Leadership in Customer Service: Delivering on the Promise GTEC October 2007

Agenda 4 Pillars of Leadership in Customer Service Country Rankings Key Findings The Way Forward: Accenture’s Recommendations

4 Pillars of Leadership in Customer Service

Country Rankings

Key Findings

The Way Forward: Accenture’s Recommendations

Building trust through leadership in customer service is based upon 4 pillars of leadership in customer service.

2007 Country Rankings

2007 Country Rankings: Overall Service Maturity 89% 88% 79% 75% 74% 64% 62% 59% 59% 55% 53% 51% 45% 44% 38% 33% 28% 24% 22% 20% 14% 06% Singapore Canada US Denmark Sweden Norway Finland Australia UK Japan Ireland Belgium Netherlands Malaysia Germany Portugal France Italy Spain Brazil Poland South Africa

Components of Scoring and Country Rankings SERVICE MATURITY CUSTOMER SERVICE MATURITY CITIZEN VOICE Ranking Weighting 10% Weighting 50% Ranking Weighting 40% Ranking 22) Poland 21) South Africa 20) Brazil 19) Netherlands 18) Italy 17) Portugal 16) France 15) Malaysia 14) Ireland 13) Finland 12) Belgium 11) Australia 10) Spain 9) Sweden 8) Japan 7) USA 6) UK 5) Norway 4) Denmark 3) Germany 2) Singapore 1) Canada 22) South Africa 21) Portugal 20) France 19) Brazil 18) Germany 17) Italy 16) Poland 15) Spain 14) Malaysia 13) Ireland 12) USA 11) UK 10) Belgium 9) Canada 8) Australia 7) Singapore 6) Denmark 5) Norway 4) Japan 3) Netherlands 2) Sweden 1) Finland 22) South Africa 21) Poland 20) Spain 19) Netherlands 18) Brazil 17) Italy 16) Japan 15) France 14) Belgium 13) Finland 12) Germany 11) Malaysia 10) Norway 9) Australia 8) UK 7) Ireland 6) Portugal 5) Sweden 4) Denmark 3) USA 2) Singapore 1) Canada

Citizens’ perceptions of their countries’ customer service performance.

Government Service Provision vs 3 Years Ago? A lot better (5) Neither (3) A little worse (2) A lot worse (1) Don’t know (Base: All Aged 18+) A little better (4) Q.17 Compared with 3 years ago, do you think your government is getting better or worse at providing customer service? Q.10 Still thinking of the last time you required assistance from the government. How satisfactorily or not did the government meet your needs? Satisfaction With Last Government Contact Canada Very satisfied Fairly satisfied Not very satisfied Not at all satisfied Don’t know

Comparison of citizens’ ratings of customer service performance of governments against private-sector industries.* *Percent of citizens saying government performed better versus percent saying government performed worse.

Customer Service Provision – Government vs Business in Canada (Base: All Aged 18+) Q.16 For each of the following types of businesses I read out, please tell me how much better or worse do you think your government is at providing customer service compared to that type of business? Government does better Government does worse Banks 36% 29% Utilities 33% 19% Mobile phone company 33% 23% Retailers in town/city 28% 35% Airlines 33% 19% On-line Retailers 27% 24%

2007 Key findings 01 Know the customer’s needs 02 Make the connections 03 Align your people 04 Don’t do it alone

01 Know the customer’s needs

02 Make the connections

03 Align your people

04 Don’t do it alone

Know the customer’s needs. Key finding 01

Know the customer’s needs.

Knowing the customer’s needs is vital to true citizen-centricity. Most governments rely heavily on rudimentary customer segmentation techniques and simple customer satisfaction surveys to inform their service policies. Neither of these is up to the challenge of making government service truly citizen-centric. To break the citizen-centricity code, public service organizations must move beyond basic demographic categories and thinking of customers in more nuanced groups based on factors that include a citizens’ needs and intentions. Translating citizen understanding into service policy requires customer insight, and has clear implications for channel strategies – customers needs and expectations vary by channel.

