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Managing a Website


        Peter Tolland
  Customer Services Manager
Customer Services Goal

To deliver excellent services to our
 customers in a challenging and
      changing environment.

  It makes good business sense
Capabilities of the Web
                           tagging
                                        Wikis
                                                 skype
                    participation not publishing
    Web Services
                                               blogging
micro-pages        Collective Intelligence
                                                  del.icio.us
    folksonomy             services not software
                Maps
                          AJAX                 RSS
            Wikipedia
                                 emergence
BitTorrent
                       mashups
                                          the long tail
             rich user experiences
Results of that Capability
Changing Payment Methods
             Council Tax Payment Methods
        4%
               17%
                                    FSS Offices


                                    Post Office/Paypoint


                      10%           Telephone/Internet


                                    Direct Debit


                                    Other
                     10%
59%
Falling Cash Transactions
                              Cash office Transactions

               1,150,000

               1,100,000
Transactions




               1,050,000

               1,000,000

                950,000

                900,000

                850,000
                           2007/08           2008/09     2009/10
                                              Year
Customer Management Objectives
• Maximise core contact channels to free up
  specialised staff (channel migration)
• Develop a single assessment framework
• Develop Out of Hours service provision
• Shared information across core contact channels
  and back office systems (customer insight)
• Produce a profile of anticipated efficiency saving
  and a detailed implementation programme.
Efficiency Savings
 Channel       Resource Effort   Base Cost

Face to face      40 Units         £8.23


Telephone         10 Units         £3.21


Self Service       1 Unit          £0.39
Worked example from NLC
• Using 2.5 million actual contacts from 09/10
• E- Channel shift of 10% (6% from F2F, 4% from phone)
   Access Channel      Current   Costs         Potential Costs
                       Usage                   Usage

   Face to face £8.23 41%        £8,742,490    35%      £7,401,938

   Telephony   £3.21   32%       £2,649,598    28%      £2,309,620
   E-channel    £0.39 27%        £265,972      37%      £370,803
   Totals                        £11,658,060            £10,082,361

   Potential Saving                                     £1,575,699
Managing a Website to Delivery
• Optimising existing channels (Web, CCC,
  FSS)
• Consistent view of our customers across all of
  our contact channels
• Use of Customer Insight
• Channel Migration
• Customer Satisfaction Measurement
Questions?

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Managing a website by Peter Tolland

  • 1. Managing a Website Peter Tolland Customer Services Manager
  • 2. Customer Services Goal To deliver excellent services to our customers in a challenging and changing environment. It makes good business sense
  • 3. Capabilities of the Web tagging Wikis skype participation not publishing Web Services blogging micro-pages Collective Intelligence del.icio.us folksonomy services not software Maps AJAX RSS Wikipedia emergence BitTorrent mashups the long tail rich user experiences
  • 4. Results of that Capability
  • 5. Changing Payment Methods Council Tax Payment Methods 4% 17% FSS Offices Post Office/Paypoint 10% Telephone/Internet Direct Debit Other 10% 59%
  • 6. Falling Cash Transactions Cash office Transactions 1,150,000 1,100,000 Transactions 1,050,000 1,000,000 950,000 900,000 850,000 2007/08 2008/09 2009/10 Year
  • 7. Customer Management Objectives • Maximise core contact channels to free up specialised staff (channel migration) • Develop a single assessment framework • Develop Out of Hours service provision • Shared information across core contact channels and back office systems (customer insight) • Produce a profile of anticipated efficiency saving and a detailed implementation programme.
  • 8. Efficiency Savings Channel Resource Effort Base Cost Face to face 40 Units £8.23 Telephone 10 Units £3.21 Self Service 1 Unit £0.39
  • 9. Worked example from NLC • Using 2.5 million actual contacts from 09/10 • E- Channel shift of 10% (6% from F2F, 4% from phone) Access Channel Current Costs Potential Costs Usage Usage Face to face £8.23 41% £8,742,490 35% £7,401,938 Telephony £3.21 32% £2,649,598 28% £2,309,620 E-channel £0.39 27% £265,972 37% £370,803 Totals £11,658,060 £10,082,361 Potential Saving £1,575,699
  • 10. Managing a Website to Delivery • Optimising existing channels (Web, CCC, FSS) • Consistent view of our customers across all of our contact channels • Use of Customer Insight • Channel Migration • Customer Satisfaction Measurement