Your SlideShare is downloading. ×
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Tackling next-generation customer engagement and today’s economic challenges
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Tackling next-generation customer engagement and today’s economic challenges

990

Published on

Today’s organisations are torn between conflicting imperatives: to deliver outstanding …

Today’s organisations are torn between conflicting imperatives: to deliver outstanding
levels of customer or citizen service while radically improving the cost-efficiency of
how they work.
It’s no secret that the new generation of consumers has become increasingly
sophisticated and demanding in its expectations. It wants to take control of how it
interacts with the services it consumes, expecting organisations to offer open and
speedy 24/7 access via a flexible range of touchpoints such as web, phone and email.
Balanced against this are some harsh economic realities for decision-makers to embrace.
To survive in aggressive markets, commercial sector organisations need to create
ever-more seamless, intuitive and personal services that drive up profitability while
also driving out cost.
Meanwhile public sector organisations are facing slashed budgets today, and the promise
of even tougher cuts over the coming years. The 2009 Operational Efficiency Programme –
built on the Gershon savings agenda – tasked government organisations with finding still
deeper ‘efficiency gains’. The question now is whether, given new budget reductions,
public sector organisations will be able to continue improving service delivery to meet
the political and social agendas for reform and citizen-centricity. The issue now appears
rather to be one of safeguarding and preventing cuts to frontline services.
Most public and private sector organisations have already done a great deal behind
the scenes to integrate processes and create a smart, seamless base for customer
communication. But as new technologies and economic challenges emerge, your
supporting systems need to keep changing, growing and adapting as well.

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
990
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Tackling next-generation customer engagementand today’s economic challengesPerspective paperAn overview of the Steria Customer Engagement Story Real solutions to tough challenges
  • 2. Executive summaryToday’s organisations are torn between conflicting imperatives: to deliver outstandinglevels of customer or citizen service while radically improving the cost-efficiency ofhow they work.It’s no secret that the new generation of consumers has become increasinglysophisticated and demanding in its expectations. It wants to take control of how itinteracts with the services it consumes, expecting organisations to offer open andspeedy 24/7 access via a flexible range of touchpoints such as web, phone and email.Balanced against this are some harsh economic realities for decision-makers to embrace.To survive in aggressive markets, commercial sector organisations need to createever-more seamless, intuitive and personal services that drive up profitability whilealso driving out cost.Meanwhile public sector organisations are facing slashed budgets today, and the promiseof even tougher cuts over the coming years. The 2009 Operational Efficiency Programme –built on the Gershon savings agenda – tasked government organisations with finding stilldeeper ‘efficiency gains’. The question now is whether, given new budget reductions,public sector organisations will be able to continue improving service delivery to meetthe political and social agendas for reform and citizen-centricity. The issue now appearsrather to be one of safeguarding and preventing cuts to frontline services.Most public and private sector organisations have already done a great deal behindthe scenes to integrate processes and create a smart, seamless base for customercommunication. But as new technologies and economic challenges emerge, yoursupporting systems need to keep changing, growing and adapting as well. This paper explores some valuable new perspectives as part of that process and answers a few critical questions:  What are your peers in your sector and others doing well?  Is it realistic for government to keep delivering fully joined up, next generation front-line services, with a fast evaporating budget pot?  How are private sector organisations engaging customers to reduce churn, increase acquisition and drive up their value to the organisation?  Can new social networking tools and mobile applications be introduced to existing Customer Relationship Management (CRM) infrastructures to increase customer engagement and reduce costs?
