The post George Brown College appeared first on Say Yeah!.

[row width=100p]

[image_view width=50p id=338 size=large height=480 /]

[wrap_view inside=x-none,y-64 width=50p flex=flex,center]
[view width=xs@100p,sm@100p,12]

Uncovering opportunities for improved service

We worked with Ontario’s major public sector benefits provider to uncover short-term and long-term opportunities to deliver improved service to benefits seekers. By first conducting the research necessary to understand the customer journey of current and potential benefit seekers across a variety of programs, we were able to identify current state and future state scenarios based on real-world personas and digital access scenarios.

[/view]

[/wrap_view]

[/row]

[row inside=y-64 color=brand-style]
[view]

This device is one of the key products sold by Pall that plays no small part in ensuring the factories of their customers are able to continually operate multiple daily shifts, every day of the week. In providing this product to their customer, Pall has a number of moving pieces to support, including the factory machines themselves, along with machine operators, and factory managers.

Pall’s key role in supporting this fine-tuned industrial ecosystem: providing a filtration system that ensures the health of oil and other liquids necessary to keep factory machines operating.

The goal for Pall was to improve on their existing filtration systems by providing a connected, smart filter to their customers. There were several opportunities a smart filter would allow this organization to capture.
[/view]
[/row]

[row inside=y-64]
[view]

Because these filters became part of an industrial machine that needed to run continually, that were not intended to be shut down, and did not provide any visibility into the health of the oil that was running through them, there was very little machine operators could do to understand the health of the liquid, or the filters.

If there was any potential issue implied by a chance in the way the machine was operating, it was a costly, manual effort to shut it down and then run a lab test on the liquid. The idea of the smart filter presented several benefits.
These benefits included the ability of notifying machine operators and plant managers that there’s been a change in the performance of the liquid, or that a filter needs replacing.

From a business point of view, this meant the organization could provide customers with unexpected insight into the operation of essential machinery, including preventing potential shutdowns, plus they could manage inventory and forecast sales based on the actual usage of the filter.

[/view]
[/row]

[row inside=y-64]
[view]

Problem definition

The challenge was to ensure that the connected filter was, in fact, smart in how it solved these problems. We’ve seen it before, where connected devices which gather and disseminate data do not provide added intelligence or streamline processes. Too easily, the smart filter software interface could have been a one-size-fits-all notification system and performance data dump. This would have meant a convoluted interface for machine operators, distracting them from their mission critical responsibilities, while anyone with access to the system would get all the notifications, regardless of whether or not they could act on them.

From a practical point of view, we needed to ensure that the filter and related software served the day-to-day responsibilities of factory staff, either by providing them with insight specific to their roles, streamlining process, or reducing workload. To do so, we needed to intimately understand factory systems and the roles of staff who ensured continual operations.
[/view]
[/row]

[row width=100p]

[image_view width=50p id=338 size=large height=480 /]

[wrap_view inside=x-none,y-64 width=50p flex=flex,center]
[view width=xs@100p,sm@100p,12]

Solution: How journey mapping uncovered the solution and helped define the product.

The journey mapping exercise for Pall involved focusing on the user group for industrial filters. There were two key people or personas to cover: the machine operator and the factory manager. Both groups were dependent on one another to ensure the factory continued to operate, so both journeys were essential to understanding the factory system.

Responsibilities varied, but there were identifiable stages and sets of responsibilities, beginning with daily routine requirements, periodic maintenance, and condition-based requirements, such as a machine performing below an acceptable threshold.

With insight and specificity on each person’s responsibilities and relationships between the groups, we were able to identify key factors and behavioural requirements that helped shape both the smart filter itself, and the behaviour of the software interface that provided data and notifications.

For example, we identified the following:
Factory managers were not as mobile as machine operators. They would benefit more from a desktop-based web portal which included detailed, historical performance data and updates on notifications which may have been disseminated to a variety of machine operators.

Machine operators were necessarily mobile, as they often were responsible for multiple machines or even multiple factory locations. This meant a smartphone interface—with location intelligence built into the filter software—would help each operator stay on task and ensure they only received notifications that were pertinent to them.

