Customer Experience
PHaT Sourcing:
Digital Maturity Assessment and Roadmap to Better Business Outcomes
Daniel Dickson | CEO, PHaT Sourcing
What They Said
About PTSD Resurrected Ltd
Nestled in the heart of South-East Queensland PTSD Resurrected Ltd, also known as Reboot AU, is a grassroots charity with a mission to offer trauma healing courses to veterans, first responders, and trauma survivors.
Background
PHaT Sourcing, a recognised and lively brand known for its strong customer retention, thrives on the motto "Design to Delivery," signifying its commitment to overseeing every stage of the process. With a robust digital platform and complex yet effective processes, PHaT aims to sustain its customer-centric approach while achieving expansion and growth. However, facing organisational changes and potential scalability challenges, the company recognises the need to challenge its existing strategic plan to address these evolving demands.
Business Goals
PHaT’s aim is to:
Realise substantial growth through diversifying product offerings and capturing new market segments.
Foster versatile teams and streamline onboarding to reduce the learning curve.
Bolster adherence to core processes among staff, ensuring consistent quality and minimizing errors.
Elevate its digital footprint to harmonize with its unique brand proposition and customer-centric ethos.
Even a digitally mature business such as PHaT can benefit from a digital maturity assessment to holistically evaluate and refine its technological strategies. In PHaT’s case, it can help provide a challenge to the status quo. This assessment acts as a reality check, guiding the business to maintain its trajectory. It provides insights into the company’s digital processes, systems, and culture, aligning them with industry best practices and the swiftly evolving technological landscape.
Key Recommendations
Revamp Core Systems
👉 Evaluate the internal system's resilience against organisational changes, addressing gaps between systems and processes.
👉 Analyse root causes of issues and implement solutions like controls, automation, guided data entry and additional training.
👉 Continue to engage in regular reviews for continuous enhancement.
Enhance Training and Onboarding
👉 Strengthen onboarding with comprehensive aids such as videos and process maps to expedite proficiency.
👉 Utilise the existing learning management system for engaging and ongoing training, supplemented by real-time guidance.
👉 Cross-train teams for autonomy and align incentive programs with business goals.
Refresh Digital Presence
👉 Elevate online brand awareness to complement in-person marketing, appealing to new segments..
👉 Overhaul the website to better reflect PHaT's identity, showcase projects, and simplify navigation.
👉 Utilise social media and newsletters to communicate updates, tips, and offerings.
Enhance Data-Driven Decisions
👉 Develop data entry guidelines based on past projects and set input limits for informed entries.
👉 Leverage CRM to capture client data and maintain issues and lessons logs.
👉 Regularly discuss insights and analyse outcomes for trends and systemic improvements.
Measuring Success
Success metrics include completion rates of training, system efficiency, error rate reduction, enhanced customer satisfaction, improved customer engagement, increased web traffic, responsive social media interactions, and engaged newsletter readership.
The Result
What was the Impact of the Digital Maturity Assessment for PHaT Sourcing?
Daniel put it best when he said…
It was a very interesting process going through the Digital Maturity Assessment with Tony and Warwick as I felt it was a great opportunity for a group to listen to how we operate the business and to constructively feedback aspects of the business that may need improvement enhancement in both the immediate time and in the future.
The value of this is that you get so caught up in your own day-to-day operations that it is easy to miss and overlook vital parts of the business, especially in the ever-changing world in this difficult transformation.
I found it most interesting that in a few weeks, an external group can become quite knowledgeable and able to analytically break down parts of the business to feedback unemotional solutions that may lead to a great pathway forward.
Although we had a few of the recommendations in our to-do pipeline, it has allowed us to focus and prioritise some things that have been pushed aside. I recommend this process to be done as early in the business lifecycle as possible as there are less bad habits and more scope for designing a platform and structure of the business in a sound way forward that allows for scalability for efficiency. Thanks again for this digital transformation process. I found it to be an eye-opener, one that I was glad that we undertook.
