Knowledge Management for Service & Support

Register by May 15th
and save $700
Discuss Best Practices in

Knowledge Leveraging Institutional
Knowledge to Enhance
Product Support and
Customer Support with the

Management
Expert Speaker Faculty:
Ivin Smith
Vice President, Customer
Service and Worldwide Tech
Support

for Service and
PITNEY BOWES

Lynn Holmgren
Vice President Customer
Care

Support
TM WHIRLPOOL
August 17-19, 2009
Tim Saur
Boston, MA SVP of Finance,
Operations and Service
DURST IMAGING

Transforming Customer and Product Craig Bernero
Global Senior Director -
Support Data Into Revenue Technical Support
Infrastructure
Software and
Environments
EMC
Attend Knowledge Management for Service & Support
and walk-away with strategies to: Keith Sheardown
General Manager
• Improve knowledge transfer from first call to delivery Technology Solutions
• Enable a consistent, integrated resolution process through web and assisted service channels BOMBARDIER
TRANSPORTATION
• Measure what substantiates the value for which your customers pay for service
• Bolster knowledge sharing in your support community to enhance the customer experience Brad Smith
Senior Director Global
• Construct the business case to implement systems and processes that analyze direct and
Support Experience
indirect costs Group
• Explore the latest web 2.0 and social networking capabilities for service and support SYMANTEC
environments
Robert Bell
Director of Customer
Make our speakers’ successes your own: Care Centers
MCKESSON
• Bombardier: Reduce repeat work orders by 35%
• Sun Microsystems: Developing a service university to increase employee morale, Mike LeSavage
customer satisfaction and corporate profits Director Integrated
Field Service
• Ventana Medical Systems: Achieving 25% average annual growth rate for the past 5 BALTIMORE GAS &
years ELECTRIC
• Pitney Bowes: Capturing incremental revenue through customized service offerings
Jim Fetterman
• Whirlpool: Saving $4 million by utilizing an internal knowledge sharing site and Vice President Service
innovation database FEI

Reg Stump
Senior Director, Customer
Sponsor: Media Partner: Support Operations, North
America
VENTANA MEDICAL SYSTEMS

1-800-882-8684 | www.iqpc.com/us/knowledgemanagement

WHO SHOULD ATTEND:
Knowledge Management VP/Director of Service
•

• VP/Director Customer Service/Support

• VP/Director of Field Service

for Service and Su
• VP/Director Technical Support

pport TM
• VP/Director Support Call Center

• VP/Director Knowledge Management/Systems

• VP/Director of IT/
Dear Colleague,
• Manager of Field Technology

As we all know, after-sales service • Document/Content Manager
is playing a vital role in building a
manufacturers in today’s economy. competitive advantage for many
There’s greater pressure to leverage
reduce costs and increase productiv existing systems in order to From the following industries:
ity. Considering the hesitance in inves
and technology, leading organizat ting in capital-equipment • Medical Equipment
ions are further leveraging knowledg
create economic value when it’s most e as an organizational asset to • Semiconductor/Production Equipment
needed. After all, with the current
businesses, have little choice but to economic turmoil, • Office Equipment
become information-based.
• Industrial Equipment
Knowledge Management for Serv • Telecom Equipment
ice & Support is the only North Ame
knowledge management event that rican cross-industry
explores both customer and product-b • Transportation (aviation, defense,
that transform data into revenue. ased support strategies
This your opportunity to network automotive)
leaders in knowledge management with the industries thought
and tackle your most difficult chall • Energy/Utilities
management, product support and enges in data analytics, talent
utilizing web-based tools in highly • Electronics
transform organizational assets into complex environments to
economic value. • Self-service kiosks

