This document provides an overview of PT XL Axiata's customer service organization and certification efforts. It includes: 1) An introduction to PT XL Axiata and its operations in Indonesia. 2) Details on the customer service organization structure, including contact centers, social media channels, and certifications. 3) A self-assessment summary of PT XL Axiata's customer service quality system based on the CCSM framework, identifying some gaps in processes like those relating to social media and new customer contact channels.

1. 1
By
Rudy A. Dalimunthe
PT XL Axiata Tbk.
Jakarta – Indonesia
For
CCSM Certification
January 2012
CCSM Project 2011
“Establishing & Optimizing Social Media
Touch-point in Customer Service”

2. 2
PT XL Axiata at a Glance
• Establishing its commercial operation in October 1996
• The 2nd largest cellular operator in Indonesia – currently 45 million active Subscribers
• GSM 900/1800/3G/3.5G services
• Own 23.267 BTS (2G/3G) and covers more than 90% of population in Indonesia (from
Sabang – Merauke)
• Own an extensive fiber-optic backbone network in Java, Sumatra, Sulawesi, Kalimantan,
and to International network
• Listed in Indonesia Stock Exchange (ISE)/Bursa Efek Indonesia since September 2005
• Member of Axiata Group Company
• Pioneer for low fare GSM in Indonesia
• Acknowledged as Best Customer Service Organization in Indonesia
• The only holder of COPC Certification in Indonesia for its Contact Center operations

3. 3
Organization Structure
Chief Operating
Officer (COO)
Head of
Corp.Comm
Sr. VP – Corp.
Strategy Bus. Dev
and REFM
GM – Customer
Service
VP – Service
Assurance
VP – Demand
Organization (Field
Ops & Network)
VP - Infrastructure
Development
VP – Product
Development
VP – IT
Development
Advisor –
Technology
Roadmap
GM – Business
Control, Corp
Finance &
Treasury
Sr. GM – Financial
Accounting &
Taxation
GM – Revenue
Assurance
VP – Marketing
Mobile Data
Services
Sr. VP – Branding
VP – Marketing &
Customer
Experience Mgt
Sr. VP – Marketing
Strategy, Insight
and Customer
Analytics
Sr. GM – Customer
Lifecycle
Management
VP – Service
Strategy &
Architecture
Director of
Commerce
Director of
Marketing
Director of
Finance
Director of
Service
Management
Director of Technology,
Content& New Business
VP Enterprise &
Commerce
VP Regions (5 VP
Regions across
Indonesia )
VP Channel
Development
VP Channel
Operation
Sr. GM – Corporate
Legal
Corporate Secretary
VP. Human Capital
Development
Head of Audit and
Risk Management
To strengthen our focus as Service Company, we
established a Service Management Directorate in mid
2011 led by a C-Level
VP – Strategic
Business &
Innovation
Sr. VP Business
Strategies and
Partnership
VP Tower Business
CEO
PT XL Axiata Tbk

4. 4
Our Customer Service at a Glance
XL Centers
Contact Center
(817)
IVR
(818)
Regular
Customer
Managed by
113 XLC managed by
Self-
service
Info
Walk-in
Center
Corresponden
ce Unit
(email, SNS)
Calls & Emails & Social Media
Managed by
from Indonesia Contact Center Association 2011
on Center for Customer Satisfaction & Loyalty 2011
The Best Outsourced Contact Center 2011 CCAS
Singapore
Golden Ring Award 2011 - The Best Customer Service
900 Professional
(450 seats)
www.xl.co.id
(company website)
35 Professional
(35 seats) 600 Professional
IVR consisted of product info,
self-service channels, and
customer education center
CEO Blog
customer can address their
complaint directly to CEO
(www.hasnulsuhaimi.com)
1
Corporate
& Premium
Service
Social
Media
Channel
2 4 5 6 7
8 9
x Customer channels
3

5. 5
Customer Service Organization Structure
GM Customer
Service
Regular
Customer
Head of Ops
Contact Center
Jakarta
Manager
Contact Center
Jogjakarta
Manager 1
Contact Center
Jogjakarta
Manager 2
Client Service
and Ops Support
Manager
Customer
Experience
Helpdesk
Manager
TL - Call
handler
TL – Case
handler
TL – Outbound
Call Mgt
Specialist –
Back end
Analysis
VMO
Manager
VMO
Specialist
Analyst- VMO
Compliance
and Risk
Management
Knowledge
Management
Manager
Basic Module &
New Hire
Readiness
E-System
Knowledge Base
& E-learning &
Visual Aids
Continues Learning
program update,
Complaint and
Trouble Shooting
Service Excellence
Promoter
CS System
Development
CS Operation
Performance
and QA
Manager
CS System
Development
& Support
CS Ops
Performance,
CS Reporting,
Human
Performance
Reporting
Quality
Assurance
XLC Quality
Mgt Manager
XL C Quality
Mgt Specialist
Premium and
Corporate
Manager
TL – Premium
TL – Corporate
TL - Activation
Experience
Center
Manager
Secretary
Note: Regular Customer Contact Center is Outsourced to PT
VADS Indonesia as Managed Service Partner
Direct Report to VMO Managers

6. XL Experience
Center
Management
Vision and Mission – Towards Strategic Business Unit
Knowledge &
System
Support
Performance
& Quality
Management
Customer
Experience
Helpdesk
Unit Strategy & Initiatives
CS Strategy 2012
The Vision
That inspires all that we say and do
The Mission
That unite all Customer Service in
thought & deed
The Promise
Our pledge and
challenge we embrace to
delight our customer and
stakeholder
The Player
Our key team in
winning the game
“Customer service XL provide the best service
quality framework and create more than
competitive advantage for the Company”
CS Core Operations– Value provider CS Ops Supports- Value enabler
The Value Chain Management
Connected & sustainable improvement in people, process, and system between value creator and value enabler
TM
“Friendly, Warm and Smart people
delivering accurate solution to
customer first time every where “
“To empower our
professional to deliver
consistent and accurate
solution in every
customer touch point “
1
“To become customer
education and promotion
center to support MDS &
adjacencies business
growth”
“To become key enabler for
the company to optimize &
leverage managed service,
consolidation, and
partnership”
3
4
“To educate, liberate
and leverage
customer to reduce
unecessary contacs “
2
“Being the best Indonesian customer experience
provider and customer’s value creator, across
industries and across regions, consistently in
every XL customer service touch points”
“Friendly, Warm and Smart people delivering
accurate solution to customer first time every
where “
Mission
Contact
Management
(Premium &
Corporate CC)
XLC Quality
Management
Vendor
Management
(Regular CC)

7. 7
CSQS Self Assessment - Summary
Intention
(0 -2)
Implementation
(3 - 5)
Integration
(6 – 10)
1. Management Responsibilities 0.18 0.62 5.79
2. Resources Management 0.00 0.00 8.00
3. Process Management 0.00 1.25 5.95
4. Performance Management 0.00 0.00 7.09
Total Average 0.0525 0.47 6.71
CSQS Total Average Score 7.20
For details, please refer to Appendix 1

8. 8
Service Promise and Waranty for not
delivering the standard service quality is
still in progress of preparation
Escalation procedure are just
being done last month and
progress still 50%
CSQS Self Audit (1/4)
Management Responsibility
1 Organizational Leadership Intention Implementation Integration
Has a mission Statement 8
Has published vision & values 8
Has promises of Quality 2
Has warranty (where applicable ) 2
Has a promise of Speed of service 8
Has published Customer satisfaction Goals 5
Has an Organizational Chart 8
Has a customer Service Director or equivalent 8
Strategy supported from CEO down 7
Subtotal 4 5 47
2 Organizational Structure Intention Implementation Integration
Goals and Objectives are aligned ( requires evidence of
measurements/checking) 8
Tasks and responsibilities are established 9
Relationship between other departments is established 4
Problem escalation procedures are defined 4
Able to analyze functional history 8
has published list of customer service personnel with
different levels of seniority 2
Structure effectiveness is reviewed at least two times
per year 5
Subtotal 2 13 25
3 Management Review Intention Implementation Integration
Systems are identified that affect the customer service
operation and service quality 7
Minutes of meetings relating to the customer service
operation taken 7
Opportunities are identified and prioritized for
continuous improvement 7
Goals are set and monitored 9
Employee feed back channels are established 9
Details of meeting findings are communicated to
employees (Where appropriate ) 9
Sub total 0 0 48
4 Management Action Intention Implementation Integration
Corrective Action is taken where applicable 8
Preventive measures are identified and action is taken
wherever possible 8
Root cause analysis is employed 8
Employees are recognized and rewarded for
performance & best practices 8
Has a steering committee established 8
Has a quality improvement program 8
Sub total 0 0 48
Published CS personnel
with different skilll level
currently in progress
1 2 3
: Gap identified

