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.
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.
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.
Fifth Quadrant Case Study: AustralianSuper: A Customer Service Transformation Story
AustralianSuper, one of Australia’s largest superannuation funds was faced with a challenge. With superannuation largely being a ‘low engagement’ product, and with customers contacting the organisation as little as once a year, the level of service offered to its customers was believed to be a ‘weakness’ with the current service model described as ‘transactional’. Given the competitive pressures from the large retail banks, AustralianSuper felt there was an opportunity for them to improve the level of service delivered to customers in order to differentiate and gain a competitive advantage over their competitors.
AustralianSuper and their partner Superpartners joined forces to create a platform to enable this.
Case Study: EziBuy - Implementing Multi-Channel to Personalise Customer Service
Download this one page case study to read how New Zealand's leading online retail store, EziBuy, increased customer satisfaction scores and reduced average speed of answer by implementing multi-channels in their 70 seat contact centre.
Telnet's Z-Energy Case Study:
Following the purchase of the downstream assets of Shell New Zealand, Z-Energy needed a local contact centre partner that would demonstrate the company's commitment to provide a strong consistent brand that resonates with New Zealanders
Kana White paper:
What If Any Agent Could Take Any Call? Use KANA SEM to Take the Pain Out of Assisted-Service
Virtual Hold Technology Case Study:
ATO improves customer experience with Virtual Hold Technology
Alcatel-Lucent White paper:
Human Capital Asset Management and Workforce Optimization: Applying Techniques of Six Sigma
Alcatel-Lucent White paper:
Customer Service in the Digital Workplace An Employee Effectiveness Model: A More Active Approach To Workforce Optimization
Alcatel-Lucent White paper:
Best Practices for Integrating Social Media and Customer Service for Bottom Line Results
Alcatel-Lucent White paper:
Five Steps to an Employee Effectiveness Model: Improve Business Results with Engaged Employees
Auckland Airport is hosting a week of workshops for airport staff to learn more about offering customer service to Chinese visitors.
The workshops are designed to help staff at Auckland Airport deliver better airport experiences for Chinese tourists - currently the fastest growing tourism market for New Zealand. Auckland Airport's Glenn Wedlock said the workshops are another initiative from the airport to foster and build enduring relationships with China.
"China is one of the world's leading economies and a huge growth opportunity for New Zealand. We have experienced impressive growth in Chinese arrivals during the Chinese New Year period with 30% year on year growth in the combined two month January and February period," said Wedlock. "These workshops will provide staff across the board at Auckland Airport with increased knowledge of how best to interact with our Chinese visitors, ensuring that we in turn provide the best possible travelling experience for them."
The regional Philippine city of Bacolod in Negros Occidental province has been formally identified as one of the country's newest BPO hubs.
The Philippine Department of Science and Technology formally identified Bacolod as a Center of Excellence for IT and BPO during a ceremony this week. Other Centers of Excellence in the Philippines include Metro Manila, Metro Cebu, and Metro Clark. As a Center of Excellence, Bacolod was elevated from the ranks of the "Top 10 Next Wave Cities in the Philippines."
Bacolod-Negros Occidental Federation for information and Communications Technology founding president and executive director and councilor-elect Jocelle Sigue dedicated the distinction to "every call centre agent, technical support representative, global services worker, business process manager, IT-BPO professional" and to Bacolod and Negros residents "working to prove that Bacolod, Negros Occidental is truly a Center of Excellence in the Philippine IT-BPM industry today."
Leaders in Customer Experience Strategy consulting and the largest provider of Customer Experience Research and Analyst studies in Australia, Fifth Quadrant, this week announced the launch of its Co-creation and Customer Experience Design Practice.
Co-creation is a form of open innovation where ideas are shared. Customer Co-creation is the process of organisations creating products, services and experiences in collaboration with consumers, tapping into their intellectual capital and in exchange giving them a direct say in what actually gets produced, manufactured, developed or designed.
Co-creation is a key part of Fifth Quadrant's Customer Experience Design method and has been used across multiple industry sectors.
Research by Fifth Quadrant shows that despite 62% of organisations across Australia and New Zealand citing Customer Experience as one of their top strategies for 2013, very few involve customers or employees in the Customer Experience Design process. In many cases, it appears that organisations will invest significant time and resources in a customer experience design that doesn't create any significant benefit for the customer or the business.
In order to design differentiated experiences that actually meet customer needs, organisations may utilise Co-creation as a primary method of Customer Experience Design. "It is not possible for organisations to unlock personalised value for customers without having customers involved in the unlocking of that value" said Dr Catriona Wallace, CEO, Fifth Quadrant.
For more information on Fifth Quadrant's Co-creation methodology please contact Claire Chow on +61 2 9927 3399 and please see attachment.
Melbourne, Australia (3 May, 2013): Aegis Australia, one of the country's largest outsourcing and contact centre companies, has appointed a new CEO with 20-year customer contact executive Andrew Hume taking over the reins.
Aegis Australia turns over nearly $200 million annually and is a leading provider of a wide range of customer contact solutions. It has more than 2,500 contact centre seats in three locations in Australia providing the customer facing solutions for many major ASX listed companies. Aegis also has successful field marketing and registered training businesses which Hume wants to grow.
Hume, who spent more than 12 years at Aegis competitor Salmat as CEO of Customer Contact Solutions, has a clear vision where he sees the company heading. “I’m determined that Aegis will be a breath of fresh air in the Australian marketplace,” says Hume. “We’re in this for the long-haul and we’re committed to being an innovative partner to the many clients who trust us to deal with and manage their customers. Increasingly, businesses are looking for the benefits of shifting some service delivery to lower cost environments - and that's a solution that Aegis is uniquely qualified to provide."
Hume, one of the architects of the culture that won a contact centre Australia’s Best Employer Award three consecutive years, said one of his first tasks was to bolster his management team.
"I am focused on building an engaged and motivated team of highly talented, energised and creative people to fuel our next growth phase.
"Our team thrives on the challenge of working with clients and partners to craft intelligent solutions that make the complex simple."
Aegis Australia is part of the global Aegis group which boasts more than 55,000 employees in 56 locations across 13 countries with more than 300 clients.