OKQ8’s problem

Companies like OKQ8 have realized the importance of understanding their customers’ needs and expectations, to sustain and grow their revenue and market shares and remain competitive.

As such, they have already developed a procedural framework in which CX (customer experience) is one of the main processes. However, the process still needs to evolve further and be refined to ensure continued success. Some of the initial insights were:

• A few customer journeys were identified and mapped, but early on the need to map the most business-critical ones was discovered.
• They also learned they needed to define a company-wide understanding of “what customer experience is.”
• The company had already implemented customer-oriented metrics such as NPS and CSAT in some places. However, they saw the opportunity to align those metrics closer to customer experience activities.
• The team identified an opportunity to implement a customer experience methodology and develop necessary supporting procedures.

First, the CX team set out to identify the current situation. As one of the initial steps, it was vital for them to understand OKQ8’s current strengths and challenges in customer experience (CX). Custellence clearly helped in this assessment. Based on interviews with several C-level stakeholders, they conducted a pilot to investigate the current customer experience challenges and how to address them.

The Custellence OKQ8 pilot

The pilot’s scope was one of OKQ8’s strategic business areas and selected in collaboration with internal stakeholders. The objective was to identify critical areas of improvement in the customer journey and build a proof of concept for a customer-centric methodology.

They gathered individuals working within the field—numerous participants from e-mobility, sales, marketing, IT, and customer service. In the first workshop with everyone, they decided which area within e-mobility to investigate and which target audience(s) to focus on. OKQ8 conducted deep interviews with individuals and companies from these target audiences. Based on the insights, they used Custellence to map out the customer journey.

During the project and by using Custellence, OKQ8 was able to:

• Identify and map one business-critical customer journey as a pilot
• discover and analyze the customer needs
• Identify the most essential customer painpoints
• Identify the most significant business opportunities in the customer journey
• Map the organization’s ability to meet those needs
• Created customer journey maps that were internally accessible to everyone.
• The journey maps worked as a single source of truth and made it easier for teams to align on the customers’ pain points and agree and for stakeholders and teams to understand why changes were necessary.

OKQ8’s results

Teams had already identified some of these improvement areas in the customer journey. Still, they became much more evident during the project when validated by customer research and by mapping the customer journey with Custellence OKQ8 methodologies.

By creating a shared understanding of the customer’s actual needs and the business’s ability to meet them, OKQ8 aligned the organization around 5 key customer insights that drive customer experience.

From each of these insights, they identified several opportunities. OKQ8 also prioritized the opportunities with the most impact on customer experience and business results.

Additionally, the proof-of-concept process has generated interest internally and had a “pull” effect, potentially leading to increased interest in other company areas. According to Sandra Yxne, Customer Experience Officer and CX team lead, this is an excellent foundation for OKQ8 to continue leveraging these insights to drive positive organizational change and growth.

Represents the overall phases in the customer journey, most often stated as before, during and after using or experiencing a service or a product.

“Mapping the customer journey has been rewarding and has resulted in tangible benefits. Through a well-structured approach and in-depth interviews with our customers, we have gained valuable insights into the different phases of the customer journey for the selected target audience. These insights will be actively integrated into our ongoing work.”

Mattias Ångström, Head of E-mobility

Sandra Yxne, Customer Experience Officer at OKQ8. Sandra is responsible for OKQ8’s transformation into a customer-driven approach, ensuring overarching processes and business objectives are geared towards enhancing customer experience.

Visit her linkedin

Read our other case studies here.

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Meet Kine Brodal

I work as a service designer at E.on energy solutions in Sweden situated in Malmö. I’ve been working here as an in-house designer for a little over 2 years.

What is the objective of the customer journey work at E.on?

Well, before my time, a big transformation started where we realized that we need to become customer-centric to survive. It’s basic! We went from a huge company that had a monopoly on electricity into the real market.

E.on uses Custellence for their goal to getting the customer in the center and doing everything we do around the customer. Our customer journeys are a way of doing that and making it easier for us to collaborate and work around the customer.

How do you work with AS-IS and TO-BE customer journey?

I’m actually not a huge fan of TO-BE journeys cause they can set expectations WAY too high. You’ll never get there cause the world is changing, and you don’t know, as you go along, what will happen in the journeys.

My experience is that those expectations make you feel like you never reach your goal. Instead, the way E.on uses Custellence is to focus on the AS-IS map and then use our vision and our design principles to validate that we are going in the right direction. And also, of course, anchoring it to E.on strategies. We keep that as a checklist.

