Dylan Chipp kicked off the conference by providing an overview of the day and Business Intelligence (BI) Bingo. A main course, not a side order - customer and business intelligence.
The mission of the day was to create and further develop delegates own approach to BI and customer insight to ensure business and customer goals are met.
Discover the seven key points you will take-away with you including;
- Start a debate,
- Combine blooms with data visualisation,
- Self-serve your data curiosity,
- Experiment regularly,
- Bring the journey to life,
- Measure things that make a difference and,
- Complete an agile project.
Want a free conference debrief? Contact Voluntas now.
4. The mission from today
Create or further develop your
own approach to BI and
customer insight to ensure
business and customer goals
are met.
5. #Budget2015
• Landlords have at least 10 benefit changes to deal with, two directly, 8 indirectly.
• Two direct ones are likely to be caused net pain - the likely net loss from the 1% reduction (100% of rents)
and PayToStay (10-15% of households?)
• If tenants decide not to PayToStay, don’t exercise their new Right To Buy then there might be, homes
released for those in greater need?
• Government changes are highly targeted and largely measurable. This should enable providers with good
data-sets to at least meet the Government at the start line of these changes.
• A further £20b is being sought though the autumn Comprehensive Spending Review.
6. “In the midst of a difficulty lies
opportunity”
Housing providers working with health,
employment and potentially, schools,
could provide important olive branches
to Government.
7. 7 takeaways
#vbi6
Discover the seven key points you will take-away with you including; start a debate,
combine blooms with data visualisation, self-serve your data curiosity, experiment
regularly, bring the journey to life, measure things that make a difference and
complete an agile project.
8. 1. Combine Blooms Taxonomy with Data Visualisation
Cost of
response
repairs with a
DLO
£577 pa
Cost of response
repairs without a
DLO
£547pa
£30.00 per unit per year for an increase of 6% satisfaction?
9. 2. Combine Blooms with Data Visualisation
Create “higher-order” thinking
12. 5. Bring the journey to life.
Drop data points on the customer journey to understand what the customer and business are
really handling. Our own example in repairs of customer satisfaction shows some interesting
facets including how many clients ask key driver questions such as quality and communication
before and during the repair.
13. 6. Its not me, its you.
Low
Effort
Expectations
Met
Speed of
Service
Drivers of advocacy
Customer goals are…
14. 7. Complete an agile project
• Extract year end balances over 12 months for all tenanted households
• Sorted by highest difference i.e. more arrears down to in credit
• Select the 20% the make up 80% of those differences
• Add CRM data and recovery action taken
• Spot the inconsistencies and success
• Blend in qualitative data
Insight Finance Rents Comms
Root causes of good/bad practice
15. The End Is Not Nigh, not with great BI
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Contact us HERE
Notes de l'éditeur
What I want to enable you to do, from this moment onwards, is to create r further develop your own and your organisations approach to business intelligence and customer insight to the extent that it increasingly part of the fabric, culture, or the DNA of your organisation’s and ultimately, the sector. The goal of this is to ensure business and customer goals are met.
This is my aim as I think it will:-
Help improve decision making
Create more sustainable higher performance
Improve customer satisfaction
Reduce costs
Improve your jobs
Make you feel better valued
Meet internal customer needs
Meet customer needs and goals
Budget 2015 for the housing sector is best summed up by Edvard Munch's The Scream. Bad isn’t even the half of it.
So what is the strategic imperative for embedding business intelligence into the DNA of your organisation?
Arguably, the housing sector is about to face it’s most difficult period in living history?
I imagine almost all Boards are licking their wounds after last week’s budget where just at superficial level it felt like Andy Murray after another hiding by Roger Federer. Does Andy ever smile?
At a deeper level, landlords have at least 10 benefit changes to deal with, two directly, 8 indirectly. You can find this list of 10 on #vbi6 look for “Newstatesman”.
Those two direct ones are likely to be cause net pain - the likely net loss from the 1% reduction (100% of rents) and PayToStay (10-15% of households?) will I predict see management and maintenance costs drop to unprecedented levels as Boards try to meet loan covenants, continue to build new housing and ultimately for smaller landlords, fail.
