Customer Experience & Service Design Archives - Ekino global

The objective – Increase membership of the rewards loyalty program

Helping markets increase customer engagement and loyalty, sharing data and communication best practice to increase membership of the Starbucks Rewards loyalty program and the myStarbucks app.

The challenges – Use datas for a better knowledge of the members

Since 2012, Starbucks EMEA has focused on operating margin growth, seeing significant business success. However, this growth has fostered a mainly transactional relationship with its customers, and while sales went up, the brand itself was watered down. How could Starbucks use data to get to know their customers and members better ?

The EMEA region is one of the most culturally diverse regions in the world. This combined with further complications created by sub-divisions of equity markets and franchisee markets, meant that it is crucial the brand behaves differently when engaging multiple stakeholder types.

Our solution – Customer driven experience to increase engagement

Analysis of the brand challenge across the region showed us that people don’t really ‘get’ what Starbucks is truly about. Generally, people saw Starbucks as a premium, yet very transactional, brand.

Havas CX created a clearly defined role for communications by bringing to life the hidden aspects of the Starbucks brand, creating more meaning in people’s minds and building a new end-to-end customer experience. Achieving this in a highly complex region meant that a tailored communication and enablement approach was necessary to efficiently optimise the opportunity across all 43 markets.

We did this through:

• Creating efficiency and identifying growth – modelling out market clusters, taking 43 down to four, each with its own strategic focus
• Bespoke journeys and messaging – developing customer experiences specific to each of the clusters

We then put theory into practice across a range of channels – personalising at scale and implementing new initiatives in markets every day:

• AR menu boards via the myStarbucks app serving personal menus and prices based on the customers’ behaviours, including previous purchases and favoured locations
• Personal messages from a customer’s favourite store, including thank you messages from the store manager

The results – 48% more customer engagement

Through ongoing data-led optimisation of the Starbucks customer journey across EMEA, Havas CX is improving the activity of new members – activation rate has increased from 27% to 40% and these active members go on to contribute 12% more revenue for the business than non-members.

Comparative to previous campaigns, our work in segmenting audiences across EMEA has led to a 67% increase in sign-up rate off the back of our tactical campaigns, which in turn has led to gross incremental sales of £171,585 within a 2-week campaign window (significantly outperforming previous campaigns).

The objective – Personalised site experience

One of the UK’s largest supermarket chains, Sainsbury’s have been dedicated to helping their customers live well for less since 1869. However, research showed that customers’ perception of their food quality was low. To change this they challenged us to create the UK’s number one online food network, building a community designed around the emotional and practical needs of consumers.

The challenges – Adding shopper insights to basket

We began with extensive research into both consumers and the food network industry, mapping the journey consumers take as they interact with food related content—from inspiration to recipes to meal planning to how-tos.

Shoppers have become increasingly active online, searching for ideas and products before buying. And while we found that there was a great deal of content available, what consumers are missing is a food content provider that understands their core needs and considerations: budget and time.

Our solution – Designs to make you checkout

As well as hosting great content, our design for Recipes Hub had to be practical for consumers, and for the business. Working closely with Sainsbury’s and their partners, we incorporated ‘buy now’ functionality, favourites, and Scrapbooks (a way to collect and organise recipes), allowing people to not only personalise their content, but easily turn inspiration into real, home cooked meals.

We tested these features throughout development, and continue to test and optimise as we learn more about people’s tastes and behaviours to make sure the platform is always relevant.

A fully responsive site that blends a mix of fun, practical content and tools to help people eat better by embracing the reality of home cooking in everyday life—making it both aspirational and achievable. Recipes Hub caters for what consumers need today, and builds on Sainsbury’s core message: live well for less.

The results – A successful serving of live well for less

In the first quarter of 2018, from January to March, the new Recipes Hub gained 1.3 million unique visitors and 3.9 million page views, with people spending between 1-3 minutes on the site. Once on the site, these shoppers not only spent more on groceries than those on other pages of the site, they were also more likely to add ingredients they hadn’t purchased before to their basket.

The objective – Putting Maersk front of mind

Over the past few years, Maersk has faced complaints by one of its important customer segments, who claim the brand has had unsatisfactory customer service and reliability issues.

As Maersk introduced innovative new features to address these problems, we were tasked with re-engaging customers, and re-enforcing relationships so as to put Maersk front of mind when it comes to shipping their commodities.

The challenges – Finding the shared stories

To show customers in the segment that Maersk truly does care about providing the best service, we set out to find the shared, “in it together” stories behind thousands of transactions that customers make with Maersk every year. Because after all, these shared stories are what build relationships.

We began with analysis and profiling of Maersk’s first party customer data and social listening data, which enabled us to understand who the targeted customers really are. We looked at the commodities each business ships and the volume of containers being shipped, to see where we could pull out compelling stories that truly elevated the human side of all those online transactions.

