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Customer journey mapping

Finance and insurance

Swissquote

The design team at Swissquote, Switzerland’s largest online bank, contacted us to improve the consistency of its online offering for one of its key products.

With over 5 different teams spread between Gland and Zurich, we had to improve a registration process that had been tweaked over the years by different teams, sometimes with contradictory objectives. An opportunity to map the customer journey.

Swissquote

The design team at Swissquote, Switzerland’s largest online bank, contacted us to improve the consistency of its online offering for one of its key products.

With over 5 different teams spread between Gland and Zurich, we had to improve a registration process that had been tweaked over the years by different teams, sometimes with contradictory objectives. An opportunity to map the customer journey.

Swissquote

Approach

    • First, we defined with Swissquote the scope of the workshop, the methodology to be implemented, the success indicators and the inclusion of the various departments to guarantee maximum impact following the workshop;

 

    • We then prepared the logistics of the workshop, testing the customer journey and structuring the process so as to print it in A0 format for greater comfort for participants during the workshop. For a total length of over 20 meters!

 

    • This enabled us to launch the workshop based on identifying problems and inconsistencies throughout the customer experience process. The team was quickly won over by the format and made rapid progress, and by the end of the half-day session we had managed to cover the whole course, as well as stimulating lateral collaboration between members of different departments;

 

    • Following this, we cleaned up the results and organized the second part of the workshop based on the solutions proposed by the team to solve each of the problems;

 

  • Once all the problems had been noted, we organized and prioritized them in order of importance and impact, on a scale ranging from short-term to long-term, to give the teams a clear direction for the future.

Results

100% of respondents felt it was a useful use of their time.

67% believe that our work improved the quality of internal collaboration.

Our work was shared with the 600 employees attending the annual meeting, before being replicated internally as a key step in their digital transformation.

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