Improving customer experience capability for a major automotive manufacturer
Business Context
Following an internal audit into their operating model, a large automotive manufacturer identified a significant opportunity to enhance their customer experience (CX) strategy across four of their UK operating entities. They specifically highlighted the need for a more cohesive, measured and accountable approach to CX, and Oaklin was engaged to help address these challenges to drive meaningful improvements.
Recognising that companies with superior CX outperform their competitors by 80%, and with some customer recommendation scores on the decline, Oaklin strove to instill a customer-centric culture across the entities by embedding customer-journey mapping as a cultural process. The objective was to create a comprehensive, end-to-end view of the customer to drive both tactical and strategic advancements.
What we did
To achieve this, Oaklin designed a holistic customer journey mapping framework, underpinned by Service Design methodology. Standardising best-practice mapping through the latest software, Smaply 3.0, the Oaklin team created templates, guides and training material to ensure project teams achieved outcomes that exceeded customer expectations. Oaklin also implemented an overarching governance structure to promote cross-entity collaboration, data-driven prioritisation and alignment among senior stakeholders.
To ensure this approach was fit for purpose, several Proof-of-Concept journey maps were created for high-priority, business-critical projects. These included the launch of a new finance product, the installation of electric vehicle (EV) wallboxes, and support for a customer satisfaction campaign.
Client Outcomes
This approach delivered immediate CX benefits across the entities. Collaboration strengthened between teams and initiatives were prioritised using consistent evidence from the maps. The framework was used to shape delivery of critical programmes, removing pain points and highlighting future opportunities to enhance the experience. Internal teams now have a shared language and toolkit for designing and refining experiences, empowering them to act on customer insight with confidence and agility. The principal outcomes were a customer-focused approach for priority initiatives, and a clearer, measured basis for future CX decisions and accountability.
