Transcript Document

Customer Insight
The Big Picture Show
26th November 2008
www.esd-toolkit.org
a local government initiative
supported by
sharing nationally
to improve services locally
Customer Insight
A customer/consumer truth that inspires action
Customer insight(s)
“A deep ‘truth’ about the customer
based on their behaviour,
experiences, beliefs, needs or
desires, that is relevant to the task
or issue and ‘rings bells’ with target
people.”
Often delivered by a single piece of
research or an ad-hoc project
Cabinet Office
“Having a deep, embedded
knowledge of the customers and the
market around us that helps structure
thinking and sound decision making.”
Comes from a combination of multiple
pieces of data, built into a joined-up
“big picture” through strategic,
business and political analysis
A customer-focused organisation has customer
insight and orientation embedded throughout
a local government initiative
supported by
Customer insight (the
discipline)
sharing nationally
to improve services locally
Expectations v
predictions
Consultation
3 Cs
4th C
Satisfaction
Journey Mapping
NI14 Feedback
esd-toolkit
Data handling:
Automated
Reporting
Granularity
Analyses
Engage & involve;
service redesign
Classification
(groups)
Engagement
(design)
Segmentation
(predict)
CUSTOMER
INSIGHT
Utilisation
(analyse)
To close gap;
prediction v reality
esd-tk CPP
a local government initiative
supported by
Service
data
sharing nationally
to improve services locally
Customer Insight
GENERIC CUSTOMER INSIGHT PROCESS
Starts
Key
priorities
Supply
Input
Process
Improved
service
Segmentation
LSP/LAA/CAA
Utilisation
Life
events
a local government initiative
LA
Customers
Improved
customer
satisfaction
LA Officers
FO/BO
Improved
quality of
working life
Budget
holders
Efficiency
savings
Senior
Leaders
Gap
analyses
Circles
of Need
Engagement
Customer
Data
Customer
knowledge &
understanding
supported by
Output
What
matters to
customers
Improvement
activity
sharing nationally
to improve services locally
Expectations v
predictions
Consultation
3 Cs
4th C
Satisfaction
Journey Mapping
NI14 Feedback
esd-toolkit
Data handling:
Automated
Reporting
Granularity
Analyses
Engage & involve;
service redesign
Classification
(groups)
Engagement
(design)
Segmentation
(predict)
CUSTOMER
INSIGHT
Utilisation
(analyse)
To close gap;
prediction v reality
esd-tk CPP
a local government initiative
supported by
Service
data
sharing nationally
to improve services locally
Avoidable Contact
Definition(s):
Avoidable Contact: The proportion of customer contact that is of
low or no value to the customer
Failure Demand: ‘contact that occurs as a result of the council
failing to do something or do something right for the customer’
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 reducing Avoidable Contact
Key messages
–Principles not numbers (NOT TARGET!!!)
–Robust methodologies (CRM/Manual)
–E2E not FO
–Cause not outcome
–Service improvement & efficiency (leverage)
–Granularity, aggregation & benchmarking
–Doing the right thing not the wrong thing better
–Improved customer satisfaction
–Improved quality of working life
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 data handling
Audit Commission
CAA: Area Assessment
CAA: Organisational Assessment
•Understand local community
•Delivering outcomes
•Sustainability
•Value for Money
•Use of resources
•Efficiency savings
Approach: proportionate & risk based
•Mapping to local priorities
•Use in service improvement
•Data quality
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 data handling
Audit Commission
Granularity:
Endorses data collected at service level (LGSL)
“..the real value of NI14 data is in how your different services compare…”
“… NI14 data … very useful for managing performance in CAA..”
Reporting:
•Will publish single aggregated figure
•Non-comparable across authorities in initial years
•Will not publish averages, ranges, etc. in initial years
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 data handling
IDEA guidance
1. A tool for improving services
- strategic guidance
2. Defining avoidable contact
3. Making the business case
4. Putting NI14 into practice –
inc. governance, reporting,
communications
5. Collecting data – inc. services,
channels, technology/manual,
sampling, training
6. Case studies (&
resources/references)
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 data handling
SUPPLY
INPUTS
MANUAL
COLLECTION
CRM
PROCESS
OUTPUTS
CUSTOMERS
EXTRACTION
UTILISATION
CSV
COLLATION
LGSL
CALCULATION
LGSL
AGGREGATION
& REPORTING
XML
Data:
Total Avoidable Contact
Total transactions
LGSL service list
Total Avoidable Contact
Total transactions
Data collected by:
Service
Channel
Date/time
Cause
Customer ID (postcode/UPRN?)
Age/gender/ethnicity?
a local government initiative
supported by
For each LGSL:
Avoidable Contact = %AC
Total transactions
NI14 total annual report
NI14 service list
DIH/Audit Commission
Customers
Members
Officers
(service improvement/
efficiency /etc.
Queries:
Service
Channel
Time
Causes
Customer segment
(Postcode/household/age/ethnicity/gender?)
Combinations (pairs)
sharing nationally
to improve services locally
NI14 data handling
•Automated data collection from CRM or manual
sources (via XML or CSV files)
– by service, channel and time – necessary granularity
– optional by cause and customer ID
•Automated reporting of overall NI14 % to Data
Interchange Hub & Audit Commission
•Option for extraction and analyses by LAs e.g.
