Cisco Global Technical Center Service Delivery Transformation Innovation Internally to Drive Customer Success

with customers
Soft skills training or other to enable the culture
Engineer incentives to drive customer success
Customer satisfaction and loyalty (4.67 - Goal of 4.55)
Time to resolution (9.01 days – Goal of 9.89)
Ability to measure ease of doing business (4.15 over 97,000+ surveys)
Metrics on engineer adoption (75%+ adopted - Goal of 100%)
Operational reviews at all levels (VP, Director, Manager, etc.)
TAC Advisory Boards and direct customer meetings
Transactional survey reviews
Capturing and validate knowledge in the workflow and sharing with customers
Collaboration with customers and multiple engineers in real-time to solve the issue
Soft skills specific training class available to engineers
Change leadership training, deep dive classes, tool/process training
White papers, internal web-based discussion forums
Financial rewards (salary, bonus)
Reputation model drives adoption of customer success culture
Developed processes focused on creating customer success
Tied performance reviews and rewards into adoption based on new processes and tools
Developed processes and tool set that makes it easy for engineers to focus on customer success
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
How Cisco Incorporated
the Solution into Operations
Ownership
Timeliness
Consistency
Knowledge

• Single Cisco owner
• Skill match – Right engineer the first time
• Cisco owns engagement / issue resolution
• Right resources brought to the customer
• Solution-focused

• Decreased resolution time by 32%
• Multi-channel engagement
• Confidence that their problem will be effectively addressed

• Global Borderless TAC – consistent engagement experience
• Confidence in TAC, consistent processes regardless of site, region, theater

• Increased knowledge of Cisco solutions through collaboration with experts
• Improved self-sufficiency by exposure to and use of quality content

© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission