€ 52 BN
Vodafone Group is a British multinational telecommunications conglomerate, with headquarters in London. It predominantly operates services in the regions of Asia, Africa, Europe, and Oceania. It ranks 158 among Fortune500 companies with an annual revenue of $52bn and 111.000 employees. Vodafone Germany is a premium telecommunications service provider and offers services to 10 million customers in Germany (including acquired customers of Kabel Deutschland).
The mission of this project was to make the process from contract signing to Internet surfing as smooth and transparent as possible for Vodafone DSL new customers.
Every month, thousands of new customers have often tried several times to find out exactly where they are in the process on the Vodafone hotline.
Every month, more than 10,000 new customers sign a DSL contract with Vodafone. From the time the contract is signed to the moment the customer can surf the Internet from home, tens of complex actions happen in the background. This complexity is currently passed on to the customer unfiltered and ensures maximum overload and intransparency.
As a rule, such an onboarding process takes about 3-4 weeks. A new DSL customer at Vodafone receives 13 different e-mails within the first week of signing the contract alone, all of which are still confusing but contain important information. At the same time, the customer receives several letters by post, also with relevant information that he needs again at one point or another.
This chaos often perceived by the customer usually ends with the customer deciding to call the customer hotline and ask an agent to inform him about the current status and what he should do with the information sent.
This causes enormous costs if you consider that a certain caller usually calls the hotline several times.
But much worse is the fact that a quarter of all new customers cancel the contract and jump out within the first 2 weeks. Missing expected conversions, at the same time resulting costs for administration however above all also the image damage which carries such a thing with itself require a solution.
The strategic handling of the challenge in the Blueprint Workshop has led us to do the right things.
After we had already achieved extraordinary results for other departments at Vodafone Germany, Hackerbay was asked to take on this problem with our digital expertise.
As with any project collaboration, we started with a three-day Blueprint + Design Sprint workshop at the client's site to lay the foundation for the project period and provide Mission Clarity.
We have identified two basic trends that speak for the strategic importance of the project.
1. The frequency of contacts increases
Today's users have become more sensitive to changes in user behavior as a result of their experience with much more transparent processes, such as sending parcels at Amazon or tracking food orders at Deliveroo. He knows the best practices and immediately goes to the barricades if he feels he is using a worse service.
2. The communication behaviour has changed
Today's customers are used to no longer having to actively ask for information. He would like to be able to follow the status of a process live at any time and from any location.
These two trends will become significantly stronger in the future, which is why no scaling on the analog call center channel is guaranteed and therefore it is to be expected that capacities will no longer be sufficient and costs would increase immensely. The solution to be developed will make use of these two trends and counteract them.
During the two-day Design Sprint following the Blueprint Workshop, where all strategic cornerstones were discussed, the concept of the solution to be developed was defined and translated into an initial visual layout.
In this project, too, we were able to handle the tight timeline in a dynamic but goal-oriented manner thanks to agile working methods. Daily update calls and weekly sprint meetings ensured that the necessary speed was maintained and that all obstacles were dealt with quickly and pragmatically. Thus one milestone after the other was reached and the finished product was rolled out nationally after 90 days.
Vodafone DSL new customers can now view exactly where they are in the onboarding process in real-time at any time and any place.
At first it was important to understand how the current process works and why it is so complex. The reason for this was that various organically grown legacy systems from different departments were involved in the new customer onboarding process, resulting in an abundance of e-mails and letters to the customer.
The application architecture therefore had to communicate with all relevant system interfaces and then bundle the information in a dedicated interface so that it could be processed without problems for the customer.
After signing the contract, every new customer received a personalized link via e-mail and SMS, which gave him access to his individual web-based landing page for the further onboarding process.
The first step was to explain how the process would proceed, so that the customer would immediately feel competent and know what to expect. Afterwards he had the possibility to see where he is in the process at any time by calling up the link again.
At the end of the process and the successful onboarding of the new customer, a link was created to the Vodafone portal 'My Vodafone', where the customer can find his account area and many other useful information about his contract with Vodafone.
Much lower contract bounce rate and significantly fewer calls to the call center.
At the time of the national rollout, the applications were controlled with immediate effect to all new DSL customers from then on. This means that already in the first month thousands of users were onboarded via the applications.
After just one month, it was noticed that calls to the call center on contract boarding topics were significantly reduced. And the contract bounce rate was also contrary to that of the previous month.
This speaks for the extraordinary success of the project initiative.
Like the qualitative user interviews during the development process, the surveys after Go-Live showed that the new contract onboarding handling causes significantly less complexity and more satisfaction.
As part of our agile working method, we have already defined work packages during the first development phase, which we will implement continuously.
In addition, we receive valuable analytics daily to help prioritize future features.Next Case Study: Deutsche Bahn >