Future of the fibre service experience
Aug 15 - Jan 16
Future customer and service experience
In this project, we brought to life high-level concepts for a self-service and assisted customer experience of the fibre product. Telstra planned to transition most of their customers to the NBN (National Broadband Network) fibre broadband till 2020 with ease, therefore, a new end-to-end customer and employee experience had to be designed and delivered for launching the NBN product. We have created a service blueprint and various journey maps to identify and communicate the end-to-end future experience at different touchpoints.
In the first few weeks of our engagement, we reviewed all the past research and planned the fieldwork. We observed how agents serve customers in call centres and Telstra stores and travelled with Telstra technicians to see how they connect customers' homes. Based on research insights we have created the NBN Personas, defined a service blueprint for the product lifecycle, and a User Task Model informed by the 2020 experience.
What does the 2020 Telstra NBN experience feel like? End to End Customer Experience Journey
representing the user tasks and digital features required for an end-end experience
We have used this task model to align business, design, and IT teams in an agile working environment. It existed as a foundation to meet customer needs and helped us standardise and track each stream's work.
We created sets of storyboards to describe and support the end to end view of the customer & performer experience variations we want to deliver. Storyboards also helped us describe the ideal service experiences in unexpected situations and demonstrate how we ideally resolve them.
Over the 12 weeks period, we created responsive site wireframes and used quick prototyping tools (Marvel and Axure) to test the experience with customers in 2-week sprints. We went through 4 different prototype iterations and tested over 20 concepts with 40+ customers in total.
Later on I focused on the employee experience; analysing frontline employees' current activities, I found they are often limited by the systems they use. Replacing the current systems view with the new prototype for the ideal buying experience helped us re-enact the customer-agent interactions and conversations in more efficient ways.
Employee journey maps helped us re-enact the customer-agent interactions and conversations in more efficient ways. Having analysed frontline employees' current activities, we found they are often limited by the systems they use. Through collaboration with the business, we have proposed improvements to interactions, conversations, and the systems/platforms agents use. Proposed changes were sometimes about the order and logic of how they do certain tasks, other times proposing a whole new flow or a system update.
Employee journey map for call centre and store agents selling the fibre product
Getting connected to the fibre network meant that our customers needed clear and easy information and time to understand everything involved. And for the employees - how do they explain the technology and changes coming up without overwhelming the customer? We re-designed the agent-customer dialogues to sync up with the business design and the new online flow.
We invited customers to a Telstra store and enacted switching their service to fibre through roleplaying with a frontline agent. Through this experience, prototype employees were able to better explain the complexities of the switch and reassure the customers of the changes coming up. We have found that assisted buying experience resulted in a definite sell in one-third of the current time spent with customers.