E.on uses Custellence to organize around the customer journeys right?

What we have done is because, for the customer, E.on is one big journey. But it’s quite a big journey that can go on for years and years. We have customers who have been with us for 30 years. So we’ve divided the customer journey into different parts, focusing on their needs and the actual product that they are getting from us.

Who do you bring into the team when doing the customer journey work?

This is always a question about resources. My dream core team is me, of course. But I would have a research expert to help me with doing the writing when it comes to gathering insights. A customer experience manager who anchors everything we do to the business. A business designer who can see the worth and calculate that we are doing stuff that will be profitable for E.on. 

Together, we have these two-sided parts needed to verify that we do stuff that will benefit us. But our main focus is to have our customers in the middle of it. Never do anything that isn’t based on customers’ needs, pains, or gains.

We already know that E.on uses Custellence, but how did you find us in the first place?

We do tons of different workshops because we produce a lot of ideas and concepts and then pick maybe 1 or 2 that we go forward with. And the frustrating thing is what happens with all the other stuff we’ve done. Then it goes maybe six months, and we do a new workshop and come up with the same ideas again. 

I was looking for a way to create a backlog, more than just folders that people will never access. I wanted a visual interface that enables us to look at what we have done. And where we can pick something new we started on and keep on working on it when we finish what we’re doing. And I got an email with Custellence in it, and I said: “AHH! This is precisely what I was looking for!”

How do you use Custellence?

Our main goal is to make an AS-IS map, then describe the customers’ story on top, and then build from there. Okay, what insights do we have? what insights are we missing? Which part are we focusing on and trying to figure out new solutions? And build from there and keep it simple, to begin with.

I think it’s easy to get lost because it’s such a great tool, you can build however many cards, and you can make them as big as you want. But try to keep it simple and keep in mind that it’s not only the core team that will use this tool. We also need to use it to tell others in E.on what we’re doing. So, we need to make it accessible in some ways. Less is more, I think.

How does E.ON use Custellence to engage teams?

Definitely! The trouble is, up until now, I’ve been doing the maps. I love my design tools, such as InDesign, but nobody else knows how to use them. It has been me every time there has been a little change, or you want to do something different, or you want to add something. I’ve been the person who needs to do the job.

It’s either me doing it in InDesign or doing some crappy illustrations, static illustrations in PowerPoint. This will enable everybody to contribute and make my job easier. It’s a lot of work now because I need to fill the maps with the work we’ve already done. But in the future, I see it as a way of keeping updated, and it’s not all on me.

Will Custellence change your role internally?

I think I will get more time working, you know it takes lots of time, everybody who does this knows it takes a lot of time building maps. Updating and sharing them will give me more time to focus on other things. The actual ideation and concept work and testing and iteration and that stuff. And this makes it easier to share the knowledge we learn as we go along the way. Because it’s a map that is in constant change. So I hope that this will give me more time to do other interesting stuff than just illustrating.

Kine’s 6 tips to succeed with customer-centric change 

Involve everyone!

Focus on more doing and less talking. You need to get people the chance to experience and experiment and actually use the customer journey maps. And also collaborate when it comes to how you want to use it. What’s important to them to see in the stuff we do?

Share the responsibility of updating and keeping the map alive

If it’s only you, it’s going to die quickly. It’s very natural that your research expert is in charge of customer insights. The customer journey manager should be on top of day-to-day business and the changes they do there. A UX designer testing a concept with customers should be the one updating the results on that. That is the most important thing. E.on uses Custellence by involving the core team in actually keeping the map alive. And it will get different perspectives as well, which will make it interesting to all people looking at the maps in the end.

Get the leaders involved

You need to show them what you’re doing, and you need to show them the value and how they can use it. Show the progress that you’re doing in the journeys in an easily accessible way. Because today we have PowerPoints, with too much text. We have big maps that are difficult to bring to meetings. If you have this tool that you can access, and people can move around it in, it’s easier for them to talk about the journey as well.

Make a plan for sharing and collaboration

As you would do with any customer-centric project. Who are you talking to, which is the end user and who are the stakeholders that you’re going to present this map to? What are their needs? And which jobs can you help out with? Can this be a tool for them? Going back to complicating things, I love details! I would love to have EVERY available detail on the maps. But that is not interesting for our customer services, for instance then. How do you make the map something that everybody can use?

Be consistent with the categories

By that I mean, don’t mix the AS-IS with the TO-BE view of the whole journey. Don’t mix the internal processes with the actual users’ stories. Make sure that you divide the assumptions from the actual insights.

