Customer service is a part of the company culture whose reflected in the attitudes and behaviors of employees to ensure customer satisfaction in a sustainable way.
There is sometimes a gap between customer needs and the internal realities of processing customer feedback. It is essential to take stock before launching an ambitious transformation program.
The customer service is built on a daily basis: it is the vision, the updated measure of ambitions, of strategic management, of employees’ intentions, the reputation of products, the adaptability of the company.
Context & Challenge
The digital management asked In Imago to provide them with a tailor-made support to improve the customer experience on the digital pathways.
Our client, a subsidiary of a major global energy group, was faced with a drop in customer satisfaction due to the “abusive” use of digital technology.
The opportunities seized were to provide customers with personalized and contextualized information, and thus to adapt their journey and accompany them during this phase. The company opted for cross-marketing recommendations based on the customer’s expressed needs, but the resolution of their real problem was difficult to hear due to the lack of relay to the relevant department.
In this context, we relied on the dynamics of an efficient internal supplier-customer relationship to ensure end-to-end customer service. Waiting times have been divided by 2. Robots and chatbots were reprogrammed and “advisors” developed greater empathy with customers as their role as “authentic response to customer needs” was recognized at all levels of the company.
Among the main challenges, we had to engage team members, maintain momentum around the topic, and conduct effective collaborative workshops to produce solutions that met the goals the collective had set.
Our Mission
- Implementation of a personalized approach alternating workshops and coaching
- Design and animation of mixed, digital and face-to-face workshops
- Animation of working groups (up to 27 participants) organized in hybrid mode (remote and face-to-face)
- Participation of employees from various backgrounds: organized in Agile mode or not, with different roles (Epic Owner, Business owners, Product Manager, Product Owners, Lead design, UX/UI, etc.
- Integration of customers, suppliers and customer advisors into the process
- Convergence of the collective towards a target vision and a first “product” (Minimum Viable Product) to test with customers
- Support for the transition to production
What we are done ?
We conducted 5 workshops aimed at bringing out a common problem and experimenting with different alternatives according to the following scheme:
- Digital discovery: empathy exercises, development of the experience path, interviews with customers and customer advisers, then definition of a problem
- Exploration and digital ideation: proposals for improving and/or redesigning the customer journey from start to finish by a group of around twenty multidisciplinary profiles
Our Key sucess factors
- Strong and continuous leadership on all support
- A well-sized and available multidisciplinary team
- The participation of service providers and suppliers, customers and business experts
- An engaging and unifying animation
Deliveries
- Carrying out tests with customers with a first MVP on mobile and desktop structuring of customer journey on the website and on the application.
- Feedforwards was collected in a Lean Startup canvas and pivot was implemented