EXL’s client, a big UK energy and home services provider, knew they needed to improve their customer journeys. More than that, they needed to be able to identify the more effective interventions with speed and accuracy.
Customer expectations have dramatically changed. New generation of customers do not see energy as a commodity, but treats it like any other product. They expect more value, personalized services and seamless experience across all channels. At the same time, new, smaller, digital-savvy competitors were entering the market at an unprecedented rate, eroding the company’s once dominant market share.
"Better customer experience drives customer loyalty which leads to higher retention, acquisitions through advocacy, higher upsell/cross sell opportunities in turn driving increased revenue growth"
In order to stop the declining market share, company wanted to revamp their customer journeys to provide personalized, efficient and engaging customer experience, which would drive customer acquisition, retention, loyalty and customer lifetime value.
To overcome above challenges, client turned to its longtime partner EXL to build customer journey blueprints in order to orchestrate its customer journey transformation program.
- Data volume: No of journeys and customer touchpoints meant massive volume of data
- Real time customer insights: Moving away from historical customer insights to understand real time customer behavior
EXL has extensive experience in customer journey analytics to enable the client’s customer journey transformation program. Using customer journey analytics, client was able to analyze customer paths that led to highest dropout rates and identify cost to serve inefficiencies. This served as a key to unlock primary customer pain points and prioritize improvement initiatives.
Overcoming these issues would require context, the understanding that comes from combining EXL’s extensive utilities experience and advanced analytics capabilities.
Team created a holistic, integrated approach to increase the chances of successful customer journey transformation. Transformation program was divided into 6 phases:
Phase 1 – Customer journey maps
Customer journey map provides a visual illustration of steps taken by customer to complete the journey. It is extremely time consuming to create detailed journey maps however using customer journey analytic tools, EXL created macro views of all customer journeys with drill down capability to discover micro journeys within macro journeys. Using these maps, client had a view of all the touchpoint services, customers encountered along with departments responsible for delivering the service.
Phase 2 – Voice of Customer
It is crucial to understand customer needs through research or survey. EXL team developed text analytics tools to analyze customer verbatim and reveal customer sentiments to map them onto customer journey maps. Further techniques used in the process of customer voice discovery:
- Customer call recording across journeys
- Net promoter score (NPS)
- Effort score
- Brand essence
- Customer focus groups to understand current experience
With deep understanding of customer perception across journeys, next step was to overlay operational metrics on the journey maps.
Phase 3 – Operational performance
Journey maps tend to tell the paths taken by customer to complete journey. However, without data, business cannot identify the failures and their impact. To track the effectiveness of customer journey, EXL leveraged its analytics capability to calculate key operational metrics for every customer journey.
For digital journeys, team developed web heat maps, scroll maps, hover maps and fall out funnels to identify key digital journey parameters. Comparing actual operational performance with the set targets enabled client to prioritize improvement initiatives.
Phase 4 – Effective customer experience factors
In order to prioritize journey improvement programs, client needed to understand high impacting customer experience drivers. EXL with its deep domain expertise identified all possible customer experience drivers. These drivers served as inputs to advanced NPS simulator models to find out the core drivers with maximum impact on NPS change. For example, improving ease of onboarding and product understanding at the time of joining will have maximum impact to improve NPS.
Phase 5 – Cost to serve metrics
One of the focus areas for client was to improve the value that customer perceives with same cost efficiency. This meant understanding of all cost reducing measures, which will act as a blueprint for pin pointing inefficiencies. For example, unnecessary contacts and multiple visits to fix an issue drive costs and points out operational inefficiencies. Overlaying impact of these drivers on cost and subsequently customer experience helped the business in prioritizing their efforts to mitigate these inefficiencies.
Phase 6 – Bringing it all together
Customer journeys are ever evolving and changes over time. Rapidly shifting customer behavior meant developing real time dashboards to track customer journey metrics, pain points, operational performance and cost to serve.
EXL’s visualization platforms helped develop real time journey maps, which provided client with self-serve capabilities to drill down through detailed customer journey maps and prioritize their improvement initiatives.
“Real time customer journey dashboards provided unique view of customer pain points along with a what-if functionality to understand the impact of improving operational parameters on customer experience.”