Presentation on theme: "Multi-Channel Customer Contact: Channels, Choice and Change Glasgow PSCSF Oct 2013 Gerald Power www.trapeze-transformation.com www.trapeze-transformation.com."— Presentation transcript:
Multi-Channel Customer Contact: Channels, Choice and Change Glasgow PSCSF Oct 2013 Gerald Power
Todays Session The aims of this presentation are to: Stimulate some critical thinking on 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
Who have we worked with? We have worked across a wide range organisations: Cabinet Office, Ministers and Direct.gov Local Government Jobcentre Plus Third Sector and Industry DWP, HMRC, DoT, DH, CLG and others
Message 1: It’s the dog that wags the tail – services determine channels
Fashions Change In Vogue Web-chat Social Media SMS Apps & Phones Multi-Channel Out of Fashion Face to Face The Call Centre Paper Posters and leaflets
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
Why were people are visiting face to face? UK Borough Council 2012 Data
Did the Residents Want or Need Face to Face? Group E Middle income families in moderate suburban semis 10,88619% Group CWealthy people living in the most sought-after neighbourhoods 7, % Group FCouples with young children in comfortable modern housing 7, % Group DSuccessful professionals in suburban/semi-rural homes 7, % Group HCouples & young singles in small modern starter homes 5, % In this LA 70% of the population was web ‘savvy’ and didn’t want or need Face to Face for most services
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 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
Message 2: You must understand where the savings and improvements are coming from
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
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?
Making a Housing Benefit application ‘old’ I would like to make a claim DWP/Pension Service In person at the Council Complete paper form & post it or hand it in Get paper form from web Phone ask for paper form Gov-Tech processes form Claim uploaded on Northgate automatically Normally sent electronically
Making the Housing Benefit application ‘new’ DWP/Pension Service Phone application Complete paper form & post it or hand it in Online formUse paper form Gov-Tech processes form Claim uploaded on Northgate Phase out paper and phone is not elective
Making the Housing Benefit application ‘to be’ assisted DWP/Pension Service Phone application Complete paper form & post it or hand it in Online formUse paper form Gov-Tech processes form Claim uploaded on Northgate Aim to phase out paper The Assisted service will operate either via the phone or web using an ‘advocate’ type service
But, where’s the saving? Where does investing in digital save you manpower effort and premises costs?
Processing the Housing Benefit application - ‘old process’ Assess the claim on Northgate Create case on Civica Identify requirement for extra evidence Contact applicant Process extra evidence Receive extra evidence Make Decision Decision accepted Decision appealed 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.
Checking the application - ‘new’ Assess the claim & make decision at Interview Create case on Civica Identify requirement for extra evidence Notify applicant of evidence required Decision accepted Decision appealed Agree date for F2F interview Initial check by benefits team identifies the evidence needed and this gets communicated to customer by letter, and text prior to the interview. At the interview the benefits assessor can make a judgement and issue a decision letter.
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
Message 3: Insight, communication and behaviour change
Understanding behaviour, understanding your personnel and customers and delivering change Build it and they will come…. if you did your homework
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
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
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 & 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
Digital channel usage from mosaic: Service users and general population Did Residents Use Digital Now?
Self-service propensity from mosaic: service users and general population Can Residents Self-Serve?
Singles and transient singles G32 Students and other transient singles in multi-let houses SMS text marketing (High) Cinema marketing (High) Face to face marketing (Average) G33 Transient singles, poorly supported by family and neighbours I43 Older town centres terraces with transient, single populations Families in need I44 Low income families occupying poor quality older terraces Radio marketing (High) Local newspaper marketing (Above average) Face to face marketing (Average) SMS text marketing (Average) K51 Often indebted families living in low rise estates O69 Vulnerable young parents needing substantial state support K50 Older families in low value housing in traditional industrial areas Low income couples N61 Childless tenants in social housing flats with modest social needs Face to face marketing (High) Local newspaper marketing (High/Above average) Radio marketing (Above average) O67 Older tenants on low rise social housing estates where jobs are scarce K49 Low income older couples long established in former council estates How to Communicate? These represent more than 50% of service users
Mosaic type O69-vulnerable young parents Where to Communicate?
Message 4: Partnerships and enlightened self interest is the future
Housing Benefit Social Services Emergency Housing Provision Education State Benefits Social Landlords Local Authorities DWP Phone/ internet TV/Sport/ Films Industry Health Your service users are also somebody else's service users
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
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
Change often involves a leap of faith But, it shouldn’t be a leap in the dark Gerald Power There are more resources available at our website