Leveraging the concept of customer journeys

The client operated in a subscription service business, with 4 separate product areas. Legacy evolution had resulted in a single organization comprised of over 20 legacy organizations, each with their own unique operating models. Over time, a good deal of integration had occurred, particularly at the process level, but with a total workforce of over 20,000 and over 4 million customers, the delivery of the customer promise was weak.

The challenge was to design and deploy an operating model to revolutionise the customer experience and dramatically reduce cost, whilst working within the constraints of a legacy IT platform which to all intents and purposes could not be changed.

The work involved engaging 6 separate operational areas, from large contact centre operations, billing centres, field engineers and sales and marketing.

The challenge was to understand what the marketing promise was, what customer expectations were, what the actual customer experience was, then perform a rigorous, fact based gap analysis. This allowed us to then identify all pain points, model the impact of different solutions, and ultimately design a new operating model.

The final operating model was based on the concept of “customer journeys”, and took an end to end organizational view of the entire operation, viewed from the perspective of the customer. The entire operation was organized around 6 discrete journeys, which were used for management, measurement and both internal and external communication.

The outcome was a reduction in total opex of over 15%, and of a significant increase in customer advocacy. Over time, this lead to a very marked increase in lifetime value, ARPU, and in customer acquisition.