CUSTOMER CENTRICITY

What Was The Challenge?

For this pharmacy chain, we had previously worked on redefining the company’s culture and cultural values. The next challenge was to improve the client experience so that it aligned with one of the organization’s key cultural principles: “We are passionate about our customers.” 

To ensure this statement rang true, the organization sought to become fully customer-centric. 

How Did We Help In Our Role As Client- And Customer-Centricity Consultants? 

We helped the chain’s collaborators gain the skills and behaviors they needed to design customer-centric experiences. 

As Olivia, we allowed the company to understand its customers’ journey map. We identified the user archetypes at targeted store locations, collecting data on: customer expectations and related pain points at each location, customer touchpoints, and the channels involved in the customer experience. 

We charted the customer experience at every touchpoint in these locations and generated a model of the customer — and the kind of treatment he or she expects. 

We accompanied the organization through this unfamiliar process, as it incorporated a new methodology and interdisciplinary work routines. 

We encouraged collaborators to rethink how they worked on a day-to-day basis and recenter their efforts on customers’ needs. In doing so, we helped the entire organization be more sensitive to the customer experience. 

Finally, we implemented a new customer-centric service model and methodology in the chosen locations, achieving a very high adoption rate in both cases.

What Concrete Actions Did We Carry Out?

Our methodology involved gradual innovation and agility through an interdisciplinary task force made up of the organization’s collaborators. 

Our work was performed in stages. We identified the scope of work and the stakeholders who would become part of the task force. Then we assessed all existing projects across the organization, looking to strengthen customer-centricity within each project. 

We aligned with the company management to define the main attributes of the desired customer experience. 

Once the main challenges were determined, we designed a customer service model, benchmarking customer experience and service models in several industries and analyzing data from mystery shopper research and other relevant tests. 

We carried out collaborative work sessions with the task force, segmenting customers by location and deciding on the archetypes that would guide our improvement of the customer experience. After this, we drew a journey map, starting with the moment when a customer steps into the pharmacy, to understand how they interact with the company at each touchpoint. 

Collaborators performed field work, listening to customers and perceiving the day-to-day work of the company’s front lines. This led to collaborators being more empathetic to the needs of both customers and the customer-facing workforce. 

Through an agile methodology, structured by sprints, we generated a solution to the pain points identified in the journey map. We designed an initial version of this solution and shared it with the workforce, leading the company one step closer to customer-centricity.