Transcript Document

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
•
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
E-mail
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?
% Visits by Purpose
Contact for other
Agencies including
Raven
11.80
34.66
20.31
Housing Options,
Housing Register &
Council tax
Benefits (Housing and
C Tax)
33.23
UK Borough Council 2012 Data
General Enquiries and
other purposes
Did the Residents Want or Need Face to Face?
Group E
Middle income families in moderate
suburban semis
10,886
19%
Group C
Wealthy people living in the most
sought-after neighbourhoods
7,858
13.7%
Group F
Couples with young children in
comfortable modern housing
7,546
13.2%
Group D
Successful professionals in
suburban/semi-rural homes
7,396
12.9%
Group H
Couples & young singles in small
modern starter homes
5,874
10.3%
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
Phone ask for
paper form
Get paper form
from web
In person at the
Council
Complete paper
form & post it
or hand it in
Normally sent
electronically
Gov-Tech
processes form
Claim uploaded
on Northgate
automatically
Making the Housing Benefit application ‘new’
DWP/Pension
Service
Use paper form
Online form
Phone
application
Complete paper
form & post it
or hand it in
Gov-Tech
processes form
Phase out paper and
phone is not elective
Claim uploaded
on Northgate
Making the Housing Benefit application ‘to be’ assisted
The Assisted service will operate
either via the phone or web using an
‘advocate’ type service
DWP/Pension
Service
Use paper form
Online form
Phone
application
Complete paper
form & post it
or hand it in
Gov-Tech
processes form
Aim to phase
out paper
Claim uploaded
on Northgate
But, where’s the saving?
Where does investing in digital save
you manpower effort and premises
costs?
Processing the Housing Benefit application - ‘old process’
Create case on
Civica
Assess the
claim on
Northgate
Process extra
evidence
Identify
requirement for
extra evidence
Receive extra
evidence
Contact
applicant
Make
Decision
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.
Checking the application - ‘new’
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.
At the interview the
benefits assessor can make
a judgement and issue a
decision letter.
Identify
requirement for
extra evidence
Notify applicant
of evidence
required
Agree date for
F2F interview
Assess the claim &
make decision at
Interview
Decision
appealed
Decision
accepted
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
Customer Insight
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
Did Residents Use Digital Now?
45.00%
40.00%
35.00%
30.00%
25.00%
Service A
20.00%
Service B
15.00%
Area Polulation
10.00%
5.00%
0.00%
High
Above Average Below
Average
Average
Low
Digital channel usage from mosaic:
Service users and general population
Can Residents Self-Serve?
45.00%
40.00%
35.00%
Service A -Ability to
self-serve
30.00%
25.00%
Service B - Ability to
self-serve
20.00%
15.00%
10.00%
Area Polulation
5.00%
0.00%
Very
High
High
Average
Low
Very Low
Self-service propensity from mosaic:
service users and general population
How to Communicate?
Singles and transient singles
G32
Students and other transient singles in multi-let houses
G33
Transient singles, poorly supported by family and neighbours
I43
Older town centres terraces with transient, single populations



SMS text marketing (High)
Cinema marketing (High)
Face to face marketing
(Average)


Radio marketing (High)
Local newspaper marketing
(Above average)
Face to face marketing
(Average)
SMS text marketing (Average)
Families in need
I44
Low income families occupying poor quality older terraces
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


O67
Older tenants on low rise social housing estates where jobs are scarce

K49
Low income older couples long established in former council estates
Face to face marketing (High)
Local newspaper marketing
(High/Above average)
Radio marketing (Above
average)
These represent more than 50% of service users
Where to Communicate?
Mosaic type O69-vulnerable young parents
Message 4:
Partnerships and
enlightened self
interest is the future
Your service users are also somebody else's service users
DWP
Housing
Provision
State
Benefits
Social
Services
Phone/
internet
TV/Sport/
Industry Films
Social
Landlords
Education
Health
Housing
Benefit
Emergency
Housing
Local
Authorities
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
www.trapeze-transformation.com