Beyond Connectivity: A deep dive into Vodafone B2B customers experiences
Contextual Research
With Vodafone
Challenge
Understand the pains and needs of Vodafone’s B2B clients on their relationship and explore ways of enhancing their experience on Vodafone’s digital channels.
Outcome
A strategic view on the future of telecommunications, alongside maps and analyses of Vodafone’s clients throughout their life cycle.
context
Recognizing the fast-evolving telecommunications industry, Vodafone challenged us to take a deep dive into the complexities of this industry to understand the historical legacies, map the current reality, and envision future market tendencies to equip Vodafone with the insights and strategies needed to thrive.
our role
01
Deeply understand and empathize with Vodafone B2B customers to effectively address their pains and needs.
02
Analyze the user experience with the My Vodafone App and desktop platform and understand the needs of each client segment with these digital channels.
03
Understand the future telecommunications landscape to provide strategic guidance to help Vodafone prepare for future challenges and opportunities.
goal
Provide strategic insights and actionable recommendations focused on customer experience to improve their experience throughout the whole life cycle while also looking for ways to refine internal processes and systems.
17
Interviews with clients
12
Workshops
6
Internal interviews
6
UX tests
2
UX observations
4
Tours of digital systems
+20
Benchmark references
+30
Desk research references
methodologies
We created different scales to map different types of B2B customers. Doing this enabled us to identify patterns across various aspects of the customer experience.
To have a macro view of the different segments of customers, we created empathy maps of each to always keep in mind the user’s pains and needs.
Focusing on what customers seek and value in their relationship with a telecommunications company, we rethought how we look at these customers so that we could move beyond the segmentation based solely on the size of their companies.
Finally, we mapped how these customers relate to technology, ranging from those at the forefront of innovation to those resistant to change, enabling us once again to have a more comprehensive understanding of the relationship between Vodafone and its B2B customers.
RESEARCH
To guide our research we focused on three key movements: People, Market, and Organizations, emphasizing consciousness and responsibility as guiding principles to shape the telecommunications industry.
For that, we continuously asked ourselves some of these questions:
PEOPLE:
- How can brands embrace their unique role in society to meet individuality and purpose?
- What steps can companies take to ensure ethical and inclusive technological development?
MARKET:
- What strategies can industries take to navigate the increasing complexity of the digital landscape?
- How can companies simplify their customer experience to meet the growing demand for seamlessness in every customer journey stage?
ORGANIZATIONS:
- How can companies meet higher expectations for technological solutions among all customer segments?
- What potential changes in service format and pricing should companies anticipate, and how can they adapt to them?
- How can businesses strategically leverage outsourcing, particularly in technology and customer experience?
Answering these questions enabled us to understand how Vodafone could transition from being perceived as a supplier to a partner with its B2B customers.
RESULts
To translate all the complexity of knowledge and insights we gathered, we created two posters of the customer journeys “as is” and “to-be” in a comic-book style.