More altruistically, if tenants decide not to pay to stay, don’t exercise their new Right To Buy 2 then possibly there might be, well, maybe a few hundred homes released for those in greater need?
Notably these government changes are highly targeted – largely measurable – which should enable providers with good data-sets to at least met Government at the start line of these changes.
Oh, and one more thing. A further £20b is being sought though the autumn Comprehensive Spending Review.
Housing will get nothing and should expect everything.
The market is not without its opportunities, and many providers are looking to develop core and non-core services and products, largely to support house-building. Income generation aside, housing providers are seeking real cashable savings through channel shift and maintenance efficiencies.
I did have to smile last week as one top 5 maintenance contractor suggested the 20% vat saving was a quick win and that additional overheads would eat that saving up. Really? The last time I looked at a maintenance contractor, those overheads were included along with profit at around 26%. Then you add VAT. I predict either another collapse like Connaught’s or further rationalisation on maintenance contractors in next 2-3 years.
Past that, working with health, employment and potentially, schools, could provide important olive branches to Government.
That’s largely doom then – but my premise is this, that those organisations that place greater value on customer insight and business intelligence and more likely to meet the goals of their customers and maintain viable businesses.
They won’t look like anything like they current do but has any part of your organisation NOT been touched in the five years of coalition rule.
Last week’s inside housing gave us some data on repairs costs for inhouse and outsourced provision, courteous of HouseMark.
Notably, a thirty quid difference is reported between both types of provision, in favour of outsourcing, entirely spent on the property or lower productivity.
Conversely, our clients aggregate score for customer satisfaction last year is 6% higher for in-house maintenance teams.
Taking the figures at face value, is it worth it?
We regularly hear organisations say they wish they could get more of their research and data. The limiting factors will be wide-ranging. One technique I’ve seen used to great effect is blooms taxomony.
Who remembers reciting the timetables at school or spelling tests? This approaches, whilst having their merit are considered lower order thinking.
Now being by some schools to enhance a students learning is “Bloom's taxonomy” which develops six levels of learning from remember up to the higher order of creating, evaluating and analysing.
We recently took this approach into a recruitment exercise and interview questions and were pleased to see its successes in Richard and Sanjay!
It starts at basics of remembering by recalling facts, terms, basic concepts and answers e.g. what is our average rent per property.
All the way up to evaluating e.g. what mixture of rents for an area would be most affordable and why?
The aim is generate thinking that goes beyond recall and enables analysis, creativity and evaluation – higher order thinking and a greater ability to tackle problems, stay curiosity and use initiative.
The volume of professional resources online for improving your practice in respect of all things data and critical thinking are vast.
Two of my personal favourites when I stuck or need to remember a technique are:
Udemy, 35 free courses referencing “data”.
Khan, more applied, stack of maths/statistical courses.
Experiment. Regularly. Use FREE software such as importio.io or Microsoft Power BI to obtain or play with data visualisation.
What could you do?
Well one study into unemployment in an EU Country found a correlation between the volume of mobile phone calls in a country and the quarterly unemployment rate. Fewer calls to fewer unique contacts on a country scale predicated the unemployment rate. Maybe Greece shouldn’t have been such a surprise after all?
Thinking more locally, what could your CRM data tell you about rents, rents or ASB?
Drop data points on the customer journey to understand what the customer and business are really handling. Jason from Guinness will talk more on this later. Our own example in repairs of customer satisfaction along the repairs customer journey through up some interesting facets including how many clients ask key driver questions such as quality and communication before and during the repair.
We find this approach helps take results out to service managers and customers.
Measure things that really make a difference.
Katy will talk more on this later, but the starting point has to be “what business or customer pains are we trying to get insight for?”
For example, for one large housing landlord looking at Channel Shift, Three measures came up time and time again as Predictors of Satisfaction are
Customer effort
Meeting customer expectations (not exceeding them)
Speed of service delivery
A consumer survey in 2013 highlighted that once a customer’s expectations have been met, there is no increase in their loyalty to be gained by exceeding their expectations.
