Respect, Choice and Support in a Time of Need

To provide the strong foundation on which we would revitalise icare's customer experience, we conducted a deep dive into their client's actual end to end journey.

By tracking negative interactions and moments of customer truth we were able to understand, in detail, exactly where workers did and didn't value the experiences with icare's team.

From that granular approach, we built an actionable suite of initiatives that would refocus the customer experience, eliminating pain points and bringing about a positive and lasting cultural change.

Our first step in building icare's new CX program was to make sure everyone was on the same page, interviewing key stakeholders and reviewing past initiatives and existing customer research.

At Proto, we understand that the best way to build and deliver an innovative CX design, that consistently delivers results, is to focus, truly and viscerally, on our client's customers and their needs.

So, with both icare and Proto in full alignment on the goals, timing and methods of the project, we were able to drill down into the current customer journey, pulling invaluable data from online surveys, face-to-face interviews, customer diaries and working hand-in-hand with icare staff by shadowing call-centre staff and double-jacking during customer calls.

Drawing on the data produced by our customer analysis, we were able to identify four main themes or areas of friction on the customer journey that would need to be addressed.

As part of our "outside-in" approach to CX design, our next step was to communicate these themes with icare, both to project stakeholders and the wider organisation. Helping staff develop a deeper understanding of their customer's needs and communicating experiences and verbatim that could be leveraged across the entire organisation.

Working closely with the icare team, we created eleven actionable initiatives that worked in concert to eliminate the identified areas of friction and create a roadmap to the ideal customer journey. This resulted in a 69% increase in the number of service requests communicated within 5 days and a significant 41-day reduction in approval times.

We introduced a defined set of customer experience principles, based on the insights revealed by our research. Guided by these principles icare implemented initiatives which increased the number of low risk service requests communicated the same day by 82% and enabled 56% more service requests to be classified as low risk vs. high risk.

We left icare with a clear, actionable and scalable customer experience strategy built on respect, choice and support that adapted to their customer's changing needs and a customer experience vision that would keep those needs at the heart of future business decisions.