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Multi-Channel Customer Contact: Channels, Choice and Change Glasgow PSCSF Oct 2013 Gerald Power www.trapeze-transforma PowerPoint Presentation
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Multi-Channel Customer Contact: Channels, Choice and Change Glasgow PSCSF Oct 2013 Gerald Power www.trapeze-transformation.com. Todays Session. The aims of this presentation are to: Stimulate some critical thinking on what you have heard today

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Multi-ChannelCustomer Contact: Channels, Choice and ChangeGlasgow PSCSF Oct 2013Gerald Powerwww.trapeze-transformation.com

slide2

Todays Session

  • The aims of this presentation are to:
  • Stimulate some critical thinkingon what you have heard today
  • Show the value of a benefits based approach and use of evidence and insight to mitigate risk
  • Emphasise how important it is to take a holistic approach to channel use and channel shift
slide3

Who have we worked with?

  • We have worked across a wide range organisations:
  • Cabinet Office, Ministers and Direct.gov
  • Local Government
  • Jobcentre Plus
  • Third Sectorand Industry
  • DWP, HMRC, DoT, DH, CLG and others
slide5

Fashions Change

  • In Vogue
  • Web-chat
  • Social Media
  • SMS
  • Apps & Phones
  • Multi-Channel
  • Out of Fashion
  • Face to Face
  • The Call Centre
  • Paper
  • E-mail
  • Posters and leaflets
slide6

Example 1: Reducing Face to Face

  • This was a Borough Council in England:
  • Very successful award-winning F2F proposition
  • Relatively affluent community
  • But, rising contact costs and falling utilisation
  • How to cut the cost without compromising the actual or perceived quality of service
slide7

Why were people are visiting face to face?

UK Borough Council 2012 Data

slide8

Did the Residents Want or Need Face to Face?

In this LA 70% of the population was web ‘savvy’ and didn’t want or need Face to Face for most services

slide9

But, there was a need to check where the 30% of residents that have higher desire/need for Face to Face were living

All relatively easy with MOSAIC

Face to Face was in the right place, but there was massive over-provision

outcomes enablers
Outcomes & Enablers
  • New ‘high value’ help desk proposition
  • Approx. £200K p.a. savings on-going by year 2 through giving up leases and reducing manpower
  • Customers happy and Ward Councillors happy

Key Enablers

  • Communicating a clear and positive proposition
  • Actively managing out low and no value contact and adding value to what remains
  • Working across teams
slide12

Customer insight, process mapping and customer

journey mapping

If you don’t know what's linking the changes to the benefits there many be no gold at the end of the digital rainbow

slide13

Example 2: Online Forms

  • This was a Borough Council in England:
  • Had paper based Housing Benefits forms
  • Face to Face personnel heavily involved in new Housing Benefits applications
  • Sporadic problems with back-logs and processing times.
  • How to improve the service and make savings using online forms?
slide14

Making a Housing Benefit application ‘old’

I would like to make a claim

Phone ask for paper form

DWP/Pension Service

In person at the Council

Get paper form from web

Complete paper form & post it or hand it in

Normally sent electronically

Gov-Tech

processes form

Claim uploaded on Northgate automatically

slide15

Making the Housing Benefit application ‘new’

Use paper form

Online form

DWP/Pension Service

Phone application

Complete paper form & post it or hand it in

Gov-Tech

processes form

Claim uploaded on Northgate

Phase out paper and phone is not elective

slide16

Making the Housing Benefit application ‘to be’ assisted

The Assisted service will operate either via the phone or web using an ‘advocate’ type service

Use paper form

Online form

DWP/Pension Service

Phone application

Complete paper form & post it or hand it in

Gov-Tech

processes form

Claim uploaded on Northgate

Aim to phase out paper

slide17

But, where’s the saving?

Where does investing in digital save you manpower effort and premises costs?

slide18

Processing the Housing Benefit application - ‘old process’

Create case on Civica

Assess the claim on Northgate

Process extra evidence

Identify requirement for extra evidence

Make

Decision

Receive extra evidence

Contact applicant

Decision appealed

Decision accepted

Evidence gathering was the main source of delay and driver of customer and personnel effort. Both the CS and Benefits teams expend effort in contact with the customer to gather the required evidence by phone & letter.

slide19

Checking the application - ‘new’

Identify requirement for extra evidence

Create case on Civica

Initial check by benefits team identifies the evidence needed and this gets communicated to customer by letter, e-mail and text prior to the interview.

Agree date for F2F interview

Notify applicant of evidence required

Assess the claim & make decision at Interview

At the interview the benefits assessor can make a judgement and issue a decision letter.

Decision appealed

Decision accepted

outcomes enablers1
Outcomes & Enablers
  • Major improvement in processing time
  • Customers happy and 80% + online applications
  • Councillors happy personnel happy
  • Cashable savings in F2F, potential back office savings

Key Enablers

  • Deep understanding of the processes
  • Good metrics and monitoring
  • Clear and targeted communications [internal & external]
  • Courage to close channels
slide22

Understanding behaviour, understanding your personnel and customers and delivering change

Build it and they will come….

if you did your homework

slide23

For every Amazon and Facebook there are many forgotten online failures

Success requires a very good understanding of your customers, your services and the technology

slide24

Its a household name and most of us have used it

  • Its had a volatile and very high profile history
  • It was part of the .com bubble that burst

Key Lessons from lastminute.com

  • Marketing can win the new channel customers
  • But, e-business still have back office costs
  • Sometimes its your behaviour that needs to change
slide26

Example 3: Getting Customers Online

  • This was a consortium of partners in England:
  • Multiple partners interested in getting service users online
  • Big commitment for ‘self service’
  • Channel shift needs to happen against a backdrop of service cuts
  • How do you get the customers to shift?
outcomes enablers2
Outcomes & Enablers
  • More than 70% self service was going to be hard
  • But, we could communicate directly with more than 50% of service users via three thematic groups
  • Coaching, communication and working through key partners was going to be critical

Key Enablers

  • Understanding who is capable of self service
  • Understanding what's possible/credible
  • Marketing behaviour change at specific groups
  • Choosing the right partners based on location and reach
slide28

Did Residents Use Digital Now?

Digital channel usage from mosaic:

Service users and general population

slide29

Can Residents Self-Serve?

Self-service propensity from mosaic:

service users and general population

slide30

How to Communicate?

These represent more than 50% of service users

slide31

Where to Communicate?

Mosaic type O69-vulnerable young parents

slide33

Your service users are also somebody else's service users

DWP

Social

Landlords

Housing

Provision

State

Benefits

Social

Services

Phone/

internet

Education

Health

TV/Sport/

Films

Industry

Emergency

Housing

Housing

Benefit

Local

Authorities

slide34

Mutual Benefits

  • Organisations are increasingly recognising that:
  • There is mutual benefit in looking beyond their organisations remit
  • No single organisation has the reach or resources to change the behaviour of this client group
  • Bring together the right partners and you probably do have the ability to get these people self-serving
slide35

Todays Session

  • Critical thinking – Challenge channel solutions you are presented with, the good options will survive it never assume a channel is ‘cheap’
  • Evidence and insight – These are vital in creating a robust benefits based business case and implementation plan
  • Holistic approach – You must think about the end to end journey and end to end process, plus the bigger context of your service
slide36

Change often involves a leap of faith

But, it shouldn’t be a leap in the dark

Gerald PowerThere are more resources available at our websitewww.trapeze-transformation.com