Getting the most out of your prod
ucts and optimizing your current resou
is everyone’s goal as capital investmen rces, including your people,
ts across the country continue to
organizations in today’s economy decline. For service ABOUT OUR SPONSOR:
this presents an opportunity to diffe
by providing best-in-class product rentiate from your competitors Qualtech Systems, Inc. (QSI)
support. This requires not only incre
troubleshooting, data mining, arch ased focus on effective offers field service intelligence
iving and documentation to get the
and knowledge base to support new most out of your information solutions to OEMs and end
product lines and product upgrades
knowledge management as a tool , but also as utilizing
to drive workflow and process chan users in the commercial and
ge.
defense space. QSI customers have
Join us in Boston and learn how your
colleagues –the most innovative know consistently achieved higher customer
leaders in the industry – are evolv ledge management
ing their service operations into fully- satisfaction and improved profitability
sharing communities via technolo functioning knowledge
gy or process improvements. by optimizing field service operational
Mark your calendar for August 17-1 metrics such as asset uptime, lead
9, 2009. Seats are limited so call 1-80 time to act, mean time to repair, first
spot today. 0-882-8684 to reserve your
time fix rate, spares consumption
I look forward to meeting you in Bost rate and work force productivity.
on! QSI’s TEAMS® software solutions
enable optimization of product

P.S. Don’t miss
design for effective field service,
provide timely and actionable

our pre-conference
service intelligence in the field
Jonathan Massoud through real time and ondemand
Director, Service Management monitoring and diagnostics and
workshops
IQ
IQPC guide every technician to perform
like an expert.Some of QSI's
customers include Boeing, FEI
Company, GE, Honeywell, NASA,
Orbotech, Pratt & Whitney, Sikorsky,
KEY FINDINGS FROM OUR RESEARCH: Thales and DoD. Website:
Jonathan Massoud, responsible for all research and metrics. Each of these is actually highly related to the www.teamqsi.com
topic development for IQPC’s Service Management others, with data being the foundation. You cannot
division, conducted in-depth industry research to define the data and analytics you need without knowing
uncover the main issues and focuses that service the metrics and you cannot leverage the metrics without
organizations are focusing their knowledge data and analytics. Each drives the other. SPONSORSHIP AND
management efforts on. The topics represented on our EXHIBITION
agenda directly reflect the outcomes of that research. Talent and Skill Development: Service and support OPPORTUNITIES
To better understand and envision how organizations executives all over are having difficulties in staffing and
are utilizing knowledge management it can be broken are looking for innovative ways to recruit, develop and Sponsorships and exhibits are
down to three main areas that transcend cross retain top talent. As technology continues to develop excellent opportunities for your
industry to the heart of any service organization today. improvement and process-innovation initiatives are company to showcase its products and
expected to be the most important ways to lower services to high-level, targeted decision-
Data Analytics: The heart of any knowledge costs within organizations in the short-term. makers attending the Knowledge
management initiative, organizations need to Management for Service and Support.
understand how to better analyze the knowledge they Product Support –Getting the most out of your IQPC and Service Management IQ help
capture, whether its customer or product-based products and optimizing your current resources is companies like yours achieve important
information. Performance management has been everyone’s goal as capital investments across the sales, marketing and branding objectives
applied to various parts of a business for quite a long country continue to decline. For service organizations by setting aside a limited number of event
time, particularly when it comes to manufacturing, and in today’s economy this presents an opportunity to sponsorships and exhibit spaces – all of
product development. Essentially, performance differentiate from your competitors by providing which are custom-tailored to assist your
management is the process of measuring progress best-in-class product support. This requires an
organization in creating a platform to
toward achieving key outcomes and objectives in order increased focus on effective troubleshooting, data
maximize its exposure at the event.
to optimize individual, group, or organizational mining, archiving and documentation to get the
performance. Three elements play a critical role in most out of your information and knowledge For more information on sponsoring or exhibiting
managing service performance: data, analytics, and base to support new product lines and at Knowledge Management for Service and
product upgrades. Support, please contact Mario Matulich at
212-885-2719 or sponsorship@iqpc.com.
2 www.iqpc.com/us/knowledgemanagement

Pre-Conference Workshop Day: August 17 2009
,
9:00am-12:00pm 8:45 Registration
A Knowledge Management – The Missing Link

The knowledge management landscape within service organizations is drastically During this workshop you’ll learn:
changing. Many companies have initiatives for aggressive knowledge management • What makes Knowledge Management hard
projects, these organizations are looking to better utilize the data they collect from • Why do people get Content Management and Knowledge Management confused
products and customers they are finding that they are not benefitting from the expected • What is the missing link in Knowledge Management

returns. That is because many of them are missing a very critical component of • What do you look for in a complete solution

customer service and support. In this session Bob shares his expertise in turning data • What are the typical business benefits

into intelligence and intelligence into revenue.
Bob Ticknor, VP of Business Development, Qualtech Inc.