  • 3. Steria Customer Engagement storyWelcome back to somefamiliar challengesThe reality is that streamlined processes underpin any An independent view: How do next generationsmart customer engagement strategy. The question of customer engagement tools fit into the broaderhow to collect, collate, integrate and rapidly disseminate communications framework? Find out with the help ofdata – transforming it into valuable, real-time, an acclaimed academic from the Henley Business School.actionable knowledge – still dominates. A public sector view: See how Welwyn HatfieldAnd the really successful organisations are creating Borough Council has saved £500,000 and improvednew process efficiencies along the way, while making service levels by partnering with Steria – and learnservices even more attractive and accessible using what else your public sector peers are doing to reducenew social CRM and mobile tools. costs and consolidate service delivery. The public sector is bracing itself to get through the A private sector view: From loyalty cards to next few years while keeping frontline services intact. outsourcing behind the scenes CRM and administration But while hunkering down, it also needs to keep and deploying service innovations that really help to evolving to stay current. That includes not just differentiate your offering, see what you can learn consolidating services using shared service and from Steria’s blue-chip clients. outsourcing models, but exploring the new technologies that are out there for both their An expert view: Learn how our consultants can help communication and cost-saving potential. you create the customer-centric services you need – while saving money. The commercial sector knows that customer profitability is about keeping focused on both the A board-level view: Our own Chief Operating Officer bottom-line and the bleeding edge. Are there new explores how Steria is helping some of the world’s ways to excite and engage customers to make your biggest brands to shape and deliver on their customer offering come alive? Are there smarter ways to engagement vision. acquire and build loyalty that your competitors may A future view: Read one expert’s eight-point future now be exploring? With long development periods vision for customer engagement. often required to integrate new technologies into back-end CRM and data management systems, your thinking needs to be happening now, well ahead of the curve. Want the full story? We hope that you’ll find the content of this This Perspective Paper distils just some of the Perspective Paper valuable. If you’d like to know challenges, options and the opinions surrounding more, you can read the full Steria Customer next generation customer engagement into one, Engagement story at www.steria.co.uk/ easy to digest read. customerengagement 3
  • 4. Steria Customer Engagement story An independent view from Moira Clark, Professor of Strategic Marketing at the Henley Business School and author of the acclaimed ‘Business Success through Service Excellence’. Social media and the three cornerstones of great customer engagement Customer engagement: why you should care on spending on areas such as customer engagement At its simplest, without customers private companies and marketing. This is disastrous for business. It is wouldn’t make any money and many public sector precisely in tough times that organisations need to organisations wouldn’t have a role to play. As such, look for new ways to achieve customer intimacy. we must address customer needs. In social networking you not only have a new and highly What is typical, however, is that organisations are good relevant customer engagement tool, but you have an at having one-way conversations with their customers, affordable tool. That’s why I am so excited about social via advertising, direct mail, telephone calls and the like. media and the role it can play in customer engagement. It has the potential to allow you to get to know your Customer engagement demands dialogue – a two-way customers better than ever. And with greater access to conversation. This is now more important than ever customer information, organisations should be able to before as customers are becoming more powerful, up-sell and cross-sell far more effectively. Unfortunately more demanding and more aware of their entitlements. many companies still have too much data sitting in too People are deciding when and how they source the many silos that is not shared across the organisation information they need. What’s more, they are putting and, as a result, they are not able to deliver effective more faith in their peers via online channels such as customer engagement. TripAdvisor or through social networking with friends and colleagues than they are in a company’s advertising. Understanding customer needs I’m always amazed at how few companies actually Responding to change ask their customers if they’ve enjoyed the experience I’ve researched the commercialisation of social media of shopping or interacting with them. Now, with social and have seen a number of companies adapting their media, there’s no excuse for not using the web to gain strategies to use social media in innovative and more meaningful insights into what customers need, engaging ways. Pharmaceutical companies, for example, by analysing transactional data and entering into an are beginning to use ‘crowdsourcing’ techniques where ongoing dialogue. they put out a web-based call for help in clinical trials, asking for potential trial candidates to make contact Of course customer engagement isn’t just about the if they meet certain criteria. online experience. Woburn Safari Park offered a number of customers the opportunity of cheap admission if they Customer engagement in an economic downturn didn’t mind being followed around for the day by staff monitoring such basic things as how long they took for While these new social networking approaches present lunch and the order in which they visited attractions. a massive opportunity for building customer loyalty, the temptation in difficult economic times is to cut down “Unsurprisingly, those companies that have responded to this new, more demanding and aware customer are the ones that are thriving. They’re engaging in dialogue with their customers in new and innovative ways.” Moira Clark, Professor of Strategic Marketing, Henley Business School 4
