Customer experience research
Fragmented customer experience was something we saw not only in our clients — on/offline store owners — but also inside home. So we mapped Linx Commerce client's journey, involving multiple stakeholders.
We didn't know how clients (merchants) perceived our services and products, but felt we were a siloed company, even not being too large at the time.
How could we learn about our clients, our partners and ourselves, while making internal knowledge flow between areas?
I was assigned to map the present experience of that time (Q4/2016), in a more holistic way we were used to do. The company was already mapping and reviewing its processes, so the timing was good.
I had done a customer journey mapping in a previous work experience, and it has fostered good conversations, leaving siloed visions aside (at least for a moment).
So I created a semi-structured script for interviewing our clients. I accessed our base, filtered some names, and invited them for a phone/Skype conversation.
At the product team room, I fixed a large panel of paper, with post-its indicating 1) moments in the journey, 2) touchpoints and 3) inputs about both of them. I also invited people from all the company to come in and give evidences based on their history interacting with clients.
I had the helpful hand of a colleague in executing interviews with clients. We did 25 interviews. Doing this partial-time while I keeping other assignments, the whole process took us two month.
The whole thing culminated with a workshop involving 17 people from different areas of Digital Commerce Group (DCG, that later became Linx Commerce). In this group dynamic, we all read the interview answers and plotted them in the mural, accordingly with the moment and the relevance in the journey (red dots).
Outcomes and results
The workshop created intense feelings on participants.
For the first time, people from different areas were having a conversation based on this common ground: the client's perspective.
However, this feeling was not enough to motivate us and the company to make a cultural shift, and change its fragmented way of seeing things. Not too much had degenerated into actions after the workshop.
A research or a group dynamic has little value in a context where the company or the people aren't willing to sacrifice or invest something, in order to change. Otherwise, we'll have a “luxurious help" (to quote a brazilian songwriter), good for alignment but expensive and with low return.