Innovation In Customer Service
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The document discusses innovations in customer service for the public sector. It covers creating integrated multi-agency approaches, building trust through service assurance, new approaches to shared services and outsourcing, and moving toward citizen relationship management. The goal is to simplify services, increase collaboration, engage citizens, and use customer data to continuously improve services and democratic processes.
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This document discusses delivering unified citizen services cost-effectively through innovative technology. It describes the benefits of consolidating citizen service functions into a centralized citizen services center. Key considerations for developing a successful center include choosing user-friendly technology, ensuring easy implementation and future growth, and providing cost-effective redundancy. Characteristics of an effective center are providing a variety of contact methods for citizens, seamless delegation of tasks, analytical reporting capabilities, and practical technology that streamlines operations. The document recommends best practices like avoiding costly implementations and finding flexible delivery models. It promotes Microsoft solutions like Dynamics CRM as providing a cost-effective starting point for developing a citizen services center.
W4 social enterprises and mutuals
Local Partnerships is a mission to enhance public services through partnerships and new models of service delivery like mutuals and spin outs. They work with councils and public bodies to explore options for delivering services differently. This includes supporting the establishment of mutual organizations where employees have ownership, as well as providing expertise, guidance and funding assistance throughout the process. Common challenges include assessing options, engaging stakeholders, developing business and financial plans, and addressing risks to create sustainable new entities. Local Partnerships and the wider local government community can provide resources and learning from others' experience to help overcome obstacles.
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This document discusses Customer Relationship Management (CRM) in the context of non-banking financial services. It provides an introduction to CRM and highlights that most institutions take a narrow view of CRM, limiting benefits. A successful CRM strategy incorporates business activities, channel management, relationship management, and back-office/front-office integration within a customer-centric approach. The document then discusses concepts, benefits, challenges and importance of CRM for non-banks. It also covers CRM techniques used by non-banks in India and future trends in CRM.
Crm system (nbfc sector)
This document provides an overview of Customer Relationship Management (CRM) in the context of non-banking financial services in India. It discusses how CRM can help automate lending operations, boost sales, improve customer experience and loyalty. However, challenges include creating a unified customer view across multiple systems and products. The document also outlines various CRM techniques used by non-banks like mobile and online banking. It emphasizes the importance of embracing new technologies like artificial intelligence, analytics and cloud-based solutions to gain insights, manage growth and stay compliant with regulations.
Service design - Introduction
Service design is focused on creating usable, easy, and desirable experiences for services through a combination of tangible and intangible channels. It takes a user-centered approach to understand behaviors, needs, and expectations in order to develop new service solutions. Some key tools of service design include service safaris to experience services firsthand, storyboards to prototype experiences, and service blueprints to map the customer journey. Applying service design helped a clothing manufacturer improve collaboration between departments, provide better support to user groups, and deliver a more seamless service experience leading to increased profits and staffing.
Using the Cloud to Attract, Engage & Retain Your Customers
The document discusses how companies can use digital engagement and cloud communications to attract, engage, and retain customers. It provides examples of how government, higher education, transportation, and healthcare organizations are using digital tools like messaging, video, location services, and analytics via the cloud to improve customer experiences. Overall the document promotes the idea that the evolving needs of today's digital customers require companies to adopt new cloud-based communications technologies and services to effectively engage with their diverse customer bases.
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The document discusses the shift from traditional to digital customer relationship management (CRM). Key points include:
- Traditional CRM focused on internal processes while digital CRM centers around the customer experience across all channels. It integrates digital channels like social media into CRM.
- Digital CRM allows companies to better understand customer context and react to issues in real-time. It also enables consistent communication across all touchpoints.
- A survey found over 90% of respondents felt omni-channel management will be important in the future as customers choose their preferred communication methods. However, industries like energy still have many older customers that prefer traditional channels.
Digital supply chain
Digital services are transforming how consumers access products and services. Organizations must build digital supply chains that integrate with consumer lifestyles for on-demand access. The document discusses how to design digital supply chains through collaborative teams, agile processes, and continuous evaluation to meet evolving consumer needs. It also outlines Kinetik Solutions' approach to supporting organizations through multi-phase programs to align strategy, build capabilities, and sustain services.
Tony Bovaird, Cumberland Lodge, June 2011
The document discusses strategies for achieving "more for less" in public services. It argues that expecting large efficiency savings through initiatives like outsourcing and austerity is unrealistic and often leads to declining outcomes. True improvement requires a holistic approach including co-production with communities, outcomes-based management, cross-sector collaboration, and accepting different risk-cost tradeoffs. Relying only on short-term cost cutting risks undermining long-term quality and sustainability of services.