The value of Custellence comes from using it

You need to keep it alive and fresh. For instance, you could publish it every week or every month, every time you have a change done to it. People want to go in and have a look. What are they doing now in this part of the journey?

Kine Brodal, Service Designer at E.on Energy Solutions. Kine have had main focus on B2C and sales- Always with the customer centric mindset. Sha has wide knowledge from different industries besides service design and common to all is the focus of the user, customer care and the customer experience.

Visit her linkedin

Read our other case studies here.

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Sabrina Sidmalm has always been interested in experiences and how to make the best of them. She first felt the spark of interest when she fell into customer experience by chance. It began when she was a part of a six-month project, with a previous employer working with a company specializing in CX.

When I started with CX, it had nearly an exclusive focus on surveys. Now, companies understand that it’s a framework and one of the tools to carry profitability. It’s all about creating experiences that make people feel good around your brand or product so that they want to keep engaging with the company.

Sabrina Sidmalm, ICA Banken

Change keeps gaining interest internally and externally

Over the last four years, Sabrina has worked as Customer Experience Manager at ICA Banken. She was the first to take on that role. When she started, ICA Banken hadn’t come as far in their customer experience methodology as it has now. She knows all about the ups and downs of transforming an entire organization’s CX processes and the time and dedication it takes.

“A CX transformation journey can take roughly 8-10 years, and we’re only a few years in now. We’ve met our fair share of resistance within the organization. After all, it is a bank, and talking about feelings and emotions isn’t the usual. But we’ve worked hard advocating in the organization for what CX is. Why CX is indispensable, and how the CX process is attainable. Also, how important every individual is in this journey. How they play a crucial role in the long-term success of the customer experience. But most of all, how CX correlates to revenue in the long run. Now we’re starting to see results, which is very rewarding.

At ICA Banken, we strive for our customer journeys to be easy, personal, digital, and great value for your money. With that foundation, we start building relationships with customers over time. Still, CX isn’t just good from an external perspective but from an internal perspective as well.” – Sabrina

How is that?

“Well, it’s super valuable for an organization to gather a team of people with different skills around a process or product. When ICA using Custellence to start a CX journey, every team member probably has their ideas about it. The customer journey is often thought of from an inside-out perspective when it should be the opposite. Seeing it this way when gathering knowledge within the organization helps you to dive deeper into the customer’s needs at every touchpoint. Map the journey as-is from the customer’s perspective, looking at their needs to identify what works well today and what aspects can be improved.

And that is doable in different ways, but it’s critical to analyze and use data you collect from various sources. In this case, by working with client panels and doing mystery shopping. Then once you finish the mapping, it’s time to design the journey how you want it to be, aligning it with your brand and vision. After which, you will probably have a list brimming with activities you need to start prioritizing. Basing it on the amount of effort it takes to implement and how much impact it has on satisfaction and experience.” – Sabrina

Transformation at ICA using Custellence and insights

For Sabrina, a big emphasis on working with customer experience is that it is a journey, both for the customer and the organization. The key is to be patient and humble during the process, as it takes time to create these transformations. At ICA Banken, it’s clear now that it’s not just a project but also a working method.

“For those who haven’t yet started with customer journeys, my best advice would be to start small and simple. Use helpful tools, such as ICA using Custellence, that are custom-made for every step of the process, no matter the knowledge level.

And, of course, talk to other people in the business! The CX world is relatively small, although it is starting to grow, so invite someone out for a coffee and ask for some tips and tricks. We need to help one another and not see each other as competitors. Everyone will benefit from better client experiences in society”. – Sabrina

If you’re looking to start a customer journey map but aren’t sure how to, check out this useful professional map template guide for valuable insights. This template will help you navigate the steps of creating a journey map with helpful tips and answers to the most common journey mapping questions.

Sabrina Sidmalm, Customer Experience Manager, ICA Banken. Sabrina has worked successfully with CX for nine years at three different companies – she knows how to get the whole organization on board.

Visit her linkedin

Learn more about how ICA using Custellence

In this video Marie Bjurling Larsson, CX manager at ICA Banken presenting ICA´s customer experience (CX) journey. What they have achieved and how they did it thanks to Custellence.

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Who loves to fail?

Starting a new business is a big adventure that comes with many challenges. Founding a company with a partner might be easier, but sometimes it’s hard to find the right co-founder. In any case, you are lucky having a coach or role model that supports you, guides you, provides business advice, and gives honest feedback. In the best case, you have the option to be part of a startup program that leads you through the different phases of how to found a successful business and supports your exciting new life as an entrepreneur.

