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B2C Customer Experience Factory

Shaping customer experience

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  • Project Experiences

Task

The experience of customers with innovative digital applications and services is also increasing their expectations when interacting with companies.

In our project to develop a retail B2B strategy, we have therefore identified customer experience (CX) as one of the most important levers for the B2C segment.

In order to meet this challenge, we have developed a concept for our customer to build a new CX Factory unit. The tasks also included the conception of the organizational structure, of KPIs, working methods and defining a location for the new unit.

Strategy

The goal of the Customer Experience (CX) Factory is to enable outstanding user experiences while maintaining cost efficiency. It will be the "Customer Journey" unit of our customer's B2C business.

For this task, we have divided our approach into three phases: In the build-up phase, we implemented the first pilots. In the scale-up phase, we expanded to other customer journeys and markets and ultimately we implemented the concepts in practice.

Implementation

After the conception phase, we redesigned the first customer journeys within the CX Factory and implemented them in Germany and the Czech Republic. In addition, we planned and conducted training sessions on topics such as design thinking, design sprints and SCRUM for the more than 15 CX ambassadors from all markets and segments.

Following the successful launch of the CX Factory, we then expanded our offering to all customer journeys in the scale-up phase. This involved in particular the preparation, implementation and debriefing of two-week Customer-Journey-Mapping and Journey-Redesign workshops.

In order for the CX Factory to gain a foothold in our customers' international business, we have also developed a Target Operating Model (TOM). The TOM defined the roles, processes and decision points for an effective implementation.

The development of competence was extended beyond the CX ambassadors to include the Journey Owners in all markets.

In the end, we were commissioned to advance the implementation of the CX Factory concepts. Within six months, we developed Minimum Viable Products (MVPs) for several concepts across all Journeys. To do this, we conducted in-depth trainings in several languages for all Journey team members (over 80 employees).

Results

The MVPs developed by us have been tested in practice with end customers. This alone enabled us to contribute several million euros to the company's long-term results with this project.

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