Applying Remote Support Technology For Maximum Impact: Sponsored by

Applying

Remote Support
Technology
for Maximum Impact

Sponsored by
TM
Published by Service Excellence Research Group, LLC

www.ServiceXRG.com

Contents

Remote Support ........................................................................................ 1
Applying Remote Support..................................................................................................... 1
Targeting the Right Problems............................................................................................... 2
The Remote Support Road Map........................................................................................... 2
Advanced Diagnostics .......................................................................................................... 3
Just-in-Time Learning (customer)......................................................................................... 5
On-the-Job Training (internal) .............................................................................................. 8
Supportability Training ........................................................................................................ 10
Value-Added Services ........................................................................................................ 12
Measuring the Impact of Remote Support.......................................................................... 15
Realizing the Potential of Remote Support ........................................................................ 17
Recommendations.............................................................................................................. 17
About ServiceXRG .................................................................................. 19
Copyright 2009 - Service Excellence Research Group, LLC

www.ServiceXRG.com
i

Remote Support
Remote support commonly refers to a class of technology that enables
direct access to one computer from another. The level of access ranges
from the ability to view some or all of the content displayed on a screen
to full access to all aspects of the remote computer. Remote technologies
enable a variety of applications, including meetings, Webinars and
training. One of the most compelling applications of this technology is
the delivery of technical support.
Remote support technology is a powerful enabler of support delivery,

but to yield maximum benefit, must be applied to the right type of
problems. This report will introduce five distinct ways to apply remote
The key to success with support technology to technical support and highlight the expected
remote support is to benefits for each application.
solve the right problems,

Applying Remote Support
while realizing that
success may not always Remote support technology can significantly impact the efficiency and
be measured in terms of effectiveness of service delivery, resulting in higher customer satisfaction
lower costs. and/or lower delivery costs. If not applied properly, however, it can also
introduce unintended consequences.
The key to success with remote support is to solve the right problems in
the right context. It is also critical to have realistic expectations about
how to measure success with remote support applications – success may
not always be defined in terms of lower cost. To determine the right fit
for remote support technology, consider the following:
What problems are you trying to solve?
What results do you expect?
How will you know if remote support is successful?

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Targeting the Right Problems
Technical support offers excellent opportunities to leverage remote

support technology. Still, it presents an equal number of situations
where the technology is simply not the right tool. Think of remote
technology as an application framework upon which many distinct
service delivery applications can be built. A one‐size‐fits‐all approach to
remote support will not yield maximum benefit. Its successful use
demands that it be applied at the right time, by the right individual, to
solve the right problem.
In addition to considering how and when to apply remote support
technology, consider how you will define success. In some cases, for
instance, the successful use of remote support technology results in a
In addition to longer case duration, yet yields very high customer satisfaction scores.
considering how and In others, remote support helps reduce delivery costs by minimizing the
when to apply remote time and effort required to diagnose and resolve an issue.
support technology,
consider how you will
The Remote Support Road Map
measure success.
There is no right or wrong time to apply remote support technology
provided it delivers tangible benefit to the business. Organizations can
leverage remote support applications for highly complex situations, or
for less‐complex issues. The most important consideration for
determining how and when to apply this technology lies in the expected
benefits to be gained from leveraging it.
The following roadmap provides guidance on targeting different

applications for remote support based on the complexity of issues
involved and expected benefits.

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Figure 1: Road Map for Remote Support Applications
High
Advanced Diagnostics
Just-
Just-in-
in-Time Learning
Issue Complexity
On-
On-the-
the-Job Training (internal)
Supportability Training
Value-
Value-Added Services
Low
Reduce Increase
Costs Impact Satisfaction

Advanced Diagnostics
Around 80% of the effort and costs associated with handling service
requests are related to the identification, diagnosis and resolution of a
problem. The efficiency with which service representatives handle
service requests depends upon their ability to quickly and accurately
determine what is wrong and what can be done about it. The interaction
between the representative and the customer often provides the only
evidence the rep gets to make a determination about a problem and what
course of action he or she should take.

