1. User Adoption: Becoming the Pied Piper
Chris Roberts, CRM Manager, AmicusHorizon (UK)
@redsfan1979

2. Our story About AH The Hothouse – where it all began Why CRM?
Making homes, helping people
About AH
The Hothouse – where it all began
Why CRM?
The Strategy
Delivering the Strategy
Tracking Progress
Pushing On
The Results

3. About us
Our History
On 12 October 2009 nine housing associations became one - AmicusHorizon
Our aim
We don’t make widgets, we change lives – We create homes and our priority is keeping customers in them

4. Our homes 28,000 homes provided as social housing
60,000 customers (often disadvantaged)
4 contact centres, 10 local offices
weekdays, Saturdays
Each month
20,000+ calls
1,000+ satisfaction surveys
3,000+ items of post
1,000+ s
1,300 texts

5. What’s social housing
Social housing provides affordable accommodation to people on low incomes.
Limits to rent increases (set by law) ensure rents are kept affordable.
Homes are allocated according to the local council’s allocation scheme.
Councils can decide who is or isn’t eligible to go on the waiting list for social housing.

6. Our customers Social & Private Rented
Women’s Refuges
Sheltered & Homes for older people
Adults with mental health issues
Shared Owners & Leaseholders
Socially, Financially or Digitally Excluded

7. World Class Training
After bringing 9 associations into 1 we started a huge cultural program.
Mary Gober equipped us with a customer centric culture
Michael Heppell put some energy behind that change
Park sims showed us how to produce customer friendly writing.
Theatre & brought this to life and in real world scenarios that colleagues would understand
City & guilds is recognised training that nearly all contact centre staff completed

8. Happy staff = Happy customers
Staff were up for it!

9. The Hot House
A team of 50 went to BT innovation centre in Ipswich, England
3 creative days (7am to 7pm) fuelled by sugar
Used customer stories to understand where we could improve
Looked at finding innovative solutions
CRM started to take shape…
We were crazy about delivering an amazing customer experience! – Our new culture demanded it!!!
The Hothouse provided an open door to support customers

10. Why CRM? Log every customer contact for “One view” of:
Customers
Files
Homes
Improve customer profiling – tailor services to meet needs
Advantages:
Efficient – view other systems
Workflows
Visual cues
Nothing gets lost
Agent to expert
Why do you want CRM, what will it bring to your org.
We had an old housing management system that made it tricky to track issues
Our customers told us that we needed to be better at knowing who they are and what was happening with their enquiry
This is the message we delivered to colleagues from the start.

11. Our seven point plan Learn from customers and the best Value for Money
Our people
Technology
Face to face
Complaints
Service standards
Get Buy in from the top:
Working in partnership with staff and residents, we developed our 7 point plan. The strategy outlines a SMART action plan detailing what we’ll do, when by and the outcomes we want to deliver. Outcomes like:
Increase overall satisfaction to 94%
Increase satisfaction with repairs to 95%
Reducing calls backs by increasing the % calls resolved right first time
Reduce the average answer time
Tailoring our services based on customer insight
Achieving external recognition – awards and qualifications for staff

12. Delivering the strategy
Getting started – Dec 2010
Set up a project team with representatives from across the business
Team of 7 met twice a week
Identified how customers contacted us
Process map – As is
Process map – 2Be’s
Once we had buy in form the top and a clear strategy, we got stuck in..
Got staff involved early (approving as is processes, involved in the 2bes)
One project team was put together that took colleagues from across the business
Frank open discussions
Wanted an all singing CRM system from day 1

13. The first go live DIDN’T GO TO PLAN..
Fun and games with the data from other systems
Communicated this openly an honestly..

