Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella

Malengo
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Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
SOCIAL INTRANET 
IN THE 
PRIMARY PROCESS
Agenda 
1. About Accolade 
2. Ambitions and Challenges 
3. Our approach 
4. Our Social intranet
1. ABOUT ACCOLADE
Housing in 5 towns 
About 40.000 customers 
17.000 rental houses 
200 employees
2. AMBITIONS AND CHALLENGES
The challenge: 
1. Housing sector under pressure 
2. Ambition to uphold our vision: 
‘helemaal je eigen plek’ 
And to still meet our customer’s wishes 
This requires a shift in the organisation of 
customer service
3. OUR APPROACH
Optimalising our services in 3 steps: 
1. Setting up a new Customer service centre to 
manage customer contacts from all 
communication channels 
2. Connecting the Customer service centre 
efficiently within the organisation 
3. Connecting the customer with the organisation
Step 1 – Setting up the Customer 
service centre 
1. Converting 5 housing offices with respective 
maintenance departments to a single 
Customer service centre 
2. Establishing software for omni-channel 
customer contact 
3. 80% of cases resolved in front office 
4. Start online customer services 
Completed December 2012
Step 1 – Results 2013 
Number of contact moments: 60.000 
Number of online transactions: 7.000 
Number of tasks sent to back office: 
13.000 (21%)
Step 2 – Connecting the Customer 
service centre within the organisation 
1. Establish software that hands out 
assignments when others people’s input 
was needed. 
2. No bureaucracy, but in line with our values: 
Entrepreneurship, responsibility, 
cooperation, appeal, transparency
Step 2 - Social intranet 
Accolade wasn’t looking for a social intranet, 
but: 
1. Traditional workflow or Task-based 
approach software did not fit our values and 
ambitions 
2. A social intranet linked to Customer service 
centre-software turned out to be the ideal 
solution 
Completed May 2014
Stap 3 – Connecting customers with the 
organisation 
1. Continuous process optimalisation, 
supported by reports to provide insights for 
everyone 
2. Connecting the Customer Portal to the social 
intranet 
Scheduled for early 2015
Step 3 - Overview
4. OUR SOCIAL INTRANET
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
4b. CASE: CANCELLING RENT
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella
ANY QUESTIONS?
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Intranet Innovation Awards 2014 Gold Winner Accolade / Embrace SBS / Umbrella

  • 2. SOCIAL INTRANET IN THE PRIMARY PROCESS
  • 3. Agenda 1. About Accolade 2. Ambitions and Challenges 3. Our approach 4. Our Social intranet
  • 5. Housing in 5 towns About 40.000 customers 17.000 rental houses 200 employees
  • 6. 2. AMBITIONS AND CHALLENGES
  • 7. The challenge: 1. Housing sector under pressure 2. Ambition to uphold our vision: ‘helemaal je eigen plek’ And to still meet our customer’s wishes This requires a shift in the organisation of customer service
  • 9. Optimalising our services in 3 steps: 1. Setting up a new Customer service centre to manage customer contacts from all communication channels 2. Connecting the Customer service centre efficiently within the organisation 3. Connecting the customer with the organisation
  • 10. Step 1 – Setting up the Customer service centre 1. Converting 5 housing offices with respective maintenance departments to a single Customer service centre 2. Establishing software for omni-channel customer contact 3. 80% of cases resolved in front office 4. Start online customer services Completed December 2012
  • 11. Step 1 – Results 2013 Number of contact moments: 60.000 Number of online transactions: 7.000 Number of tasks sent to back office: 13.000 (21%)
  • 12. Step 2 – Connecting the Customer service centre within the organisation 1. Establish software that hands out assignments when others people’s input was needed. 2. No bureaucracy, but in line with our values: Entrepreneurship, responsibility, cooperation, appeal, transparency
  • 13. Step 2 - Social intranet Accolade wasn’t looking for a social intranet, but: 1. Traditional workflow or Task-based approach software did not fit our values and ambitions 2. A social intranet linked to Customer service centre-software turned out to be the ideal solution Completed May 2014
  • 14. Stap 3 – Connecting customers with the organisation 1. Continuous process optimalisation, supported by reports to provide insights for everyone 2. Connecting the Customer Portal to the social intranet Scheduled for early 2015
  • 15. Step 3 - Overview
  • 16. 4. OUR SOCIAL INTRANET