  • 5. Steria Customer Engagement storyThe role of innovation Engaging in a conversationA lot is talked about innovation in business and where In creating the right culture where your people havecustomer engagement is concerned I believe it has a the freedom to manage customer relationships withinhuge role to play. Research into how a brain works a framework of customer service processes andshows that people who are rational, logical strategists, procedures, you have the essential cornerstone ofoften sitting on company boards, tend to be more left good customer engagement.brain dominated, whilst those who are creative andinnovative tend to be more right brain dominated. Sadly, This understanding is part of a triangular approachcreativity is often stifled to the detriment of innovation. to customer engagement. On one side of the triangleWe need to ensure this creativity is brought to bear in we have technology as a fantastic enabler, allowingour thinking around customer engagement. us to achieve a single view of each customer and to replace old-fashioned customer segmentation alongBMW for example, employs a small team globally to demographic lines with customer engagement basedthink about and respond creatively to the sound of a on experiences and lifecycle behaviours.car door closing. Another team is employed on thesmell of the car. These aren’t left brain, logical activities; On the other side of the triangle is the marketingthey are right brain activities that BMW has invested in. strategy itself: one that defines what you do with yourThis is tacit knowledge that you can’t simply automate customer data, how you turn it into valuable insightand BMW is turning it into competitive advantage. and how you action that customer insight.In the same way, the Build-a-Bear Factory has taken Finally, there is the cultural cornerstone, the base ofan innovative approach that has turned a commodity your triangle, that ensures your organisational climatepurchase into an experiential shopping occasion where and people are wholly focused on the task of customerkids (young and adult) get to take the shell of a teddy engagement. And to my mind, within this climate, thebear, stuff it, give it a heart, clothe it and then name it, use of social networking presents a massive opportunitycomplete with birth certificate. Creative thinking has to establish a differentiating dialogue with your customers,turned this staple children’s toy into a true customer not just today, but throughout their lifecycle with you.engagement activity.We must maintain this creative element in our workinglives and encourage innovation and creativity from an These are extracts from Professor Clark’searly age. article which you can read in full at www.steria.co.uk/customerengagement 5
  • 6. Steria Customer Engagement story A public sector view from Bob Jewell, Director of Finance and Operations at Welwyn Hatfield Borough Council. Improving service levels while saving £500,000 p.a. at Welwyn Hatfield Borough Council In late 2008, Welwyn Hatfield Borough Council signed a They also partnered with a specialist provider in the 12-year deal with Steria for the provision of a range of revenues and benefits area to help us achieve all our services. We already had a successful business model at objectives through a single managed contract. Welwyn Hatfield but we recognised that we needed to find new ways of reducing costs and creating efficiency A year down the line, we’ve achieved some truly savings while improving the services we deliver. incredible results: At the time, we were facing a number of serious  Council Tax and National Non-Domestic Rates challenges. (NNDR) collections are ahead of target.  Firstly, we needed to make better use of IT to meet  In spite of increasing workloads, new benefits our citizens’ growing expectations and escalating claims were processed in just 18.3 days and change demands – particularly with regard to council tax of circumstances in 7.25 days – better than ever. collection plus revenue and benefits administration.  Over 21,000 telephone calls were answered with  Secondly, we had to address a number of an impressive call abandon rate of under 1.5%. performance and budgetary issues, such as how to  98% of reception visitors were seen within 5 minutes. further improve our services to citizens while delivering the savings and efficiencies demanded by  96% of ICT service calls were answered within the central government. target timescale.  Thirdly, we needed to reduce our ICT budget and In total, our partnership with Steria is delivering cost make better use of ICT to meet the increasingly savings of £500,000 per year, and we’ve also achieved sophisticated expectations of our citizens. noticeable improvements in all service areas – and there’s more to come. In order to tackle those challenges, we sought a partner who could help us resolve these issues in three distinct For example, we’re currently collaborating with Steria areas of service delivery: Council Tax Collection plus to deliver solutions for home and mobile working, Revenues and Benefits administration; ICT service as well as improving document output management, provision; and Customer Services. and conducting further server rationalisation to reduce costs and our carbon footprint. We’ve introduced new Steria won the contract against some very stiff services in the contact centre too, and have been able competition. That’s because the company was able to to proactively reach out into the community to seek demonstrate a winning blend of innovative thinking and additional benefit claimants. extensive experience in the delivery of ICT and customer service solutions for government organisations across The entire process redesign has also moved more work the UK. And because we felt confident we could build into our contact centre which has allowed us to free up strong and trusting relationships with Steria’s people. professional staff for more strategic projects. “Perhaps the best compliment to be paid is that the public does not perceive a discernible difference in the service but the council has made a £500,000 per annum saving.” Bob Jewell, Director Finance and Operations, Welwyn Hatfield Borough Council 6
