CHALLENGE
How might we reduce operational costs for the company in the aspect of personal data management and increase the customer satisfaction with our services at the same time.
INSIGHTS
LACK OF PROPER CURRENT SOLUTIONS
The costs were mostly created because the customers decided to call a customer support or agent, or send a letter with their request and then a clerk would make the change for them.  As we found out, the reason was that required services either didn't exist as online applications or the ones existing were performing very poorly when it comes to conversion and automatisation.

COSTLY LOOPS
When a request comes in, some information are usually missing which creates back and forth communication between clerk and the customer, oftentimes via a letter. That prolongs the process and creates additional costs.

SOME PEOPLE JUST WON'T DO IT ONLINE
We've discover during many testing sessions that no matter how good the online solution is some people will always choose to file their request "offline", either by calling someone or sending a letter because either they like to keep it personal or they are so used to the letters that for them it's easier than an online process (although technically it isn't but it's just the perceived ease that matters :) So we realised that we won't be able to get rid of the "offline" touch points completely, instead we need to automate the changes that come in through there as much as we can.
SOLUTION
It became clear that what we need to do is to deliver easy to find and use online applications that customers can use themselves. We also need to automate the proces of performing the change at every "offline" input point.  Which means, not only automating the change process from the application the customer use but also every other touch point, where a request comes in i.e. letters, Agents, customer service should be automated as much as possible.​​​​​​​
As KPIs we took 
Net Promoter Score as a measure for customers' satisfaction.
Procent of fully automatically processed requests.
THE WAY
We started by doing a bunch of user research, mostly interviews and co-creation sessions in order to gather insights about our customers. We made personas, customer journey maps, flows, use cases, analysed current processes and then started with wireframes and graphic design. We were working iteratively on our solution, performing usability tests every month. We had to overcome many obstacles deriving from legal, technical, political grounds. Trying to simplify every process we could and working out the best compromise when we couldn't.

IMPACT MAPPING | Lean Startup Methodology
When we reached a point where we didn't exactly know what could be the next step for us, we used the Impact Mapping methodology which opened our perspective to so much more potential ways of reaching our goals, we haven't consider before. Also, the effect of using it was that suddenly it became absolutely clear for everyone what is our KPI, what is our goal and it change our discussions from generating general ideas and randomly prioritising into comments like "but how will this idea get us closer to our goal".

FINDINGS FROM TESTING
We tested our solution a lot, found a lot of interesting insights and a great way of debriefing after an interview but one of the findings that got me personally very interested was when a user commented a "Write a message to us" field that he would never use this feature but it's very important to him that this field is there because it shows that the company is open for a communication with its customers. Apparently, sometimes some UI components can serve more purpose than just a functional.
MY PART
I was working in an Agile Team and was responsible for strategy, architecture, research, design, support in implementation, improving conversion and analysis of statistical data with Google Analytics.

Analysis of current processes  |  Customer Journey Map  |  User Scenarios  |  Flows  |  Wireframes: Axure  |  Graphic Design: Sketch  |  Prototyping: Invision  |  UX Copywriting  |  Content Strategy  |  User Testing: Strategy, Script, Analysis, Implementing changes  |  Google Analytics  |  Agile  |  Lean Startup: Impact Mapping  |  Card Sorting  |  Cooperation with Devs, BAs, POs, Stakeholders, Other teams, AM, CX​​​​​​​
IMPACT
–– Simplified and/or digitalise some internal processes for the customers (pretty big challange in a big corporation like Allianz)
–– Increased conversion by 50% (!)
–– Performed experiments in order to improve the conversion i.e. the order of steps in the process [personal data start vs end]
–– Increased NPS [Net Promoter Score] by 122 points (!)
–– Increased SUS [System Usability Scale] by 20 points (!)
–– Discovered new impact potential with Impact Mapping [Lean Startup Methodology]
–– Delivered helpful features that were discovered through research and precise description of use cases
Allianz 2017-2019
0
46
0
Published: