CASE STUDY

1

Barclaycard

Using Customer Experience to Differentiate in a Digital WorldIn addition to impacting its top and bottom lines, the engagement equipped Barclaycard to respond quickly to rising customer expectations.

The ChallengeEngagement in the digital ageWith the advent of new digital platforms and channels, organizations have been forced to rethink how to advance customer centricity as they engage and serve their customers.

Barclaycard recognized that to achieve customer centricity across the organization, they would need to modify Key Performance Indicators (KPIs), organizational roles & responsibilities, processes, technology, and investment prioritization.

The SolutionCombine customer journey mapping with LEAN principles Barclaycard, already recognized as a pioneer in the field of customer experience, needed to determine the best roadmap to transition from a product-centric operating model to one that would better deliver what customers wanted. They knew that to thrive in a digital environment known for persistent change and invention, it needed to equip its organization to engage customers and solve their needs even more efficiently and in new ways.

To address this, they enlisted West Monroe Partners to develop a framework to capture and map key customer journeys, tie them to underlying value stream maps (VSM), and incorporate voice of the customer (VOC) measurement.

The framework allowed journey owners to identify key problems that impact the customer journey, then prioritize projects to allocate resources more effectively.

Operationalize the customer experienceWest Monroe developed a proprietary Customer Journey Mapping (CJM) methodology to create links between customers’ interactions with Barclaycard and its underlying processes. The CJM revealed the impacts that operations have on the customer, as well as the costs to the business to deliver a superior customer experience.

The ApproachPhase I: Mapping the landscapeBefore conceiving a future state, West Monroe helped Barclaycard remove silos between its business and technology and identify core processes that would differentiate customer experiences. Together the team mapped over 100 projects to points in the customer journeys, uncovered duplication, and sequencing opportunities, and employed a roadmap to:

w Develop key personas

w Conduct journey mapping workshops with key business stakeholders data

w Map corresponding value streams for selected journeys

w Tie business processes to VSM steps and gather functional data

CASE STUDY

2 © 2018 West Monroe Partners | westmonroepartners.com | 800.828.6708

PAUL HAGEN Senior Principal, CX

JOHN VANCE Senior Manager, Operations Excellence

FOR MORE INFORMATION, CONTACT

phagen@westmonroepartners.com jvance@westmonroepartners.com

Based on links between customer action, perceived sentiment during that action, and waste in the value stream, an inventory of future state ideas and projects emerged.

Phase II: Understanding how vulnerabilities in processes can impact the customer’s journeyAfter the mapping exercises, West Monroe took a deeper look into previous incidents that negatively impacted the customer experience. These incidents were assigned to the journey in which they started, as well as the process step that contained the root cause, giving Barclaycard an understanding into both the operational and customer impacts they created.

Finally, as root causes were identified, and solutions developed, they were paired with the CJM inventory and fed through West Monroe Partners’ scoring model. The output was a journey-based, prioritized list of projects that can be quickly

pivoted depending on the current business strategy.

The ImpactExecutive alignment around a CX-enabled organization with clear priorities setWith a customer-centric strategy in place, Barclaycard is better equipped to compete in a digital world where expectations, operations, and delivering value require streamlined operations, faster speed to market, and better anticipation of changing market conditions. Journey owners now have authority to span cross-functional boundaries and the ability to prioritize projects that improve both the customer experience and business performance. Barclaycard will be better able to allocate their strategic investment dollars. More importantly than hitting the top and bottom lines simultaneously, they will be able to quickly respond to their customers with lasting, effective solutions.

“Traditional Customer Experience projects often show little consideration for the operational impacts the solution will have.”

Sylvia Veitia Head of Customer Experience, Barclaycard US