Defining the ideal service experience for a new customer-relationship management system
Design how would be the ideal service experience for the new system that would support all paid digital products of Globo Group.
Design lead / Service Designer
Team & Time frame
2018 - February to April. I designed this with Wesley Marçal, a UX designer. The project also had many developers and consultors to define the company system and support tools.
Globo group is the biggest media company of latin america, started as a newspaper in 1925, later expanded to radio, magazines, books, free-air and cable television, movie productions and, of course, internet. At the time, Globo Group had 11 paid digital products: Subscription-based streamings services, News, Internet services (E-mail, antivirus and wi-fi hotspots) and even a kind of social soccer managing game that is a hit in Brazil. This project is the start of a longterm evolution of a new system. They hired my team at Accenture Interactive to map the ideal service experience for this system, focusing on the new CRM platform. Globo group wanted to give the users full support to solve their issues in a fast and simple way, from their computers or mobile phones. This project was done in Rio de Janeiro, our entire team traveled there every week just for work on the project.
The design project was divided into two parts, this document only covers the first part: Understand and design the ideal service experience to be followed. In order to define this new experience, we delivered a Service Blueprint centered on the user and the main wireframes. This would be used as a guide for the second part where the new system would be designed, tested and implemented.
The first thing that we done on this project was to understand the status quo of the company and learn about their objectives. We did a deep dive to fully understand the business. We've done several focus groups with the stakeholders of all the products. The company have too many digital products and we needed to learn about them properly. Each product has its own business model and specific issues that the users faced.
We also learned a lot of the design challenges of the company, we had frequent meetings with their design leaders. They provided a lot of data that helped us see all the known user pain points.
After understanding the company we needed to understand the users. Our main problem was the huge product ecosystem. We didn't have the time to interview the users from all products properly. We already knew some of the user issues but we still needed to learn more about the users point of view.
To empathize with them, first, we tested all these products and took notes of the issues that we found on the current self-service support. It was hard to believe that it was so old and ineffective: users could only start an online chat or change the credit card and personal data. Anything else they would need to reach the call center.
We spent a day at the call center listening to the users' problems. This was so helpful because the success of our service would result in a decrease in these calls. We needed to design an experience so the users don't even need to call anymore. We needed to know the main issues that they had. The shadowing on the call center answered this for us, and it became clear that the majority of problems was simple, like payment issues, problems at the purchase flow and cancellation. At this point, we had a list of pain points from the users and from the company.
The pain points list was now being sorted into the current service moments of Globo Group - moments of interactions with their customers. We divided into seven moments:
Create to the customer - The start of a new digital product.
Communicate to the customer - Present this new product to the users.
Offer to the customer - The users purchasing this product.
Supply to the customer - Providing the product service to the users.
Charge the customer - The monthly payment of this product subscription.
Support the customer - When the users need support for a product.
The loyalty of the customer - Increase engagement with the users to avoid churn.
These steps guided the future experience, we needed to see the whole process to design an end-to-end experience. Each of this moment has its pain points defined. We started to analyze external products and services that do a great job avoiding these issues. The insights that came from this analysis was combined with the user needs. That resulted in principles that should be followed to guarantee a great user experience. We defined three main principles for the whole journey:
For all users- The vast variety of products reflects in having really different kind of users, and the system must be easy all of them.
Consistency - Users that have more than one product must have a consistent experience between these products
A reason to Stay - Product teams should keep updating their services to make the users loyal
We also designed seven secondary principles, one for each moment of the service journey:
Anticipate the needs of the user.
Consistent and personalized experience among all mediums.
Offer what the user wants, always surprising them.
Efficient and flawless experience whenever the user wants.
Clear and safe charges, in a simple way.
Empower the user on support, talk in a simple and clear way.
Know the users and give them a reason to stay loyal.
The map of an ideal new service experience should present the user journey - showing how the users interact with the service. But for this ideal experience to work, we also maped what the company has to do to make this happen. We chose to represent this experience in a service blueprint, exploring the interactions of the backstage (system actions) with the front stage (user actions).
To start we needed to define all the main features that the new service should have to fulfill the user needs. To represent how these user/service interactions are, we created 3 proto-personas based on the empathize phase. These proto-personas also are users of some of the products, they are:
Clark - He represents the older users that still have legacy products like the e-mail account, the Wi-Fi hotspots, and the anti-virus solution (all these products were discontinued but they still provide support for the users)
Ralph - He represents the sports subscriber: soccer game, soccer streaming, UFC streaming and adult-content streaming.
Barbara's Family - They represents the family content consumer: movies and series streamings, and daily news subscribers.
The main interactions that we defined for the new experience were:
Collect and analyze user data to constantly update the experience and improve suggestions and personalization for the user.
Gift card system for all products, to encourage users to get new users.
Consolidated and clear receipt for the user, showing all products that they had in the same receipt.
Cancel, suspend and reactive subscriptions in a simple way.
Let the users provide feedback on the support and knowledge base to improve the quality of the service.
Offer free trial periods without charging the user.
Retain unsatisfied users with the possibility to change the product that they subscribe to.
With everything that we needed already planned, it was only a question of time for us to finish the final version of the blueprint.
This will provide guidance on how a service will be provided, specifying the staff actions, and what the support systems need to deliver.
Account management wireframes
Along with the future service experience, we designed the first main mobile wireframes for the new support, solving the current users' needs and following all defined principles. This would be tested and evolved in the second part of the project. Also, the screens helped the client see how this experience will be at the end of the project.
The current account management is outside the products, the users need to go to a separated webpage to reach it. Our hypothesis is that each product needs easy access to the support, inside of it. But they also need to have this outside account management for the users that subscribe more than one product - They need a place to manage all payments together. There is also the family plans: the family members see only the support for the product, only the main account owner could control the payment methods and cancel the subscription.
Account management inside a specific product
With its product style to keep the flow consistency
Account management outside the product
Where the account owners manage the payment for the products that they own
This was a really important project for my career, I spent 3 months traveling every week from São Paulo to Rio de Janeiro, working every day at the headquarters of Globo. The complexity of the business was huge, it was a real challenge to lead the design of this new service experience.
The project was really well received by the stakeholders that they wanted us to design and implement the second part of the project. A month later I was heading back to Rio de Janeiro to lead the second part of this project, but I didn't finish it because It was the time that I left Accenture to join Motorola.
It was really tiring to travel every week, but at least I woke up earlier every day to swim a bit at the beach. 😎