9. 9
Resource Management
1 Resource Planning Intention Implementation Integration
Resources are identified that relate to the customer
service operations , mission , vision values & customer
Service Pledge 8
Staff Scheduling is utilized 8
Work force management systems exist (where
applicable) 8
Accurate costing and budgeting is used for resource
planning 8
Technology requirements are defined 8
Adequate training is provided for use of technology 8
Adequate training is provided for Customer Service
staff 8
Resource planning is audited for validity , accuracy and
necessity 8
Sub Total 0 0 64
2 Resource Deployment Intention Implementation Integration
personal are assigned to relevant job duties based on
their skills and competencies 8
Skill requirement and job descriptions are clearly
defined 8
A suitable induction programmed is established and
training is provided where applicable using best
practices 8
Job descriptions are provided in writing to employees 7
A sound and solid career development program is
established 8
Training opportunities are identified for new and
existing employees 8
Product training, customer service training, online
learning, certification required by Government ,
customer service certification, soft skills training,
coaching , testing , checking for success and skill set
monitoring (all where applicable) is provide 8
information required and or generated within the
customer service operation is properly retrieved,
maintained and controlled 7
Systems and resources for knowledge management
customer databases knowledge categorization product
information warranty records complaints VIP customer
procedures and segmentation etc are in place where
applicable 7
Existing resources are evaluated and audited to ensure
they can fulfill the objective and promises of speed and
quality of service can be delivered 8
Human and physical factors of the working environment
are defined and evaluated in odder to perform customer
service act ivies efficiently 8
A safe, healthy, comfortable and convenient
environment is provided for both employees and
customer and in accordance with local law regulation 8
Sub Total 0 0 93
3 Resource Utilization & Maintenance Intention Implementation Integration
A System for measuring the utilization rates of
customer service facilities, manpower , and workload of
frontline customer service professional has been
established 8
Details of what measure and how have been clearly
defined and tested 8
Sub Total 0 0 16
4 Resource Upgrading Intention Implementation Integration
Adequate planning has been executed to ensure
resources are scaleable to meet with unexpected
demands and or situation 8
Future technology needs have identified and budged
forecasting has been considered 9
A suitable business plan has been development to address
the need for upgrading all resources when necessary 9
The business plan has been endorsed by senior
management 9
Sub Total 0 0 35
CSQS Self Audit (2/4)

10. 10
We do have processes for complaint in social
media, but not yet optimized and leveraged, while
this has been highly exposed by BoD one of high
profile processes in 2012
Still related to Social media aspect, current
process not yet fully addressing customer
requirement and new channels for contacting
new customer should be optimized
As customer trend has shifted to data (voice & SMS is
slowing down), social media, and other VAS, convinient
channels need to be optimized and current social media
channels not yet addressing those needs
Process Management
1 Process Planning Intention Implementation Integration
Key customer service processes and associated
activities have been determined 8
Sequence of how to interactwith customers has been
determined 9
Relationship between customer service process and
other business processes have been determined 5
Process diagrams existfor all major processes 8
Sub Total 0 5 25
2 Standard Operating Procedures Intention Implementation Integration
Clearly defined SOPs existto explain how a particular
process is executed 8
The customer service manual are update where
appropriate 8
Customer handling, escalation , problem reporting ,
telemarketing, scripting etc, all have an associated SOP
where applicable 8
Sub Total 0 0 24
3 Operations Management Intention Implementation Integration
Customer feedback channels exist in order to improve
the delivery channels, development and introduction of
new product and service 7
A focus group or similar has been established to ensure
action is taken in respect to feedback 7
A customer Satisfaction survey is conducted on a
regular basis to establish areas of improvement 8
The organization ensure that the day to day operation of
key delivery processes meets both the key operational
objective and customer requirement and expectations 8
The organization should list out factors that can affect
or interrupt requirements and expectation 8
A convenient communication channel for the customer to
contact the organization should be provided 5
Sub Total 0 5 38
4 Clientele Delivery and Development Intention Implementation Integration
A systematic process should be established to identify
business opportunities and sale leads 5
The organization ensure that the day to day operation of
key delivery processes meets both the key operational
objective and customer requirement and expectations 5
Appropriate communication channels for contacting new
customer should be utilized 5
Sub Total 0 15 0
5 Process Analysis Intention Implementation Integration
Customer service processes and activities should be
periodically checked to see if the key operational
performance requirements and customer requirements
are met weekly 8
Sub Total 0 0 8
6 Process Improvement Intention Implementation Integration
Effectiveness of the improvement plans and action are
measured and ensured 8
Opportunities of the improvement are identified 8
Improvement action are planned and implemented 8
Sub Total 0 0 24
CSQS Self Audit (3/4)
4
5
6