  • 7. Steria Customer Engagement storySpotting the opportunitiesThe coalition government has made clear that tackling Intuitive works best. Could your website be smarter,the UK’s record deficit is its most urgent priority, in order easier and more service-orientated? Can citizens searchto restore market confidence in our economy and support intuitively to find what they need?the recovery. This will require significant cost savings tobe realised. Tool up your teams. Could equipping your field- based teams with smart PDA-style tools payback fastSteria, through its extensive public sector experience, by helping them report and resolve issues faster andhas identified a number of opportunities that you can more cost-effectively?seize to help you meet the many demands upon you. New social media and mobile applications.Here are some of these opportunities: Can these be leveraged to deliver next-generation frontline services while also adding value andThink strategically. Save tactically. Could overhauling generating savings? For example how about runningyour customer contact strategy – and feeding key learnings a cost-effective community consultation online thatinto how you operate – help you both save money and everyone can take part in, at their convenience?increase the speed and ease of issue resolution?Look at it from the citizen’s point of view.Are there instances in which the need to contact various Take a look at what your public sectoragencies and complete multiple forms hinders great service peers are achieving atand duplicates workloads? Are there frontline services www.steria.co.uk/customerengagementconducted face to face that could happen more cheaplyand conveniently online or via the phone? Eliminatingduplication and exploring new communication channelscan help you both make cost savings and increase theaccessibility and ease of service.Steria is working with the NHS, 50% of the UK’s police forces and countlesscentral and local government organisations to improve frontline servicedelivery and cut back-office costs. 7
  • 8. Steria Customer Engagement story A private sector view from the team running one of the UK’s largest loyalty card schemes for the UK’s leading pharmacy-led health and beauty retailer. Driving loyalty on the high street Loyalty cards are a proven way to successfully attract The team: new customers, foster repeat business and grow the  Processes in excess of 2.5 million hand-written value of each customer. They enable a company application forms each year. to compile a vast database of information about cardholders’ purchasing trends, aiding advertising  Can rapidly scale up – and back down – in line campaigns and targeting. with promotional activity. Success is about how well you capture and leverage  Shaved a whole day off the data capture process knowledge to drive attractive customer offers – but it’s thanks to a new ‘scan and transmit’ innovation also about ensuring that the back-office processing and created to avoid sending paper applications by air. management of the scheme are cost-effective: driving rather than draining the business. To meet these interconnected goals, the team at Delivering against demand for one of Steria was appointed 5 years ago to run one of the UK’s the UK’s largest retailers largest such loyalty card programme – now with over This major retailer had a wide and varied legacy 15 million active cardholders. IT estate, with a range of different promotional codes that had an upper limit on the number This started with re-platforming the database which of promotions that could be set up at one time. was achieved without hitch thanks to our deep Oracle This restricted the ability of the business to plan expertise and experience; and then building the customer and roll out promotions and discounts on a care platform based on smart chip technology before UK-wide basis. starting to run the scheme as a fully managed service. We have also developed a new call centre application for Steria helped to remove the constraints across the UK team, making it more intuitive and user-friendly. 26 systems to create a streamlined operation that can deliver rapid and responsive end-of-aisle All of these administration services are provided by promotions. The IT Director likened the project a lean team, with the underlying operating system to successfully putting a new tube system under integrating with other key areas of the client’s business. London without impacting any of the existing The card itself is used in the majority of the company’s buried infrastructure. sales making it a critical contributor to the business. A new club-based functionality has since been added The new solution enabled this major retailer to expand and extend the scope of the programme. to tie marketing campaigns seamlessly and automatically into distribution systems to ensure that the right product is in the right place at the right time, thereby supporting and driving lucrative promotions in-store. “It’s amazing how fast the applications are processed. It blows you away.” Loyalty Card Operations Manager 8
