Finnish Work got the best tools for developing the customer experience

Finnish Work makes sure that Finnish work and the good that comes from it are noticed. Together with Dagmar, customer relationship management models were created for the association for different customer groups, customer paths and customer relationship management processes were described, and a plan was developed for measuring and monitoring the customer experience.

Developing the customer experience engages and increases influence

Finnish Work, formerly known as the Association for Finnish Work, is best known for its Key Flag, Design from Finland and Social Enterprise labels. Together with its more than 10,000 member customers, the association increases the appreciation and success of Finnish work.

Customer relationship management and the development of the customer experience are key factors in the commitment of members and in supporting the effectiveness of operations.

By studying customer paths, gaps were identified and a foundation was created for the best operating models

The strategy work was started with an analysis of the current customer journey. We interviewed both experts working with customers and current customers. We organised a workshop that brought together everyone working in the customer interface. Together, we identified the gaps in the customer journey and good operating models. We defined the stages of the customer journey in more detail and prepared process descriptions that included the actions and responsibilities of each stage.
 
In the process description, we take into account the customer’s goals, measures, channels and key moments, as well as the goals and measures of Finnish work, such as collecting and monitoring feedback. We named and prioritised the gaps in the customer experience and made the development areas a clear state of mind for the development plan.

Goals, metrics and monitoring models for continuous development of the customer experience

Next, we will consider the steps of the state of mind: what goals will help us achieve this state of mind, and how and with what indicators will we monitor the success of the customer experience as a whole and at different levels. 

We mapped the current customer experience indicators and their use, identified the customer-centricity goals that enable the implementation of the business strategy, and defined the customer experience goals using the workshop method. After this, we created a systematic set of metrics that focuses on building growth and customer experience. 

We also developed monitoring models that enable continuous improvement of the customer experience and support decision-making. In a joint workshop, we defined the needs and expectations of different customer segments and designed the care models for different customer categories.

The entire staff was involved and trained in the new customer care models

The development projects were included in the personnel’s performance targets. The customer experience metrics were enriched with indicative indicative indicators. Resource-wise care models were created for the client categories, and the entire customer interface was involved in the planning of the models. A playbook was made for the care models, and training was held for the entire staff for the introduction of the care models.