11. 11
Performance Management
1 Performance Management System Intention Implementation Integration
The organization defines and implements appropriate
performance measurement, analysis and improvement
system 8
Type, Location , and timing of measurement success is
defined and the results are recorded based on their
significance 8
The results of data analysis and improvement activities
are input to the management review process 8
A satisfaction index program is established along with a
quality assurance monitoring program 8
adequate support from IT is provided to ensure success
of the measurement systems 8
The purpose of measuring the performance of particular
unit are clearly defined 8
The subject to be measured are clearly defined 8
KPI'S 's are identified reading to the subject 8
The frequency of measurement is determined to ensure
and control effective process control effective process
control and quality of product and services delivered to
customers though different delivery channel 8
Sub Total 0 0 72
2 Service Level Agreements Intention Implementation IntegrationThe organization has defined and implemented
appropriate service level agreements (SLA's) where
applicable 7
Severity levels impact to business is considered 7
Cost of implementing /serving customers is considered 7
Internal SLA's are defined to support external SLA's 7
SLA's are reviewed regularly and maintained
accordingly 7
Sub Total 0 0 35
3 Analysis of Data Intention Implementation Integration
Thorough data analysis is carried out in order to obtain
meaning full and objective results 7
Collection , storage processing and access the security
of data such as customer credit card numbers is
guaranteed 9
Unauthorized access to , use of and corruption of is
prevented 9
All data collection is accurate , objective and valid 8
Cross checking methodologies will be utilized to ensure
data validity and accuracy 8
Methods should be determined in order to process the
raw data 8
Comparative analysis is carried out both horizontally
against the internal history and laterally against industry
peers 8
The method of data processing , data reporting and
relationship between data is documented and made
available to the relevant people 8
Sub Total 0 0 65
4 Performance Benchmarking Intention Implementation Integration
The current levels and trends of customer service
performance is measured and benchmarked in relating to
competitors and past performance 8
These measures in aggregate reflect the ability to
support the key customer service processors 8
The organization has identified performance gaps
internally and in the market 8
Evidence of benchmarking reports (previous) and action
taken are made available for inspection to reflect
ability to support key customer service processes 7
Sub Total 0 0 31
5 Managerial and Operational Uses Intention Implementation Integration
The implications of the data analysis is understood and
appropriate actions is taken where appropriate 8
The analysis supports business projections , daily
operations and action plans should be implemented
throughout the organization 8
The results are posted for all staff to see so that
everyone within the company has a clear understanding
of the business impacts 8
the results contain briefing summaries and action plans
with areas addressed 8
Sub Total 0 0 32
CSQS Self Audit (4/4)

12. 12
Identify Low Score Area for Problem Focus
Service Promise and Waranty for not delivering the
standard service quality is still in progress of
preparation
Escalation procedure are just being done last month
and progress still 50%
Published CS personnel with different skilll level
currently in progress
1
2
3
We do have processes for complaint in social
media, but not yet optimized and leveraged, while
this has been highly exposed by BoD one of high
profile processes in 2012
Still related to Social media aspect, current process
not yet fully addressing customer requirement and
new channels for contacting new customer should
be optimized
As customer trend has shifted to data (voice & SMS
is slowing down), social media, and other VAS,
convinient channels need to be optimized and
current social media channels not yet addressing
those needs
4
5
6
CSQS Area
Management
Responsibility
Resource Management
Process Management
Performance
Management
Low score Sub Section Current problem in this area
1.1. Organizational
Structure
1.2 Organizational
Leadership
1
2
3
4
3.1. Process Planning
3.4 Clientele Delivery &
Development
3.3 Operation
Management

13. 13
Clear Problem Statement
Service Promise and Waranty for not
delivering the standard service quality is still
in progress of preparation
Escalation procedure based on segmented
customer with 3-priority level are just being
done last month and progress still 50%
Published CS personnel with different skilll
level currently in progress
1
2
3
We do have processes for complaint in
social media, but not yet optimized and
leveraged, while this has been highly
exposed by BoD one of high profile
processes in 2012
Still related to Social media aspect, current
process not yet fully addressing customer
requirement and new channels for
contacting new customer should be
optimized
As customer trend has shifted to data (voice
& SMS is slowing down), social media, and
other VAS, convinient channels need to be
optimized and current social media
channels not yet addressing those needs
4
5
6
Current problem from Low
Score Area Problem Statement based on current situation
“Out of 40% complaint in Call Center, containing 5% contact that keep
questioning the case progress and resolution status of their problem, which
considering a necessary contact to Call Center and lowering perception”
“Almost 50% personel in Marketing, Sales, and Channel didn’t know exactly
how to contact in CS whenever they want to escalate specific problems”
“Different customer needs from different customer segment need to be addresses
properly to set a better prioritization, historical data found that almost 10%
spending on network asset, complaint handling effort, and approach didn’t meet
the right customer profile based on usage and tenure”
“Revenue trend has been decreasing since 2008 by 9% and SMS revenue
relatively flat, while Data revenue almost doubled in 2009 and increased by
20% in 2011, Complaint trend related to Internet and Data increased by 700%,
Indonesia is 2nd after US in number of FB users, and No.4 in twitter users,
and we’re not yet addressing the current trend in a proper way, not yet
optimizing social media channel to engage with Customers, and still have a
long SLA with unclear interdepartmental SLA”
This problem become our big focus and first priority to solve in order to
move from implementation to integration level, as well as considering its
big impact to XL Brand and Customer Satisfaction