Photo by SINGA Switzerland

While I was supporting refugees learning German in my home country, the SINGA Factory part time startup program sounded like a great opportunity to contribute my professional skills in human centered design. To develop and test their business plans, and to connect to a local network, we decided to run a collaborative workshop for the SINGApreneurs, the program participants, together with participants from the SINGA team and the local community network.

From assumptions to proven data

While some of the SINGApreneurs had launched a business already, others just had an idea on their mind about what they wanted to do. The stunning business ideas span from Indian food to exotic travel experiences, from digital matching platforms to social support through sport. But how to get started if you have little experience and many assumptions? And what if you are not sure how things work in your new home country, in a different branch, or in a complex business? According to the human centered design process, learning about your target group is the key to success!

To get a step forward in creating a user centric solution, the diverse teams first developed personas for their specific target groups and afterwards continued working on on their individual customer journeys. We started our first workshop session with real time user research, simply by sending the teams into the nearby coworking café. The task was to interview and observe people in the building, to find out about the current offers, to collect feedback, and come back with ideas and insights on how to improve the café. Talking to strangers might require one to step out of their comfort zone, but mostly was fun, and very insightful!

Photo by SINGA Switzerland

Together as a group, we discussed, categorized and merged all the positive and negative feedback and data we collected, into a persona template. This realistic picture of our main target group – including context, tasks, needs, and goals – was a good starting point to create our first customer journeys. Working in teams again, we wrote down the single journey phases and steps, all touchpoints, the thoughts and emotions of the customer, and our business opportunities on colored post-it notes, and put them in the correct order on a big flipchart paper template. Doing so, we successfully created our first straight forward journey for a “freelancer working in a coworking cafe”.

Photo by SINGA Switzerland

From paper to digital journey maps

In order to understand what a customer journey is about, and how to create it, working on paper is always great starting point. It’s especially helpful when working with people with a non-design background – such as users or colleagues from other departments – to get across a common understanding of the “big picture”, why you are creating what you actually do.

From my experience as a ux trainer and freelance consultant, these are the main advantages of mapping the journey on paper first:

• great to learn a central service design method
• captures the big picture on a poster
• easy to hang on the wall and make it visible
• cool to collaborate closely and discuss ideas face to face
• easy to get started with a first draft
• helps to establish a user centered mindset across the company

But whenever there is a light there is also shadow. Here are the disadvantages I experienced while working with paper:

• post-its might fall apart quickly
• no suitable place to hang the journey up
• paper does not work for remote teams
• might be thrown away by accident
• handwriting might be hard to read
• to some people, paper does not look valuable or correct

While I recommend creating any customer journey map on paper first, it definitely makes sense to transform your work on paper into a digital version in the next step. But what is the best tool and format to do so? Taking a picture of the journey is required to ensure that your digital version incorporates all the content from what’s on paper, but that’s not what I mean with digitising a journey at all, and this is why: A customer journey map is a living document! A static digital version such as a picture assumes that your customer journey is finished – but that’s actually not the idea. It is a snapshot of a current state of a business that you want to turn into an ideal journey: a journey of the as-is or current state, and the to-be or ideal journey. The documented journey is not something to forget about, but created in order to improve the customer experience from poor, average, or good, to excellent.

Photo by SINGA Switzerland

A customer journey is a tool itself

Of course you can create a user journey map in a design tool such as Adobe Illustrator or Affinity Designer (or ask any creative visual designer to do so). In this case you might end up with a beautiful poster to pimp your office, justifying the amount of money that was spent in user research. But, as long as you don’t have design tool licence or skills, you will always depend on the designer to make updates and share changes. I know others who have created customer journeys simply using MS Excel, and I did so once, too. Sheets are great because rows and lines reflect the structure of a journey. But when it comes to design and typography, the format options are very basic. And getting rid of automatic calculation when entering numbers is definitely a pain point!

So, let’s have a closer look at our needs as professional users and customer experience designers:

As we do not only want to create, but also need to update, manage, and share our customer journeys regularly with our stakeholders – such as managers, customers, users, designers, developers, marketeers, and maybe others – we need a tool that supports all of our business requirements.

