CEMIG Distribuidora faced challenges in meeting the service levels mandated by the regulatory agency and effectively serving its 9 million customers. The existing customer service model was complex, leading to difficulties in managing services, alignment with strategic objectives, and productivity issues. The outdated model heavily relied on human attendants and lacked an integrated view of the customer journey, resulting in low satisfaction and a below-average Net Promoter Score (NPS).
To address these issues, CEMIG partnered with IBM to embark on a transformation program. The aim of this program was to change the existing reality and improve the customer experience. By implementing a new approach, CEMIG and IBM sought to enhance service quality, streamline operations, and align with strategic goals.
I led the experience transformation of 3 channels (Mobile, Web, and Kiosks) and contributed to the implementation of cognitive channels (IVR, WhatsApp, and Telegram).
This involves data analysis, customer interviews, and journey mapping exercises. Through these activities, we identify distinct personas representing various customer types. Subsequently, we embark on envisioning a new and improved customer service, taking into account the insights gained from our analysis and research.
The primary objective of the multichannel initiative was to enhance efficiency across various channels, including legacy web, mobile, WhatsApp, Telegram, kiosk, and IVR.
To streamline call and text conversations, we developed a cognitive intelligence solution powered by IBM Watson. This advanced system was capable of understanding, responding, and delivering services effectively. The implementation yielded promising results, significantly improving call retention efficiency for IVR and message-based channels (WhatsApp/Telegram). As a result, the workload on call centers and back-office operations was substantially reduced.
Furthermore, we addressed usability issues, customer dissatisfaction, and lack of integration among the web, mobile, and kiosk channels. Through our efforts, we achieved significant improvements in these areas, ensuring better customer satisfaction and standardization across the channels. Below, I will outline the detailed results we attained.
<aside> 💡 From the project's inception, a significant focus was placed on establishing an UX writing unit aimed at transforming the way we communicate with customers. The primary objective was to move away from technical jargon and complex terminology, instead adopting a simpler and more straightforward approach. To achieve this, we developed a voice chart that served as a reference for consistent messaging across all channels.
To ensure a unified voice and language, extensive training was provided to all teams involved. This initiative was instrumental in ensuring that all channels adhered to the same communication style and tone, ultimately enhancing the overall customer experience. By prioritizing clear and concise language, we aimed to create a more user-friendly and accessible environment for our customers.
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The program was designed with several key objectives in mind:
By aligning efforts with these goals, the program aimed to achieve positive outcomes, including enhanced digital experiences, increased customer satisfaction, and improved operational efficiency.
We produced several deliveries that were used by all teams
The Cemig App, developed for native Android and iOS platforms, encompassed 14 features, including invoicing and emergency services. It maintained a separate repository from the web portal and possessed a distinct brand identity compared to other channels. The Android platform accounted for over 80% of the user base, but its score stood at 3.0.
How can we effectively increase the usage of the Cemig mobile application while improving customer satisfaction, reducing costs, and generating efficiency opportunities within Cemig's internal areas?
The portal suffered from an outdated design and encountered usability and navigability challenges. As a result, a significant number of requests were submitted with errors or missing documents, primarily due to the absence of error prevention mechanisms and a user-friendly experience.
How can we transform the Cemig's web portal to increase customer satisfaction and improve the efficiency of back-office areas?
During our analysis of the kiosk experience, we discovered several issues that led to user confusion and dropouts. The app experience was slow, lacked standardization, and overwhelmed users with complexity. Additionally, users often required assistance from employees for just one specific type of problem. Furthermore, the attendance of the kiosks was not measured or considered significant.
How can we simplify, streamline, and enhance the kiosk experience to make it more effective and relevant?