Learning Objectives
During this Web seminar, you will have the opportunity to gather best practices for improving the performance of your overall service chain and its many components (quality, warranty, parts, call centers, etc.). Experts will share insights that will help you benchmark your organization with others in the industry and focus on doing things that provide measurable improvement to your business. For example, they will discuss steps leaders can take to make more decisions in real time and operate in a predictive rather than reactive fashion. You’ll walk away with a new perspective about how to use performance management in service organizations to increase operational efficiency, provide an outstanding customer experience for enhanced loyalty, and increase sales and profits.
You will learn how to:
- Empower senior executives and line managers to set, monitor and report on service performance.
Track operational, financial and customer-facing metrics and align these with corporatewide initiatives.
- Measure service chain performance by region, functional department, product category, customer, technician, agent and as a whole.
- Apply a metric analysis framework.
- Integrate the four key cornerstones of a superior performance management strategy - monitoring, alerting, predicting and optimizing.
- Reduce costs and increase customer satisfaction, retention and revenues.
Program content
You can't manage what you don't measure" is age-old wisdom shared by medieval kings levying taxes and 21st-century managers responsible for complex global service chains. Without effective strategies and efficient processes in place for measuring and tracking post-sales support, organizations cannot understand where they stand, much less improve overall performance and increase shareholder value. Best-in-class service organizations are recognizing how to obtain value by running service as a profit center, and they are taking a rigorous, proven approach to measuring, monitoring and optimizing service performance. The increasing strategic importance of post-sales service, coupled with the need for a more standardized approach to service performance management, has elevated the importance of considering best practices for realizing the full potential of a profit-focused, customer-centric service operation.
Participant level of understanding
This program is intended for participants with an interest in service lifecycle management and service performance management.
Who Should Attend
- Executive vice presidents and senior vice presidents.
- Service directors and managers.
- Executives responsible for aftermarket or service support.
- Customer support/customer excellence managers who want to understand how to use best practices to optimize performance, increase profitability through reduced operating costs and improve customer service levels.
About Eric Arnum, Mark Demers and Bill Owens
Eric Arnum, Editor, Warranty Week
Eric Arnum is the Editor of Warranty Week, an online publication for the warranty professional. Launched in 2002, Warranty Week focuses on the manufacturing industry's aftermarket, with analyses of warranty costs, regulatory reporting, market value, and warranty product and management trends.
Warranty Week also hosts the Warranty Chain Management Conference, an annual event that gives warranty professionals the opportunity to meet and discuss warranty-related issues and develop warranty management as a recognized discipline.
Before launching Warranty Week, Arnum edited several newsletters in the telecom industry and performed research and consulting projects for a wide range of clients in North America, South America and Europe.
Mark Demers, Senior Practice Manager of Global Supply Chain Solutions, SAS
Mark Demers is Senior Practice Manager of Global Supply Chain Solutions at SAS. He is a seasoned technology executive with more than 20 years of experience working with large public companies and private startups. Demers is part of SAS' global team that is responsible for researching and defining service-related product and service offerings to SAS customers by investigating customer needs and developing new capabilities together with alliance partners. His functional focus areas are after-sales operations with a focus on warranty, call centers, field service and service parts.
Previously, he was Senior Vice President of Marketing and Business Development for The Mind Electric, Entigo and Convera. Early in his career, Demers held Director or senior marketing positions at Adobe/JetForm, Uniplex, ComputerVision Corporation and Prime Computer. He earned degrees in mechanical and electrical engineering from Penn State University and Westmoreland College.
Bill Owens, Vice President of Service and Support, Lenovo Group
Bill Owens is Vice President of Service and Support of Lenovo Group. His responsibilities include aftermarket services, warranty operations, technical support services and customer satisfaction for all Lenovo and legacy IBM PC products.
Owens joined IBM in 1982 and has spent the past 20 years dedicated to personal computing products. During the past 10 years, he has held numerous worldwide executive assignments at IBM, spanning from manufacturing operations, sales operations, fulfillment, engineering and procurement to services. Owens assumed his current role as the head of Lenovo Service and Technical Support on May 1, 2005, when Lenovo acquired IBM’s Personal Computing Division.
Additionally, he is the North Carolina Senior State Executive, responsible for government and community relations for Lenovo.
Owens is a North Carolina native and holds a bachelor’s degree in chemistry from the University of North Carolina and an MBA from Wake Forest University.
