction, Increased Efficiency-and Better Teamwork

    How an Initiative for Standardization and Modularization Leads to Cost Reduction, Increased Efficiency-and Better Teamwork

    Faruk Bilgin, Global Director Manufacturing Engineering of Webasto Group
    Empowering the Retail Paradigm

    Empowering the Retail Paradigm

    Jason Williams, VP of Engineering, DICK’S Sporting Goods
    Fortifying the Retail Pardigm Amidst Uncertainities

    Fortifying the Retail Pardigm Amidst Uncertainities

    Vlad Yakubson, Head of Retail, yd.
    Journey from Intelligent Automation (IA) to Artificial Intelligence (AI)

    Journey from Intelligent Automation (IA) to Artificial Intelligence (AI)

    Sanjay Choubey, VP-IT, Briggs & Stratton
    Loading...

    Copyright © 2021 APAC CIOoutlook. All rights reserved. Registration on or use of this site constitutes acceptance of our Terms of Use and Privacy Policy  |  Sitemap |  Subscribe

    follow on linkedinfollow on twitter follow on rss
    This content is copyright protected

    However, if you would like to share the information in this article, you may use the link below:

    https://oracle.apacciooutlook.com/cxoinsights/enhancing-customer-experience-with-oracle-service-cloud-nwid-5557.html