  • 9. Steria Customer Engagement storyEmbracing innovationahead of your competitorsWhat could you be doing to win market share and create more profitablecustomer growth strategies? Here are just some suggestions.Move to the cloud. If you’re looking to expand your Empower sales teams with best-practicebusiness at speed, is a software-as-a-service approach learning. The smartest organisations are using newto CRM the answer? This is a low risk way to grow, Web 2.0 based sales tools that work the way saleshelping you roll out tools to your sales and marketing people do. These help sales teams to identify qualifiedteams faster and more cost-effectively – and roll them leads, develop sales campaigns and collaborate with topback if needs be – while giving you rich, niche CRM sales people to share their successes – disseminatingfunctionality designed especially for your vertical. best practice across the sales force. Is this an approach that could benefit you?Connect up marketing, sales and thesupply chain. Are your marketing and distribution Enterprise 2.0. Can you turn service from a cost intosystems seamlessly connected, enabling the rapid a profit centre by establishing intuitive new kinds ofand automated deployment of goods and services to service and dialogue and leveraging the expertise withinsupport promotions and offers? your organisation in new ways. For example, creating hosted, secure chat-rooms that also encourage third-Segment social networking. Are you getting the party participation is a cost-effective way to helpbest value out of your social networking investments by customers get more out of your products and services.properly aligning these new technologies with customer It also creates more satisfied customers, higher customerknowledge and behaviour patterns? referral rates and ‘stickier’ relationships. Running freeExplore the Freemium. Depending on your business online workshops and self-help blogs and email supportmodel, you may want to consider providing a free, cut are other smart ways forward.down version of your services – incorporating advertisingto offset the cost of provision – as well as a chargeablepremium service including the full range of capabilities. Look before you leap!This would enable you to engage with different typesof customers, across different price points. Ensuring that these new approaches are properly embedded and linked into clean, lean supportingLeverage the customer’s internet fingerprint. systems can make or break your success. Steria canHave your analytical capabilities expanded to embrace help you create intelligently joined up structuresnew channels and customer touch-points? Can you see, behind the scenes as a way to delivering powerfulunderstand, capture and leverage customer behaviour frontline customer engagement approaches thatand search patterns, getting inside what drives each keep adapting and improving.buying decision and learning where customers exit? Take a look at what your private sector peers are achieving at www.steria.co.uk/customerengagement 9
  • 10. Steria Customer Engagement story An expert view from the highly-experienced Customer Engagement Consultants at Steria. Enabling better customer engagement and service while driving out cost Most organisations have an existing approach to customer engagement and customer service that has evolved over a number of years. The result is often a costly legacy of outdated processes and multiple customer databases – many of which live in silos and are poorly secured. This prohibits organisations from engaging with their How often – in your own experience – do you find customers in the way that they want, in turn risking that your customer records are incomplete or not their valuable customer relationships. available to the right people, at the right stage of the relationship cycle? Emerging technologies such as social networking have the potential to improve how organisations engage with Getting this simple piece of the puzzle wrong costs their customers. However many decision-makers are money in all sorts of ways. At worst, it leads to simply not in a position to adapt and take advantage of dissatisfied and even lost customers. At best, you this kind of new technology because of their legacy IT incur extra ongoing costs as a result of an inefficient issues. These system problems are also set to escalate and lengthy transaction process. as more and more customer data becomes available. At the heart of Steria’s customer engagement approach is the ability to examine your approach holistically. Equipping you to deliver your vision We can help you understand the best way forward for you, The customer engagement process can be broken down design the right business processes, integrate your current into a series of stages: customer records – while making sure that they’re secure 1. Listening to customers and understanding their – and then build in smart customer contact tools, adding requirements an intelligence capability to enable you to really develop your business profitably. 2. Communicating with customers Our approach is one of collaboration and partnership, 3. Transacting business working with you to get the result that you want. In addition to being experts in customer engagement, 4. Providing good customer service our teams also have experience in delivering large Each of these stages requires one thing in common to projects in your sector. That means that you can be successful: good records of each and every customer cross-pollinate key learnings and best practice to interaction – from the very first contact to the delivery help you deliver even more successful outcomes. of good service. 10
  • 11. Steria Customer Engagement storyHarness new thinkingInnovation is at the centre of our corporate culture, and Steria is investingin predictive and analytical technologies and partnershipsthat are helping us to assist clients like you to better understandyour customers, both as they are now and as they will be.To help you drive up customer value, we’ll also help you explore the benefits of shared services andensure that you best deploy your CRM solution to meet your evolving business needs. We will help you understandthe difference between CRM in the cloud and shared services. That means making the smartchoice between an on-premise software installation, a subscription-based Software-as-a-Service (SaaS) solution, ora hybrid approach combining the best of both.Beyond that, we’ll help you explore the benefits of new social networking and Web 2.0-based tools,ensuring that your supporting systems are primed to help these new investments link in to key CRMand Business Intelligence systems.“How often – in your own experience – do you find that your customer records are incomplete or not available to the right people, at the right stage of the relationship cycle?” 11
