One of the key moments for bunq was the customer onboarding registration. Since the sign-up flow is the customer’s first experience and contact with their different products, bunq designed a smooth onboarding experience that starts a conversation with the customer, has zero paperwork, and only takes 5 minutes. This a good example of designing a customer experience that fills the gap between what consumers need and what is currently offered in the market.
Based on our experience, a powerful tool for a successful customer experience design is the creation of personas. To make sure that the needs of the customer are met, organizations can set out a maturity assessment of their customer experience. This was done for one of our clients who wanted to transform from a product-focused to a customer-focused company, in line with their purpose. The maturity assessment enabled them to gain insights into their current customer experience and compare this to the industry standard. Based on these results, the desired state of the customer experience was designed and transformed into detailed customer experience initiatives.
After the customer experience is designed, the service model design ensures consistent service quality across the entire organization. After bunq launched its onboarding experience they saw that 54% of the users dropped off when entering the welcome screen. To improve retention in the app they found out that simplifying the welcome screen to only one option would increase the signup rate by 16%. By introducing this new flow, they built and scaled their service quality, which helped them go from 5k paying users to 60k paying users in 4 months (Premium and Business).
Next, we are looking at the existing operating model and capabilities to understand which elements of the customer-centric strategy and design can already be delivered, and if there are capability gaps that need to be addressed. Addressing the capability gaps requires understanding what needs to be done to close these gaps. Articulating this in initiative charters describing changes to people, processes, technology, risks, and dependencies provides the context for making a clear investment decision(s). This is brought together in a business case. The business case supports the overall decision-making. In parallel, we outline the initiatives needed in a transformation plan and roadmap planned over time. The overall design of the future experience and what needs to be done to get there, has to align with the strategic positioning defined earlier. This is a very important part of decision-making.