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The research was designed around a three phased strategy:

Phase 1:

A detailed examination of the literature already published in this area.

Phase 2:

Interviews with 20 senior managers responsible for customer service in  representative organisations. Both public and private sectors were consulted.

Phase 3:

A customer survey of 1000 customers via a questionnaire at 24 UK locations (including NI and the Channel Islands).

Based on the findings of the research we are clear that:

• Customers do not universally dislike technology, they embrace it when it works and when it suits them.
• Customers are wary of technological failure and the impersonal element that can be conveyed.
• Customers would like to choose the channel of communication either technological or human. When encountering a human they want that person to be capable, efficient, and competent. Here there are issues for training and development.
• The nature and complexity of the interaction between customers and the organisation is a key determinant.
• Technology is viewed by customers as allowing greater accessibility to an organisation.
• Technology is seen to improve speed and efficiency.
• Customers do not universally see technology as making communication more complicated, and at times, quite the contrary. Technology only makes it complicated when it is used as a barrier.
• Technology has the potential to offer access to a wider diversity of customers. This however can only be achieved when systems do not adopt a ‘one size fits all’ approach.
• Customers are concerned about security but reassured that with robust systems security can be enhanced. As customers become more conversant with technology, confidence and trust will prevail.
• Older customers have concerns when technology appears to make the process of communication much more complex. That said, there is a discernable trend for all generations to be much more accepting of technology.
• Technology at the customer service interface can offer a strategic advantage to many organisations.

The findings also make clear the fundamental necessity to synchronise technological and customer development. The report concludes with a number of suggestions on ‘getting it right’. This is intended as an action checklist for managers and focuses on:

• Simplicity and Function
• Accessibility and Inclusivity
• Reliability and Security
• Consideration and Humanisation
• Communication and Education