Our solution – To create meaningful messages

A multidiEach story was brought to life through hyper targeted media on LinkedIn, which lead with a personal and relevant message for each customer. Our posts presented their data in a creative way, asking customers if they really knew “how many containers they shipped with Maersk last year?” … was it enough, for example, that “when stacked, the containers reach the top of Mount Everest?” or, “how long would it take for a cheetah to run the length of all those containers in a line?” Intrigue led viewers to click through to a personalised landing page where they could find the answer. On the landing page, we also introduced Maersk’s new features, such as Live Chat, which will help to ensure the relationship between Maersk and its customers grows even stronger.

The results – Strongest performance of any traffic-driving social media campaign of the brand

We achieved the strongest performance of any traffic-driving social media campaign the brand has ever run on LinkedIn, with an average campaign CTR of 5.73%, and the best performing audience delivering a CTR of 7.8%. Customers wanted to know the answer to the questions we posed, and the outcome of their shared stories.

The average engagement rate was 8.04%, while two of the targeted businesses delivered an engagement rate of over 10%. This is the strongest Maersk has ever seen on paid social media for static creative.

In addition to the above media metrics, we also started to measure against business KPIs—for example, we’ve already seen an uplift in Live Chat usage by the targeted customers of above 40%, supporting the overall objective of putting Maersk front of mind.

The objective – Implementing an administrative tool for training

Created in 1994, IPERIA is mandated by the professional branches of employees and childcare assistants of private employers to design and deploy the professionalisation offer aimed towards childcare assistants, nannies, family employees, and life assistants. Ekino assisted IPERIA in the implementation of a tool allowing the administrative division to manage their growing activity. This tool (ERP/CRM) was designed to handle the administrative aspects of training for people working in the family and home care professions.

The challenges – How to implement a new IS in the complex and changing training sector?

This project’s challenge was to understand and integrate a complex and changing business to ensure a smooth transition from their old ERP to a new tool, both in terms of internal training and migration/transformation of voluminous data. To this day we continue to support them in this endeavour.

Our solution – The implementation of agile methodologies that meet regulatory constraints

Our teams supported IPERIA in the design and development of the user journeys of IPERIA’s new IS. We worked via agile methodologies to adapt to IPERIA’s fluctuating constraints related to regulations and legislations.

The results – An efficient tool that meets the current needs of users

We designed a modern and efficient tool that corresponds to today’s business needs and takes into consideration the current needs and future evolutions: facilitating the work of data entry and mutualising, among several users, the information to be completed, guaranteeing the exchange of information among several entities as well as the efficiency of the activity in all phases, and facilitating the follow-up and repetitive tasks to allow the business to focus on the target activity.

Objectives – Rethinking supply supervision

Bolloré Energy distributes heating oil, diesel, and gas oil to 600,000 private and professional customers worldwide. On the occasion of the technical overhaul of the main application used by its petroleum product supply service, Bolloré Energy asked ekino and MFG Labs to assist in this tool’s functional and visual design. The objective for this new application was to better support the department’s employees in their daily missions:

• The daily setting of basic sales prices used by the sales agencies.

• Management of stocks and product orders.

• Monitoring the coverage of sales and purchases of products on the stock markets.

Challenges – How to design a tool adapted to different uses in a complex business context?

The oil market being highly fluctuating, the employees of the supply department needed personalised tools. This application had to be efficient and flexible to quickly react to unforeseen events such as a drop in oil prices or strikes at a storage site.

We faced three main challenges:

• Understanding a complex business context between logistics and financial trading.
• Rationalising the ecosystem of tools, transforming new uses, historically very spreadsheet-oriented, into ergonomic interfaces that allow the best possible visualisation of data.
• Engage business teams by quickly presenting them with operational and directly implementable solutions.

Our solution – Integrate the business teams into the design process

To better understand the reality of the different business uses, and to challenge the specifications initially provided, we proposed the project teams an initial phase of observation and interviews with all the department’s employees.

Subsequently, they were fully integrated into the tool’s co-design workshops, either by participating in creating the journeys or by validating the possible solutions. The involvement of all future users in the design of the application facilitated its subsequent adoption.

The results – Improved business performance and experience

Co-creation allowed Bolloré Energy’s business teams to truly identify their functional needs. The business teams were entirely on board and convinced by the approach, thereby ensuring this new tool’s adoption once in production. We are proud to have contributed to

• The design of complex business tools for the energy sector

• A user-centric methodology that takes into account the needs, uses, and cognitive reality of users

• Immersion in the business, analysis of uses and needs in the field

• The creation of business interfaces with high stakes in the visualisation of a large quantity of data.