Most governments rely heavily on rudimentary customer segmentation techniques and simple customer satisfaction surveys to inform their service policies. Neither of these is up to the challenge of making government service truly citizen-centric.

To break the citizen-centricity code, public service organizations must move beyond basic demographic categories and thinking of customers in more nuanced groups based on factors that include a citizens’ needs and intentions.

Translating citizen understanding into service policy requires customer insight, and has clear implications for channel strategies – customers needs and expectations vary by channel.

Make the connections. Key finding 02

Make the connections.

It’s about the endgame of the customer service agenda – the outcomes. Many governments don’t even use the term “e-Government” anymore if they can help it - it’s increasingly about the systems and business processes and how everything connects together. Leading governments are now taking on the hard work of building an integrated, enabling back office that institutionalizes their service policies. Flexible architectures and interoperability are key. Common data stores, reusable components, open source systems and service-oriented architectures (SOAs) are vital to make variegated operations work as one.

Many governments don’t even use the term “e-Government” anymore if they can help it - it’s increasingly about the systems and business processes and how everything connects together.

Leading governments are now taking on the hard work of building an integrated, enabling back office that institutionalizes their service policies.

Flexible architectures and interoperability are key. Common data stores, reusable components, open source systems and service-oriented architectures (SOAs) are vital to make variegated operations work as one.

Align your people. Key finding 03

Align your people.

Despite the move to the internet, people are still key to providing customer service: What is needed now is an entirely new focus for public-sector employees. Citizens’ preferred methods of interacting or transacting with the government.* * Percentage of citizens indicating a preference for using each method to interact or transact with the government. Q.6 What would be your preferred method of interacting with or making a transaction with, a government department or service? Global Canada Telephone 34% 39% Walk-in centre 30% 30% Internet 17% 15% Email/mobile text or SMS 9% 8% Post/mail 5% 3% Other 2% 0% It depends 2% 2% Fax Self-Service Kiosk

Citizens’ preferred methods of interacting or transacting with the government.*

Channels Government Should Invest Most Resources Improving in Canada (Base: All Aged 18+) Q.4 And which method of contact do you think the government should invest most resources improving? Government walk-in centre/in person 19% Landline telephone 39% Post/Mail 4% 12% Internet 6% E-mail/Mobile text/SMS 2% Self-Service Kiosk Mobile Phone 2% 1% Fax 13% Don’t Know

Don’t do it alone. Key finding 04

Don’t do it alone.

The traditional “push” model of public service versus the collaborative web of public service value.

The Way Forward: Accenture’s Recommendations

9 steps to building valuable customer service Citizen-centric vision Results in better decisions Step 1 Refine your customer segment groups. Step 2 Develop an operating model that balances the customer experience with the cost to serve. Step 3 Use a more refined view of the customer to develop the channel strategies (including self-service offerings) that make the most sense for citizens and governments. Build an actionable citizen-centric service vision. High-performing workforce Results in better mindsets Balance, align and renew Enabling Infrastructure Results in better practices Build the technology infrastructure to make the citizen-centric vision operational. Step 4 Define the processes and workflows needed to reach the vision… Step 5 … And don’t wait to get started putting them in place. Step 6 Take advantage of service-oriented architectures (SOAs) and shared services as flexible solutions to disparities in government infrastructures. Build the high-performing workforce that can drive the vision through to fulfillment. Step 7 Diagnose your existing workforce situation and identify and build critical skills to fill the gaps. Step 9 Retain top performers and motivate employees to maintain service levels and organizational performance. Step 8 Enable on-the-job support to improve performance and build a culture of collaboration.

“ Our citizens are much more than customers…We have to treat them even better than we would customers.” Mats Sjöstrand Director General Swedish National Tax Agency

Online : www.accenture.com/lcs2007 Email: [email_address]

Leadership in Customer Service: Delivering on the Promise September 2007