12:15pm-3:15pm 12:00 Registration (Lunch will be served)
B Turning Knowledge Management into a Profit Center- How Bombardier Turned to Case Based Reasoning to Create
Value for a Maintenance Organization
Case Based Reasoning, or CBR, is the process of solving new problems by using solutions • Developing an initial foundation of knowledge - how to develop solutions that will
to past problems. The technology began in supporting call centers at technology have the greatest impact on reliability and availability rolling stock; identifying systems
companies. It has since been adopted by companies like Cummins Engine Co., Cisco, with the highest failure rates
Polaris and Chrysler. Bombardier Aerospace began using software that utilized “Case • Communicating solution feedback to engineers/authors for contiuous improvement
Based Reasoning” to aid in fault diagnosis in 2006; ROI was significant as it reduced call • Understanding the ROI of Case Based Reasoning 3.
demand to their Technical Support Center in Toronto. In this session Keith shares how
Bombardier Transportation continues to see ROI in increased vehicle availability, reliability Keith Sheardown, General Manager Of Business Development And Services For
and reduced material consumption. Highlights include: North America Transportation, Bombardier
• Why Bombardier turned to Case Based Reasoning to improve accessibility to technical

knowledge

3:30pm-6:30pm 3:15 Registration
C Developing New Training Methods to Improve Service Performance and Profitability

Challenging economic times require services organizations to focus on a key asset—their corporate profits
people. Rather than reducing training expenditures in difficult times, best-in-class • Creating partnerships between services, product development, vendors and customers
organizations transform training expense into an investment. Sun Microsystems has to increase training effectiveness
developed a service learning model that enables a proactive and consistent approach to • Combining technical, process and non-technical training into a service curriculum
leading-edge skills and knowledge in the workplace while increasing the accountability • Utilizing knowledge captured through service call analysis to prioritize training required
of managers and employees in developing services capabilities. Sun has implemented a • Engaging service management / employees in defining learning objectives and styles
Services University which contributes to the long-term profitable growth of Sun by • Identifying core, fundamental and role based learning requirements of the service
attracting, developing, and retaining high-caliber employees to services through creating organization
a learning environment that equips the workforce with the necessary skills to deliver • Exploring webcasts and interactive web-training software for usability and function
against current priorities and future business needs. This presentation provides best • Continuing to explore diversity and employee skill development in training
practices for implementing a training strategy that contributes to the development of a
high-performance culture. Key highlights include: Greg Trexler, Manager Service Delivery University, Sun Microsystems
• Developing a Service University to increase employee morale, customer satisfaction and

ABOUT SERVICE MANAGEMENT IQ:
A division of International Quality and Productivity Center (IQPC), the Service Management division focuses on all aspects of service delivery for cross-industry service and
support executives. By concentrating research and topic development into targeted programs such as Service Parts Management, Warranty Management, Knowledge
Management, Service Design, Remote Service and Device Monitoring, Six Sigma and Field Workforce Optimization we can ensure our attendees are receiving the most up-to-
date topics and technology discussions than anywhere else. Our unique programs are tailored to the specific needs of the service industry allowing for optimized takeaways and
strategies that can be leveraged at your organization. For more information on the Service Management division at IQPC contact Jonathan Massoud at 212-885-2787, or email
at Jonathan.Massoud@IQPC.com

* Qualified Knowledge Management Professionals PAYMENT INFORMATION
REGISTRATION INFORMATION include those end-user professionals involved in •
A $99 processing charge will be assessed to all registrations
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Qualified Knowledge Management Professional Pricing* service, or knowledge transfer, or product support. registration
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by 5/15/09 by 5/29/09 by 6/12/09 by 6/26/09 by 7/24/09 Price
solution providers or any third party providing • Details for making payment via EFT or wire transfer:
services to end-user professionals. IQPC maintains the JPMorgan Chase
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All Access Pricing** save $1,147 save $1,047 save $947 save $847 save $747 save $447 event number: 13633.002
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PAYMENT POLICY
**All prices include lunches and refreshments. Payment is due in full at the time of registration. Your registration
Standard Pricing Contact us at 1-800-882-8684 for special dietary will not be confirmed until payment is received and may be
Register Register Standard requirements. subject to cancellation. For IQPC’s Cancellation, Postponement
by 6/26/09 by 7/24/09 Price and Substitution Policy, please visit www.iqpc.com/cancellation.
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$3,199 $3,499 $4,199 arrangement of this brochure constitute a trademark of IQPC.
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www.iqpc.com/us/knowledgemanagement 3