14. 14
Root Cause Analysis
Fishbone Diagram
5Why/5How’s

15. 15
Disseminating Program/Event
Promo message
2
Responding to Inquiry/Complaints1
3 Offending/attacking competitors
4 Quiz/Contest
5 Responding to/Re-tweeting
compliments from customers
General Message/Greetings6
Overview of Social media complaint handling problem
Handled by e-communication and supported by
CS (indirect involvement of CS team)
Objectives of the social media channel Descriptions
70%*
30%
Handled by e-Communication Marketing
* Load to overall activity
“As major process owned by e-Comm (marketing), many
complaint left abandoned and causing bad perception on CS”
“Long process, SLA, and delay in resolution as CS involvement
in only indirect touch to complaint, and no dedicated team for
social media (still using Email team)”

16. 16
Fishbone Diagram
Low Response rate
in Complaint via
Social Media
(only 20%)
Low positive
mention in twitter
due to slow response
(only 10%)
Policy/SOP Systems Process
ServiceStaff
20% 30%
30%10%
10%
Absence of Social Media policy
High Response rate
in Complaint via
Social Media
(above 50% )
High positive
mention in twitter
due to slow response
(above 30%)
Out of date SOP -over 1 year
Not reflecting current trends
Absence of listening
tools to measure brand
effect, socmed statistics,
performance etc
Absence of socmed
front-end application to
ease working process
Long-processes
which causing bad
response
No dedicated
process, embedded
in email channel
No process for
isolating negative
mention
No escalation
critetia for socmed
System not yet
recognized twitter
user
Lack of social media skills
Lack of selling skills
High abandoned rate due to
no dedicated staff for
socmed
High stress and workload as
they also handle complaint
via emails
Not “One-contact resolution”
as no tools to solve
Not customized for social
media service

17. 17
5-Why 5-How (1/5)
Increasing trends in Data , customer demanding on convinient channels via social media and image for CS still LOW on this aspect
Why ?
Why ?
Why ?
Why ?
Why ?
Establish social media channels to cater complaint and inquiry via social media
How ?
How ?
How ?
How ?
How ?
Task Force has been set at End of October 2012, join team
consist of CS, E-Comm Marketing, and IT, with approval
from BoD to increase headcount and OPEX, and potential
CAPEX from investment in Systems.
Existing channel are there to cater this but the response still low whilst the trends are increasing –
Lack of focus
Lack of product knowledge, social media skills, and CS troubleshooting tools skills-set
Knowledge, tools, skill-set, and CS capability are highly complex and owned by CS,
not Marketing team
Lack of direct involvement by CS team to handle social media,
e-Comm is still using socmed agency in Marketing
Lack of communication, strategy
alignment, and mutual understanding on
social media focus in 2012
Increase number of professionals to handle increasing trends and
complaint via twitter and FB
Establish information sharing, database, and tools to all professionals
Empower the tools, train professional, and give the
authority to marketing team
Set dedicated team in CS to handle all social media
complaint/inquiry, even engage with Socmed Customer
Establish a Task Force (Join CS & Marketing) to set
social media channels, SOP/Policy in Cust. Service.
Policy/SOP

18. 18
5-Why 5-How (2/5)
Why ?
Unclear parameter to effecively measure the company’s Social media performance and published
to all senior management
Why ?
Not representative parameters for social media measurement as well as eligible vendor to release it.
Why ?
No linkage to brand image and sentiment from customer that can automatically released
Why ?
Absence of listening tools and systems to measure brand effect,
socmed statistics, internal performance etc
Why ?
Absence of business case to get board
approval in providing such tools, as it
inuccured high investment and cost
Absence of valid and good measurement to reflect company’s social media performance
How ?
Assess all valid parameters for social media performance to be
published to all senior management
How ?
Review and simplify the parameters based on real company obectives
How ?
The agreed parameters has to be linked automatically using system and technology as
social media data is massive
How ?
Provide the listening tools to measure those parameters
How ?
Establish a strong business case to show the
importance of that tools to be presented to Board and
seek for their approval
Increasing trends in Data , customer demanding on convinient channels via social media and image for CS & response rate still LOW on
this aspect
Systems

