Service management will dramatically change! “ServiceNow” introduction example

It must be quite common for companies to not be able to deal with clients in a timely manner owing to service flows becoming too complex from years of accumulation, leading to individual operations taking time and becoming laborious.
SaaS-type cloud service management “ServiceNow” is a system that can organize various challenges faced by such companies and optimize overall services. With regards to the fact that a fourth of the companies selected into the “Forbes” Global 2000 have introduced this service, the official “ServiceNow” website has expressed the effects of introduction citing concrete figures.
“Automation of 50 processes have reduced man-hours by 8000 hours annually”, “1.6 million dollars’ worth of working hours/operational costs have been cut”.
It may be difficult to imagine with just these figures. In order to get a better sense of the merits, we introduce some examples of Japanese firms that Rococo have supported.
Firm A had its individual organizations in charge of services corresponding directly with client inquiries but that each department had separate workflows creating waste in operations, often becoming redundant across organizations, was a problem.
That expected of “ServiceNow” was to achieve both a company-wide standardization of service flows and a given amount of flexible responses necessary on the job.
That it was now possible to grasp the effects of operational improvements through visualization of overall service was where the biggest change was felt since introduction.
Waste in individual work could now be reviewed and we could reorganize inter-organizational redundancy in operations.


That Firm B, which stopped responding to inquiry over the phone, and started correspondence using a web form unified between overseas and Japan, successfully automated common operations using “ServiceNow” led to a reduction in correspondence man-hours in operators.
Firm C, which could not share information between services, or coordinate client correspondence processes, not only made reductions in operational man-hours, but also showed results such as “reduction in operator training costs owing to simplification of workflows”, “can now smoothly produce precise operational reports, making it easier to improve”. Such achievements were made owing to a richness in functions and effective work design utilizing best practices found in ITIL (IT Infrastructure Library), which come prepared in “ServiceNow” modules.
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