Shared services workshop
This document provides an overview of shared services and examples of shared services implementations. It begins with defining shared services and comparing it to other models like outsourcing and decentralization. It then provides examples of shared services at a university, in government, and in the private sector. Some key lessons from implementing shared services centers are strong sponsorship, union partnership, an effective governance model, building a new culture in a greenfield location, and using performance management and technology innovation.
The collaborative contact centre
The document discusses the collaborative contact center and trends in contact center technology. It notes that human latency slows business processes down and that communications-enabled business processes can remove human latency. It also mentions that 50% fewer calls may go through call centers in 5 years as more collaborative communications increase agility, communities, opportunities, revenue, simplicity, and productivity while lowering costs.
Customer Service: Achieving excellence through a company-wide approach
A new perspective devoted to customer satisfaction, a key driver to increase a company’s value. By Alberto Griselli and Charles Monteux of the São Paulo office
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Change, innovate, explore and adjust. These will become the hallmarks of financial institutions that survive and thrive in today’s consumer-driven market. Digital Insight explored importance of an omni-channel offering in today's marketplace, why more engagement across all channels is critical, and how to get started on developing your own omni-channel strategy.
Customer service strategy social customer
Organizations are exploiting social customer interaction channels for sales and marketing, but adoption of these channels for customer service is much slower. Info-Tech research indicates that customer-initiated service inquiries through social channels do not pay off. However, proactively monitoring the social cloud for service opportunities does help organizations achieve their service goals. IT should not be on the sidelines when it comes to enabling customer service: it must support the technologies involved (i.e. integration with CRM platforms). This storyboard, along with its accompanying tools, will help you:
•Understand how customer service fits into the broader CRM picture.
•Assess channel value and design an appropriate hybrid channel strategy.
•Integrate customer service channels with CRM software.
•Implement best practices to enable superior customer service.
Managers must recognize that social channels are here to stay, and define a strategy for using these channels to drive satisfaction and retention with their target customers.
Introduction & Overview Tony Kieran
This document provides an overview of a seminar aimed at developing an understanding of the public sector customer. It discusses defining the customer and different terminology used, principles of public sector service delivery, reorganizing services to meet customer needs through various models, challenges in implementing changes, and quality customer service principles. The overall goal is to place the customer at the center of public sector services.
9 Critical Components for A Successful Client Interaction Framework
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
outsourcing
The document discusses outsourcing, including what it is, key areas that are commonly outsourced, and drivers for organizations to outsource. It notes that outsourcing involves using external resources to perform activities traditionally handled internally in order to improve services, reduce costs, and access skills not available in-house. Common areas for outsourcing include IT, call centers, finance/accounting, and manufacturing. Key drivers are cited as lack of resources, costs savings, quality improvements, and access to expertise. The document also outlines some issues in outsourcing like dependency on contracts, quality differences, and loss of control. It provides strategies for managing outsourcing relationships successfully and describes various models used in outsourcing engagements
Bank world conference diebold branch transformation presentation_011813
This document discusses strategies for transforming bank branches to enhance profitability and customer experience. It notes key trends like shifting to digital/mobile banking and changing customer expectations. The future branch role is described as providing complex services like financial planning instead of transactions. A branch transformation framework involves assessing activities to find efficiency improvements like automating transactions. This allows redeploying staff to focus on sales and customer relationships. The document recommends a comprehensive approach including network optimization, customer experience assessments, and testing automation solutions.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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Innovation In Customer Service
- 1. Where next? Innovation in Customer Service Eric Bohl, Head of Government Consulting 26 March 2008, Public Sector Forums
- 8. 2: Creating an integrated, multi-agency approach to customer service
- 11. Exciting examples of front office shared services (see IDeA Knowledge Front Office Shared Services project) Healthy Living Centre, Weston-super-Mare
- 12. 3: Flair in customer service design
- 14. ... creating a new image ... Idea Store, Tower Hamlets
- 15. ... bringing design quality to customer service ... Customer Service Centre, Lambeth
- 18. 4: Building trust – delivering service assurance and reducing costs
- 21. 5: New approaches to shared services and outsourcing
- 25. 6: Towards citizen relationship management
- 28. A new model for ‘citizen’ CRM Citizen Citizen Individual consumer Individual agent Public consumer Collective agent