14. Going Live…..(Again) Getting CRM off the ground – Dec 2011
Focused on a small team – involved in testing/feedback
Identify their key touch points
Brought over historical complaint data
Identified the customer detail required
After a set back we brushed ourselves down and went again – with a smaller team, our complaints team
In 2012 we really went for it – we moved to the main contact centre and area offices throughout April
We needed to train around 700 staff. This is how we did it

15. Training the rest of AH A single ‘simple’ lesson plan
Consider different learning styles
Explain why we should use the system
Use ‘Real world’ scenarios
Provide quick guides for each action
Allow a decent amount of time for training
Identify super users
One lesson plan – enables super users to pick up the baton
Moved from the front offices to the back
Trained staff in all 3 regions

16. Training – 1st 7 Months (2012)
Every member of staff given read only access to start with. Everyone could see actions sent to them and act on them.
Responses were sent to a central box so CRM could be updated by the contact centre
Users switched to full access after training session

17. Tracking Usage Developed reports to identify:
How many cases/activities were being logged (inside and outside the contact centre)
Number of open actions
Case types being logged especially uncategorised (other) case types
Share the information Empower management teams to discuss data with their staff

18. Usage – 1st 8 Months (2012)
CRM had to be embedded at the contact centre – we monitored number of calls to case creation
By May 2013 more cases were logged outside of our contact centre than inside it. This pattern has continued to this day

19. Communication Monthly reports to senior management teams Usage
Outstanding actions
Savings (time/money)
Monthly CRM Digests
Advise of changes
Share good news stories
Hints & Tips
One stop CRM SharePoint page
Access to quick guides
Regular posts
Keep flying the flag, have difficult conversations…..You’ll feel like a CRM salesman

20. Pushing on Gone live? You’re just getting started… PEGS
Enable users to tell you the good, the bad and the ugly
Dashboards
Because they’re pretty
Business challenges
Identify issues that CRM could help with - before you’re asked
Changes don’t need to cost £,000s
“Winning the Rugby world cup was not about doing one thing 100% better, but about doing 100 things 1% better”
Sir Clive Woodward
PEG’s – People engagement groups: Open discussion with just 3 questions, whats good, whats bad, what could we stop. Clear action plan added to sharepoint
Dashboards – Great way to display boring reports, users love them
Business challenges – Identify issues in your sector, how can CRM be used to help – take a helicopter view (Welfare reform)
Minor changes – Removing fields, improving the user experience doesn’t have to take years or cost £,000s. (removing fields, adding service failure workflows)

21. Positive impact on customers
“The great thing about fact-based decisions is that they overrule the hierarchy“
Jeff Bezos – Amazon founder
Log and track complaints to completion Reduced complaints from a total of to 43 in first 3 years
Provide support to customers who contact us 10+ times a month – No of customers reduced from 133 to 26 in 10 months
Channel shift customers who call to pay their rent – Communigator
Identify customers affected by severe weather conditions - Ensuring we deal with those repairs quickly
Categorise service failures Identify areas for improvement
Tailor training - Train colleagues on issues affecting our customers. Ensuring more right first time and a great customer experience
Continues the journey to CRM buy in

22. CRM’s impact on the contact centre
Call volumes
13/14 – 25,511
14/15 – 22,734
15/ ,053
Talk time + Wrap up
13/14 – 615 secs
14/15 – 435 secs
15/ Secs
Curing the bank holiday blues
No of calls: Reduced by 100
Grade of service: 87% Increase of 4.7%
Significant drop in Avg no of calls and amount of time spent on them
Communigator - Used communigator product to advise customer of other ways to contact us 2 days before the bank holiday to prevent a back log at the contact centre

23. Positive impact on colleagues
Intensive work with one team
Call backs sent to the team has decreased by 59.3%
Tasks sent to the team has decreased by 24.4%
Before October 2015 activities were completed 1.2 days after the due date (Overdue)
After October 2015 activities are completed 2.3 days before due date
Intensive work with individual teams helps push CRM forward. Continued progression not perfection– This may be building specific bits of CRM or just working with the team to increase their understanding of CRM
The results speak for themselves

24. The hard work pays off

25. A few pointers Develop a strategy/link CRM to a current one
Get users involved early
Understand how/why colleagues will use the system
Manage expectations
Marginal gains with a few big bangs
Be proactive
How can you help the business?
Be resilient

26. Speaker contact info
Chris Roberts AmicusHorizon 26

27. Final reminders
CPE Credit Code: 53C2 Complete Surveys 27