Our customer, a telecommunications operator in the Pacific region, called on Sofrecom to improve the customer experience by implementing a journey-focused approach.
In a context of merging its fixed and mobile activities, the operator’s challenge is to strengthen team cooperation, while increasing customer satisfaction. The aim is to offer a simpler and smoother customer experience.
The project had 3 complementary objectives:
As part of this project, we have worked on several journeys including purchasing, assistance, claims and payment/collection. All the channels involved in these journeys, whether physical or digital, have been studied (web, call center, stores, etc.).
A 2-stage approach, supplemented by an awareness day:
1/ Data collection and analysis
To carry out this project, we mobilized a team of Sofrecom Customer Experience Management specialists, reinforced by Orange experts.
Our consultants first carried out an inventory through:
2/ Raising awareness of the importance of the customer experience
Awareness-raising actions on customer experience issues were carried out with our customers’ teams; these actions made it possible to:
3/ Co-construction and recommendations
Analysis of the different priority journeys made it possible to identify the improvements to be made on each of them. Our consultants then drew up a recommendation plan
To identify priorities for action by journey. sevreral worskshops were organized with the operator's various business teams (in-store salespeople and customer service advisors, service technicians, back office, invoicing, marketing, IT, etc.).
Recommendations by journey were also supplemented by transversal recommendations thanks to the results of audits carried out on digital channels and on customer service.
In the end, our experts formulated nearly 120 operational or strategic recommendations to respond to identified customer issues. They have all been defined to be actionable over the coming months. To facilitate implementation, each recommendation identifies :
An overall action plan was thus co-constructed with all stakeholders and the customer commitments recorded.
Thus, cooperation, transversality and co-construction were the keys to success.
In summary, our client obtained through this project:
Our customer now benefits from a clear, comprehensive and cross-functional understanding of the structuring aspects of transformation through customer experience. The highly operational action plans are ready to be implemented by its teams.
The expertise of our specialists, their ability to listen to understand the challenges and context of each team, and the promotion of good customer experience practices observed at other operators’ were decisive for success.
In a context of merging activities, our methodology combining data analysis, understanding of the customer's internal context and the setting up of cross-functional co-construction workshops made it possible to capitalize on the knowledge and vision of the operator's different entities to build customer commitments accepted by all.
According to our customer, the adoption of a common language and reference framework is “structuring to facilitate the implementation of the recommended action plan and to once again become the no.1 operator in terms of satisfaction in the local market”.