The document discusses customer service challenges and delivery for the future. It notes that customer service expectations are increasing, especially with government agencies now facing the same expectations as businesses. Customers are also more aware of how services are funded. The document examines traditional in-person customer service versus digital customer service online and through social media. It emphasizes engaging customers online, being accessible 24/7, highlighting the library's unique value, and adapting to changing customer needs through feedback.
Perspectives on how the changing needs of Customers / Users are driving a need to deliver Service in a new, participative way. Not only does Customer / User Satisfaction increase significantly, but costs reduce to...
Michele Nati, Privacy and Trust Technical Lead at the Digital Catapult, gave this presentation about the organisation's collaborative projects at the ICW's Collaborative Working in the Digital Economy event.
Social: Session 7: Turbocharging Customer Service Through Social TechnologiesSugarCRM
Social media - Twitter, Facebook, discussion forums, ideation communities, social listening platforms to name a few - can be used to help companies deliver a customer service experience that aligns with customer expectations. This alignment ultimately results in a more loyal customer base and a quantifiably larger wallet share. However, the value of these social technologies can’t be realized by just bolting them onto a suboptimal contact center. This presentation describes the foundational elements that your contact center must get right before you consider adding social technologies, and how social technologies can be deployed in a manner that extends current capabilities, and reinforces the customer experience and company brand.
Perspectives on how the changing needs of Customers / Users are driving a need to deliver Service in a new, participative way. Not only does Customer / User Satisfaction increase significantly, but costs reduce to...
Michele Nati, Privacy and Trust Technical Lead at the Digital Catapult, gave this presentation about the organisation's collaborative projects at the ICW's Collaborative Working in the Digital Economy event.
Social: Session 7: Turbocharging Customer Service Through Social TechnologiesSugarCRM
Social media - Twitter, Facebook, discussion forums, ideation communities, social listening platforms to name a few - can be used to help companies deliver a customer service experience that aligns with customer expectations. This alignment ultimately results in a more loyal customer base and a quantifiably larger wallet share. However, the value of these social technologies can’t be realized by just bolting them onto a suboptimal contact center. This presentation describes the foundational elements that your contact center must get right before you consider adding social technologies, and how social technologies can be deployed in a manner that extends current capabilities, and reinforces the customer experience and company brand.
Presentation to Enterprise Collaboration Techfest (March 2016) on the need for Intranets and ESNs to deliver consumer-quality user experiences in order to drive business value.
Social Business Transformation - How customers change your enterprise DNARick Mans
Rapid changes in consumer behavior, fuelled by the ever increasing popularity of social media and the adoption of consumer technologies in the workplace, urge companies worldwide to rethink their positions. People spend more and more time online to connect and interact with friends, to publish opinions, and to purchase goods and services. Employees share their views online, strengthening or weakening the corporate brand.
Social Media is human interaction in a virtual world. Social Media is strongly related to topics such as social networking, social collaboration, micro blogging, co creation, crowd sourcing, content sharing and reputation management.
The essence of social media is human interaction. Transforming your company to benefit from new ways of human interaction, is not about a technology push, lead by new tools, new architectures and new platforms. It is a true transformation of the way you conduct business, how you relate and interact with your customers, your stakeholders and your employees. It is about being part of a huge ecosystem, where your clients, employees, and business partners are all visibly and actively interconnected.
These changes offer exciting opportunities to all enterprises. Opportunities to increase revenue, strengthen brand, reduce costs, attract the right employees, and deliver products and services according to the wishes of their customers.
Cherwell Service Management effectively supports sharing of components and practices through the app store and customer collaboration. California State University, Fresno and University of New Mexico partnered with Avante and adopted a common framework to meet their ITSM maturity goals. Come learn how a shared, collaborative model can benefit the community. Learn how sharing includes customer collaboration, shared blueprints, and the app store. Learn how to collaborate on designs and coordinate changes to leverage the benefits of the Cherwell community.
This Truebridge workshop can teach you how content marketing can drive brand awareness and generate sales for banks and credit unions. People are looking for answers to their financial questions. They will overwhelmingly buy from the answer provider. See how your bank or CU can become that kind of valuable resource.
