Delivering efficiency through the use of Customer Insight ...Delivering efficiency through the use of Customer Insight and effective Customer Contact. Corporate Programme Office ...

Corporate Programme Office

Page 1Delivering efficiency through the use of Customer Insight and effective Customer Contact.


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Presented by:

Kevin Gibbs Assistant Director Customer Contact

Customer Contact Strategy

Delivering efficiency through the use of Customer Insight and effective Customer

Contact.


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A Changing World – The perfect storm?Tighter financial constraints

• Funding squeeze on Local Government – 26% and counting• Reduced income due to economic downturn• Increased unemployment → economic hardship → Benefit cap

flee to suburbs ? - flee to Greenwich?• Need to achieve efficiencies now or cuts later• Need to re-shape services– better to transform then move,

rather than move then transform into new Centres

Customer Insight Strategy


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"We`re mad as hell and we`re not

going to take it anymore"

The Vigilante Citizen


Source: Viv Acharya

Customer Interface: Developing Customer Insight

Insight

Demographic data• Age

• Race

• Gender

• Belief / non-belief

• Ability / Disability

• Sexual orientation

Behavioural data• Use of services

• Transactional history

• Locations used

• Time of using services

Attitudinal data• Why use that service and not the

other?

• Why is satisfaction changing –what are we doing to drive this?

Why



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Customer Journey MappingStudies of customer experiences of using services



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Case Studies –Issues

• Closing of Islington’s Cash Office

• Dealing with the perceptions of Haringey’s Call Centre being cold

Key learning points of these examples are:

• Who is affected, Who are they (Demographics)

• What do they currently do (behavioural histories / Interactions with the Council)

• Why they do what they do – (Attitudinal)



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Islington example (Closing the Cash Office)• Who – easy! Customers who used the cash office• What they currently do – transaction data in to CRM and

decode histories and other transactional behaviour• Why they use the Cash Office – customers split by type

and then surveyed to find out why that group behaved in that way (segmentation)

Outcome

Q:What did we want them to do?

A:Stop using the cash office!



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Islington example (Closing the Cash Office)How?

• Modelled different types of the changed behaviour we wanted

• Drafted personal letters referring to each customers current behaviour and what they could do differently once the cash office was closed.



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Islington example (Closing the Cash Office)Example

Type (market segment) = Housing rent and Council tax cash payer

Narrow Cast Communication = letter states that customer can use 3 named Pay Points which are within 10min walk of their home.

Single core message – Cash office closing (Generic)

Narrow cast message – How individual should change THEIR behaviour and why this make sense for them (Customer specific).



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Haringey example (poor perception of service)• Who – pre-selected group based on dissatisfaction / shared profile

• What they currently do – CRM histories

• Why – in depth interviews capturing theme

Output = Generic story that illustrated the weaknesses in our processes for this group.

Outcome = Focus for redesign work. Changed processes that address what we were doing wrong in the eyes of this customer group?



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Haringey example (poor perception of service)Who?

• 16-18 year olds who were disabled - Core group.

• Their “family” however defined (friends, carers, etc) – augmented group

Group based on shared profile (segmentation)



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Haringey example (poor perception of service)How?

• Detailed interviews with core to get theme; theme explored with augmented group.

• Issue journey maps - capturing the root cause, the emotion impact and the impact on those around the core group.

Example

Core issue – access to youth club = youth club inaccessible without helpAugmented Issue = Parking restriction around the youth club make it difficult to safely pick up and drop off, therefore can go if can park.



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Lessons learnt for Greenwich• Use of insight to send individual messages to each customer

to achieve a single overarching goal• Use insight to understand the commonality around groups of

customers.


Woolwich Conversation – Consultation using insight

• Who – 55 plus• Histories – tested by focus group• Attitudinal – use service experts and service providers to

challenge


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Woolwich

Eltham

Plumstead

Charlton

Thamesmead

Abbey Wood

Avery Hill

Coldharbour

Glyndon

Horn Park

Kidbrooke Ferrier

Middle Park

New Eltham

Peninsula

SladeWest Greenwich

Woolwich Common

Greenwich

Opening of the Eltham Centre,

Establishment of the Contact Centre and Riverside Centre,

Introduction of New Ways of Working,

Commencement of the Woolwich Centre,

Planning permission and designs for the Greenwich Centre.

Greenwich Modern Services Programme


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Cost: £20m - building contract brought in under budget.

The Eltham Centre opened in November 2007 and features a Service Centre, a library, leisure facilities managed by Greenwich Leisure Limited, and the Greenwich Community College.

Since opening, the number of library visitors has more than doubled, with 379,000 visits in 2008/09. The number of service users overall is increasing year-on-year, with more than 850,000 visitors in 2008/9.

Performance for customer waiting times has improved from 87% in 2008/9 to 90% year to December 2009.

The Eltham Centre


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The Riverside Centre The Riverside Centre opened in June

2007 offering integrated public reception services for Advice and Benefits, Council Tax, Children’s Services, Adult and Older People’s Services and Tenancy Services.

Between June 2007 and December 2009, more than half a million visitors have used the Centre.

Customer feedback cards were introduced in December 2009 and feedback has been very positive.


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Corporate Contact Centre Opened June 2007 based in Riverside

House East. Operational 24 per day 7days per week.

Dealing with; phone calls, email, fax and Web response forms via the Corporate switchboard, main telephone centre and Out of Hours response service

Handles over 1m contacts per year.

Main areas of service are: Housing repairs, Housing Benefits, Council Tax and Waste services.

Is a high performing team with an abandonment rate of less than 10% and 84% of calls answered within 30 seconds


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There are five streams of activity for phase one:• Developing, enhancing and rolling our corporate customer relationship

management (CRM).• Building customer intelligence for improved service delivery.• Preparing customer contact points for the Woolwich Centre.• Developing Customer Services in to a single customer focused team.• Redesigning customer facing services to reduce costs and increase

satisfaction.

Better Ways of Working in Better Places to Work

Better Ways of Working – Front Office Shared Services (FOSS)OneGreenwich: Continuing the development of our “front office” services and our journey to being more customer centric - From Service to Relationship


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The Woolwich Centre


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The Greenwich CentrePlanning consent for the Greenwich Centre was given in August 2009 and construction is intended to begin in December 2010. The Centre will be a community hub developed in partnership with the Homes and Communities Agency and PCT in the heart of East Greenwich.

Subject to Members approval of the funding stream, the Centre will open in February 2013.

Features: New leisure, library, health,

community facilities Mixed use development on

Greenwich District Hospital site Joint project with English

Partnerships, Homes & Communities Agency and private sector partner


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Don’t want old practices in new buildings – need to transform the culture of the Council – Chris Perry Deputy CEO

Better Ways of Working in Better Places to Work

Continue our customer focus transformation by moving from providing customer services to building effective customer relationships

Find new and better ways of doing our work; to help staff and managers make the most of their talents, skills and capabilities by transforming our culture, our structures and our relationship to work “Modernisation vision : OneGreenwich”


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Summary :Alignment: Central to strategy and not be a add on

Change engine: Implementing corporate strategies

Learning: Customer priorities become resources focus

Behaviour: Change the experience to change the behaviour

Focus: Customer first and then process

Moving from Service to RelationshipCustomer Insight Strategy


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Our Customer Contact Vision

From serviceCustomer to relationship

Greenwich Customer Contact : Putting the customer at the heart of everything we do

Customer Contact Strategy

Delivering efficiency through the use of Customer Insight ...Delivering efficiency through the use of Customer Insight and effective Customer Contact. Corporate Programme Office ...

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