Researching and Designing an Enterprise Messaging Strategy for Business-to-Business Customers for an American financial services giant
Highlighted Skills Used:
Semi-structured user/stakeholder interviews
Process Design/Business Strategy
Current-state and future-state service blueprints
Presentation Design + Achieving Buy-In
Requirements gathering, synthesizing, prioritizing
Anecdotally, the business-to-business (B2B) division of an American financial services giant believed that they were “over-communicating” with their customers, who are mainly accounts payable and receivable and treasury managers in corporation’s accounting offices.
Assumption: we are over-communicating with our customers – from in-app to snail mail and email, online and printed help content, etc.
Ask: across all wholesale (B2B) lines of business, devise a strategy for communication and messaging for all customers – via all channels, with all business customers
Goal: gain buy-in from senior leadership in order to obtain funding to roll out messaging strategy
Goal: ensure messaging strategy is scalable and recommend method(s) for implementation and scaling
Research Gathered/Methods Used:
Primary research to confirm/refute hypothesis – is this really the issue?
Semi-structured interviews with 40 team members
Structured interviews with 15 customers and people who fit customer personas
Service blueprint to visualize entire end-to-end and surface-to-core view of messaging process
Evaluation of 2 most recent years of call center logs
Gathered and evaluated secondary research on consumer trends with regards to how they expect businesses to communicate with them
Service blueprint and kano models for roadmap/implementation recommendations
Paper and low fidelity digital prototypes and proto personas
Body storming for concept exploration
RITE testing prototypes
Team members from Marketing, Communications, Publishing, Production, Product Management, Content Strategy and Editorial
Customer proxies – people working in service industries in the “back office”
Customers received multiple versions of the same communication in multiple channels, but we were still not necessarily reaching the right person in the best way
the issue was less about the volume of communication and more so the lack of tailoring to individuals
The root of the issue began with the lack of a single source of record for all customers
Measurements of Success: Did we achieve executive buy-in?
Executive leadership signed off on partnering with internal teams to realize this vision
Budget was approved for the first phase of work