19. 19
5-Why 5-How (3/5)
Increasing trends in Data , customer demanding on convinient channels via social media and image for CS & response rate still LOW on
this aspect
Why ?
Long-processes which causing bad response and absence of process to isolate negative sentiment
in public media (social media process)
Why ?
Absence of dedicated team to handle the process
Why ?
Different objective and goals from the exisiting process owners (Digital Marekting Dept)
Why ?
Absence of strategy alignment related to social media process,
procedures, and policy
Why ?
Lack of Coordination in setting up a
common goal in social media aspect to
improve process and establish the
dedicated team for Socmed complaint
handling
Build and set up a process to reflect company’s goal in improving social media handling
How ?
Shorten the process and set the system to isolate negative sentiments
How ?
Set a dedicated team to handle the Socmed complaint handling
How ?
Meet and closely coordinate with Marketing team for
strategy alignment
How ?
Revising the current strategy, process, and procedures to handle
social media complant
How ?
Establish a Task Force (Joint CS & Marketing) to set
social media channels, Process & SLA with dedicated
team in Customer Service.
Process

20. 20
5-Why 5-How (4/5)
Increasing trends in Data , customer demanding on convinient channels via social media and image for CS still LOW on this aspect
Why ?
Lack of high capability staff in handling the social media complaint and inquiry
Why ?
Currently blended with other skills such as email team and marketing team, with no specific
social media skill set
Why ?
Absence of specific social media training related to complaint handling
Why ?
Absence of budget and people to be trained as dedicated team in
still in progress for recruitment
Why ?
Absence of strong business case to
escalate to higher management in asking
for additional resources and training
budget
Set up a minimum criteria and measure it regulary based on social media quality standard
How ?
Absence of dedicated team to handle this type of interaction as
currently blended with email team and marketing team
How ?
Establish a dedicated team to handle Social media complaint & inquiry
How ?
Set a specific training class to support and improve the
social media capability
How ?
Expedite the recruitment procress for dedicated social media
team and ask for training budget with strong business case
How ?
Establish a strong business case to seek for Board
approval on new recruitment for Social media with
specific skill-set
Staff

21. 21
5-Why 5-How (5/5)
Increasing trends in Data , customer demanding on convinient channels via social media and image for CS still LOW on this aspect
Why ?
Why ?
Why ?
Why ?
Why ?
Set up a minimum criteria for service standard in Social Media complaint handling
How ?
Set a specific KPI for social media handling
How ?
Provide and create a tools/system to empower social media team in giving
a faster service and need to separate email skill set/team
How ?
Create a dedicated team who can be empowered with
both first layer and second layer skills and tools.
How ?
Recruite a team with high empowerment in terms of skill,
authority, and tools
How ?
Set this team under Customer Experience Helpdesk
team who actually a second layer team, to meet the
speed and authority requirement
Current staff which also handling emails are not yet embedded with KPI related to service aspect
in social media complaint handling
No tools to effectively measure the KPI and at the end this team are not supported to accomodate
the handling speed needed by social media customer and still blended with email service
Team who handle this is currently first layer team which never be supported with
second layer’s team tools
Absence of team who can handle first layer complaint and
escalation level skill set to fulfiill the speed of service
Lack of organization arrangement
related to Social Media team who has
super power/tools in answering Social
Media customer needs
Service

22. 22
Solution Proposed
Process/SOP: before vs. after
Interdepartmental SLA

23. 23
Key Activities
• Assessment on SNS possibility to
be transferred to CS
• Assessment on resources needed
People:
 People (Number of staff, Skill-
set required, character/behavior)
Progress & Next Steps Due Date/ Status
•Agreed to set dedicated team in
CS for soc. Media
• Use single account @XL123
•Objective
alignment
•Service
Timeframe
• Nov 6/ Done
• Nov 15/ Done
current process
New process
Number of resources proposed:
• 8 staffs for FB and twitter, 24-
hours and shifting, supported by 1
person from e-Comm. (see
appendix)
• Covering all XL Product & Services
(MDS, Post/Prepaid, Internet)
• Segmented based on followers,
WoM effect, etc.
Skill-set required:
 Interpersonal & Communications
Ability to Communicate well in
writings
 Familiar with Social Media
Up to date / well known about
recent Digital Media issues & topics
Know the important figures on
Social Media (For prioritization)
Upgraded CS skills i.e. sufficient
troubleshooting skills, upgraded
CEH skills, etc. (see appendix)
Prioritize Implementation Solutions
– The Work Plan (I/II)