Main Conference DAY ONE: August 18, 2009

7:00 Registration and Coffee 9:45 Morning Networking Break

8:00 Welcome Remarks 10:15 Building in the Flexibility to Transform Your
Jonathan Massoud, Director, Service Management IQ, IQPC Service Organization from Reactive to Proactive
Tim Saur Ph.D, SVP of Finance, Operations
8:05 Chairperson’s Opening Remarks and Service, Durst Imaging
Service organizations nowadays are not only tightening their belts
8:15 Optimizing Knowledge Tools & Processes: in terms of investment but are also looking to provide world-class
Merging Two Cultures to Create a Unified product support and service. In order to accomplish this many have
Customer Loyalty Strategy taken steps to become more proactive in their service delivery
models. However, many organizations struggle with the various
Lynn Holmgren, Vice President Customer Care, Whirlpool forms of proactive service and their actual expected outcomes
After the 2006 merger with Maytag, Whirlpool executives realized versus a reactive model. In this session Tim demonstrates show both
that cultivating loyalty is being able to provide solutions that fit your how and why you need to build your organization to become
consumers' unique needs. Whirlpool executives also realized that proactive by clearly outlining key items you can deliver at different
meeting customer needs starts by engaging the people who are stages of service. Key highlights include:
closest to them, their employees. In response Whirlpool developed a
comprehensive integration strategy which included guiding • Defining proactive service relative to your service operation
principles, continual communication, employee empowerment, • Exploring both reactive and proactive service models at three
training, and recognition programs. levels of service
• Prevention

This robust strategy has worked to motivate and empower Whirlpool • Education

employees to take more accountability in Whirlpool’s redefined • Feedback

customer experience strategy. Additionally, Whirlpool has pushed the • Demonstrating expected outcomes of each model and how they
envelope in optimizing the customer experience by utilizing social differ in a reactive model
networking software to track market and customer feedback to • Identifying what to avoid during implementation of a proactive
enhance product support. In this session Lynn shares her best- model
practices in developing a Gold Ring Promise, a Customer Bill Of • Exploring potential weaknesses and successes throughout the

Rights, a Customer eXperience Center and a “Hit Me With Your Best process and what to avoid when implementing a proactive model
Shot” knowledge-sharing program. Session highlights include:
• Evaluating past strategies in building consistency of service managers 11:00 Panel Session: Identifying Your Defining Metrics
• Identifying potential leaders in your own organization
That Accommodate Customer Expectations
• Developing internal training programs
• Understanding the financial value chain to spend where it Jim Fetterman, Vice President Service, FEI
matter most Craig Bernero, Global Senior Director -
• Assessing skill levels of all people and ensuring they have the most PREM CMA Support, EMC
relevant assignments Olga Martens-Stuurman, Manager Global Support Content
• Developing a knowledge repository. to structure the familiarities Organization, Hewlett-Packard
Ed Fahy, Director Field Support Services, Northrop Grumman
9:00 Driving Incremental Revenue in Today’s Economy There are a number of key quantitative strategies you need to be
aware of when accommodating your customer base. Don’t let
Ivin Smith, Vice President, Customer Service and
numerous ‘uncleansed’ data sources and quantity stop you from
Worldwide Tech Support, Pitney Bowes
meeting your customers’ expectations, as service delivery is the key
Most often, the company’s key performance indicators for success competitive differentiator, ultimately the battle is won how well you
are: increasing incremental revenue; controlling labor costs; understand what your customers expect from you. This interactive
maintaining excellent customer service and driving profit, and yield panel session is your opportunity to tap into the success of our
(sales average). While service organizations have been a proponent panelists in identifying analytical methods for service delivery
of service as a revenue generator - the business is now mandating transformation. Takeaways include:
that they become sales generators. Therefore in order to capture • Developing internal and external support processes to identify
recurring revenue your processes to better understand customer
metrics in need of improvement
initiatives must be much more forward-looking than ever. In this • Identifying what substantiates the value for which your customers
session Ivin shares how Pitney Bowes has offered customized
pay
services to help improve their customers uptime and drive revenue • Defining and quantifying these metrics
for their service organization through their new offering Service • Staffing an appropriate service and support environment based on
Plus. Key takeaways include:
qualitative feedback and analytics
• Identify methods to better understand your customers initiatives • Evaluating call routing, response time and diagnosis to ensure
and what other products you can sell escalation to the appropriate technician
• Appealing to a new customer base with different products and • Analyzing customer satisfaction: How quickly did you fix the
services problem, response time and parts replacement
• Offering part-time service contracts to lessen customers cost
• Considering the value in offering consulting services to existing 11:45 Creating an Employee Facing Knowledge Base:
and new clients Moving From Call Deflection to Decreased
• Providing your customers with tools to show the operational
benefits for: Resolution Time
• Uptime
Robert Bell, Director of Customer Care Centers, McKesson
• Product quality

