Internal Knowledge Management for Effective Real-Time ...

Internal Knowledge Management

for

Effective Real-Time Customer Service

Suzanne Henricksen@SuzHenricksen

Senior Director, Brand & Digital Insights & Consumer Affairs

May 28, 2015

© SOCAP International

2015

Imagine for a moment with me…

2


2015

3


2015

so she calls us with a

super quick question…

“does this stuff have

gluten?”

4


2015

“super quick”

(famous last words)

by the way, any resemblance to actual real people or events is purely coincidental… er… well…

5


2015

because when she

called what she did

not expect was… ?

1

day

2

days

3

days

6


2015

Basically ran into customer service hell

7


2015

Which happens more than anyone here would like

according to consumers, customer service

agents failed to answer their questions 50%

of the time

Source: Harris Interactive

8


2015

Why does this happen?

Because companies are big, with a lot going on

lots of brands and categories

emerging channels

functional silos

+

+

9


2015

But consumers demand…

what they want

when they want it

how they want it

10


2015

…and if they don’t get what they need, what

happens?

fact

88% of consumers are less likely

to buy from companies who leave

complaints unanswered

fact

64% of customers have made

future purchases from a

company’s competitors after

experiencing poor customer

service

“Although your customers won’t love

you if you give bad service, your

competitors will.”

- Kate Zabriskie

11


2015

But we cannot accept that

we are responsible for

getting the information

to the consumer!

close the sale inspire loyaltycapture intentspark interest

what they want when they want it how they want it

wherever they are on

the consumer journey

12


2015

We went on a journey to learn about our

process…this is what we found

PhD Scientist

Consumer

Researcher

Pay

to $

Sysomos “Social Media”

Coupons.com

Merkle

EPrize

Loyalty Pgms

HGS Systems

CA IT

Legal

CA Contact

Brandmovers

ePrize

TPN

Coupons.com

Critical

Mass

Tribal

AKQA

IMC Agencies

Promo

Edelman

Ketchum

Current

CM

Legal

Brand

PR

Web Content

(CM)

Executives/Upper

Management

OneCare

(Essplast)

y

Training

doc

Training

doc

Training

doc

Training

doc

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Press

Release

New

UPCs

Partnerships

Calls

Calls

Calls

Calls

CSP

Schedule

IMACC

Schedules

Analyst

Promo

(CSP)

1888 Mills

R&D Contact

Calls

Emails

RCM

Calls

Figure 1 - “Web of Communication”

Consumer Affairs (CA) Comments Follow Up

IMC Agencies Coupons.com

DDB

Emails

FAQs

Management

Investigating

complaints, etc.

Need samples

Researching UPCS

IMACC

Schedules

Purple Door

Effect

Fluid

EVB

“Social Media” consists of Web

Media and Web Digital

All Marcomm groups are involved

with IMC Schedules.

Training

docPPM

13


2015

PhD Scientist

Consumer

Researcher

Pay

to $

Sysomos “Social Media”

Coupons.com

Merkle

EPrize

Loyalty Pgms

HGS Systems

CA IT

Legal

CA Contact

Brandmovers

ePrize

TPN

Coupons.com

Critical

Mass

Tribal

AKQA

IMC Agencies

Promo

Edelman

Ketchum

Current

CM

Legal

Brand

PR

Web Content

(CM)

Executives/Upper

Management

OneCare

(Essplast)

y

Training

doc

Training

doc

Training

doc

Training

doc

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Emails

Press

Release

New

UPCs

Partnerships

Calls

Calls

Calls

Calls

CSP

Schedule

IMACC

Schedules

Analyst

Promo

(CSP)

1888 Mills

R&D Contact

Calls

Emails

RCM

Calls

Figure 1 - “Web of Communication”

Consumer Affairs (CA) Comments Follow Up

IMC Agencies Coupons.com

DDB

Emails

FAQs

Management

Investigating

complaints, etc.

Need samples

Researching UPCS

IMACC

Schedules

Purple Door

Effect

Fluid

EVB

“Social Media” consists of Web

Media and Web Digital

All Marcomm groups are involved

with IMC Schedules.

Training

docPPM no centralized

repository

redundancy

version control

not collaborative delayed response

to consumers

lack of compliance inaccuracies

legal issues

1 42 3time

people 14


2015

Our journey

KM upgrade

(agent-facing)

15


2015

centralized

collaborative

compliance

Partnered with Screendragon

content management

internal collaboration

custom

nimble

CPG expertise

16


2015

Introducing, the Clorox Consumer Communications

Hub

before

…

after

…

17


2015

centralized

collaborative

compliance

storage = binders, sharepoint,

email, shared drive, personal files

(most common: people’s heads)

centralized repository

(not just storing, but getting)

storage = no structure, no version

control, not searchable

one DB, auto-versioning of every

change, searchable metadata

mktg writes prod launch doc in

own style, inconsistent

form-based workflow, guiding biz

partners on required data

training docs + nothing else training docs + ongoing reference

material… dynamic KB based on

consumer needs

large spreadsheets online form, standardized

biz partners unclear on our info

needs

clarity

before… after…

= FTE worth of waste

18


2015

Immediate wins in our first 6 months since launch…

COMPLY

COLLABORATE

CENTRALIZE

“How do we expand CCH into my

function?”~MarCom Partner

“Rather than email it to me you

need to make sure you put it in

CCH…” ~R&D partner

“Oh, I can see R&D’s

suggestion to you

right in here!”~Legal Partner

19


2015

Centralize Collaborate Comply

30%+ reduction in email

Consolidated / centralized discussion

140 registered users

40 new entries

Improved audit trails/version control

Shift time from finding SMEs to drafting

content

Minimize liaison/interpreter role

Improved x-functional input

before… after…

20

Immediate wins in our first 6 months since launch…


2015

Path forward

scaling embedding (new normal)proving

consumer affairs

product

promotion

q&a

issue resolution

other functions?

other systems?

continue removing

silos across org

integrated

information/asset

mgmt

streamlined

solution across biz

needs

21


2015

Gaining organizational buy-in

1. illuminate the problem

Tie to biz… customer service, FTE, impact, waste

2. paint picture of solution

Make relevant to biz partners (what’s in it for them)

Bring them in early and often (build in silo = fail)

Co-create (more likely to adopt if hand in design)

3. describe clear roles & expectations for biz partners

ID champions & early adopters in key groups

4. communicate plan

Training, training, training!

5. follow-through & demonstrate ROI

Under-promise & over-deliver

$$$

$$$22

QUESTIONS, COMMENTS, DISCUSSION?

@SuzHenricksen

APPENDIX

Consumer Communications Hub Screenshots


2015

Welcome Screen…


2015

Category View, Filtered by Brand Example


2015

Clorox Disinfecting Wipes Product Fact Sheet Example


2015

Kingsford Promotion Example


2015

Hidden Valley Q&A Example

Internal Knowledge Management for Effective Real-Time ...

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