![]() ![]() Customer focus groups – Invited customers to focus groups to gauge their reactions to the proposed new experiences.Innovation workshop – Conducted an innovation workshop with a large cross-functional team and from a customer’s point of view, they designed a dozen proposed new experiences to address customers’ expectations.Current state journey map – Placed results from the current state analysis phase into a journey map-a visual depiction of all the customer touch points throughout the relationship with RT.Current state analysis – Conducted extensive primary research, one-on-one interviews with staff members, listening sessions with customers, and in-person observations during oil deliveries and service calls to understand customers’ attitudes and expectations.With a proven customer experience innovation methodology that is rooted in design thinking, Baker Tilly was engaged to work with RT to complete the following: With rare access to a desktop computer, restaurant managers were missing critical account information Account information – RT had an online account information portal but customer adoption rates were low.Unclear information – Even with RT’s dynamic routing system, RT’s customer call center was unable to give customers a firm ETA of when to expect their next oil delivery or service visit, which made it difficult for customers to plan their operations.However, customers were experiencing intermittent oil outages Oil outages – RT’s proprietary oil tanks monitor oil inventory and automatically trigger a delivery.Longtime customers expressed they were not seeing the same personalized, proactive service they were used to when they first became a customer ![]()
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