CASE STUDIES
DELIVERING A NEW EXPERIENCE IN CONSUMER BANKING
Client: Global bank with 14 million customers, 40,000 employees on four continents.
-
Project was for the Consumer Bank with 9 million customers & 1,426 Branches.
-
Pilot program of 100 branches ran for 6 months; included a blueprint for bank to deploy internally after the pilot.
-
Legacy culture needed a refresh of service values and a blueprint for 3 new experiences (onboarding a new client, adding a new product, positioning an upsell / cross sell).
-
Visionary banking head with focus on modernizing service and defining consumer banking experience that would earn a reputation for 5-star service and set the new benchmark for excellence. “Branch of the Future”.
-
Seeking higher CLV (Customer Lifetime Value) as mid-term goal and expansion of product consumption / higher deposits with existing clients. Seeking increase in NPS and CSAT - as correlated to CLV.
-
Short term measurements for pilot were increase in NPS and CX scores, increase in customer retention and increase in Share of Wallet.
CREATING A PREMIER OWNERSHIP EXPERIENCE IN AUTO
Client: One of the top twenty largest U.S. privately held automotive groups with 40+ stores across multiple U.S. states, representing 20+ automotive brands, and employing several thousand associates.
Customer loyalty, retention rates, and repeat buyer purchases were all on a slight, but compounding, three-year downward trend. While sales performance had initially held up very well, these factors were beginning to affect key performance indicators. The sales-driven and proactive CEO saw the need to reverse these nascent trends by creating a new bar for exceptional customer service and experience.
The leadership model was decentralized with regional VPs overseeing store-level GMs. The customer service varied widely across stores, service processes and principles were inconsistent, and there was little to no infrastructure around creating exceptional customer experiences. The result was no consistent brand-defining identity around either customer service or experience.
An audit of the organizational culture across all forty-plus locations found inconsistent associate alignment to the corporate mission/vision/values and a wide variance in the scope and quality of new associate onboarding and training.
Social media scores reflected this reality, and the group held a 2.7 / 5.0 score on Google reviews with over 80% of the comments left citing poor performance and missed expectations on service and/or experience.
​
SETTING A NEW BAR IN LUXURY RETAIL
Client: Global retailer of luxury products; Operating across Europe, US, and Asia. 200+ boutiques on 3 continents.
-
Growing through global acquisitions with ~ 6 new companies onboarding per quarter.
-
Operates as 31 different brands across geographies; 12 brand partners with their own service models.
-
This was the client’s first global project to create a cohesive, but flexible client services model of excellence across all geographies vs. continent-based service models.
-
Highly entrepreneurial culture where boutique leaders are empowered and accountable.
-
Aggressive and visionary CEO focused on a roadmap to 30%+ YOY revenue growth while developing a reputation for the best experience in all of luxury.
-
Extremely discerning and demanding retail clients buying a commoditized product offering that can be purchased anywhere.
