Background

Increased competition compelled our client to rethink their current way of business in order to maintain a strong market position and a high price value in relation to competitors. The situation built a need to strengthen the customers’ perceived value of the service offering and for the client to increase their competitiveness in the market.

The challenges stemmed from the fact that the current way of working and management lacked a customer-driven approach, where the current silo structure inflicted a loss of important customer insights. Knowledge about the customer was not passed on through the organization and a coherent customer image was lacking.

What we did

To increase customer insight about the true needs of the different customer segments, the customer journey was mapped for each of the customer segments respectively, to:

• Map current segments’ customer journeys to define the customer needs
• Generate insights and a shared understanding of the interactions that arise in different customer touchpoints
• Make needs visible and understand how existing services meet the customer needs, as well as expose the areas in need of service development

The project consisted of identifying customer journeys on a high-level for each customer segment. This followed by a more in-depth detailing of the most prioritized steps in the customer journeys, with the purpose to clarify the customers’ needs and current perception in each customer interaction. For the organization, the mapping also resulted in a clear picture for the people and groups involved. The work was conducted cross-functionally within the company and involved customers for development and verification.

Result

By mapping customer journeys, a common understanding of the customers’ true needs, where the company’s offerings meet these, and where there is room for additional service development was generated. Cross-functionally, the organization gained a better understanding of the customer’s overall interactions with the company, enabling increased efficiency in the use of customer insights.

The work was a starting point to gain a holistic view of the customer and increase the customer’s perceived value in both the long and short term. The cross-functional approach was fruitful by facilitating immediate identification and implementation of several improvement measures. In the longer term, the continuous need to work with customer journeys was identified as a method to enhance existing service offerings and to develop new offerings, services and customer dialogs – making the business more future-proof.

This way, the customer journeys was a method to increase the customers’ price value and became the starting point to work systematically with customer experience.