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Multi-ChannelCustomer Contact:
Channels, Choice and ChangeGlasgow PSCSF Oct 2013
Gerald Power
www.trapeze-transformation.com
Todays SessionThe 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 ChangeIn 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?
11.80
20.31
33.23
34.66
% Visits by Purpose
Contact for other Agencies including RavenHousing Options, Housing Register & Council taxBenefits (Housing and C Tax)General Enquiries and other purposes
UK Borough Council 2012 Data
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 FormsThis 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-Techprocesses 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-Techprocesses form
Claim uploaded on NorthgatePhase 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-Techprocesses form
Claim uploaded on NorthgateAim 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, e-mail 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
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
High Above Average
Average Below Average
Low0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
Service A Service BArea Polulation
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?
Very High
High Average Low Very Low
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
Service A -Ability to self-serveService B - Ability to self-serveArea Polulation
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
K50Older families in low value housing in traditional industrial areas
Low income couples
N61Childless tenants in social housing flats with modest social needs Face to face marketing (High)
Local newspaper marketing (High/Above average)
Radio marketing (Above average)
O67Older tenants on low rise social housing estates where jobs are scarce
K49Low 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
HousingBenefit
SocialServices
EmergencyHousing
HousingProvision
Education
StateBenefits
SocialLandlords
LocalAuthorities
DWP
Phone/internet
TV/Sport/FilmsIndustry
Health
Your service users are also somebody else's service users
Mutual BenefitsOrganisations 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 darkGerald Power
There are more resources available at our websitewww.trapeze-transformation.com