The resulting smart interface fed by a smart filter meant that the factories would operate even more efficiently, giving our client more capability to up sell customers to the smart filter system, and charge accordingly.
[/view]

[/wrap_view]

[/row]

[row color=black inside=y-64]
[view]

The results

• senior management alignment on investing in new technology through market research, prototyping, and validation;
• established an evolutionary competitive advantage with the introduction of a smart filter;
• the ability to presell the smart filter based on alignment with market needs;
• reduced time to market with a focus on validated customer needs, rather than assumptions.

[/view]
[/row]
[/section]

The post Pall appeared first on Say Yeah!.

[row inside=y-64]
[view]

For legacy organizations, digital transformation can be a daunting task. Ingrained behaviour, a traditional culture, organizational structures, and team capabilities can make digital transformation seem like a pipe dream. But it’s not. Our system strategy framework sets the foundation for activities and learnings that can make an immediate—and growing—impact towards improving service delivery and customer experience.
[/view]
[/row]
[row width=100p color=brand-style]

[image_view width=50p height=400]
[wrap_view width=50p flex=flex,center]
[view width=xs@100p,sm@100p,12 inside=y-64]

“…We were able to identify current state and future state scenarios based on real-world personas and digital access scenarios.”

[/view]
[/wrap_view]

[/row]
[row inside=y-64]
[view]

We worked with Ontario’s major public sector benefits provider to uncover short-term and long-term opportunities to deliver improved service to benefits seekers. By first conducting the research necessary to understand the customer journey of current and potential benefit seekers across a variety of programs, we were able to identify current state and future state scenarios based on real-world personas and digital access scenarios.

Digging deep into current program delivery models—and existing digital products, from web-only to mobile-tuned apps—we were able to identify and coach the various program delivery teams through best practices and ongoing approaches to bring improved products to market and refine existing products to improve adoption and engagement.
[/view]
[/row]
[row color=black inside=y-64]
[view]

The results

• Embedded processes and best practices to help the team take next steps to product improvements on their own
• A clear understanding of how and where to improve service delivery across a variety of programs in order to exceed customer expectations and accelerate service delivery
• Understanding where program alignment and internal team collaboration across a variety of programs can improve customer experience
• A short-term action plan for quick wins that will improve customer adoption and engagement
• Forward-thinking product refinement and new channel opportunities to accelerate program-delivery and reduce administration costs.

[/view]
[/row]
[/section]

The post Ontario Government appeared first on Say Yeah!.

We worked with Virgin Gaming to help them analyze a process that was hindering consumer transactions and preventing an entire department from keeping up with customer requests.

[/view]
[/row]

[row width=100p color=brand-style]
[image_view width=50p height=400]

[wrap_view width=50p flex=flex,center]
[view width=xs@100p,sm@100p,12 inside=y-64]

The solution

Through our discovery process, we identified and mapped a 50+ step process required for each transaction which interacted with consumers and staff, and three other technology platforms, in addition to the internal tool.

We formulated a faster and easier service mapping process to help this team keep up-to-date with their customers; turning a 45-step process into just three steps.

Our system review and technology analysis uncovered a path to automation which reduced human error, reduced transactional time, better informed staff and consumers, and simplified the technology stack, ultimately reducing the staff requirements from 4 staff to 1, allowing the director and other staff to shift to more impactful projects and tasks.

[/view]
[/wrap_view]
[/row]

[row color=black inside=y-64]
[view]

The results

• We were able to align senior management on investing in new technology infrastructure which was shown to decrease staffing requirements by 1/4 and be paid off within 12 months of launch.
• We were able to take a largely manual, 30+ step process and reduce this to a 3 step process for staff by leveraging automation, integrating a variety of departments and services through process and technical refinements, and developing and audit and notification system to address potential regulatory issues.
• We were able to free up the day-to-day responsibilities of a co-founder so they could get back to focusing on strategy and more impactful operational requirements.
• We were able to map out and development an interaction and data-driven audit framework and reporting system which shared regulatory issues across finance, security, and C-Suite, while providing real-time access to details which were previously tracked manually or required a Business Analyst to run a periodic report to be read and analyzed on an, at-best, weekly basis.
• Auditable security process
• Reducing human error
• Reducing staff costs

[/view]
[/row]
[/section]

The post Virgin Gaming appeared first on Say Yeah!.