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In most cases the diagnostic process is conducted via telephone. In such
situations, though the support representative provides guidance to help
the customer diagnose the situation, the rep ultimately must rely on the
customer to interpret the findings before he or she can take action.
Imagine crime scene investigators trying to solve a crime based only on a
verbal description of the evidence.
As the complexity of support issues rises, and/or the customer’s ability to
describe all of the “evidence” related to the reported issue diminishes,
it’s critical that the support expert be in charge and “on‐site.” Remote
support technology offers the most cost‐effective means to leverage
support experts’ skills by allowing them to diagnose issues as if they
were actually on‐site. They have the benefit of “being there” without
leaving their desk.
Imagine crime scene
Application Description
investigators trying to
solve a crime based only
When cases cannot be resolved using the knowledge and skills available
on a verbal description
to the support representative, more in‐depth investigation may be
of the crime scene.
warranted. When an issue requires advanced diagnostics, remote
support technology can significantly enhance the rep’s ability to
establish the underlying circumstances and help facilitate faster time‐to‐
resolution.
Establishing a secure connection between the support expert and the

customer enables the expert to run diagnostic utilities, review log files,
verify systems settings and evaluate the environment in which the
problem occurs. The support representative may even be able to
duplicate the reported situation.
Not all cases unresolved at first contact will require on‐the‐spot
investigation, nor will all support representatives be qualified to
facilitate an effective advanced diagnostics session. While the diagnostic
session may reveal the cause of the problem and present an opportunity
to resolve the issue, many situations may require additional
investigation. In these situations, remote support technology must
provide sufficient “evidence” to support ongoing “offline” investigation.
To assure they take the appropriate diagnostic steps, and to minimize the

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need to go back to the customer for more information, representatives
can use diagnostic checklists or scripts.
Measuring Success
Successfully applying remote support technology for advanced

diagnostics will result in increased service quality, improved customer
satisfaction, and lower overall delivery costs over sessions that do not
employ it. The technology’s ability to identify the circumstances behind a
customer issue helps to facilitate a more rapid resolution of the case.
This greater visibility also helps to assure that the solution provided is
effective.
Table 1: The Impact of Advanced Diagnostics
Impact*
Cost to handle initial incident Increase
Overall cost to handle case Decrease
Effectiveness of solution provided Increase
Customer satisfaction with case Increase
Cost to handle case Decrease
Likelihood of re‐opening case Decrease
Likelihood of customer providing positive
Increase
product recommendations
Likelihood of purchasing future products Increase
* Compared to a comparable case that did not employ remote support technologies
Just-in-Time Learning (customer)
Customers look to technical support organizations for installation, defect
fixes, and performance‐related assistance, yet one of the greatest benefits
provided by support is training on how to use a product more effectively.
Today, more than a third (39.2%) of all support cases involve usability
and “how‐to” issues and the percentage is climbing.

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For customers to consider a usability case successfully closed, they must
feel that they have increased their ability to use the product more
effectively. In these situations, the support representative faces the
inevitable challenge of imparting this knowledge to the customer.
Sometimes, all the customer needs is a clear explanation or example to
complement documentation and other reference materials. The challenge
for the rep is to find a way to quickly and effectively provide the
customer with the right amount of just‐in‐time training.
Though reps can teach a customer how to use a product through verbal
communication (by phone) or in writing (e‐mail or chat), they find it far
more effective to show the customer using remote support technology.
Remote support technology provides an ideal platform to deliver just‐in‐
Support reps find it far
time training; it allows a support representative to show the customer
more effective to show
what to do, and then lets the customer do it under the agent’s
customers how to
supervision.
perform a task using
remote support
Some customers will not want to take the time to engage in a brief
technology.
learning session, while others will want to continue until the support rep
has covered the entire reference manual from A to Z. The goal should be
to teach the customer how to use the product, but not to do the work for
them. The support organization must provide clear guidelines to assure
that just‐in‐time training can yield the expected benefits to both the
company and the customer.

