Nokia ES Profiling Initiative “Pilot Fast Track Case Routing for Skilled Resellers Named Contacts”

1. Nokia ES Profiling Initiative“Pilot Fast Track Case Routing for Skilled Resellers Named Contacts” Stuart Freemantle European World Class Support Showcase 29th October 2004

2. Profiling Initiative - Background • Nokia today leverages contract data only for support entitlement. The data as well as the processes do not allow for the desired flexibility & personalization. • Nokia targets to deliver increasingly personalized & more flexible support that leverage both customer, contracts & certification data – This is the way forward

3. Rules & Logic Personalized Support + = What is Profiling? Customer Data apply “rules & logic” on customer data to provide personalized support”

4. Nokia Web Support EMS 2nd & 3rd Level TAC Device Care Support Building Blocks Reseller Support TAC (1st Level) Partners DHL, Unisys Operator Call Centers Quality Processes Support Personalization Profiling Managing the Support Pipe The “Right Support, Right Place, Right Time & Right Cost” …. for the “Right Customer” “Support Pipe Management” One Stop, Enterprise Focused Support

5. EMS Profiling Strategy Strategic Intent: Nokia ES and it’s partners deliver world class personalized & flexible support through systematic, consistent and well documented processes that leverage customer, contracts & certification data. This forms common & unified Nokia level profiling data & processes than can be used collaboratively by employees, customers & partners. Strategic Intent: Nokia ES and it’s partners deliver world class personalized & flexible support through systematic, consistent and well documented processes that leverage customer, contracts & certification data. This forms common & unified Nokia level profiling data & processes than can be used collaboratively by employees, customers & partners. Strategic Intent: Nokia ES and it’s partners deliver world class personalized & flexible support through systematic, consistent and well documented processes that leverage customer, contracts & certification data. This forms common & unified Nokia level profiling data & processes than can be used collaboratively by employees, customers & partners. Strategic Intent: Nokia ES and it’s partners deliver world class personalized & flexible support through systematic, consistent and well documented processes that leverage customer, contracts & certificationdata. This forms common & unified Nokia level profiling data & processes than can be used collaboratively by employees, customers & partners. Strategic Intent: Nokia ES and it’s partners deliver world class personalized & flexible support through systematic, consistent and well documented processes that leverage customer, contracts & certification data. This forms common & unified Nokia level profiling data & processes than can be used collaboratively by employees, customers & partners. • Nokia profiling processes are extended end-to-end through the support value chain and personalization has become a competitive advantage • Profiling allows us to provide customers the “small company feel” with the “big company capabilities & knowledge” • Focus shifts from new processes implementation to process streamlining and optimization for efficiency • Profiling processes & requirements are extended to service delivery partners to back our “personalized support” commitment • Profiling processes & data is extended to be used by channel partners for further personalization of the collaborative service delivery • Other expansions and potential business owners of profiling are explored • “Fast track” process is extended to specific enterprise customer end users • Nokia On-Line as well as the support site allow user level personalization • Personalized pro-active communication is further developed & extended on the basis of customer product version(s) preferences • Implications of the increased ES channel complexity & increased support requirements are analyzed • Customer profiling is planned to allow future personalized TAC call routing • “Fast track” bypass of 1st level TAC is implemented for trial resellers • First steps towards personalized pro-active communication based on core customer data & user product preferences are taken • Channel program certification profiling requirements are drafted Current state: Nokia leverages ES business unit specific customer & service contract data only for support entitlement. The data as well as the processes do not allow for the flexibility & personalization desired.

6. “Fast Track” Trial Objective • Give key skilled reseller named contacts direct access to 2nd or 3rd level TAC engineers for initial case troubleshooting • Improve reseller experience and satisfaction through more efficient case handling & “first contact resolution rate” Scope & Timing • Trial for select resellers with named contacts • Only WEB cases fast track routing • Phone call fast track on roadmap (to be confirmed) • 2 resellers in the US identified for first round • capture learning's and decide improvements

7. Profiling Pilot A • Technical Competencies • Knowledgeable and proficient • Easy to work with; they are team players • Program Commitment • Fast Track cases were logged on the support site by key contacts • Problem descriptions, output data (CPInfo, IPSOINFO, etc) and information are accessible. Staff are co-operative and provide the necessary information to progress case in a reasonable amount of time. • Lack of case survey submissions. We have only received a 27.5% response rate on all Fast Track cases logged. Program commitment requires all cases have a case survey submission.