• Engineering support A challenge for many organizations in technical support centers is
• Effectively marketing the value for these added services the lack of repeatability of calls that are received for support and


Main Conference DAY ONE: continued

resolution. McKesson has changed their game plan to avoid knowledge and experiences. To prevent further loss of valuable time
rewriting new articles for every work order. There’s also been and resources, it is important that organizations evolve to become
debate to the usage of online web portals or developing an an information-based knowledge enterprise. A process-driven
employee-faced knowledge base. In this session Rob shares approach to effectively managing and continually optimizing
McKesson’s methods for examining individual training and knowledge retention is vital to building a next generation
additional tech support needs required organizations with tiered- knowledge enterprise. In this session Craig shares his best-practices
levels of support and cross-market training initiatives. in creating a process-driven approach and solutions that enable
EMC to align organizational goals and objectives with day-to-day
12:30 Luncheon operations. Highlights include:
• Evaluating past strategies in building consistency of service
1:30 Optimizing Data Capture and Analysis to managers
Enhance Product Support and Service Intelligence • Identifying potential leaders in your own organization
• Developing internal training programs and providing a closed-loop
Brad T. Smith, Senior Director Global Support for feedback and improvement
Experience Group, Symantec • Developing a knowledge repository to structure familiarities in
A key component to effective service delivery optimization and top- your talent pool
notch product support is the access of stored technical support • Supporting your organizational vision and strategic objectives
information available in real-time to customers and partners when pertaining to business process performance and innovation
they require it. As web based self-help and the online communities •
Defining and sustaining a strategic approach to organizing
become more effective, the majority of the customer support succession planning and knowledge retention practices
experience is no longer an interaction with our support people.
Maintaining a robust knowledge-base for preventative care and 3:45 Afternoon Networking Break
effective troubleshooting services will allow companies to come-out
of this economy with a competitive advantage across the board. 4:15 Closing Keynote: Dominant Service Design for
Determining which content is effective and offers true ‘value’ to Knowledge Management’s Transformation
solving your customers needs is at the heart of any successful
knowledge management strategy. In this session Brad shares his Dr. Jay Lee, Professor of Mechanical, Industrial & Nuclear
lessons-learned in: Engineering within the College of Engineering, University of
Cincinnati
• Effectively contextualizing data outside of its original source
• Verifying data sources from multiple channels and tracking The world's innovation landscape has changed. Innovation is not
support data from the field to the system just about new product development; it also refers to the creation
• How to leverage multiple measurements into a weighted index to of new value-added services to transform better productivity and
compare article effectives and determine reputation performance. Companies need to learn how to develop niche
expertise with value-added innovation to compete globally. This
2:15 Keep it Simple: Leveraging Knowledge, Metrics, session introduces the concepts and strategies for product and
business innovation based on a dominant innovation approach and
Communications and Focus to Optimize Results
Infotronics technologies. Infotronics technologies intertwine
Frank Diorio, Vice President Service Operations, intelligent algorithms and electronics intelligence to predict product
Pitney Bowes performance degradation and autonomously manage and optimize
product service needs, ultimately synchronizing with engineering
A performance-driven service organization is one that has a set of and business systems for closed-loop decision-making.
measurable performance standards, a pointed focus on outcomes,
and clear lines of accountability—all of which are important if a Dr. Jay Lee highlights similar case studies and highlights how your
service organization wants to prove its value in today’s economy. organization can:
• Better understand product and service systems
In today’s service business world, we must leverage every advantage • Develop service strategies on service innovation
possible. Sometimes we overlook the basics and jump to the • Formulate product and service innovation from customer gaps
complicated solution thinking it will yield superior results. Instead, • Understand the emerging infotronics technologies for smart
we should make sure our fundamental business processes are in
service system of the future
place to fuel the outstanding results we expect. Pitney Bowes now
has developed a basic model that is consistently delivering results
above goal. In this session, Frank will take you inside this model and 5:00 Knowledge Management Roundtable Discussions
share some of the proven techniques being utilized. Key take aways You’ve spent the entire day listening to case studies and approaches
include: to better leverage knowledge into your business processes. Take
• Learn how Service Manager training has had a huge impact on advantage of the opportunity to actively take part in focused group
results discussions and get answers to questions you didn’t get to ask.
• Understand the power of well constructed measures and Meet and learn from your peers while gaining new perspectives on
dashboards these critical issues. This is your opportunity to roll up your sleeves,
• Discuss methods for determining which Key Initiatives can have get the answers and learn the best practices you came to
the greatest impact Knowledge Management for Service & Support for, as well as
• Review the power of simple Project Management Techniques contribute to your colleagues’ experience.
• Table 1: Linking Product Knowledge And Customer Satisfaction To
3:00 Optimizing Knowledge Management Processes Profitability
and Skill Development • Table 2: Customizing The Functionality Of Your Knowledge
Management System
Craig Bernero, Global Senior Director - • Table 3: Reeducating Your People On The Basic Principals Of
PREM CMA Support, EMC Workforce Collaboration: Tying In Sales And Service
For many service organizations, the challenge of managing their
• Table 4: Developing A Contingency Plan To Manage Headcount In
intellectual capital is exacerbated by retiring professionals and Today’s Economy
shifting workforce demographics. In light of these dynamics,
organizations must capture and distribute employees’ inherent 6:00 Conclusion of Day 1 and Cocktail Reception