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Measuring Success
“Fixing” an explicit issue is not always the definition of a successfully
handled case. Success in some cases should be defined as imparting
knowledge and skills to help the customer effectively use a product. A
customer who’s rushed off the phone is likely to be less satisfied than
one who receives the time and attention necessary to teach them how to
use the product more effectively.
In situations where remote support technology is applied to teach a
customer how to use a product more effectively, the indicators of success
cannot be based simply on short‐term metrics such as handle time and
case closure rates. Success must be viewed as a long‐term investment in
the customer’s ability to use the product effectively.
The success of remote
support cannot be based Support organizations realize the value from this investment in time and
simply on short-term effort by positively influencing customers’ perceptions of the product
metrics such as handle and the company; the goal is to elicit positive recommendations and
time and case closure future purchases. There’s further value: Taking the time to teach a
rates – other important customer to use a product can actually diminish the number of future
factors must be support cases.
considered.
Table 2: Just-in-Time Learning (customer)
Impact*
Case handle time Increase
Cost to handle case Increase
Likelihood of providing positive product
Increase
recommendations
* Compared to a comparable case that did not employ remote support technologies.

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On-the-Job Training (internal)
The average newly hired support representative receives three weeks of
formal training consisting of technical knowledge and soft skills
development (e.g., listening skills, troubleshooting, etc.). The real
training, however, begins once the support representative “hits the
phones” and begins to work directly with customers.
Support engineers can develop technical expertise in the classroom, but
they gain true support expertise by pulling together technical and soft
skills and applying them to specific customer situations. The final step in
their education comes when they step into the line of fire and begin
providing support. While the underlying technical issues can be similar
from case to case, the actual process of diagnosing and resolving issues
can be quite different, due to a confluence of factors: a customer’s
Look to remote support
knowledge level, the environment in which an issue arises, and the kind
as a means to ease the
of product used, for example.
transition from the
classroom to the support
queues.
To ease the transition from the classroom to the support queues, support
managers should enable support engineers‐in‐training to experience a
support call by leveraging remote support technology. This provides a
holistic learning experience through which trainees can listen to and
watch the techniques that a seasoned support professional uses to
interact with customers and diagnose issues.
While many support organizations provide trainees with opportunities

to monitor support calls, remote support technology provides an ideal
platform to offer on‐the‐job training by allowing a support trainee to
experience a holistic view of the entire support process. Managers can
take this approach to educate new support staff, teach specialized
diagnostic skills to senior support staff, and provide a training and
observation tool for staff from other departments (e.g., sales, marketing,
and engineering).

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The technology has additional capabilities for improving the delivery of
on‐the‐job training to new hires. Engineers‐in‐training who run into
difficulties during a live support session can seamlessly bring a higher‐
tier engineer into the session to provide additional assistance. This
collaboration not only speeds the time‐to‐resolution for the customer —
raising the satisfaction level — but increases the trainee’s knowledge
level, as they can view the solution enacted in real‐time. This
collaboration mechanism can continue to be leveraged once the trainee
becomes a knowledgeable and valuable member of the team, enabling
them to connect with other team members to handle complex problems.
Measuring Success
The successful training of new support staff is best measured by the
Collaboration not only
speed by which a trainee can achieve an acceptable level of proficiency.
speeds the time-to-
Through robust hands‐on training experiences, trainees can accelerate
resolution for the
their progress to expert status.
customer — raising the
satisfaction level — but Table 3: On-the-Job Training (internal)
increases the trainee’s
Impact*
knowledge level.
Case handle time NA
Time to get new employees proficient Decrease
Errors caused by junior staff Decrease
Customer satisfaction with case NA
Cost to handle case NA
Likelihood of re‐opening case NA

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Supportability Training
Customers are increasingly willing to help themselves when they have a
problem, but they don’t necessarily know how to take full advantage of
the tools and resources available to them. Companies invest millions in
the creation of knowledge and tools for self‐help, but they’re doing little
to teach customers how to use these resources effectively.
Customers seek assistance from colleagues and from product

documentation and help files, but the primary resource they rely on for
help is the Web, where they search company knowledge bases and
discussion forums looking for information. Currently, fewer than half
(48%) of customers indicate that they are successful in finding the
information they need.
Before organizations can

In many cases the lack of success with self‐service has less to do with
expect customers to
available information and more to do with customers’ inability to
assume a greater role in
effectively access and apply this information. Before companies can
self-support, they need
expect customers to assume a greater role in self‐support, they need to
to provide supportability
provide “supportability” training. Supportability training can range
training.
from simply increasing customers’ awareness of available resources to
providing them with the skills to find and apply the right resources.
Each assisted customer interaction is an opportunity to provide users
with supportability training.
The first step in the supportability training process is to determine if self‐
help resources could have helped the customer requesting assistance. If
the information was available (e.g., a technical note in the public
knowledgebase), the support representative can determine if the
customer was aware of self‐help resources and further, if he or she
attempted to use them. If the customer was not aware of the self‐help
resources or attempted to use them but was unsuccessful, the support
representative can offer to introduce him or her to the resources.