  • 12. Steria Customer Engagement story The services view from the expert teams at Steria who are focused on helping you deliver rapid results. Building blocks for cost-effectively delivering a great customer experience Some of the world’s best-known private and public sector organisations trust Steria to provide a wide range of IT and Business Process Outsourcing services. However, our real strength lies in our ability to get inside customer pain points and critical issues such as customer engagement – bringing together our knowledge, skills and services to deliver industry-defining solutions that also significantly reduce costs. Take a look below at the range of services that we offer to support a transformed customer engagement approach. Your need Our service The benefit To understand your business Business Change You’ll build a more effective engagement strategy requirements and design the Consulting that fits your business best business processes To integrate and clean Data Management You’ll ensure that customer records are on hand to customer databases be accessed for customer facing tasks To access all customer Knowledge You’ll achieve high levels of customer service documents such as Management correspondence To ensure that all of your Security and Identity You’ll avoid any embarrassing mishaps and protect customer data and records Management Services your brand are secure To gain an in-depth Business Intelligence You’ll develop new business and save cost on understanding of customer unprofitable customers behaviour patterns To manage your relationship Customer Relationship You’ll improve customer profitability and satisfaction with each customer Management by delivering appropriate and relevant services To save money and gain Business Process You’ll be able to outsource some business processes such as from expertise Outsourcing customer correspondence – depending on compliance issues relating to your sector – to provide a higher and consistent level of service while significantly reducing costs 12
  • 13. Steria Customer Engagement storyA win-win approachYour customers are becoming increasingly sophisticated. They expecta service that is faster, smarter and more flexibly delivered. This posesa challenge in the current economic climate in which organisationsin both the public and private sectors have less to invest.Saving money, not spending it, is top of mind right now. However by taking a longer termstrategic view, and an intelligent approach to cost management, organisations are realising that achievinga holistic view – from customer facing services to the supporting back-office systems – can transformthe customer experience at a lower cost.That’s why many organisations are waking up to the reality that the kind of process efficiencies thatunderpin great customer engagement can also deliver significantly reduced costs. It’s this win-winapproach that lies at the heart of Steria’s customer engagement offering.It’s about empowering your front office teams to provide genuinely customer-centric services rightfor today’s business, social and political climate, with the confidence that they have the expertsupport that they need.“Our real strength lies in our ability to get inside customer pain points and critical issues such as customer engagement – bringing together our knowledge, skills and services to deliver industry-defining solutions that also significantly reduce costs.” 13
  • 14. Steria Customer Engagement story A board-level view from Gavin Chapman, Steria UK Chief Operating Officer. Shaping and delivering on your customer engagement vision Customer engagement means different things to different clients. For some, it’s about sales or customer support for others it’s about social care or emergency services. Whichever angle you’re coming from, Steria’s approach  We have also developed the fuzzy-matching search to customer engagement embraces two key phases. engine that supports natural language searching on Jobs and Skills, the UK’s national careers and  Firstly, we help our clients streamline the legacy learning website. This allows people to intuitively processes and technologies that underpin their search a database of over 100,000 jobs and over traditional customer or citizen interaction channels 600,000 learning opportunities using their own to save money and create fully joined up services. words. The site attracts up to 19 million page  Secondly, we introduce new approaches and searches a day. technology innovation to help them meet evolving  In France, our systems support the management customer demands and expectations. of 10.5 million subscriptions for Canal+, the pay The harsh economic realities that all organisations are television channel. now facing means that service improvements must go  And we’re supporting the implementation of hand in hand with cost reduction. Steria’s experienced, 35 million smart meters for ERDF, the electricity collaborative, end-to-end approach ensures that happens, generator and distributor. helping our clients deliver on their customer engagement vision and meet their cost reduction targets.  Steria also manages the mobile number portability systems that support 6 million mobile number Back-office efficiencies delivering transfers per year for 17 operators. front-office vision  In Singapore, we’re deploying a number of Much of the work we do is hidden away, however it innovative mobility services that improve the daily makes a tremendous difference to the way our clients lives of 4.5 million Singaporeans and the productivity operate and engage with their customers – touching the of the city’s businesses. These include a real-time bus lives of millions of people around the world, every day. information system which incorporates dedicated  For example, in the UK, Steria supports the IT panels that interact with mobile phones. that enables Royal Mail to deliver post to 27 million Steria’s pragmatic and holistic approach to the realities addresses every day. of legacy technology and processes enables us to deliver  We also developed the systems that support exceptional results and return on investment for customers, 8.4 million credit card holders. alongside the benefits of next-generation innovation.  We re-platformed the database and built the customer care application for one of the UK’s largest loyalty card schemes with over 15 million active cardholders. 14
