Serving our customers is costing us too much

Problem

The need to reduce costs has become a constant and quickening soundtrack to doing business in both the private and public sector. Given the prevailing economic and political climate, the tempo shows no sign of slowing down.

But does cost reduction have to mean a consequent reduction in customer service?

Do increasing high customer expectations of service via multiple channels – from walk-in to web, mobile to mail – make a reduction in operating costs nigh on impossible?

Have current levels of staff productivity (perhaps hindered by lack of a single view of the customer), or high rates of staff turnover, become an almost insurmountable barrier?

Or perhaps there’s an overwhelming need to merge, share or outsource services that is throwing up incompatibilities between business and IT that no-one has the desire or experience to resolve?

Solution 

It has been long accepted that reducing waste in an organisations systems is a sure fire way of reducing cost. However, unless this approach is balanced with a clear focus on the customer there is a real danger that service levels and revenue can also be reduced. The Charteris Customer Centric Framework provides a solid balance between the reduction of customer non value activity and value. In doing so it set out a clear standard to ensure the correct proportion of non value and value add activity thereby reducing cost without damaging or impairing customer service.

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