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Using remote technology, the support representative can provide the

customer with a brief overview of the self‐help resources available and
show the customer how to navigate and find the appropriate
information. For support sites that require entitlement, the
representative can even take the time to help the customer get an account
set up – a common inhibitor to the use of Web‐based support resources.
Measuring Success
The time and effort needed to teach customers to use self‐service
resources must be viewed as an investment. Companies can realize long‐
term benefits when customers are educated about the availability of
these resources and taught to successfully find and apply them. The
value from this investment in time and effort will be realized by self‐
The key is to teach
service adoption and higher rates of success and deflection.
customers that have an
ongoing support need or Companies actively promoting awareness of self‐service or launching/re‐
interest in learning to launching new Web‐based services, have an ideal opportunity to educate
help themselves. customers about availability and use of tools and content. For
organizations to maximize the benefit associated with this use of remote
technology, customers that are offered this “private supportability
tutorial” should be minimally qualified as individuals who are likely to
require future support assistance; if they only call once there is no real
benefit to be gained from leveraging the technology. The key is to teach
customers who will have an ongoing support need — based on past
cases or assistance requests, for instance — and interest in learning to
help themselves.

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Table 4: The Impact of Supportability Training
Impact*
Cost to handle initial incident Increase
Overall cost to handle case Decrease
Future use of self‐help resources Increase
Self‐service success rate Increase
Self‐service deflection rate Increase
Via remote technology,
organizations can * Compared to a comparable case that did not employ remote support technologies.
develop and offer

Value-Added Services
more-advanced and
customized services. Nearly a third of all customers indicate that the task of installing and
configuring a new technology inhibits their ability to use the product to
its full potential. Beyond the initial installation, many IT users lack the
skills or expertise to fully apply the product. Though sometimes
customers merely need help in the form of just‐in‐time training, other
times they just need someone else to do it, whether it be an installation,
configuration, or upgrade.
In many cases these tasks are standard for an expert, who can perform
them within a predictable timeframe and with ordinary effort. This
expertise gives service providers an opportunity to offer value‐added
services that remove the roadblocks to applying information technology.
It would be cost‐prohibitive to have service experts show up to install
and configure every product, but many of these tasks can be performed
using remote technology.

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Developing a small portfolio of pre‐packaged value‐added services

relieves customers from having to perform more‐difficult tasks and let
them focus on using the product. Companies can treat value‐added
services as fee‐based add‐ons (e.g., performing product installation for a
fixed fee), or can offer them as free pre‐packaged solutions that support
reps can undertake at the request of customers. The key to success is to
limit the scope of solutions offered and to determine the value of the
time and effort invested.
Support organizations interested in deciding what value‐added services
they should deliver review case‐tracking records and determine which
activities most frequently require customers to request assistance, and
It would be cost-
which can be delivered with a predictable amount of effort.
prohibitive to have
Understandably, simple, predictable services are the best choice, but via
service experts show up
remote technology, organizations can develop and offer more‐advanced
to install and configure
and customized services, such as application tuning and remote health
every product, but many
checks.
of these tasks can be
performed using remote Measuring Success
technology.
Tasks and activities that seem trivial to an expert can significantly inhibit
a customer’s ability to use a product successfully. Further, customers’
attempts to overcome certain obstacles — installing a product, for
instance — can become frustrating and potentially lead to product
abandonment, disloyalty and long‐term support issues.
A support organization with a value‐added services portfolio provides

customers with an alternative to performing more difficult tasks
themselves. Such portfolios can be a revenue opportunity, a means to
instill good will with customers, or a way to prevent future support
issues. The key to success is to determine what problems most require
assisted help, and to then develop repeatable, cost‐effective applications
that can be delivered remotely.

