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Enhancing customer experience through efficient credit card management
India's Leading Private Bank
The client is India's leading private bank. They came to Human Factors International (HFI) with a business challenge:
Outrageous volumes of service & card management requests from customers resulted into increasing pressure on to the channels & respective bank verticals. This led to increasing operational overheads, keeping the bank away from delivering rich customer experiences.
As the Design Lead for this engagement, I collaborated with data analysts, designers, and senior executives from the bank. I was responsible for interviewing the key stakeholders, understanding the pain point of the existing system, and using Design Thinking and User-Centered Design approaches to design a Customer Experience Strategy that would solve customer problems.
Created a CX strategy for the credit cards ecosystem primarily focussing on how easily, effectively & efficiently users can control & maintain their credit cards.
The interventions resulted in increased utilisation of services, reduced engagement with the customer support centre by 28%, and increasing sales & higher engagement with the bank
The Approach & Timelines
In this phase, we aimed to understand the current state of the credit card management process and the needs and expectations of both customers and stakeholders. We also analysed customer touchpoints to identify how customers interact with the bank and its credit card services.
01 / 03
To kick off the first phase of the project, I conducted a series of stakeholder envisioning exercises. These included one-on-one interviews with eight key stakeholders from the Cards, Innovations Practice, and Rewards teams. These interviews helped us gather critical insights on the as-is business scenarios, goals of the engagement, and critical success factors of the engagement.
Understood key business goals and challenges,
through stakeholder interviews.
01 / 03
02 / 03
Uncovered customer touchpoint processes,
through ecosystem mapping workshops.
After gaining critical insights about the engagement, it was essential to dive deeper into the as-is ecosystem of Credit Cards. I worked alongside another Human Factors International (HFI) Design Consultant to conduct a series of Design Workshops with the bank's CX Manager (Cards) and other vertical heads. These workshops helped us understand the organisation structure, the as-is cross-channel services for Credit Card management, and the primary customer touchpoints and their underlying processes. These conversations also highlighted unique pain-points across touchpoints and system interactions that highly impacted the customers and the business.
Next, we analysed these workshop findings to map customer journeys and cross-channel interactions related to different Credit Card management services within the bank. We leveraged insights from existing customer research and usability tests done across the bank's digital touchpoints to further deepen our understanding about the customer needs across different journeys. I worked alongside a data analyst and the Customer Service vertical head to look into some customer service documents that helped us identify top customer complaints, queries, and high-volume service functionality requests.
Mapped pain-points to the customer journeys,
from interview and observational data.
03 / 03
In this phase, we focused on defining the scope and direction of our design intervention. We synthesised our findings from the discover phase and identified a key service opportunity that would address the most critical pain points and create value for both customers and stakeholders. We then developed a design strategy framework that outlined our vision, objectives, principles, and measures of success.
02 / 03
Once enough insights were uncovered during the discovery phase, patterns started to emerge. I clustered these customer problems into two unique buckets based on the type of customer's service needs. I worked alongside the HFI Design Consultant to conduct another workshop with the vertical heads to validate these two clusters, and through conversations identify areas of opportunity that solve key customer challenges.
01 / 02
Identified areas of opportunity to resolve top customer complaints & service needs, through workshops.
The opportunity identification workshop proved to be critical as those conversations helped us understand the business feasibility and priority of solving each of the customer challenges. I used the insights from the workshop to design a strategy framework to solve all of the customer challenges. The interim strategy was focussed on optimising the channels for short term key service requests, while the long term strategy focussed more on the card engagement and management functionalities.
02 / 02
Created interim and long-term strategies to cater to the service requests and card management functionalities.
In this phase, we aimed to deliver solutions that would implement our design strategy and enhance customer experience. We provided interim solutions that could be implemented quickly and easily to generate immediate impact. We also provided long-term solutions that would require more time and resources but would create lasting change.
03 / 03
01 / 02
Delivered interim solutions that would provide service request functionalities for immediate impact.
After gaining buy-in for the strategy, the project moved to the delivery phase, I conducted heuristic evaluation of existing service channels through the lens of UX best practices to identify quick fixes that would greatly improve the experience. I worked with the HFI Design Consultant and a Visual Designer to design new card service functionalities into existing channels such as the net-banking website, SMS, and email and physical statements. I presented these designs to the client to gain stakeholder buy-in.
02 / 02
Kicked off another engagement with the bank to design two long term interventions from the strategy.
Once we gained buy-in from the client on the short term design interventions, HFI acquired another engagement with the bank. I led both of the projects within the engagement, working alongside the bank's VP of Innovations Practice, and managing a team of an HFI Design Consultant and a Visual Designer to deliver these projects.
28% Reduction in
Call Centre Queries
after implementation of the interim strategy
Customer Acquisition Time Reduced to 12 Mins from 21 Mins
across the digital acquisition channel after implementation of the new Customer Acquisition Platform
17% Reduction in Digital Channel Drop Offs & Increase in Product Sales
after implementation of the new Customer Acquisition Platform
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