Françoise Tourniaire

Françoise Tourniaire

FT Works
Françoise Tourniaire is the founder and owner of FT Works, a consultancy firm that helps technology companies create and improve their support operations. She has over 2 years' experience as a Support and Services executive. Prior to founding FT Works in 1998, she was the VP of Worldwide Service at Scopus, a leading Customer Relationship Management (CRM) vendor.
  • 3 comments 5,628 reads
    Posted on 2009-09-24

    Would you wear both a belt and suspenders? Probably not: one device should be enough to hold up your pants. So if you have a customer satisfaction survey in place and customers are responding in adequate numbers should you bother to also put in place a quality monitoring process?

    I would say yes. Let's start by affirming that customer satisfaction surveys are wonderful and irreplaceable since they capture what really matters, namely what customers think of your service. Indeed, if your quality monitoring ratings are strikingly different than your customer satisfaction ratings I would (1) always believe the customer satisfaction ratings over the quality monitoring ratings, assuming that the customer ratings rely on a reasonably high response rate for the surveys and (2) review your quality monitoring checklist, as clearly you are not focusing on the right dimensions. So customer surveys are very precious and should be implemented whenever possible.

  • 0 comments 1,042 reads
    Posted on 2009-08-18

    If you are serious about your partners, you should be serious about supporting them and their customers. And it's really not that hard.

    1. Who does what to whom?

    Much frustration can be saved by simply defining mutual responsibilities. Typically partners own their customers, provide level 1 support to them, and escalates issues to the vendor that are beyond their technical expertise or require a product fix. It's fine to deviate from the norm as long as you spell it out. (And it's fine to treat different partners differently.)

    2. Set conditions

    Yes, you can require minimum staffing levels, training, or certifications, and you can and should audit them all on a regular basis.

    3. Give a little

    Start with training on your products. It doesn't have to be slick or even formal, but it needs to exist. And a certification program is a great idea, whether formal or informal.

    4. Demand the best

    It's great to set conditions (#2) but you...

  • 1 comments 1,421 reads
    Posted on 2009-07-07

    User communities (forums) are all the rage today so they definitely hit the cool factor -- but can they also save you money?

    1. Only if you use them well
    A community won’t produce savings if it’s not alive and vibrant. You must actively promote the community to its users, seduce super-users into participating, and at least occasionally provide answers to languishing threads. Do not expect to get benefits without a sustained effort.

    2. Size matters
    Large communities provide much larger benefits because of the scaling effect: if 1 million users can see a useful post (and therefore don’t have to contact support) it’s much better than if 100 users see the same post. This does not mean that small communities are doomed but the possibilities are much more impressive with a larger community.

    3. You should see savings very soon
    If you are a veteran of CRM implementations (condolences!) you know that patience is required before savings are achieved....

  • 1 comments 3,230 reads
    Posted on 2009-06-17

    I just read a wonderful, simple book about statistics that inspired me to think, once again, about support metrics. The book is The Numbers Game by Michael Blastland and Andrew Dilnot, two British economist and journalist that set out to de-mystify statistics bandied about by politicians, mostly, but much of their clear and often funny advice can be used in many other contexts, including the one that we all care about, technical support.

    1. Know what you are counting

    Are “cases per day” incoming (new) cases? Closed cases? “Resolved” cases (we gave the customer the solution, but s/he has not confirmed it’s working yet)? Cases that were “touched” or worked? Make sure each concept is carefully defined so everyone can measure the same thing. The people who write the reports will thank you, and you’ll get much better trust in the metrics from the entire organization.

    And I would strongly advise to use the simplest possible definitions. If I can be...