Customer Service Delivery Challenges for the Future
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A presentation delivered at the end of year forum for UniLibraries SA.
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Customer Service Delivery Challenges for the Future
- 1. Customer Service Delivery Challenges for the Future 23 November 2012 Tony May Manager, Access and Information Services
- 2. “The delivery of great customer service is of paramount importance for organisations of any size or sector” Monk, 2011, p. 22
- 3. What is Customer Service? Customer service can be defined a series of activities that are designed to enhance the level of customer satisfaction – that is, the feeling that a product or service has met customer expectation. Turban, 2002
- 4. Customer Service and the Government Despite not seeking to turn a profit, most government agencies are pretty similar to business organisations in structure, bureaucracy and general day-today operations. Customers are increasingly becoming more aware of how government services are funded and these customers increasingly expect the same levels of service and treatment from government agencies that they receive from businesses. Monk, 2011
- 5. Who are our customers? 2012 Customer Survey conducted from April to July 223 responses received Roughly equal numbers of women and men use the Library Age of Library users spread evenly between 15 – 74 years of age, with a slight majority falling in the 45 – 54 year old age group
- 6. Gender Distribution 70 60 50 40 Female Male 30 20 10 0 2002 (%) 2004 (%) 2012 (%)
- 7. Age 20 18 16 14 12 10 8 6 4 2 0 0 – 14 15 – 24 25 – 34 35 – 44 45 – 54 55 – 64 65 – 74 75+
- 8. Education Level 25 20 Postgraduate Degree Graduate Diploma or Graduate Certificate 15 Bachelor Degree or Degree with honours Advanced Diploma or Diploma Certificate level 10 Secondary education Primary education None 5 0 Response Percent
- 9. The Future Maintaining quality traditional customer service Delivering good quality digital customer service
- 10. The Future Digital community engagement, aka customer co-creation Proactive service Personal connection
- 11. Traditional Digital Face to face or 1- 1 One to many or collaborative Easy to quantify and measure Harder to measure Captive audience Widely dispersed audience Feedback received by organisation Feedback can be given in an open forum Staff and resource intensive Highly efficient, small team can reach a large audience Services available during open 24 hours a day, 7 days a week hours only, the library is a place Links the customer directly to the Distances the customer from the collection physical library and collection Can be slow to change Difficult for long term staff to come to terms with its implications and reach Few direct competitors Online competitors are innumerable Easy to market through traditional Can be difficult to gain awareness means
- 12. Changing modes of customer service The emergence of social media communities require you to track a new set of customer service metrics. Chung, 2012 What does this mean for your traditional Service Level Agreement?
- 13. Customer Service at the State Library Changes in customer service delivery mechanisms have highlighted the need for a revised Customer Service Charter. • Provide friendly, helpful and professional service • Make our collections, information and services accessible • In person, by phone or online. State Library of South Australia, 2009
- 14. Changes in information • Quantity and Availability • Indexes as large as the Library of Congress created everyday • 24 hours of video loaded on YouTube every minute • Average of 144 million tweets per day • 50 million tweets per day one year ago • Speed of information • Within minutes, your tweet is indexed and searchable in Google • What used to require effort is at your fingertips • Crowdsourcing • Connection is instantaneous Bertot, 2012
- 15. Digital customer service Online customer service becomes an advertisement. Interactions that occur on Facebook pages and via twitter are visible for all to see. The reason why we use social media is to find people who “like” the library and give them a way to express it. We aim to use platforms such as Facebook and twitter to nurture that bond and move them from like to love. We also want to enable them to share this experience and help bring others into this relationship. Mathews, 2011
- 16. Culture Change Online customer service is about knowing who your customers are, knowing what they want. Customer service is about your staff knowing not what it is that you do, but why you do what you do. Sinek, 2009
- 17. In the wild Be well represented in places where the customer digitally “is” Ensure the unique nature of what we have and what we do is highlighted Encourage online interaction with defined groups of users Remind customers of the added value we provide over a simple Google search Highlight the research quality provided by our online subscriptions which are freely available Adapt to customers changing needs though the use of feedback and continuous improvement mechanisms Strive to remain relevant to all customers Combine through the door with online stats to give a true indication of all customer touches
- 18. References Bertot, John Carlo. (2012). Public libraries: current trends and future perspectives. Retrieved 21 November, 2012, from http://terpconnect.umd.edu/~jbertot/Presentations/MACL_MLABertot10May2012.pdf Chung, Duke. (2012). How to maintain traditional customer service in the social media age. Retrieved 15 November, 2012, from http://mashable.com/2012/03/02/how-to-maintain-traditional-customer-service-in-the-social-media- age/ Dawson, Ross. (2011). 9 trends that will drive the future of customer service. Retrieved 14 November, 2012, from http://ipscape.com.au/2012/11/9-trends-that-will-drive-the-future-of-customer-service/ Fry, Amy. (2009). Lessons of Good Customer Service. Library Journal, 134(14), 33-34. Mathews, Brian. (2011). Why does my library use social media? Retrieved 13 November, 2012, from http://chronicle.com/blognetwork/theubiquitouslibrarian/2011/07/06/why-does-my-library-use-social-media/ Monk, Peter. (2011). Management: Prioritising customer. Government News, 31(4), 22-23. Sinek, Simon. (2009). How great leaders inspire action. Retrieved 13 November, 2012, from http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Solis, Brian. (2012). Business not making the pivot from lip service to social customer service [infographic]. Retrieved 15 November, 2012, from http://www.briansolis.com/2012/10/businesses-are-not-making-the-pivot-from-lip-service-to- customer-service/ State Library of South Australia. (2009). Customer Service Charter. Retrieved 12 November, 2012, from http://www.slsa.sa.gov.au/site/page.cfm?u=404 Turban, Efraim. (2002). Electronic commerce: a managerial perspective (International ed.). London: Prentice Hall International.
