{"id":10125,"date":"2020-11-12T11:12:33","date_gmt":"2020-11-12T03:12:33","guid":{"rendered":"https:\/\/www.rakansarawak.com\/v3\/?p=10125"},"modified":"2020-11-19T15:36:58","modified_gmt":"2020-11-19T07:36:58","slug":"how-government-organisations-can-understand-the-customer-experience","status":"publish","type":"post","link":"https:\/\/www.rakansarawak.com\/v4\/2020\/11\/12\/how-government-organisations-can-understand-the-customer-experience\/","title":{"rendered":"How Government Organisations Can Understand the Customer Experience"},"content":{"rendered":"\n

Like private sector organisations, those in the government should identify and fulfil the needs of citizen customers in order to enhance the customer experience.<\/p>\n\n\n\n

Establishing a comprehensive view of the customer experience will then allow government agencies and departments to improve their service delivery more effectively.<\/p>\n\n\n\n

To that end, Tony D\u2019Emidio and Jonah Wagner from global management consulting firm McKinsey and Co. suggest following three basic steps:<\/p>\n\n\n\n

Step one is to understand the customers that government organisations are actually serving.<\/p>\n\n\n\n

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Understanding who their customers are, the journey they take when using government services and pinpointing \u2018defining moments\u2019 are essential steps for the public sector to enhance the customer experience<\/em>
 <\/figcaption><\/figure>\n\n\n\n

While a one-size-fits-all service enables them to serve every kind of citizen customer \u2018fairly\u2019, the reality is that even in government services, there is no standard or \u201caverage\u201d customer that reflects the general needs, preferences and behaviours of everyone else.<\/p>\n\n\n\n

Thus, government organisations should determine their customer base by way of segmentation and customer profile development to provide differentiated services.<\/p>\n\n\n\n

\u201cCreating a rich picture of a customer base requires macro-level analysis of the core segments served, as well as analysis at the micro-level\u2014of the traits, behaviours, needs, and beliefs of representative individuals within each broader group,\u201d explain D\u2019Emidio and Wagner.<\/p>\n\n\n\n

Step two is to map out and discern the government organisation\u2019s customers\u2019 journey with their services from beginning to end.<\/p>\n\n\n\n

A journey-centric approach encourages collaboration between different agencies and departments to prioritise measures in areas that matter to their customers, thus improving the overall journey.<\/p>\n\n\n\n

\u201cAcross industries, journey satisfaction is a far better predictor of overall customer experience and business outcomes than touchpoint satisfaction.<\/p>\n\n\n\n

\u201cToo many agencies only track touchpoint data, which leads them to invest in fixing problems in functional siloes rather than monitoring the journey from beginning to end,\u201d say D\u2019Emidio and Wagner.<\/p>\n\n\n\n

Step three is to pinpoint \u2018defining moments\u2019 within and across the customer journey. These moments or experience drivers, which differ among agencies and departments, can significantly impact customers\u2019 overall experiences with their services, especially when they are negative.<\/p>\n\n\n\n

\u201cOne bad incident can deeply colour a customer\u2019s overall impression of an agency,\u201d note D\u2019Emidio and Wagner.<\/p>\n\n\n\n

\u201cIdentifying where and when such negative defining moments occur can help enable targeted interventions that have a big impact on outcomes.\u201d<\/p>\n\n\n\n

Interestingly, government organisations that are able to reduce bad incidents tend to have more satisfied customers than those that are unsuccessful, or even those that only focus on improving positive incidents. <\/p>\n

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