Designing the ideal customer journey and behavioural changes to improve the in-branch experience

A large global financial institution engaged the help of MAKE Studios to develop a more robust and strategic approach to improving their in-branch customer experience, helping customers and the public to see them as a friendly, family bank.

The bank wanted MAKE’s help to understand the typical customer’s journey and behaviours to improve their in-branch experience, ultimately delivering a customer-centric experience  that would help enhance satisfaction and grow appreciation for the bank.

The bank not only wanted to enhance their customer experience, but shift perspectives on their long standing brand. We helped them achieve this by employing human-centred and behavioural design methodologies to help us understand customer and employee motivations, behaviours, challenges and opportunities, enabling us to identify areas to add the most value.

We worked closely with the their team to identify which behavioural barriers acted as roadblocks to customers’ abilities to move through and make confident decisions during their financial journey with the bank.

To gain insight, understand their customers and staff, our MAKErs employed a range of Design Thinking techniques to help map new journeys and craft successful solutions.

As part of our solutions, we explored service enactments where service roles were re-enacted to help us better understand improve real-life behaviours with context. This offered the opportunity to gain feedback early, reducing risk for future implementation.

We directly involved the bank’s customers in the design process through interventions to prioritise their needs and experiences. This approach increases the certainty of creating products, services, or systems that truly meet the end users' needs and expectations, strengthened further as we prototype concepts and receive valuable customer feedback.

Following the development of our prototypes, a series of testing sessions were employed to explore real-life scenarios to see if the concept would deliver on the team’s vision.

The initial impact of the new customer experience implementation was felt internally by their team, culminating in an increased capability and awareness of the new way of working, allowing for a cohesive and team-structured approach to customer experience.

Following implementation, this momentum continued across their team and, since delivering this project, MAKE has worked with the executive team and teams across the business on a number of innovation and customer experience focused projects to grow client-centric impact.