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.
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.
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.
Kana White paper:
What If Any Agent Could Take Any Call? Use KANA SEM to Take the Pain Out of Assisted-Service
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
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.
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".
Dr Catriona Wallace uses the Phone Channel to test customer service while also trying to buy a strapless dress.