24. 24
Key Activities
 Tools/Systems/Application
• Set the organization, mechanism,
KPI, and governance to control SNS
implementation, legal aspect, etc.
• SNS to Go live in Customer Service
Progress & Next Steps Due Date
Tools and Apps identified:
•6 PCs/Laptops with internet
access, Socmed application
•CS/CEH Support tools i.e.
Clarify,
VAS/BB/CEM/WebBSS, etc.
•Social media listening tools
(report the stats in social
media) i.e. Brandtology,
Radian 6, etc.
•Social Media Analytics tools
•Other tools required to
achieve FCR.
• CS Social Media Go LIVE and
Launch!
•Legal Department comment and
recommendation
• Agreed organization structure
• Formalizing SOP Social Media Complaint
Handling (Coordination w/BPO team)
•Proposed and Seek for HR Committe and
BOD approval on resources for Socmed
• Recruitment, training, and simulation.
•Transition process to CS and roll out
• Nov 25/ Done
• Nov 27/ Done
• Nov 31/ Done
• Dec 15/ Done
• Dec 20/ Done
• Jan 7, 2012/ Done
• Jan 9-14/Done
• January 16, 2012
Prioritize Implementation Solutions
– The Work Plan (II/II)

25. 25
E-communication
Cust.Service
CS@xl.co.id
Instant /Initial Response
- Customer
inquiry/complaint
via SNS
- DM, +/- Mention,
RT
Sorting and Send
email to CS
SNS Direct Interaction Escalation Needed
Process mapping – before (many issues identified)Back-EndCustomer
Define
Inquiry/Complaint
OCR/NOCR
SNS Customer
receives response
Fill
Complaint
Form*)
OCR
NOCR
Receive info from CS
Solving Case
based on SLA
Create Case
Case Resolved
Update Resolved
Case to DM
Pain Points & Key Issues
Delayed Response
• limited resources
• Rely on CS SLA
Bad WOM
Non Isolated Issues
Lack of Records/Logs
Max 10 minutes
Longer steps to
answer customer
complaint/inquiry
SLA 1x24 hours
Only monitoring
Facebook & Twitter
No clear escalation
process, SLA &
prioritization to
back-end
Many Complaint and
Inquiry left
abandoned

26. 26
E-CommunicationCust.Service
-Customer inquiry/complaint via
SNS
- DM, +/- mention, RT
SNS Direct Interaction Escalation Needed
Back-EndCustomer
Define
Inquiry/Complaint
OCR/NOCR
SNS Customer
receives response
OCR
NOCR
Solving Case
based on SLA
Create Case
Case Resolved
Update Resolved
Case to DM
Agreed Solution
- Instant /Initial
Response
- Provide a form
Max 5 minutes
Max 10 minutes
Refined SLA
Based on Prioritization
E-Comm.
Corp. Comm.
Product
MDS
Network
Billing
DisseminatingProgram/EventPromo
message
1
Respondingto Inquiry/Complaints2
3 Offending/attackingcompetitors
4 Quiz/Contest
5 Respondingto/Re-tweeting
compliments from customers
General Message/Greetings6
Objectives of the social media channel





Still managed by e-communication
Use single account
for E-Comm. & CS
@XL123 & FB
XLRame
Provide Form
complaint (reduce
WOM effect, etc.)
Define level of
importance based on
followers, public
figures, etc
Assign dedicated
team (comprises E-
Com, CS, Corp.com,
each function reps)
Assess comprehensive
Tool in listening
virtual media
Other objectives
remain to be
managed by e-
Communication
Process mapping – after (several solution agreed)

27. 27
Implementation - Define SOP's (SOP Development)
This SOP is developed based on deep discussion with e-Comm team, Business
Process Optimization team, and Customer Service Team

28. 28
Implementation - Interdepartmental SLA (SLA Development)

29. 29
Implementation - Interdepartmental SLA (SLA Development)
This process (SOP & SLA) has been approved by VP marketing,GM Customer Service,
Chief of Service Management Officer (CSMO), and Chief Operating Officer (COO)

30. 30
KeyPerformance Indicator

31. 31
Performance Management
Define KPI's and Categorize
• Number of Case
resolved
• SLA adherence
• Number of info & tips
shared
• Increase # followers
• Mystery Shopper
(via Socmed)
• Number of positive mention
• Increase number of CS brand
awareness in Social Media
• Repeat Tweet or comments
• Response rate (%)
• Compliment on CS via Social
Media/Increase on Customer
perception
• Sales revenue
• ROI
• Cost per Contact
• Customer Satisfaction Index
(CSAT)
• Customer Loyalty Index
• Net Promoting Score
Customer
KPI
Financial
KPI
Staff
KPI
Service
KPI

32. 32
Data Collection and Trend Analysis
Number of Followers & Fans Number of Response Number of Compliment/CSAT
Only 329,434 FB fans
at the beginning of
this project
Only 40,436 followers
at the beginning!
Data can be collected directly
through www.twitter.com and
www.facebook.com
Data can be collected directly
through www.twitter.com and
www.facebook.com
Data can be collected using
listening tools such as Radian6,
Brandtology, etc (still under
bidding process, so we’re using
www.twittercounter.com ):

