Canadian Business Service Centres
in Western Canada:
Evaluation Report 2002

6.0 Recommendations

Meet the market head on

Focus on business operational issues, with the objective of creating a balanced portfolio of information and knowledge products and services that meet the needs of existing businesses as well as those of start-up businesses in the SME sector.
Develop a customer relationship management (CRM) strategy that enhances the Centres' ability to target basic SME information and knowledge needs, while respecting privacy rights. This strategy should also be designed to move beyond activity-based data in order to provide Managing Partners with meaningful information about the SME sector.
Conduct market research to develop a 'best of breed' profile of potential clients in the SME sector.
Test the market potential for cost recovery and modest service charges.
If a communications strategy is adopted and implemented, focus on key messages about reliable, impartial and important value-added business data. Be specific about how SME owner/operators will benefit.
Explore the next generation of the one-window approach, extending single access to provide bundled services in addition to bundled information packages.

Meet the competition head on

Identify best e-government practices and demonstrate that Business Service Centres in western Canada meet or exceed requirements to satisfy the criteria for success. As a first step, adopt the performance measures outlined in the Accenture Report (eGovernment Leadership - Realizing the Vision), and include CBSC results in its annual and other reports.
Engage the Client Services Advisory Committees in designing web-based services and products.
Explore the feasibility of becoming GOL's lead agency for developing policy and standards related to e-government SME programs. In particular, capitalize on the Centres' competitive advantages in this field. For example, CBSCs enjoy a dual presence in the SME market - 'clicks and mortar' - which could pay dividends if a CRM strategy and potential market research were deployed to best effect.
Continue to explore ways of increasing the profile of Centres and Partners. BusinessGateway.gc.ca provides a precedent - it identifies provincial partners by displaying their flag as a logo. Using logos both on-line and off may offer a simple but effective answer to participants in the Business Service Network who need recognition.

Look after the fundamentals

Refine the mandate to reflect what Business Service Centres in western Canada actually deliver, and align the mission with the mandate. Specifically, focus the mission statement on the three outcomes within a Centre's control - SME access to business information and knowledge, SME use of planning and analytical practices (management skills), both supported by a single portal with multiple sources of information and knowledge.
Develop a strategic plan.
Continue to provide a cadre of technical support staff to enhance each Centre's capacity to exploit both current and future information technologies, and capitalize on the technology's flexibility to meet differing regional needs.
Review the survey results with respect to CMT questions. Specifically, WD and the Treasury Board Secretariat may wish to consider linking potential market research and CRM strategies with future applications of the Common Measurement Tools.