Customer Experience and Channel Shift Public Sector Forums – Channel Shift Camp North June 2014

1. Customer Experience and Channel Shift Public Sector Forums – Channel Shift Camp North June 2014 Andrew White

2. Aims Summarise discussion of customer experience and channel shift in session at Channel Shift Camp North 5 June 2014 Discussion of planned work, and where customer experience and channel shift might overlap over the next few years Suggestions for low cost/no-cost actions, more demanding changes Complement slides and discussion provoked by Lynley Meyers, Netcall Product Marketing Manager www.netcall.com Email lynley.meyers@netcall.com Tel 0330 333 6100 My contact details are at the end of the slides

3. Addressing barriers to channel shift Our session followed on from Lynley’s discussion of channel shift, channel slide, channel shove, and covered the following as big ideas or themes: • Audience concerns – barriers to good channel Shift • Customer experience factors (from Nunwood) • Digging deeper • Empathy • Time and Effort • Managing expectations • Summary

4. Some context – Leeds City Council Customer Access Strategy themes • Our strategy on a page is on the next slide • I’m assuming most authorities have something similar • Our ambitions are to improve the customer experience and save money

6. Customer experience and good channel shift Current barriers include: • Adoption – how do we know what channels customers will adopt • Shove factor – how much to shove – can we be brutal and what is the impact • Lack of clear objectives – when deciding to channel shift – need to clarify expectations • Service design – how to gain maximum success from any service offered • Internal culture – how to increase success of adoption and roll out • Consistent process – is required to be successful – how to ensure process can be automated

7. Customer experience and good channel shift More barriers: • Staff buy in to the reasons for the need to create the shift • Blockers from stakeholders – who does not want it to succeed? • Technological sustainability - will the technology adopted last into the future and will it integrate? • Funds to make the changes • Accessibility for the customers – will everyone’s needs be supported? • Who will be excluded? • When do you start and when do you stop?

8. Customer experience ‘test’ • Good channel shift should not happen at the expense of good (or ‘good enough’) customer experiences • Customer experience can provide a useful test of whether your channel shift plans are likely to succeed • Win for customers • Win for staff • Win for budget

9. Customer experience model • Leeds are looking at Nunwood model • More at http://www.nunwood.com/the-customer-experience-excellence-centre/ • Other models are available…

13. Have we met our aims? Customer experience a helpful test or check – • Is your channel shift engagement or discussion driven by a focus on customer experience? • Usefulness of challenge events to draw in customer experience. • Customer experience model may help you to cover key factors (inputs, outputs, outcomes) and to consider no-cost and low-cost channel shift, as well as major changes. • I’m happy to share, where possible, our story, as it takes place. • Andrew.white@leeds.gov.uk