8. Profiling Pilot B • Technical Competencies • Very knowledgeable and very proficient in core products • Only open cases when absolutely necessary. Usually bugs • Weakness in mobility area • Program Commitment • Fast Track cases were logged on the support site by key contacts • Problem descriptions, output data (CPInfo, IPSOINFO, etc) and information are accessible. Staff are co-operative and provide us the necessary information to progress case in a reasonable amount of time. • We have received a 0% response rate on all Fast Track cases logged on this pilot. Program commitment requires all cases have a case survey submission. • Feedback from Key Customer Manager Contact, reported very positive feedback from his staff. He talked to his key engineers and he had received positive feedback of the Fast Track program. In particular they were impressed with the time to resolve and knowledge of our staff. We received comments of "Great Service“ and they would like to see this program go forward with this type of service in the long term.

9. Profiling Pilots • Pilot A • Closed cases – 4 • 3 cases escalated to PLS • Survey results (average) – N/A • Pilot B • Closed cases – 36 • 1 Case has been escalated to PLS • Survey results - Satisfaction with case handling 100% (8 surveys completed of 36) • Comments • NSAS cases posed an issue. Shortage of training/handling made it difficult for assigned engineers to diagnose and provide solutions for this product • . • Still improving in the area of gathering information prior to case submission • Bi-Weekly meetings were a challenge due to schedule conflicts, in the beginning of the program.

10. Fast Track Pilots – High Level Summary • Overall very positive customer satisfaction • 100% for Profiling Customer A (8 case surveys) • Profiling Pilot B “moved” from highly dissatisfied to satisfied • Creates same level of improvement as TAM • Fast track “relevance” • Good match of competence levels – reseller / level 2 and 3 • 36 cases from Pilot A did require level 2 to resolve • Pilot B cases went PLS level to resolve • Routing to PLS can be enhanced by TAC main contacts • Dedicated “named” contact engineer was assigned • Key value add and big driver for customer sat improvement! • To manage pilot as well as follow up on cases • Became an effort similar to TAM • May not require additional resources but org changes • Requires improvements on CRM tool to manage • “Issue” on event driven customer sat survey’s • Not full co-operation from pilots • Need to review survey process for “large” customers

11. Fast Track Trial Results • Improved Customer Satisfaction And Relations • Both participating resellers were dissatisfied with the level of service they were receiving as little as 12 months ago. Relations are now good to excellent. • Staying The Course • With the exception of survey creation, both trial accounts adhered to instructions and policies relating to the Fast Track Program. Examples: • Web case submission • Schedule program operation (Core hours) • Bi-weekly con-calls • Understanding Reseller • Dedicated resources and case tracking helps TAC identify strengths, weaknesses and overall requirements. i.e. NSAS This information can be fed into Sales/SBM/Marketing in order to recommend improvements at a reseller level

12. TAC Case Processing Enhancements Enterprise IT “Essential” “Essential” Access “Premium Access” Reseller TAC “Extended ES 1st level TAC” • Fast track - Routing directly to 2nd level TAC engineer • Provided to resellers based on their business volume & performance • Entitlement rules defined by reseller program • WEB cases first (phone cases later) • Enhanced Call Routing – Speed & priority through 1st level TAC • Provided as a component of the Premium Access support offering • Premium Access could be a pre-requisite for TAM • Phone as well as WEB cases “Fast Track” with Essential Essential ES 1st Level TAC ES 2nd and 3rd Level TAC

13. Reseller Personalized Newsletter • Today’s Proactive Communication • TAC Newsletter (External) • New\Modified Resolutions • Alert Notifications • TAC related updates • Informative “how to” • PLS Newsletter (Internal) • New\Modified Resolutions • Bug status • Process changes • System changes • Product Line Information • End of 1H04 • Pilot VAR Newsletter • Input from strategic resellers • Content enhanced to include - Advanced notification of know bugs, hardware issues, Fast Track information and other defined content • We’re looking for contacts to pilot the VAR Newsletter for official launch 2H04

14. Moving Forward – Examples of Entrance Criteria? Must be part of the Sales EMEA Accreditation Program (Gold or Premier) Minimum of $X in Nokia service revenue per annum based on country or sub region Minimum of 2 trained engineers (with specified certification) First Tier support helpdesk, speaking the local language with Second tier accreditation offering Office hours helpdesk Lab or test bed facility Provision of detailed metrics bi-annually (min) Professional call tracking system Documented escalation procedure Must track Customer Satisfaction Quality program

15. Remaining Concerns? • One key objection that we must overcome from our partners is the • “What’s in it for me?” question • Will our current Infrastructure support the program? • How do we sell this as different from today? • How do we exclude/denominate non performers

16. Reseller Program & Mobility Certification What are the benefits: • Nokia controlled & scalable service delivery through channel • Control & knowledge of channel quality of services & support • Channel differentiation limiting competition on product price • Increased channel service revenues through every step in program Making it “public” is key: • Clear & open communication (on the web) of program structure, benefits & requirements • Open announcement of resellers status& status changes on WEB A Couple Key Challenges: • Buy in from sales and full support to enforcement of program • Co-ordination with product driven channel accreditation