Drivers for change Generally high computer literacy, but balanced with those needing additional support. High employment so need to offer ability to self serve outside office hours. Big commuter belt so high use of mobile technology. Customer expectation of quick responses. More services but fewer CSAs so need to streamline processes to increase efficiency. Active use of social media by Members and local lobbying groups.
What we implemented Brought together all elements of customer contact into one team. Identified channels our residents were using in their daily lives. Implemented technology to mirror our customers’ preferences. Proactively contacted customers to drive down avoidable contact. Listened to our customers through social media channels.
The channels we use Face to faceReducing Phone Reducing EmailIncreasing WebchatIncreasing Smartphone AppsIncreasing YoutubeIncreasing SMSIncreasing Social mediaIncreasing
Outcomes Email handling down from 10 days to 3. More first time resolution of enquiries. Residents have become engaged in their communities through customer groups. Social media has moved from being a soapbox to a positive customer interaction tool. More self-service allows us to focus on the people who really need us.
Channel Shift Success Dec 24 th 2012 – closed face to face cashiers. 7 January 2013 – sent out 27,000 bus pass renewal letters. By end January 19,000 customers had renewed online with only 1,000 being assisted by Wokingham Direct. Represents a 95% channel shift from previous renewal. Now moving all rail card applications to online portal.
Lessons learnt You need an effective multi-channel technology tool to support diverse customer contact. Channel shift CAN be achieved in the most difficult demographic groups with good planning. Social media monitoring gives you a good temperature check of issues early on – allowing you to pre-empt customer concerns turning into complaints.