For Tourism Toronto, going mobile meant understanding how to transition from a largely at-home customer experience to understanding how to best drive engagement for consumers who may be at home, in transit, or on the go across the city. This kind of transition goes well beyond technology. In this case, we had to work with the organizations to expand content and extend sponsorship opportunities to cover new use cases.
[/view]
[/wrap_view]
[image_view width=50p height=400 /]
[/row]
[row inside=y-64 color=brand-style]
[view]

First, understanding customer goals when they’re at home and planning a trip, on the road to the destination, and at the destination, whether for work, family, or other leisure time, meant that we could outline new use cases. With the move to mobile technologies, just-in-time location based event and destination details, user-generated content, and trip planning and mapping all became increasingly compelling for even the average, non-technical user.
[/view]
[/row]
[row width=100p]
[image_view width=50p height=400 /]
[wrap_view width=50p flex=flex,center]
[view width=xs@100p,sm@100p,12 inside=y-64]

We worked with the organization todeliver a new, award-winning, on-the-go experience which provided more comprehensive city-focused content to visitors, helped visitors explore the city like never before.

We worked with the organization to deliver a new, award-winning, on-the-go experience which provided more comprehensive city-focused content to visitors, helped visitors explore the city like never before, extended ongoing marketing campaigns to increase social sharing of photos and videos highlight great city destinations, and provided new revenue opportunities for sponsors by providing new location-based benefits.
[/view]
[/wrap_view]
[/row]

[row color=black inside=y-64]
[view]

The results

• Increased consumer engagement with sponsors;
• Increased social channel engagement across ongoing marketing campaigns;
• Increased “time-on-site” for each visitor to the organization’s digital properties with the addition of this stickier channel;
• Improved customer satisfaction scores from city visitors.

[/view]
[/row]
[/section]

The post Tourism Toronto appeared first on Say Yeah!.

We worked with Kanetix to help improve their customer experience by aligning various divisions across their organization. Initially, marketing, product, and the call centre team responsible for converting interested customers into revenue generating customers largely operated independent of one another. But from a customer point of view, they had a relatively straightforward customer journey which took them from awareness to purchase.

Customers would find out about an opportunity to save money through advertising, search engines, or other partnerships. They would click through to the website and be encouraged to get an insurance quote. Once they received their quote, they would have to call into the call centre and take next steps with call centre staff in order to earn revenue for the company.

[/view]
[/wrap_view]
[image_view height=400 width=50p]
[/row]

[row inside=y-64 color=brand-style]
[view]

Problem definition

With distinct, internal teams across marketing, product, and the call centre team, customers would run into a number of issues. Marketing may promote a message that wasn’t in line with the product design or call centre scripts; the product team would update the product unbeknownst to the other divisions, causing a particularly tough time for the call centre team who were working from preset scripts and required these to match the product precisely.

[/view]
[/row]

[row width=100p]
[image_view height=400 width=50p]
[wrap_view flex=flex,center]
[view width=100p@xs,100p@sm,12 inside=y-64]

“We were able to rally these disparate teams to work together, ultimately improving morale, efficiencies, and organizational capability, while improving customer experience at every step.”

[/view]
[/wrap_view]
[/row]

[row width=100p]
[wrap_view flex=flex,center]
[view width=100p@xs,100p@sm,12 inside=y-64]

Solution

Beginning by highlighting the customer journey which crossed various internal teams and pointing out the service delivery inefficiencies caused by a lack of internal communication and collaboration, we were able to rally these disparate teams to work together, ultimately improving morale, efficiencies, and organizational capability, while improving customer experience at every step.

Now marketing and product work together on promotional alignment, going so far as sharing access and findings from ongoing A/B tests and upcoming campaigns and product plans. The product team now works closely with the call centre, not just to inform of scheduled product changes, but to uncover new opportunities to improve the product for customers by tracking support issues and working with the support team to uncover areas of inefficiency for both the customer and call centre staff.

[/view]
[/wrap_view]

[image_view height=400 width=50p/]

[/row]

[row inside=y-64 color=black]
[view]

The results

• Improved conversions on marketing campaigns;
• An increase in the conversion rate of paying customers;
• An increase in the frequency of ongoing product improvements;
• Reduced call centre staff time providing customer support.

[/view]
[/row]
[/section]

The post Kanetix.ca appeared first on Say Yeah!.