What can NOT making a profit teach us! – Lessons for us all from the non-prof...Adestra
What if you’re in business to NOT make a profit? No, I am not talking about losing business or operating in the red, but what if you’re a non-profit organization? How do you do more with less and still innovate to attract and retain donors? More communication, less communication, demographic focused or still working with direct mail, there’s a lot to think of …but going digital can really add value to your existing channels and help you discover and maximize new ones. Yet, the one connection non-profits have is authenticity and a story. For everyone else, are there things we can learn in the Retail, Travel and other industries from the non-profit space? By taking a wider vertical focus you can always learn more, especially from organizations where ROI is under even more intensive scrutiny than usual.
Join Ryan Phelan, VP of Marketing Insights and Tristam Jones, Head of Account Management, in this energetic and worldwide discussion on the learnings from the non-profit space. You’ll walk away with:
Clear examples of engagement campaigns in email from some of the top non-profit organizations
Challenges facing the NFP sector and tips to overcome them
How to take advantage of the unpredictable donation
The top things the for-profit space can learn from non-profits
Maximization of foundational email programs can help any marketer
Transformation Toolkit: Themes to support successful transformationsBirgitte Yttri
The Transformation Toolkit is developed in the Norwegian Project CUSTOMER CARE 2015. It is a cooperation project with the following partners: Telenor ASA, DNB BANK ASA, Norway Post, SINTEF, Norwegian School of Economics (NHH), The Oslo School of Architecture and Design (AHO), Bekk Management Consulting, The Norwegian Centre for Design and Architecture (DOGA) and Copenhagen Business School.
The Project is financed by the Norwegian Research Council.
The ambition of Customer Care 2015 is how to deliver excellent service experience to customers in the future. The transformation to digital touchpoints has been hampered by the silo-organisation. Corporate culture, incentive- and KPI-systems are Barriers for delivering the experience that customers expect.
To oblige this ambition, we present the Transformation Toolkit - that will contribute to successful transformations in the future.
This is a recent presentation to the Victorian Department of Transport. The focus was on Web 2.0 and Gov 2.0 and how it might be used by public transport departments. It contains some of the journey already taken by VicRoads in the digital space.
2010 ISAP Conference 2010 Using Internet and Social Media in Immigrant Settle...settlementatwork
Slides from Marco Campana's workshop at the 2010 ISAP conference, focusing on use of social media in the non-profit community-based immigrant services sector in Ontario, Canada.
Deloitte Cloud Accelerators Salesforce Tour Melbourne Deloitte Australia
Digital disruption is the new norm
As people and things become more connected consumers are driving change across all aspects of business
Those who embrace this change and re-imagine their business around the customer will win the advantage
Deloitte transforms customer journeys better than anyone else, with accelerators to help businesses realise the benefits of cloud technologies faster
Cloud Accelerate
THINK IT, BUILD IT.
Five years on, it’s no surprise that the digital landscape has moved on significantly since we first published our Digital Maturity Index (DMI) back in 2010.
We're delighted to be publishing this year's research findings in DMI 2014: The digital ecosystem of technology, channels, customers, strategy and culture and the insights in this year’s report show just how far organisations have come in the intervening years.
Based on interviews with over 200 consumers and 150 business leaders from a range of industry sectors, this year’s report also includes opinion pieces from five digital thought leaders.
Our MD, Emma Robertson, unveiled the report with clients at our annual launch event in London. She talked though some of the headline findings building on the principle that as digital becomes more integral to the underlying strategy, the component parts of digital maturity must be treated as an ecosystem, not a hierarchy. The focus this year is about smartly combining technology, channels, customers, strategy and culture for both customer and commercial benefit. Here are just a few of the headlines:
Technology: In 2012, 87% of organisations had no formal processes for innovation. By 2014, 67% of organisations are using hackathons, labs or open APIs.
Channels: The drive to establish a digital presence in every new channel that emerges is being replaced by more strategic behaviour with 66% focusing on consolidation of existing channels and only 34% looking to grow the number of channels on offer.
Customer: 53% of respondents now measure customer happiness as a way of assessing how well digital channels are performing; 66% use a customer satisfaction index.
Strategy: 65% of respondents reported that there is a digital vision and strategy within their organisation but just 6% stated that the strategy is very well known within their organisation.
