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Thursday, 30.05.2024
eGovernment Forschung seit 2001 | eGovernment Research since 2001

CRM Customer Relationship Management

  • US: Scaling Down 311: Challenges and Opportunities with Multichannel CRM

    Offering more options for citizens to connect with 311 means that fewer calls will come through the call center, but converting calls into online interactions isn’t as easy as it sounds.

    One reason to have different channels for citizens to interact with their city is to give everyone a choice. Long gone are the days when a local government would decide what was going to be the point of contact — a front desk or a phone — and then expect the community to adhere to those limited options. Having more online options also means that fewer calls will come through the call center, which can be limited in staff size.

  • USA: Best Practices for 311 Call Centers Begin with Understanding Processes

    Process monitoring, updates at all times, and a focus on support that extends well beyond the call center itself.

    There has been tremendous growth recently in the number of government agencies that rely upon dedicated call centers to provide citizens with a single point of contact--accessible through the Web, phone or by email--for non-emergency issues. In the United Kingdom, for example, the central government issued a mandate that by this year, all municipalities must deploy centralized eGovernment call centers to deliver better service to citizens by simplifying their interactions with municipal agencies.

  • USA: Consistent Customer Service Still an Elusive Goal for Government

    Daryl Covey, co-chairman of CSLIC, said information technology, such as CRM software, works best when it complements a positive attitude toward customers. "You don't start with the technology," he said. "You start with the service-oriented culture."

    Agencies increasingly rely on contact centers to communicate with the public via Web sites, e-mail messages, telephone calls and postal mail. A new report criticizes many of those centers for lacking guidelines to manage federal customer service and ensure accuracy.

  • USA: CRM for E-Government

    Lagan's Frontlink brings the City of Minneapolis into the 3-1-1 age

    Until recently, Minneapolis's 400,000 citizens often had to call a series of different departments to gain access to specific city services. Studies by the City of Minneapolis showed that as much as 20 to 30 percent of these calls from citizens to the City were misrouted and unresolved. Citizen requests for service were cumbersome to track, and determining the status of a request was challenging.

  • USA: CRM Pays Off for Florida Department of Revenue (DOR)

    Case study: The State of Florida Department of Revenue's SUNTAX system has influenced the way tax agencies worldwide provide customer service.

    Tax agencies aren't exactly known for staying ahead of the technological curve, but the State of Florida Department of Revenue has implemented an ambitious CRM initiative that has influenced the way tax agencies worldwide provide customer service.

  • USA: CRM's wake-up call

    Not long ago, agents in the call center of a well-respected global Fortune 50 company endured the weekly distribution of the bathroom-time bar chart, a graph showing how long each of them had abandoned his phone to visit the loo. If an agent's bar exceeded the benchmark for his call center, he'd hear about it from his supervisor at his next performance review. When call center consultant Lior Arussy handed the disbelieving CEO a copy of one of the bar charts, he jokingly recommended to the executive that the business services company install infrared sensors to detect when agents left their seats.
  • USA: Gaining Taxpayer

    Government CRM has a private-sector goal: customer satisfaction.

    After years of dismissing CRM as a poor fit for the public sector, many government agencies are now enthusiastically embracing the technology. In fact, some analysts say the government sector is the hottest growth market for CRM. Barton Goldenberg, president of ISM Inc., a consultancy in Bethesda, Md., says he expects government spending on CRM software will grow 30% in 2004, reaching up to $2 billion in sales.

  • USA: Government Customer Service: No Longer an Oxymoron?

    Many government agencies have grasped the need to move beyond the first e-government initiatives they deployed, such as self-service or dynamic Web pages. "That is the one channel citizens expect the government to have mastered. Now it is recognized there is a need for the government to be flexible in its technology approach to meet peoples' needs," said Accenture's David Roberts.

    Next year, when taxpayers call the Internal Revenue Service (IRS) for help answering questions as they fill out a return, they will know how many minutes they will have to wait on hold before they can speak with an agent.

  • Who are the Real Customers of the Government?

    Does the government have customers? It might seem a silly question to ask, yet it’s at the heart of a lot of what business intelligence should be focusing on in the public sector. The answer, of course, is yes. But who, then, are the government’s customers? It is very easy to say the citizen, or the taxpayer, or Congress given their representational role in our democracy. And yet, these are the superficial answers that don’t get down to the level that is necessary to start positioning our systems to yield the business intelligence that will best serve “we the people,” the real customers of government.
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