Otherwise, investing time and money in creating a customer journey does not make much sense. Therefore, I was happy to get the opportunity to use Custellence, an online journey mapping tool in my second session working with the SINGApreneur teams. Custellence provides many useful templates (e.g. for e-business, online shop, retail, … ) which is great to get started. To follow up on the first workshop, I created a template that comes with the same structure, icons, and color scheme as the one we used in the paper exercise, including explanations for every single lane. I copied a version for each startup team that was easy to share with the SINGApreneurs by email so they could immediately start to fill out, enhance, edit, and add their own content.

Susanne’s journey map template created in Custellence

After that, the team continued to create a customer journey using a laptop. It was amazing to see how effortless it was everyone to get familiar with Custellence. Most of the features are almost self-explanatory and easy to use. The journeys started to grow and became more detailed quite fast.

Unfortunately, our second workshop was too short to answer all of their business related questions, and to create a full customer story for each team. More research was required, more data to be collected, more questions to be answered, and more ideas to be found. As homework, the SINGApre neurs had to follow up their results with their coaches. With help of Custellence it was easy for everybody in the team to check and review the drafted journeys. Coaches, team members and mates, and even potential users contributed their feedback. I was also happy to explain more advanced functions to those who were further ahead. We explored useful features such as exporting a journey map to PDF and printing it on a large scale, as well as turning the the current journey into an ideal journey with help of the status settings.

Life is a Pitch!

Customer journey mapping definitely supports startups to align their ideas to their customers needs. Using the service design method and digital tool helped to improve and enhance SINGApreneurs startup business skills. The resulting service blueprints will hopefully bring their innovative business ideas another step ahead.

Thanks to Custellence, the SINGApreneurs of the Zurich program can manage their customer journey maps in a digital format that can be easily updated, shared, and kept alive.

We are now looking forward to all the customer centric offers coming alive and being available on the Swiss and the international market in a near future.

Photo by Innes Welbourne for SINGA Switzerland

About SINGA

The SINGA Factory is supported by Engagement Migros – A Development Fund of the Migros Group.

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Susanne Kreuz, is a digital expert from southern Germany with focus on user centered design. She help start-ups and international players to transform good ideas into better products.

Visit her website

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The construction industry has enjoyed strong growth, but this, as we know, will not last forever. When the business cycle turns down, the construction industry is likely to face change and consolidation. It’s hard to predict who will be a winner, but the company I will tell you about below believes the way to success will go through satisfied customers and by developing customer values.

The company is growing on the back of a strong market, which in turn require a change in structure and operations. More people join the company, new projects are taken on, which also means that a new culture is coming in meeting the old culture. Structure is, of course, a must, but it should not be allowed to be rigid – it has to be flexible and able to adapt to new conditions. Commitment is required to succeed, but also a strategy that is anchored not only by management but by all employees, and especially those who meet customers or who are involved in influencing how customers meet the company.

For a longer period, I have worked as a consultant with the assignment to implement working methods designed to increase customer satisfaction for a medium-sized company in the construction industry. The company has a track record of scoring high on customer satisfaction for many years, but their top position vis-a-vis its competitors have been shrinking as a result of market changes. Now, they want to develop the business. My assignment has been aimed at differentiating the company in a homogeneous market as a way to create new revenue flows.

The Customer Journey has been the tool that we worked with to establish a platform, a visual model that everyone in the organization could relate to. The platform has stirred curiosity and interest in how the customer experiences the company and its services, interest that has spread throughout the organization and increased customer focus at all levels. New insights have stimulated change and resulted in increased commitment to the customer’s situation and experience, which in turn has lead to changes in systems and working methods, increased flexibility and greater creativity to finding solutions.

A clear process that combines the business idea with customer needs helps identifying potential and creates commitment and understanding. It increases cooperation between different projects, spreads the tradition of good customer relations in the growing organization and facilitates growing together.

“The Customer Journey is a well-functioning control system that can energize and lend support to a change process.” – Karin

The platform, the Customer Journey, gives the possibility to make the many small decisions that are required to drive change and development. The Customer Journey does not by itself solve the problems the company has and to be successful the tool requires business understanding. However, The Customer Journey is a well-functioning control system that can energize and lend support to a change process.

Karin Grute Movin, is a freelance Customer Experience consultant with a broad experience in managing customer centric transformation. karin.movin@value-driven.se

Visit her linkedin

The post Customer Journey in the Construction Industry – How to get business benefits by solving customer needs appeared first on Custellence - The #1 way to create customer journeys.

The Challenge

Fora is a non profit service company whose main task is to handle the flow of collective insurance premiums and fees between companies and insurance providers. They also have the liability to provide impartial information and tools to employers and their personnel concerning collective insurance and SAF-LO Collective Pension Insurance.

