CHALLENGE

To redesign the experience from the perspective of the tangible and intangible environment and experiences of six user journeys: Billing, Customer Service (office - contact center), Debts, Home Care, Unscheduled Interruption, Scheduled Interruption. Redesign based on what supports them in terms of processes, systems, and people.

CREATIVE PROCESS

Through 59 instances of internal data collection, 17 field observation sessions, 37 interviews with frontline staff, and 117 interviews with customers; the culture, operations, expectations, alternatives, and goals of the sanitary company were understood. By studying the service in its entirety, including both those who deliver it and those who receive it, a total of 130 problems from the various customer journeys were identified. From these, eight archetypes emerged, which served as a guide for future design.

SOLUTION

The design proposal was created based on the diagnosis, various backgrounds and references, three service attributes that the Sanitary company needed to convey, and a general service model that was developed based on the origin of all problems: Customers tend to become aware of the sanitary company only when a problem or difficulty arises for them, and everything that positively affects the customer remains invisible or is not communicated consistently in the experience. An ideal customer service model was redesigned in channels and six new customer journeys along with cross-cutting initiatives with a multidisciplinary team between design and process engineering, to cover the experience from the customer's perspective and from the operational side. To measure the impact and efficiency, a series of indicators were proposed that allow for monitoring the customer experience and the processes that support it.