Culture: A factor in creating an environment for change and innovation is in an organisation’s tolerance for failure. Only 15% of organisations were recognised as having a ‘fail fast’ culture.
We were also joined by three industry leading keynote speakers. Some of the key things we took away were:
Easy is the new loyalty. Dr Nicola Millard, BT, talked us through the concept of 'net easy' and how omnichannel is the new normal.
Start with the user. Kathy Settle, GDS, shared very candidly the work that has taken place during the past 2-3 years to transform government services.
Be Human. Professor Moira Clark, Henley Business School, outlined the key factors required for customer service excellence.
You can read the full report here (www.transformuk.com/dmi-2014-its-all-about-the-digital-ecosystem) or you can drop us an email if you’d like us to email you a copy (enquiries@transformUK.com).
We'll be continuing the debate through our LinkedIn Group (Transform DMI 2014 and on Twitter (#DMI2014) and we hope you'll join us there.
Generate more leads at your bank or credit union using educational content. Gain more share of wallet when you integrate content with your current marketing initiatives.
A presentation for the University Libraries of South Australia Staff Development Working Group. 24 June, 2014.
What is the role of libraries in creating open access for public research, education and/or community information?
Presentation to Enterprise Collaboration Techfest (March 2016) on the need for Intranets and ESNs to deliver consumer-quality user experiences in order to drive business value.
Social Business Transformation - How customers change your enterprise DNARick Mans
Rapid changes in consumer behavior, fuelled by the ever increasing popularity of social media and the adoption of consumer technologies in the workplace, urge companies worldwide to rethink their positions. People spend more and more time online to connect and interact with friends, to publish opinions, and to purchase goods and services. Employees share their views online, strengthening or weakening the corporate brand.
Social Media is human interaction in a virtual world. Social Media is strongly related to topics such as social networking, social collaboration, micro blogging, co creation, crowd sourcing, content sharing and reputation management.
The essence of social media is human interaction. Transforming your company to benefit from new ways of human interaction, is not about a technology push, lead by new tools, new architectures and new platforms. It is a true transformation of the way you conduct business, how you relate and interact with your customers, your stakeholders and your employees. It is about being part of a huge ecosystem, where your clients, employees, and business partners are all visibly and actively interconnected.
These changes offer exciting opportunities to all enterprises. Opportunities to increase revenue, strengthen brand, reduce costs, attract the right employees, and deliver products and services according to the wishes of their customers.
Cherwell Service Management effectively supports sharing of components and practices through the app store and customer collaboration. California State University, Fresno and University of New Mexico partnered with Avante and adopted a common framework to meet their ITSM maturity goals. Come learn how a shared, collaborative model can benefit the community. Learn how sharing includes customer collaboration, shared blueprints, and the app store. Learn how to collaborate on designs and coordinate changes to leverage the benefits of the Cherwell community.
This Truebridge workshop can teach you how content marketing can drive brand awareness and generate sales for banks and credit unions. People are looking for answers to their financial questions. They will overwhelmingly buy from the answer provider. See how your bank or CU can become that kind of valuable resource.
What can NOT making a profit teach us! – Lessons for us all from the non-prof...Adestra
What if you’re in business to NOT make a profit? No, I am not talking about losing business or operating in the red, but what if you’re a non-profit organization? How do you do more with less and still innovate to attract and retain donors? More communication, less communication, demographic focused or still working with direct mail, there’s a lot to think of …but going digital can really add value to your existing channels and help you discover and maximize new ones. Yet, the one connection non-profits have is authenticity and a story. For everyone else, are there things we can learn in the Retail, Travel and other industries from the non-profit space? By taking a wider vertical focus you can always learn more, especially from organizations where ROI is under even more intensive scrutiny than usual.
Join Ryan Phelan, VP of Marketing Insights and Tristam Jones, Head of Account Management, in this energetic and worldwide discussion on the learnings from the non-profit space. You’ll walk away with:
Clear examples of engagement campaigns in email from some of the top non-profit organizations
Challenges facing the NFP sector and tips to overcome them
How to take advantage of the unpredictable donation
The top things the for-profit space can learn from non-profits
Maximization of foundational email programs can help any marketer
Transformation Toolkit: Themes to support successful transformationsBirgitte Yttri
The Transformation Toolkit is developed in the Norwegian Project CUSTOMER CARE 2015. It is a cooperation project with the following partners: Telenor ASA, DNB BANK ASA, Norway Post, SINTEF, Norwegian School of Economics (NHH), The Oslo School of Architecture and Design (AHO), Bekk Management Consulting, The Norwegian Centre for Design and Architecture (DOGA) and Copenhagen Business School.