In the transformative process that Fora has been in during the last couple of years, they turned to the service design agency Transformator Design to obtain a deeper customer understanding. Fora wanted help in visualizing their customers’ journeys to create a more relevant service offering and clearer customer communication. They also wanted the customers’ needs to become top of mind, in order to prioritize, make decisions and plan for future platforms catering to those needs.

As such, they have already developed a procedural framework in which CX (customer experience) is one of the main processes. However, this process still needed to evolve further and be refined to ensure continued success. Some of the initial insights were:

Fora faced the classic challenge that organizations face when undergoing large scale changes  —  how to stay familiar and relevant here and now, while at the same time incrementally provide new solutions.

The objective of the new customer experience, for the individual was to ensure simplicity as well as a sense of security for individual errands. Fora wanted to find a better interface for companies by providing a clear path to an extensive network of insurance providers. In addition to this Fora faced the classic challenge that organizations face when undergoing large scale changes — how to stay familiar and relevant here and now, while at the same time incrementally provide new solutions to meet future needs and customers.

“We now have a deeper understanding of our customers — their needs and behaviors. The customer journeys and the detailed digitalization map based on those, help us see how it’s all connected. We use them in daily short term work as well as in long term prioritization and decision​ making.”

Christina Schiller, Head of Communications, Fora

An enabler in the development process

Transformator Design’s method prioritized the early discovery of customer needs and insights which could then guide development. In order to ensure successful routing based on empathy for the customer, experienced service designers conducted in-depth interviews in order to discover why customers needed a specific service, and to design the experience with those needs in mind. This is a step which is easily overlooked, but which is a critical part of being able to easily prioritize measures later in the process.

Tranformator Design used the customer journey mapping tool Custellence, to systematically categorize customer insights and enable traceability and readability at different levels. Two digitalization maps were created, which were based on the customer journey, one for companies and one for employees. The maps answered the questions on why and where development should be done from a customer perspective. The maps made it possible to develop insights into activities and be able to track how different levels of change are affected by the customer needs.

They gathered individuals working within the field—numerous participants from e-mobility, sales, marketing, IT, and customer service. In the first workshop with everyone, they decided which area within e-mobility to investigate and which target audience(s) to focus on. Deep interviews were then conducted with individuals and companies from these target audiences. And based on that, the customer journey was mapped.

An important aspect that the tool contributed to was to enable prioritization, to break down the big picture into components that were accurate from a customer perspective.

The tool provides possibilities to toggle the levels of detail, i.e. to be able to zoom in on a detail of a digital interface, or zoom out for an overview of an operational perspective.

An important aspect that the tool contributed to was to enable prioritization, to break down the big picture into components that were accurate from a customer perspective.

The Solution  —  Digitalization Maps

The solution became an unconventional customer journey map. In Fora’s digitizing map the customer moves vertically from the top down rather than horizontally, from left to right. The reason for this is that Fora’s customer journey consists of a few major areas of events occurring independently of each other without any chronological order. This structure was chosen in order to show a deep level of detail and still maintain a good overview.

1. Entries to Fora’s digital customer experience: Activities that make the customer engage with Fora.
2. Life events / business events: General customer situations were described in the form of life events or corporate events e.g. to “have children” or “hire new employees”.
3. Pain points: Places in the customer journey causing problems for the customer.
4. Use Case summary: Brief description and heading to the Use Case in the form of customer objectives.
5. Flowchart: Charts in detail showing flows and decision logic and which routes the user can take to attain an objective. Made in Illustrator and imported as images.
6. Use Case description: Description of use cases that in text summarizes the customers objective and what it takes for the customer to attain it. It describes, for example, preconditions and success factors, i.e. which needs are fulfilled. It also describes the content / features Fora can provide, what is required from Fora, as well as what is required of the IT platform.
7. Key Pages: Shows how activities in a flowchart can be visualized and gives an example of how a significant point in a flowchart may look like. Key pages are sketches and not final solutions.
8. Outputs from Fora’s digital customer experience: Outputs where the customer leaves Fora with information to complete the task. Shows what the customer is doing, in which channel and to which player the customer moves on from Fora.

The Result

The material compiled in Custellence formed the base for the final insight delivery that was handed over from Transformator Design to Fora. That material is being used on many levels of the company, from strategic work to actual development of touch points. The various ongoing development areas are now kept together by means of the customer’s perspective and prevent them from becoming silos. The insights delivered serve as a knowledge bank in overall customer understanding within the company.

By Daniel Ewerman

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