DISTINCTIVE GUEST EXPERIENCE
OBJECTIVE
One of the largest and most respected performing arts centers in the nation, home to five resident companies wanted to design a campus-wide guest experience and cultural elements required to deliver on their brand promise.
APPROACH
A five-phase approach was designed to: gather stakeholder perspectives and align leadership, develop guest journeys, quantify the current-state experience to identify the gaps between employee and guest perceptions, develop a future-state experience vision and experience guide, and education program for more than 600 employees.
IMPACT
A unified campus-wide vision was created and an experience governance team was established for operational excellence across the resident companies. Employees were able to clearly articulate the guest experience vision, employee cross resident company experience improved, and leadership aligned around the single campus guest vision.
DESIGN THINKING EMBEDDED INTO BRAND PLANNING PROCESS
OBJECTIVE
American multinational biotechnology company wanted to create a process to infuse a customer experience lens into their annual brand planning process.
APPROACH
Working with the Customer Experience Director and the brand planning process team a designing thinking training program was created consisting of a two-day workshop to review the design thinking methodology and conduct exercises to apply the process to brand planning and customer experience.
IMPACT
Leadership unanimously claimed the training was a success. So much that we were asked to provide additional in person coaching and facilitation for the teams as they continued through the planning process.
EVALUATE AND ELEVATE VOICE OF CUSTOMER (VoC) PROGRAM
OBJECTIVE
One of the fastest growing regional health plans was seeking guidance in creating a future state VoC program to better enable the various stakeholders to understand and drive member satisfaction and engagement.
APPROACH
A full VoC assessment was designed to evaluate the existing program and provide recommendations for a future state program. The evaluation included: Program Objectives, Data Collection Methodologies and Channels, Survey Communications, Questionnaire Design, Sampling Frames, Reporting Processes and Design, as well as training to utilize the insights..
IMPACT
The assessment provided the organization feedback to establish and align to unified VoC program objectives. Specific program enhancements were: creation of a VoC center of excellence utilizing an enterprise-wide survey platform with a dedicated team, survey redesign to include key measurement questions with unified scales, development of a survey results dashboard and operational metrics, creation of an annual relationship survey, implementation of quarterly results driven action planning sessions for each department.
EXPERIENCE BENCHMARK, REDESIGN AND MONITORING
OBJECTIVE
A large US retailer wanted to benchmark, prioritize and optimize their customer’s online shopping journey, redesign identified customer pain points, and measure year-over-year experience delivery changes.
APPROACH
The multi-phase approach was designed to develop a holistic end-to-end customer journey map for the online shopping experience, identify the experience gaps between employee and customer perceptions, prioritize touchpoints, determine touchpoint drivers, and identify the root causes for customer pain points, ideate solutions and design a future-state experiences.
IMPACT
The prioritization research led to the identification of three customer pain points (cancellations, returns and in-store pick-up). Through a series of co-creation and innovation workshops the identified experience pain points were redesigned and a portfolio of initiatives with activity owners, timelines, and performance metrics were created. The prioritization research was continued to be conducted annually for three years to measure changes in touchpoints and their drivers. The research identified positive impact on the experiential improvements.