Leadership in Customer Service: Delivering on the Promise

Leadership in Customer Service:Delivering on the Promise

GTEC October 2007

©Accenture - proprietary and strictly confidential

Agenda

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

Denm

ark

Sweden

Norway

Finla

nd

Australia

UK

Japan

Irela

nd

Belgiu

m

Netherla

nds

Malay

sia

Germ

any

Portugal

France

Italy

Spain

Brazi

l

Poland

South

Africa


Components of Scoring and Country Rankings

SERVICE MATURITY

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) Singapore1) 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) Belgium9) 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) Singapore1) Canada

CUSTOMER SERVICE MATURITY CITIZEN VOICE

RankingWeighting 10% Weighting 50%

RankingWeighting 40%Ranking


Citizens’ perceptions of their countries’ customer service performance.


11%

32%

31%

10%

8%8%

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?

25%

55%

12%7%

1% Very satisfied

Fairly satisfied

Not verysatisfied

Not at all satisfied

Don’tknow

Satisfaction With Last Government Contact

Canada


*Percent of citizens saying government performed better versus percent saying government performed worse.

Comparison of citizens’ ratings of customer service performance of governments against private-sector industries.*


Customer Service Provision – Government vs Business in Canada


Government does better Government does worse

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?

Banks 36%

29%

Utilities 33%

19%

Mobile phone company 33%

23%

Retailers in town/city 28%

35%

Airlines33%

19%

On-line Retailers27%

24%


2007 Key findings

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


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.


Make the connections.

Key finding 02


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.


Align your people.

Key finding 03


* Percentage of citizens indicating a preference for using each method to interact or transact with the government.

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.*

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

Q.6 What would be your preferred method of interacting with or making a transaction with, a government department or service?


Channels Government Should Invest Most Resources Improving in Canada


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 Phone2%

1%Fax

13%Don’t Know


Don’t do it alone.

Key finding 04


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 visionResults in better decisions

Step 1Refine your customer segment groups.

Step 2Develop an operating model that balances the customer experience with the cost to serve.

Step 3Use 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 workforceResults in better mindsets

Balance, align and renew

Enabling InfrastructureResults in better practices

Build the technology infrastructure to make the citizen-centric vision operational.

Step 4Define the processes and workflows needed to reach the vision…

Step 5…And don’t wait to get started putting them in place.

Step 6Take 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 7Diagnose your existing workforcesituation and identify and build critical skills to fill the gaps.

Step 9Retain top performers and motivate employees to maintain service levels and organizational performance.

Step 8Enable 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 protected]

Leadership in Customer Service:Delivering on the Promise

September 2007