- 19. Presented by: Tony May Prepared by: Tony May & Katie Hannan Access and Information Services State Library of South Australia, North Terrace, Adelaide SA 5000 Phone: (08) 8207 7250 - www.slsa.sa.gov.au
Editor's Notes
- So what does customer service have to do with government?
- The 2012 State Library Customer Survey was conducted from April to July. The Survey’s primary purpose was to gauge customer usage patterns, preferences, reflections and desires in relation to the Library’s collection, resources and services.
- The FutureDigital community engagement - customers participate in creating the products – eg Family History experts within the community provide skills, tips, tricks for our other customers in an online environmentProactive service – service that’s provided before people even ask for assistance. Making sure that our online environment, (website, library guides) is designed in such a fashion that its easy to work out how to find information, conduct research, etcPersonal connection - Staffing the information desk doesn't have to be a passive activity. Making an effort to connect with our patrons encourages them to develop a relationship with us that should increase the likelihood that they will use our services and materials (Fry, 2009).
- The State Library of South Australia is committed to ensuring that our customers can access, use and enjoy our collections and services. We want to provide friendly, helpful and professional service every time you make contact with us. We also want to make our collections, information and services accessible to South Australians, whether using the Library in person, by phone or online.Now, we need to have guidelines on how to interact with customers in all the social media platforms that we manage. Our social media strategy, policies and guidelines include points on staff behavior, customer response times and even the fact that if we follow you online, that we don’t necessarily
- Issuesthat arise from moving into a digital customer service delivery model:How do you keep your staff members skills up to date with all the different tools that are used to interact with customers? As more and more customer service interactions occur through online services, how does this affect the numbers of people who come in through the doors? It becomes harder to know who your customers are. You can't see them, they're using your resources online but all you know about them is that they're a statistic on your spreadsheet. Often reporting is only required to stakeholders on through the door stats. The library is working hard to change this.Senior management wants a return on investment, but when social media tools come and go, it can be hard to document.
- When you consider the why of your services (what you believe and what drives your message), then you can better position your library to ensure customer loyalty. Give your customers a reason to be proud of you and they will recommend you to their friends and help you build up your patron base (Zabel & Pellack, 2012). Staffing an online customer service point doesn't have to be a passive activity, social media doesn’t have to be broadcast only. Making an effort to connect with our online patrons encourages them to develop a relationship with us that should increase the likelihood that they will use our services and materials (Fry, 2009).
- How can SLSA survive and flourish in the digital age? (in the wild!)Ensure our existence is well represented in places where the customer digitally “is” – our home page, Google etc. a search through these channels should bring the customer to us – or aspects of our service or collection. Ensure the unique nature of what we have and what we do is highlighted – a repository of all South Australiana, the value add through Ask Us, the distinct family history and copy centre services we provide, the attractiveness of the building itself etc.We should encourage online interaction with defined groups of users – family historians, pc users, South Australian Historians etc. and push our information out to them depending on their wants and needs.We should remind customers of the added value we provide over a simple Google search.We should highlight the research quality provided by our online subscriptions which are freely available.Ensure we adapt to customers changing needs though the use of feedback and continuous improvement mechanisms.Always strive to remain relevant to all customers – in person or online.Combine through the door with online stats to give a true indication of all customer touches.