White Papers


Service Strategy Maturity: A Model for Business Performance

Within the customer engagement research fraternity, there is growing evidence that demonstrates that customer service is a significant driver of both customer advocacy and future purchasing behaviour. Organisations also recognise that improving customer satisfaction / engagement is a significant business challenge alongside other challenges such as increasing productivity.

Despite this growing evidence of the importance of delivering great customer service in driving business performance, organisations remain more focused on Marketing, Human Resource Management, Technology and Finance strategies than Service Strategy.

This Paper sets out the findings of a research programme that tested the hypothesis that organisations with a mature enterprise-wide Service Strategy have higher levels of business performance.

Read here.


Why Service Matters for Government

Both academic and market research studies suggest strong links between Government customercentric service delivery, citizen effect and organisational outcomes. Those Government organisations which have adopted a transformational approach (Gartner, 2001) to service delivery utilising contact centre and online channels report to have:

1. Customer Effects including: 
    a) more effective relationships with customers; and 
    b) the potential to provide constituents with a better standard of living. 

2. Organisational Outcomes including:
    a) greater operational efficiencies;
    b) a stronger Government brand reputation; and
    c) a higher potential to influence voters’ preferences.

One of the defining truths underpinning a customer centric approach to service delivery is that Australia citizens want a relationship with Government, they want to be treated as a customer not as a ‘constituent’ or ‘citizen’ and they want this relationship to be facilitated through both good policy and effective service interactions.

This paper presents the case for ‘Why Service Matters’ for the Government sector. The paper will briefly profile the Australian and Government contact centre industry, discuss the customer demand for effective Government phone service, draw on global research supporting the ‘service shift’ in Governments and argue the case for change in service delivery for the Government sectors.

Read here.


Contact Centre Cultural Change

Culture is simply defined as an organisation or team’s shared beliefs and behaviours related to their work. It is thus important to first understand what has shaped the existing culture prior to developing the new culture.

For the purpose of this Paper, we will suggest that the problem an organisation seeks to overcome is that the culture, or shared beliefs and behaviours of the contact centre are not aligned to the future goals of the leader(s) or of the overarching corporation.

Read here.


Kana White paper:
What If Any Agent Could Take Any Call? Use KANA SEM to Take the Pain Out of Assisted-Service

Read here.


Alcatel-Lucent White paper:
Human Capital Asset Management and Workforce Optimization: Applying Techniques of Six Sigma

Read here.


Alcatel-Lucent White paper:
Customer Service in the Digital Workplace An Employee Effectiveness Model: A More Active Approach To Workforce Optimization

Read here.


Alcatel-Lucent White paper:
Best Practices for Integrating Social Media and Customer Service for Bottom Line Results

Read here.


Alcatel-Lucent White paper:
Five Steps to an Employee Effectiveness Model: Improve Business Results with Engaged Employees

Read here.

 

 


More news

Headlines

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22-Feb-2012
Australia Post has opened the first in what will be a series of new "super stores" in a bid to better engage with its customers.

The first super store opened as an expansion of a post office in Brisbane, with plans to open 30 by June in all states, taking in both metropolitan and regional areas of the country. "The super store concept is really all about Australia Post increasing the access, convenience and choice for customers in how they do business," Australia Post's Christine Corbett said.

The super stores will feature six zones for small business and consumer customers, including a face-to-face customer service zone, an "online essentials" e-commerce zone, a financial and identity services zone, a travel zone in association with American Express, and a 24-7 zone with vending machines and parcel lockers offering self-service options for any time of day or night.
...read more
16-Feb-2012
Bank of India (BOI) plans to will revamp up to 350 key branches in metro and large cities as "branches of the future" over the next year in a major upgrade to its face-to-face service.

The new branches will feature a "spacious customer lobby, pleasing ambience, self-service kiosks and separate area for high net-worth individuals with dedicated relationship managers". BOI executive director N. Seshadri said the new branch initiative will provide superior customer service to the bank's customers.

Seshadri said the focus is on upgrading customer services to retail clients and attracting younger customers by providing the latest communication devices at branches for transactions will top the agenda. About 70% of staff time will be spent in customer engagement. Staff engaged in customer relations will be designated as personal bankers.
...read more
30-Jun-2011

This report is in its 15th year and is regarded as the primary reference for data, information and trends related to the inbound and outbound call and contact centre industry.

Click here for more information or to purchase report

...read more
14-Feb-2012

Stellar, a leading contact centre and business process outsourcing provider, today announced they have been awarded the contact centre services contract with TransLink with work commencing July 1st 2012.

Acting TranLink CEO Matt Longland said "I'm pleased to welcome Stellar to the TransLink network as we continue to enhance our customer service response for up to 1.5 million calls a year".

"Stellar are specialists in providing contact centres for major brands in Australia and globally, with extensive experience across a wide range of industries including utilities, telecommunications, finance and travel information services. I believe they will be a great information channel for TransLink customers".

Stellar will manage varying call and transaction types including journey planner enquiries, customer feedback and complaints, 'go card' enquiries and transactions, on the 13 12 30 customer contact number.

Melissa Hamilton, Stellar CEO (Asia Pacific) recently said "We're thrilled to have been awarded this opportunity with TransLink. We have a comprehensive understanding of the transport industry in Australia and we look forward to building a strong relationship based on service excellence and innovation".

...read more
20-Dec-2011

Dr Catriona Wallace uses the Phone Channel to test customer service while also trying to buy a strapless dress.



 

...read more

Latest Report

  • Workforce Management Market Report - Australia and New Zealand
    Workforce Management Market Report - Australia and New Zealand
    published 29-Sep-2011
  • Workforce Optimisation Market Report - Asia
    Workforce Optimisation Market Report - Asia
    published 13-May-2011
  • Service Strategy Market Report
    Service Strategy Market Report
    published 15-Jul-2011

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