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Table 5: The Impact of Value-Added Services
Impact*
Revenue Increase
Customer’s ability to use product Increase
Cost to handle case Increase
Likelihood of providing positive product
Increase
recommendations

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Measuring the Impact of Remote Support
Remote support technology can significantly impact the efficiency and

effectiveness of service delivery, resulting in higher customer satisfaction
and/or lower delivery costs. Specific benefits vary depending on the type
and circumstances of the support issue. In some cases, the successful use
of remote support technology will result in longer case duration, yet
yield very high customer satisfaction scores. In others, remote support
will reduce delivery costs by minimizing the time and effort required to
diagnose and resolve an issue.
The many possible benefits derived from remote support technology

mean no single metric can illustrate its full impact. The net benefit of
remote support may not be fully understood by focusing on one specific
metric, but rather on an entire series of potential outcomes. To maximize
the impact of remote support technology, companies must apply it to the
problems that can most benefit, and to understand what applications
make the most sense, they must have the means to measure the net
impact of the technology.
The table below reviews multiple metrics that may be affected by various
remote support applications.

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Table 6: The Impact of Applying Remote Support Technology
Advanced JIT Value-Added

Diagnostics (Customer)
OJT (Internal) Supportability
Services
Initial incident handle time Increase Increase Increase Increase NA
Overall case handle time Decrease Increase Increase Decrease Decrease
Effectiveness of solution
Increase Increase Increase NA Increase
provided
Customer satisfaction with
Increase Increase Increase Increase Increase
case
Cost to handle case Decrease Increase NA Increase Increase
Likelihood of re‐opening case Decrease Decrease NA NA Decrease
Likelihood of positive product
Increase Increase NA NA Increase
recommendations
Likelihood of purchasing
Increase Increase NA NA Increase
future products
Time to get new employees
NA NA Decrease NA NA
proficient
Errors caused by junior staff NA NA Decrease NA NA
Future use of self‐help
NA NA NA Increase NA
resources
Self‐service success rate NA NA NA Increase NA
Self‐service deflection rate NA NA NA Increase NA

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Realizing the Full Potential of Remote Support
Remote technologies fundamentally change traditional support delivery
because they allow both the service expert and the customer to see and
experience the same actions. With the traditional phone‐based support
delivery model, an expert attempts to decipher what may be causing an
issue based on the description of the individual requesting help. While
it’s remarkable that support representatives can be as effective as they
are without seeing what the customer is experiencing, there’s potential
for significant improvement.
Remote support technologies immediately address potential

miscommunication that may occur between representatives and
customers during a support interaction. Successful remote support
applications extend beyond high‐complexity issues and can help novice
Remote support
users with a wide variety of simple issues. And as issues become more
technology can be the
complex, the ability for a support representative to see what is
“killer application” when
happening and to try different approaches to diagnose and resolve
used to solve the right
customer issues becomes more important, and the potential for savings
problems.
more significant. Remote support technology can be the “killer
application” when applied to solve the right problems.
Recommendations
The following recommendations focus on opportunities to identify

where remote technology implementation makes sense, and how to
measure its success:
Apply remote support to solve specific types of customer issues — do
not view it as a one‐size‐fits‐all tool that will solve all problems.
Consider a full spectrum of success metrics to determine if remote
support is effective. For example, it may be necessary to see extended
call duration in order to increase first contact closure or satisfaction.
Remote support is not conducive to all situations. Provide guidelines
to help support reps determine when it is appropriate to use remote
support technology.

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17

The level of control granted to support reps for controlling customer
computers should be commensurate with their skills. Not everyone
should be allowed to perform all remote support transaction types.
Establish very clear policies as to how involved a support rep can
become with the customer (e.g., no application development,
programming, etc.).
Determine the type of remote support transaction that can be
performed based on a support rep’s proven technical and
communication skills and ability to adhere to establish policies.
Provide specialized training on the effective use of remote support.
Consider internal tiered “certification” for specific remote support
transaction types (e.g., full control of a customer’s computer requires
the highest level of certification).
Determine if current individual and departmental performance
metrics will reflect the benefits of remote support (e.g., the initial
contact took longer but the case was resolved at first contact).
Consider modifying follow‐up customer satisfaction surveys to
measure the unique aspects of customer interactions that leverage
remote support.
Introduce remote support as a means to extend classroom education
and to provide holistic views into support sessions so trainees can see
and hear how support is delivered.
Identify opportunities to use remote support technology as a means to
educate customers about the features and functionality of a product so
they can become more productive in applying it.
Consider using remote support as the basis of new service offerings
such as remote health check, installation and upgrade services. Review
existing case records and user interactions to identify potential areas
of interest for customers.