Main Conference DAY TWO: August 19, 2009

7:30 Registration and Coffee that’s integrated into customer support and internal workflow
processes. With the right knowledge sharing processes and
8:00 Chairperson’s Opening Address standard resolutions, your organization can significantly
decrease response time and deliver consistent responses to your
customers daily. This panel highlights strategies for:
8:15 Optimizing Support Operations Through
Advancements in Enterprise Social Networking • Adopting a customer-centric view of effective problem resolution
• implementing intelligent search technology capable of
and Web 2.0 Applications
engaging a customer in automated dialogue and
James Glueck, Vice President of Technical Services, Customer
understanding unique customer service needs
Advocacy, Cisco • Providing a consistent, integrated resolution process
Effective process optimization is one method Cisco Technical
through web and assisted service channels
Services uses to provide the highest quality service and support to • Creating an interactive web experience, personalized to the
its customers. This presentation shows how Cisco is using Web-
customers needs
based innovations such as Webex, Telepresence, Wikis, and CSE • Closing the loop with analytics to ensure continuous
Workbench to radically increase productivity. Learn about the Cisco
improvements in the resolution process
approach to Next Gen RMAs, which are designed to strengthen the • Leveraging analytics to categorize services requests by customer
Cisco service brand by increasing contract attach rates through a
service need, to identify emerging needs, and to determine
closed-loop Return Materials Authorization (RMA) process, while
resolution gaps
sustaining operational efficiency and customer satisfaction. Learn
how Cisco is enhancing its world class support capabilities through
new business models with partners and innovations such as Smart 11:15 Implementing Knowledge Management Systems:
Care, and how the firm is changing its global footprint with its a Business Case for Success
service supply chain. Find out how to:
• Use Web 2.0 and social networking applications to radically Reg Stump, Senior Director, Customer Support
Operations, North America, Ventana Medical Systems
increase productivity
• Increase contract attach rates through a closed-loop Return
For many organizations, senior executive’s logic for investment,
Materials Authorization (RMA) process especially in today’s economy, is incontestable and seems
• Enhance support capabilities by using innovative new business
overwhelming; for most organizations the real value of knowledge
models management systems is in the benefits it brings to customer
satisfaction and loyalty, as well as the bottom line. These benefits
9:00 Utilizing the Web to Connect Your Customers to range from increased knowledge worker productivity, to faster time-
Institutional Knowledge to-market for new products and better customer service and
technical support. In this session, Reg highlights the benefits of
Olga Martens-Stuurman, Manager Global Support such implementations and how operational success and 25% year-
Content Organization, Hewlett-Packard on-year growth play into the future of knowledge management.
How many times do you need to connect with your customers on • How Customer Support is a valued feature of any product line
daily basis? And when you do how many times does it take to get • What are Key Performance Indicators (KPI’s) for any support
an appropriate response from them? Wouldn’t it be ideal to organization
channel that communication and support over the web freeing you • What can an effective Knowledge Management System bring to a
from the amount of work that gets spread among the support support organization
team to follow-up? The lack of data analytics to translate your • Customer satisfaction and loyalty!