The Project is financed by the Norwegian Research Council.
The ambition of Customer Care 2015 is how to deliver excellent service experience to customers in the future. The transformation to digital touchpoints has been hampered by the silo-organisation. Corporate culture, incentive- and KPI-systems are Barriers for delivering the experience that customers expect.
To oblige this ambition, we present the Transformation Toolkit - that will contribute to successful transformations in the future.
This is a recent presentation to the Victorian Department of Transport. The focus was on Web 2.0 and Gov 2.0 and how it might be used by public transport departments. It contains some of the journey already taken by VicRoads in the digital space.
2010 ISAP Conference 2010 Using Internet and Social Media in Immigrant Settle...settlementatwork
Slides from Marco Campana's workshop at the 2010 ISAP conference, focusing on use of social media in the non-profit community-based immigrant services sector in Ontario, Canada.
Deloitte Cloud Accelerators Salesforce Tour Melbourne Deloitte Australia
Digital disruption is the new norm
As people and things become more connected consumers are driving change across all aspects of business
Those who embrace this change and re-imagine their business around the customer will win the advantage
Deloitte transforms customer journeys better than anyone else, with accelerators to help businesses realise the benefits of cloud technologies faster
Cloud Accelerate
THINK IT, BUILD IT.
Five years on, it’s no surprise that the digital landscape has moved on significantly since we first published our Digital Maturity Index (DMI) back in 2010.
We're delighted to be publishing this year's research findings in DMI 2014: The digital ecosystem of technology, channels, customers, strategy and culture and the insights in this year’s report show just how far organisations have come in the intervening years.
Based on interviews with over 200 consumers and 150 business leaders from a range of industry sectors, this year’s report also includes opinion pieces from five digital thought leaders.
Our MD, Emma Robertson, unveiled the report with clients at our annual launch event in London. She talked though some of the headline findings building on the principle that as digital becomes more integral to the underlying strategy, the component parts of digital maturity must be treated as an ecosystem, not a hierarchy. The focus this year is about smartly combining technology, channels, customers, strategy and culture for both customer and commercial benefit. Here are just a few of the headlines:
Technology: In 2012, 87% of organisations had no formal processes for innovation. By 2014, 67% of organisations are using hackathons, labs or open APIs.
Channels: The drive to establish a digital presence in every new channel that emerges is being replaced by more strategic behaviour with 66% focusing on consolidation of existing channels and only 34% looking to grow the number of channels on offer.
Customer: 53% of respondents now measure customer happiness as a way of assessing how well digital channels are performing; 66% use a customer satisfaction index.
Strategy: 65% of respondents reported that there is a digital vision and strategy within their organisation but just 6% stated that the strategy is very well known within their organisation.
Culture: A factor in creating an environment for change and innovation is in an organisation’s tolerance for failure. Only 15% of organisations were recognised as having a ‘fail fast’ culture.
We were also joined by three industry leading keynote speakers. Some of the key things we took away were:
Easy is the new loyalty. Dr Nicola Millard, BT, talked us through the concept of 'net easy' and how omnichannel is the new normal.
Start with the user. Kathy Settle, GDS, shared very candidly the work that has taken place during the past 2-3 years to transform government services.
Be Human. Professor Moira Clark, Henley Business School, outlined the key factors required for customer service excellence.
You can read the full report here (www.transformuk.com/dmi-2014-its-all-about-the-digital-ecosystem) or you can drop us an email if you’d like us to email you a copy (enquiries@transformUK.com).
We'll be continuing the debate through our LinkedIn Group (Transform DMI 2014 and on Twitter (#DMI2014) and we hope you'll join us there.
Generate more leads at your bank or credit union using educational content. Gain more share of wallet when you integrate content with your current marketing initiatives.
A presentation for the University Libraries of South Australia Staff Development Working Group. 24 June, 2014.
What is the role of libraries in creating open access for public research, education and/or community information?
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
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.