  • 15. Steria Customer Engagement story A future view from James Herbert, a leading CRM consultant with Steria.The Public Sector:surviving in tough times1. Vertical service delivery This enables fast and accurate data capture with aDelivering quality customer service at a significantly minimum of effort on behalf of the citizen, even allowinglower cost will remain top of mind for the foreseeable the authority to identify the location of the problem.future. Some forward-looking approaches have already And this kind of mobile interaction is set to growbeen trialled, such as the Single Non Emergency Number exponentially in volume. Steria is able to work with(SNEN) launched in 2006 in five areas of the UK. This authorities to ensure that the technology and processeslet members of the public report non-emergency crimes, are in place so that they can distribute their applicationscommunity safety and anti-social behaviour issues on and set up the channels to integrate the informationa single number, leaving emergency services free to received with existing workflows and processes.concentrate on providing essential emergency support. 4. System re-use for cost effective serviceThis service proved very successful – until funding issues deliverybeset it – improving service quality while increasing Today’s challenge is to bring together in one place alloperational efficiencies and enhancing transparency. the information about individual citizens that residesThis trend will keep gathering momentum if robust in siloed legacy systems to deliver a more personalisedpricing models are created with, for example, external service – implementing workflow solutions that knitproviders such as Steria delivering both the contact together old and new systems.centre service and the underlying enabling technology. Future decisions on new customer information2. Horizontal service delivery management systems will take into consideration whetherWhether they live within the boundaries of one local the investment can be used to solve more than one issue.authority or another, members of the public have similar For example, can a document management solution beissues and queries: reporting abandoned cars, broken re-used to manage not only the inbound letters fromstreet lights or graffiti and finding out how and where citizens but also the HR records for employees?to pay their Council Tax for example. This kind of citizen In the same way, future investments will be made incontact doesn’t require a specific local presence. So sharing components or whole systems that solve problems todayservice delivery among neighbouring authorities offers and can be re-used tomorrow for other tasks to reducesignificant cost saving and efficiency opportunities costs while delivering better customer service.without a negative trade-off in service quality.This kind of horizontal integration will also increasingly 5. Social networking – a tool to communicatebe applied to the employee and employer relationship – and engage with citizensfor example, with a council providing HR services in a The public sector is starting to use social media toself-service model backed up by a centralised advisory communicate with citizens: earlier this year, a numbercentre and then sharing these services across authority of councils used Twitter and Facebook to advise parentsboundaries to provide real economies of scale. The future of school closures, etc. A recent report by SOCITMadoption of this shared services model is set to (Society of Information Technology Management) citesaccelerate dramatically. a few other examples and concludes “They may only represent the vanguard of what must surely become3. Mobile applications: new ways of delivering widespread practice, particularly as the public sector services and information to citizens struggles to bridge the gap between service demandsThe most forward-looking councils are now enabling and available resources.”*citizens to report local problems via a local GPS-enabled *Social media: Why ICT management should lead their organisations to embrace it – Christopher Head, Liz Azyan – January 2010. The full report is available fromgovernment application on their mobile phone. SOCITM Insight under reference 9039A. 15
  • 16. Steria Customer Engagement story The Private Sector: staying ahead of the curve 1. Accelerated changes in marketing 2. Social networking: entry and exit strategies Marketing has changed fundamentally, driven by a new, It’s important for organisations assessing social digitally active generation – and this change is about to networking as part of their customer engagement accelerate. For example, today’s consumers opt to watch strategy to consider not just their entry strategy, but what they want on TV, when they want, often skimming their exit strategy too. The next social networking through advertising breaks. A household rarely sits down phenomenon with massive growth is probably just together to watch one channel anymore. Content is now around the corner. Remember Geocities? Bought delivered in many ways, with the adults perhaps watching for $3.57 billion in 1999. In 2006, it had 18.6 million Sky+ or using the iPlayer to catch up on their PC, users. Last year, it