customer data into a web environment must be improved to • Knowledge = Experience: Real-time information from field or

effectively connect and channel support through the web. In this internal customer support that updates knowledge of entire
session Olga shares her strategies for: organization
• Extending new technology (like forums and Wikis) to your • Improvements in “mean time to resolution” or “recovery

partners, workforce and customers times”
•
Making this information readily available to drive self service • Increased remote or phone “fix rates”

• Standardizing these initiatives to manage information from new • Reduction in call volumes due to root cause analysis and

processes effectively remediation
• Filtering through data of 'old' and 'new' technology and • What is the Quantum Leap necessary to get to the next level of
processes– determining what can be leveraged, simplified and customer support and organizational growth
optimized
• Ensuring correct level of consistency in delivery of updated
12:00 Luncheon
support data
1:00 Tele-Immersion Project: Next-Level Training
9:45 Morning Networking Break
Initiatives in Complex Technical Environments
10:15 Panel Session: Utilizing Web-Based Services to Professor Ruzena Bajcsy, University of California Berkeley
Increase Customer Satisfaction While Decreasing Technology has certainly improved the methods to which
Costs organizations can delivery training. However, the lack of technical
advancements in delivering training and support methods for highly
Olga Martens-Stuurman, Manager Global Support Content
complex environments is more difficult a challenge and certainly
Organization, Hewlett-Packard
more time consuming in its creation and execution. Dr. Ruzena
Brad T. Smith, Senior Director Global Support
Bajczy comes to share her research developments at University of
Experience Group, Symantec
California Berkeley Tele-Immersion Project.
One key challenge thwarting successful web-based services is the
Tele-immersion is aimed to enable users in geographically
development of a centralized knowledge management database
distributed sites to collaborate in real time in a shared simulated
environment as if they were in the same physical room. This


Main Conference DAY TWO: continued

enterprise has engaged the skills of researchers in a variety of 3:15 Afternoon Networking Break
disciplines, including computer vision, graphics and network
communications. Tele-immersion is aimed to be used in different 3:45 Panel Session: Self-Service -Translating
areas, such as 3D CAD design, ergonomics, entertainment, remote
learning and training, coordination of activities, 3D motion capture Institutional Knowledge Into the Customer
of body segments etc. Intended applications of Dr. Bajczy’s tele- Experience
immersion system include teleconferencing, distance learning, Tim Saur Ph.D, SVP of Finance, Operations and
archiving and distribution of physical performances, and training for Service, Durst Imaging
complex and hazardous tasks where physical visual interactions are Lynn Holmgren, Vice President Customer Care,
the key component. Whirlpool
Additionally it has the capability to immerse people into three Organizations are being overwhelmed with vast amounts of
dimensional (3D) cyber-spaces allowing for synchronous and customer data and need to better understand their customers. For
interactive activities in cyberspace. These 3D spaces provide new those companies that are going beyond traditional support
sets of digital options, for example, abilities to change scale, methods and providing self-service are seeing an increase in
number, and background of cyberspace participants, for physical productivity from support staff and a decrease in operational costs.
interactions, and to allow for remote physical interactions to take This panel session highlights lessons-learned and best practices to
place in real time. In this session Dr. Bajczy provides an overview of effectively utilize a self-service support platform by better
her research and developments and discusses practical applications understanding your own support data and customers. With this
for the support industry. panel, you will explore methods for:

1:45 Effectively Analyzing Performance Metrics and • Leveraging data to know your customers product and support
history
Managing for Profit • Viewing knowledge management beyond the operational aspect
Leticia Leinard-Weidenhamer, Director Field Service, of information
• Customer, reporting and partner related data
Cox Communications
• Identifying tailored process improvements to better utilize your
In the service industry performance measurement metrics are critical internal knowledge base
for successful service chain management. Ineffective performance • Providing a seamless knowledge bridge and effectively
measurement will never reveal what really needs adjustment communicating the functions of the system as you initially
internally and externally in the supply chain. Many manufacturing intended
companies continue to evaluate their performance and make
adjustments by focusing on financial data that looks to the past
rather than the future. In this session Leticia takes this process one 4:30 Improving Global Knowledge Sharing Through
step further by addressing strategies for: Implementing Remote Service Technologies and
Best Practice Networks
• Analyzing the value out of your senior technicians and accounting
for development costs Alon Sagie, Solar Service Global Field OPS
• Value from the tenure - do you have higher expectations for Director, Applied Materials
people whom you are paying a premium
Standardizing support methods amongst your support and
• Creating methods to track and account field manager activities
engineering staff inhibits your ability to streamline global support.
and assigned responsibilities
The key is to provide comprehensive equipment and support data
• Establishing guidelines and practices for the plateau employee:
combined with standardized solutions to your workforce. For most
Developing a career path guideline including incentives and skill
organizations this is easier said than done. During the past 3 years
development
the service division at Applied Materials has developed
• Developing internal training programs
• Reengineering your entire service rep program (i.e. complex comprehensive service capabilities to support their Semiconductor
customers. At the center of those capabilities is their remote
technical classes)
connectivity platform which has enabled their service engineers to
• Assessing skill levels of all people and ensuring they have the most
log on to the equipment and their best practice network allowing
relevant assignments
for global collaboration in real-time. In this session Alon shares how
Applied Materials’ entire transition is driving the service
2:30 Knowledge Transfer: Developing User organization to a future of technology and knowledge based
Accessibility Across the Board operations. Session highlights and takeaways include:
Mike LeSavage, Director Integrated Field Service, Baltimore •
ExpertConnect ™- Applied Materials remote service capabilities
Gas & Electric • Identifying what capabilities required for global implementation

• Deploying technologies and systems with a focused change
An effective knowledge transfer initiative can bring significant
management program
productivity benefits to your service organization. But this is no • Best Practice Network- Applied Materials application for
surprise - as the challenge of dispersed and incomplete data sources
optimization of knowledge systems for technical solutions
becomes more abundant, your ability to effectively create a skills •
Lessons learned from Applied Materials global implementation
matrix and identify key components and operations greatly
program
dwindle. In this session, Mike shares his initiatives in: • Balancing technology, systems and the human factor to effectively
•
Recognizing what knowledge, and at what level it can be drive change management programs in service
obtained through experience and time
• Analyzing failure trends and mechanisms of failure to evaluate 5:15 Conclusion of Knowledge Management for
possible solutions to each resolution
Service & Support
• Organizing and dispatching this critical information
• Making accessible from first call to delivery to support your
technicians


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Knowledge This Year’s Speakers
Include:
Ivin Smith, Vice President, Customer
Service and Worldwide Tech Support

Management
PITNEY BOWES

Lynn Holmgren, Vice President
Customer Care
WHIRLPOOL

for Service and
Tim Saur, SVP of Finance,
Operations and Service
DURST IMAGING

Craig Bernero, Global Senior
Director - Technical Support

Support
TM
August 17-19, 2009 Infrastructure Software and
Environments
Boston, MA EMC

Keith Sheardown,
General Manager
Technology Solutions
Transforming Customer and Product BOMBARDIER
TRANSPORTATION
Support Data Into Revenue Brad Smith, Senior
Director Global
Support Experience
Group
SYMANTEC
www.iqpc.com/us/knowledgemanagement

Knowledge Management for Service & Support

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