– by service and cause
– by service and postcode/customer segment
– patterns over time
•Esd-toolkit Forum at www.esd.org.uk/ni14
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 data handling
Potentials from data analyses; e,g:
• service and channel (e.g. routes for customer contact; real or
proxy access costs)
• patterns over time (e.g. following ‘campaigns’ or notices issued)
• service and cause (e.g. reading comprehension age of
documents; inadequate websites; inadequate service; progress
chasing; missed appointment; SLA lower than expectations?)
• service and customer segment/postcode (e.g. which customer
groups have frequent avoidable contact for which services?)
• cause and customer segment (etc........)
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 data handling
Hot and cold maps – service by customer groups & avoidable contact
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 reducing avoidable contact
There is no right way to do NI14
Efficiencies and improvements are achieved by collecting data,
understanding it and using it to inform the decision-making
processes behind service transformation
Effective service transformation is the goal
NI 14 complements work on customer insight
NI 14 informs costs and benefits analysis for investment in staff,
systems and services
It is more than a simple calculation of a percentage figure
a local government initiative
supported by
sharing nationally
to improve services locally
NI14 reducing avoidable contact
Hyperlinks to relevant information:
Esd-toolkit community, forum, resources, guidance, etc.
http://www.esd.org.uk/ni14
Cabinet Office/CLG guidance document, on IDeA website
www.idea.gov.uk/ni14guidance
IDeA on line community of practice for NI14
http://www.communities.idea.gov.uk/comm/communitysearch.do?queryText=ni14&x=26&y=8
a local government initiative
supported by
sharing nationally
to improve services locally
Expectations v
predictions
Consultation
3 Cs
4th C
Satisfaction
Journey Mapping
NI14 Feedback
esd-toolkit
Data handling:
Automated
Reporting
Granularity
Analyses
Engage & involve;
service redesign
Classification
(groups)
Engagement
(design)
Segmentation
(predict)
CUSTOMER
INSIGHT
Utilisation
(analyse)
To close gap;
prediction v reality
esd-tk CPP
a local government initiative
supported by
Service
data
sharing nationally
to improve services locally
Customer satisfaction
Customer satisfaction measurement helps an organisation focus on
its customers, and should galvanise service owners, customerfacing staff, policy, strategy, and research staff, as well as senior
management, around the aim of improving the customer experience
(Cabinet Office)
Focusing on measurement is the wrong place to start. It’s not about
data collection, it’s about changing what people think, so the
challenge is how to create a shift in thinking in the organisation, not
just to get customer information.
(Professor Bob Johnston, Warwick Business School)
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
•What’s important to customers (not what we think is important)
•Voice of the customer supports process improvement
•Contextualised; prioritised; expectations
•Specific v general
•Types of service: obligation; entitlement; option
•Segmentation and responsiveness
•Time-based data
•Reliability of methodology (data protocols)
•Duty to involve
•Cabinet Office Toolkit
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
5 Drivers
Final outcome
Kept promise
Handled problems
Delivery
30%
Initial wait
Overall time
Times to contact
Timeliness
24%
Accurate
Comprehensive
Kept informed
Information
18%
Satisfaction
with service
16%
Competent
Fair
Professionalism
12%
Polite & friendly
Sympathetic
a local government initiative
supported by
Staff attitude
MORI
sharing nationally
to improve services locally
Customer satisfaction
Typical of what we do:
How do you rate the waiter?
5 Very satisfied
4 Satisfied
3 Neither satisfied nor dissatisfied
2 Dissatisfied
1 Very dissatisfied
How does this feel as a customer?
What was important to you?
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
How do you find out?
Individual interviews
Focus groups
Staff feedback
Customer feedback
Expert views
Customer defined criteria:
Fast service
Friendly atmosphere
Good food
Good music
Value for money
Child-friendly
3 questions:
Score these out of 10 for importance
Rate these out of 10
If you didn’t give a 10, what can we do to make it a 10?
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
Identify what’s important
Compare expectation and experience
The problem is the biggest gap not the lowest score
Changes in expectation over time can be accommodated
(www.bradford.gov.uk)
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
How to
measure
customer
satisfaction
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
Journey mapping
Guide for
Practitioners
Online
Training
a local government initiative
supported by
Guide for
Managers
Online
‘How To
Do’
Expanded
Toolkit
sharing nationally
to improve services locally
Customer satisfaction
Customer
Service
Excellence
a local government initiative
supported by
sharing nationally
to improve services locally
Customer satisfaction
Cabinet Office:
www.cabinetoffice.gov.uk/public_service_reform/delivery_council/workplan.aspx
www.cse.cabinetoffice.gov.uk/homeCSE.do
LGA: http://www.lga.gov.uk/lga/core/page.do?pageId=37776
GovMetric: http://www.govmetric.com/
a local government initiative
supported by
sharing nationally
to improve services locally
Expectations v
predictions
Consultation
3 Cs
4th C
Satisfaction
Journey Mapping
NI14 Feedback
esd-toolkit
Data handling:
Automated
Reporting
Granularity
Analyses
Engage & involve;
service redesign
Classification
(groups)
Engagement
(design)
Segmentation
(predict)
CUSTOMER
INSIGHT
Utilisation
(analyse)
To close gap;
prediction v reality
esd-tk CPP
a local government initiative
supported by
Service
data
sharing nationally
to improve services locally
Customer insight
Tony Hinkley
www.esd.org.uk
[email protected]
07503 002282
a local government initiative
supported by
sharing nationally
to improve services locally