33. 33
Evaluation - Comparison before the implementation of actions
Number of Followers & Fans
Number of Response
Number of Compliment/CSAT
Before After (as per Jan 27)
Only 40,436 twitter
followers & 329,434 FB
fans at the beginning!
Low response rate, and
still head to head with
competitors
Only below 10 per
Week as response rate is
very LOW
91%
89%
Increasing and the highest among competitors!!!
We have many compliment due to quick response!!!
UP
UP
Customer Satisfaction Increased Significantly

34. 34
Summary
1st Phase resolution from CSQS Audit 2nd Phase resolution from CSQS Audit
We have successfully solve our weakness in most
aspect from “Process Management”
We’re now the biggest in Social Media!!
We’re currently progressing to complete our Service
Promise project and Complaint Prioritization &
Escalation process

35. 35
Recommendations
People
Process
1
2
System / Tools
3
• To improve skills to perform selling activity, specific training for all professional need to be
conducted immediately
• Practical social media skill also need to be enhanced to not only handling the complaint and inquiry
but also engage with the Customer, and create a Customer as Customer Service in Social Media
• Continous improvement in knowledge, skills, in social media team need to be set a clear
curriculum, as Socmed customer require faster response and answer
• Escalation and Prioritization project need to be completed immediately so that clear prioritization
based on number of followers can be set within resolution line (Interdepartmental SLA)
• Selling process need to be set in a clear Policy and SOP as we will avoid to do a “hard-selling” via
CS Social Media, it has to be come from engagement processes, customer’s idea, etc.
• Empowerment to all professional need to be set clearly and all tools allocated to second layer
escalation have to be delivered to front-end professional in Socmed, so that end-to-end resolution
process can be done (First Contact Resolution).
• Need to assess othe process as we will expand this to Mailing List, Blog, etc.
• Need to invest in Listening tools to measure accurately Social Media sentiment and statistics
(positive and negative), as this become the measurement tools reported to BOD level, currently we
still use Open-Source tools.
• Need to have some tools and methodology to measure accurately ROI from social media i.e. Effect
of call deflection, decrease of unnecessary calls, etc.
• Need to have a tools/system that connect twitter and facebook, and moving forward Mailing List,
Blogs, and website to Customer Service Front-end application, so that update in Customers’
follower can update Internal database automatically, as it will impact Complaint handling
prioritization
• Need to also invest in system to measure staff performance, as we still doing it manually, to
measure number of response per professionals, SLA adherence/professionals, handling time, and
also Customer feedback/satisfaction rate to each professional.

36. 36
Performance Highlight as of
March 2012

37. 37
Most of root causes and targeted goal in fishbone diagram
have been addressed and achieved within only 3 months
Low Response rate
in Complaint via
Social Media
(only 20%)
Low positive
mention in twitter
due to slow response
(only 10%)
Policy/SOP Systems Process
ServiceStaff
20% 30%
30%10%
10%
Absence of Social Media policy
High Response rate
in Complaint via
Social Media
(above 50% )
High positive
mention in twitter
due to slow response
(above 30%)
Out of date SOP -over 1 year
Not reflecting current trends
Absence of listening
tools to measure brand
effect, socmed
statistics, performance
etc
Absence of socmed
front-end application to
ease working process
Long-processes
which causing bad
response
No dedicated
process, embedded
in email channel
No process for
isolating negative
mention
No escalation
critetia for socmed
System not yet
recognized twitter
user
Lack of social media skills
Lack of selling skills
High abandoned rate due to
no dedicated staff for
socmed
High stress and workload as
they also handle complaint
via emails
Not “One-contact resolution”
as no tools to solve
Not customized for social
media service
Low Response rate
in Complaint via
Social Media
(only 20%)
Low positive
mention in twitter
due to slow response
(only 10%)
Policy/SOP
Systems
Process
Staff
High
Response
rate in
Complaint
via Social
Media
(above 50% )
High positive
mention in
twitter due to
slow
response
(above 30%)
Service
Positive mention as of March 2010
Response rate < 7 minute as of March 2012
Expected
Results
Fishbone Diagrams (p.16)
• SOP & Policy
has been set
• New tools is
being
developed
• Empowered
with 2nd layer
tools
• New processes has
been set
• Interdepartmental
SLA
• Specific Socmed
process
• Approval from
Board to hire 8 staff
and 1 Spv & budget
to buy new system
• Dedicated Socmed
staff with high skill
• Full training deck
for Social media
team
• New KPI and
Quality standard for
Socmed handling
0
500
1000
1500
2000
2500
3000
December January February March
1 2 20 152 2
337
750
11 2
617
2633
Fair
Negative
Positive
77%
63%
33%
Achieved!
Achieved!

38. 38
CS Social Media Team