The C-level is usually very competent in defining clear topline targets for the company overall and the product management organisation has a clear understanding of their output capabilities. What usually is missing is the toolkit to prioritise new and existing challenges as there are so many variables: legacy IT and effects, growing customer demands, tight budgets and scarce resources – who should be focusing on what for the largest impact and changes in the organisation: a lot of data can be lost in the process because of interpersonal relationships.
What we have found out is that the capability to unlock larger gains within an organisation first requires and understanding on how the current products and services are rendered and rather have a complete overview to help uncover potential for efficiency and new revenue generation without forgetting customer satisfaction.
We have found out service blueprints are an efficient tool to use in modelling complete experiences from the customer’s point of view. This also allows us to point out where the bottlenecks and opportunities are in the overall service rendering. Maybe for your organisation the internal processes are outdated or your antique CRM is keeping you back? A service blueprint needs to gather the commercial opportunities in the same image also: how could we better onboard and upsell our existing customer base to our aftersales services? This is the easiest way to save on customer acquisition costs, to create more value for existing customers.