closed. while teenagers watch YouTube on their iPhones. For this reason, you need to ensure that you can re-use So how do you embed relevant marketing messages in the data you have gathered while on Twitter, Facebook this highly-fragmented environment – let alone measure and the rest to shape your next move. Can you also response rates? re-use the technology that has underpinned your social networking strategy – the data capture, customer  Critical factors will be segmentation and analytics, response mechanism and data management with organisations needing to carefully consider technologies? response mechanisms in order to analyse what customers are buying, where and when and manage Organisations spending money on moving into channels their response to these buying trends. such as Twitter and Facebook must also ask themselves what value they’re getting out of it. After all, if it is true  Apple’s iAds is set to change the way that we engage that 20% of users generate 90% of the traffic on Twitter, with customers. Some industry observers believe that you need a low entry cost to make a valid business case this mobile advertising platform for the iPad, iPhone for using it – which requires agile technology from a and iPod touch will help to restore profitability in the partner such as Steria. The segmentation of social media industries. Content – whether that’s an app, networking sites will also have to increase – Wikipedia video or any other media – can be delivered as a lists more than 180 social networking sites around the ‘Freemium’ where customers choose to have restricted world. Social networking is set to get increasingly more content for free with constant advertising messages commercial too. built in – or they can pay for the premium version, which is ad-free. Revenue will then be driven either by advertising or by users paying for content.  GPS in smartphones will increasingly support highly personalised location-based advertising, with the customer given the choice of receiving content or not. 16
  • 17. Steria Customer Engagement story3. Mobile and permission marketing 4. Salesforce automation toolsMore and more organisations are equipping themselves Sales teams want a simple and fast way of identifyingto better understand the buying process and spending where they’re making their money and which customerpatterns of their customers online. There is one area, engagement strategies are the most effective. The wayhowever, that needs to improve in future: permission to achieve this will be through small micro applicationsmarketing. People are becoming savvy about their that perform specific tasks. Their deployment will be viral,marketing spend, especially in the knowledge that the in the same way that we learn how to use new applicationsData Protection Act doesn’t cover the mobile experience on our BlackBerry or iPhone. These applications will beso there is less regulated control of advertising than delivered to mobile devices and synchronised withthere is with other marketing channels. The Data corporate systems to provide up-to-the secondProtection Act will no doubt evolve in the future to intelligence on prospects.meet these new challenges.Marketers will need to find simple and quick routes toeffective mobile targeting with personalised messagingto avoid customers simply ignoring or filtering out theirmarketing messages. Permission marketing is theanswer, with consumers giving you permission to sendthem relevant, personalised messages – supportedby smart data capture and information managementsystems which allow you to achieve a high level ofpersonalised and relevant customer interaction.“To benefit from exciting new customer engagement opportunities and technologies that may be around the corner, organisations must first streamline and link up their data and processes behind the scenes.” James Herbert, CRM consultant at Steria 17
  • 18. Keep your feet planted in realityand your goals in sharp focusCreating more cost effective and profitable citizen and customerengagement strategies is critical to your success, whether you are facingtough public sector budget cuts or growing private sector competition.For pragmatic solutions to the pressing challenges you face, talk tothe team that can help. Steria is already supporting organisations likeyours to breathe new life into their customer engagement strategies:developing stronger and more effective customer relationships,leveraging next-generation innovation and transforming servicedelivery while significantly reducing ongoing costs.So why not get in touch today?Simply call +44 (0)845 7711 733Alternatively visit www.steria.co.uk/customerengagementto get the full picture.
  • 19. About Steria Steria delivers IT enabled business services which help organisations in the public and private sectors operate more efficiently and profitably. By combining in depth understanding of our clients’ businesses with expertise in IT and business process outsourcing, we take on our clients’ challenges and develop innovative solutions to address them. Through our highly collaborative consulting style, we work with our clients to transform their business, enabling them to focus on what they do best. Our 18,300 people, working across 16 countries, support the systems, services and processes that make today’s world turn, touching the lives of millions around the globe each day. Founded in 1969, Steria has offices in Europe, India, North Africa and SE Asia and a 2009 revenue of €1.63 billion. 19.3% of Steria’s capital is owned by its employees. Headquartered in Paris, Steria is listed on the Euronext Paris market. Printed on Revive Pure Natural Silk A recycled paper containing 100% post consumer waste and manufactured at a mill that is certified with ISO 14001 environmental management standard. Pulp used to produce this product is not bleached. contact Steria Limited, Three Cherry Trees Lane, Hemel Hempstead, Hertfordshire, HP2 7AH Tel. +44 (0)845 601 8877 www.steria.co.uk information@steria.co.uk© Steria stbi004uk / June10

×