CX: Voice of a client
The project was designed by Customer Experience (CX)
team with me as a Product Designer in 2021. The goal of the project was to reduce the outflow of customers and increase the attractiveness of the Bank for new clients
team with me as a Product Designer in 2021. The goal of the project was to reduce the outflow of customers and increase the attractiveness of the Bank for new clients
Part of the available information (data from social networks, forums, telephone conversations, etc.) about clients does not get into the information systems of the Bank. Some of the information included in information systems of the Bank is not used for further analysis (e-mail messages, results of telephone conversations). The absence of a unified control mechanism does not allow to see the history of interactions in one place. As a result, we have an incomplete and distorted picture of customer experience and understand trends of bank-customer relationships with delay
It is difficult to monitor the current status of customer service at all stages. Communications are carried out mainly via e-mail and calls, which significantly complicates further analysis. In addition, processing user requests using messages is a manual, not automated work
It is difficult to monitor the current status of customer service at all stages. Communications are carried out mainly via e-mail and calls, which significantly complicates further analysis. In addition, processing user requests using messages is a manual, not automated work
- Increased customer satisfaction;
- Reduced the "churn" of customers;
- Control and guarantee the time needed to process a client request
- Improved service quality
- Reduced costs of managing client requests
- Digitalisation of the process
Improved customer knowledge will entail the following results:
- To systematize and improve customer information management.
- Reasonable forecast of profitability can be made
- Analysis from multiple Bank streams is collected. When collecting information, various aspects are taken into account: segmentation, the channel of interaction, the importance of the wishes and requirements of customers, the value for the Bank etc
- Availability and visibility of information. Bank requires a tool that allows consolidate information about interactions with clients in a simple interface, that allows to extract and use this data
- To obtain additional information for decision making.
- To get quick (within 15 minutes) answers to the following questions:
What number of customers show a negative maintenance of the Bank's credit cards during the current month?
What is the trend compared to the previous month and a possible reason for change?
What are the benefits and disadvantages of a product compared to similar products of competitors?
If there's one thing product design and team leadership have in common, it's navigating complexity. The overarching goal in both spheres is growth — be that innovation, business growth, or professional development. And the way to get there is by understanding people — customer needs or the skill set and motivations of our team members.
A product team is composed of a product manager, product designer, product engineers, growth product manager, product owner, test engineers, and a director of product management.
Process
We leveraged the needs of people, technology
and focus on business success to approach
the problems in a human-centered framework
and focus on business success to approach
the problems in a human-centered framework
Research
To emphasise the problem we used methods such are experiments, surveys, field research, questionarries and multiple interviews.
The team and I spent several weeks conducting field research, visiting call centers, answering calls and processing requests with employees. We interviewed call center employees and closely monitored the process, noting and recording all the points that affect their work and the time needed to process a complaint or inquiry. We also interviewed call center managers to look into the process of assigning tasks to employees and the method of calculating their salaries and incentives in order to optimize workload and privileges. We opted for a field study to delve deeper and support the information collected by other methods
Ideation
Based on the feature narrative, I began to construct the user experience flow, taking into the concideration the following painpoints:
Issues to resolve
- Average application processing time is over 60 minutes
- No high-quality Big Database to provide recommendations for improving customer experience in real time mode,
- No user-friendly and inconvenient navigation for employees
- No opportunity for collaboration and communication for different bank departments
- Opportunities for gamifecation and additional motivation for clients and employees
- Сalculation of the average plan (KPI) by bank employees
- Timely notification of changes in the work of the bank,
- Division of tasks between employees by channels, streams and complexity of requests
Solution
Develop a platform, which allows to request real-time customer ratings after interaction with the bank through any stream and channel. External systems send events to VOC after the client contacts the bank. VOC processes the event and sends a push or sms to client with a poll.
The client evaluates the interaction with the bank on a 5-point scale, chooses the categories of positive or negative – what he especially liked about the service or what he was dissatisfied with.
If the client gives a rating from 1 to 3, a specially dedicated group of experts, the Loyalty Retention Department, contacts him. They remove the negative aspects and call up the client to resolve the issue. The results of interaction with the client are recorded in the system, based on this information, high-quality analytics and employees' ratings are calculated
The client evaluates the interaction with the bank on a 5-point scale, chooses the categories of positive or negative – what he especially liked about the service or what he was dissatisfied with.
If the client gives a rating from 1 to 3, a specially dedicated group of experts, the Loyalty Retention Department, contacts him. They remove the negative aspects and call up the client to resolve the issue. The results of interaction with the client are recorded in the system, based on this information, high-quality analytics and employees' ratings are calculated
Design
The website manager, finishing the service, offers the client to put his assessment. This is an automatic feature that activates after a certain operation is performed
Role model
Expert responsibilities
1) Making calls to clients
2) Selecting an expert category / subcategory of the client's complient
3) Selecting a category and subcategory from the master directory
4) Filling out an examination in VOC
5) Communication with related departments to resolve customer issues
2) Selecting an expert category / subcategory of the client's complient
3) Selecting a category and subcategory from the master directory
4) Filling out an examination in VOC
5) Communication with related departments to resolve customer issues
Manager role responsibilities
1) Task queue control
2) Reporting on the performance of the deepartment
3) Quality control of the work of OSLC experts
4) Load control of the department
2) Reporting on the performance of the deepartment
3) Quality control of the work of OSLC experts
4) Load control of the department
Design System
I worked to improve and broaden our Design System to integrate new elements into the project
Testing
Instead of approaching design decisions based on intuition or arguments in conference rooms, we have formed a list of hypotheses for backlog. Examples:
Information
- There is not enough information on the card to review before calling
- An expert needs to see the number of calls before the next call
Interpretation
- Users do not understand how to prioritize tasks via existing components
- Comments instead of rating are incorrectly interpreted by the system
UI / visibility
- Task status is unclear to the user
- The call button should be displayed as an icon and in green colour
- The user does not understand how to copy information from the card
UX / Architecture
- Information will be more convenient to read if to refuse the accordion in the cards
- The user does not need to know personal data about the client
Inclusiveness
- For inclusiveness, it is necessary to make the blocks more contrasting
- All statuses must be assigned by their own color values
Integration
- Installed spell checker
- Call-center service integration
- Integrate the main functions of Microsoft to abandon external software
Results
Quantitative data and key metrics
after VOC launch
after VOC launch
- >19,7 mlnevents per year are processed by the bank.
This is 12 millions more than before the platform was created - >2,6 mlnOf positive references from Bank clients
- 3 minWe decreased an average time of request process