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About ServiceXRG
ServiceXRG specializes in helping companies develop and execute
service and support strategies that strengthen customer relationships
and optimize financial performance from service operations.
ServiceXRG’s research provides a balanced perspective of the IT services
industry with views from users, service professionals and suppliers.
ServiceXRG combines years of real‐world service industry expertise with
a unique ability to collect, analyze and present high‐quality industry
data. ServiceXRG provides management consulting, custom
benchmarking, competitive analysis and customer satisfaction
assessment, and publishes a series of reports on industry trends and best
practices. For more information, visit www.servicexrg.com.
TM About the Sponsor

GoToAssist® Corporate provides a comprehensive and secure remote‐
support solution for your multi‐agent support organization. Improve
customer satisfaction, increase first‐time call resolution and streamline
operations with advanced administration, reporting and integration
features. To learn more about GoToAssist Corporate, visit
www.gotoassist.com.

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Published by Service Excellence Research Group, LLC

Remote Support ........................................................................................ 1

Applying Remote Support..................................................................................................... 1

Targeting the Right Problems............................................................................................... 2

The Remote Support Road Map........................................................................................... 2

Advanced Diagnostics .......................................................................................................... 3

Just-in-Time Learning (customer)......................................................................................... 5

On-the-Job Training (internal) .............................................................................................. 8

Supportability Training ........................................................................................................ 10

Value-Added Services ........................................................................................................ 12

Measuring the Impact of Remote Support.......................................................................... 15

Realizing the Potential of Remote Support ........................................................................ 17

About ServiceXRG .................................................................................. 19

Copyright 2009 - Service Excellence Research Group, LLC

Remote support technology is a powerful enabler of support delivery,

remote support is to benefits for each application.

solve the right problems,

Copyright 2009 - Service Excellence Research Group, LLC

Targeting the Right Problems

Technical support offers excellent opportunities to leverage remote

The following roadmap provides guidance on targeting different

Copyright 2009 - Service Excellence Research Group, LLC

Figure 1: Road Map for Remote Support Applications

Copyright 2009 - Service Excellence Research Group, LLC

Establishing a secure connection between the support expert and the

Copyright 2009 - Service Excellence Research Group, LLC

Successfully applying remote support technology for advanced

Table 1: The Impact of Advanced Diagnostics

Just-in-Time Learning (customer)

Copyright 2009 - Service Excellence Research Group, LLC

Copyright 2009 - Service Excellence Research Group, LLC

Copyright 2009 - Service Excellence Research Group, LLC

On-the-Job Training (internal)

While many support organizations provide trainees with opportunities

Copyright 2009 - Service Excellence Research Group, LLC

Copyright 2009 - Service Excellence Research Group, LLC

Customers seek assistance from colleagues and from product

Before organizations can

Copyright 2009 - Service Excellence Research Group, LLC

Using remote technology, the support representative can provide the

Copyright 2009 - Service Excellence Research Group, LLC

Table 4: The Impact of Supportability Training

develop and offer

Copyright 2009 - Service Excellence Research Group, LLC

Developing a small portfolio of pre‐packaged value‐added services

A support organization with a value‐added services portfolio provides

Copyright 2009 - Service Excellence Research Group, LLC

Table 5: The Impact of Value-Added Services

Copyright 2009 - Service Excellence Research Group, LLC

Measuring the Impact of Remote Support

Remote support technology can significantly impact the efficiency and

The many possible benefits derived from remote support technology

Copyright 2009 - Service Excellence Research Group, LLC

Table 6: The Impact of Applying Remote Support Technology

Advanced JIT Value-Added

Initial incident handle time Increase Increase Increase Increase NA

Overall case handle time Decrease Increase Increase Decrease Decrease

Cost to handle case Decrease Increase NA Increase Increase

Likelihood of re‐opening case Decrease Decrease NA NA Decrease

Errors caused by junior staff NA NA Decrease NA NA

Self‐service success rate NA NA NA Increase NA

Self‐service deflection rate NA NA NA Increase NA