Customer Experience Strategy
Reimagining customer service through every touchpoint, across multiple business units, throughout the entire customer journey
M Y R O L E :
D E S I G N D I R E C T O RVisual: Alexa Avila
Service Design & UX: Kelly Lohr
Content: Carmen Ojeda
Data: Ricky HennesyThe client for this project is one of America’s largest provider of shared communications infrastructure. For their first 25 years, they focused their business on leasing tower space to the big 4 cellular network providers.
But over the past few years, they expanded their product portfolio to include—along with tower—fiber and small cells. With new offerings comes new customers with unique needs and higher expectations for well-designed digital experiences.
The challenge? To reimagine the client’s existing customer experience to drive higher customer value and enable the transition from segmented infrastructure offerings to outcome-focused solution selling across its entire asset portfolio.
W H A T W E D I D . . .Design-led research & synthesis
Through extensive design-led research, we talked to stakeholders, customers across each business unit, and SMEs to gain deep understanding of the problem space.
After thorough synthesis, we identified 3 stages of the customer journey shared across business units—Design, Build, Maintain—and captured each step within the 3 main stages. We also documented the technology, processes, and people involved at every touch point, and captured distinctions and similarities across business units.
We then articulated every customer pain point along the way, mapped them to each business unit, and ranked them from poor to great according to the overall qualitative experience of each step.
Visualizing every aspect of each business unit’s customer journey allowed us to see the worst problems and biggest opportunities for our team to focus on.
K E Y O P P O R T U N I T Y 1 . . .Provide cross-functional transparency
Our client’s customers range from completely unaware of the company’s full capabilities, to upset at them for failure to leverage its competitive advantage as a market leader in tower, small cell, and fiber.
To address this, we displayed all of the client’s available assets on a single map, then integrated online ordering, billing, and contracts for holistic solutions that include multiple assets and services.
K E Y O P P O R T U N I T Y 2 . . .Let the customer lead
Our client’s business occupies a fraction of their customer's attention. Without tools they can trust, their customers rely on arduous manual processes and human contacts with mixed results.
We provided clarity and focus for customers looking to self serve by designing dashboards to manage projects and monitor equipment, saving valuable time and resources.
K E Y O P P O R T U N I T Y 3 . . .Nurture trust
Our research revealed eroded customer trust through too many mishaps, slow downs, and bottlenecks.
We addressed this on multiple fronts by creating a project duration predictor that utilized machine learning, providing up-front and accurate asset data for better informed decisions, increasing transparency in pricing, and implementing customer service metrics to motivate customer-facing people to go the extra mile.
K E Y O P P O R T U N I T Y 4 . . .Enable customer service champions
We found that when our client’s people are good, they’re great. Customers described them as quarterbacks and champions. A customer looks to their contact to be their advocate, advisor, and champion.
But relying solely on people as a customer’s only source of data increases the possibility of human fallacy.
While it was important for us to create abilities for customers to self-serve, it was also a critical part of our strategy to provide customer-facing people with enhanced tools that allow them be a champion for their customers.
P R O J E C T D E L I V E R A B L E S . . .