Toyota was already an established client of Good Rebels (then Territorio Creativo) when they asked us to expand the scope of the collaboration. The Japanese multinational’s intention was to deepen its knowledge of their customer, with the aim of generating a differential experience at all stages of the relationship with the brand.
Toyota already had a general understanding of their customer but wanted to improve their knowledge around the different archetypes of the buyer persona. They also wanted to understand the opportunities and points of improvement in their customer journey. This would allow them to design agile strategies to maximise customer value, capable of impacting the business and achieving quick wins in an effective way.
Deepening the Customer Journey to generate a differential experience
In order to achieve this, it was necessary to create a complete roadmap, which would collect interactions from all contact channels, both on and offline (a critical point being the dealer, a fundamental component within the cycle of customer service and sales). The friction points and key activation levers in the decision process also needed to be identified. As part of its loyalty strategy, Toyota also wanted to know how the customer was being treated in each of the service channels (telephone, web, face-to-face, etc.).
To respond to this challenge, we developed a comprehensive customer excellence strategy and implemented a series of actions aimed at optimising the customer journey with a clear objective: to improve customer experience, satisfaction and loyalty.
We began to develop our customer excellence strategy by collecting data from different sources: Social CRM, the Toyota customer service centre, market research companies, etc. Subsequently, in order to gain first-hand knowledge of the customer’s opinion, we organised a series of face-to-face workshops, to which we invited consumers who had a relationship with Toyota. These included those who buy and renew (loyal), those who buy but do not renew, those who buy but do not use after-sales services (maintenance, repair, etc.), those who contact the brand through any channel but do not complete the purchase and, of course, consumers of other brands.
Using techniques of visual design thinking and consumer journey mapping, we listened to what we call “the client’s intimate voice”. Based on the real testimonies provided in these work sessions, we obtained an extensive and detailed journey map that covered all the interactions, pain points and moments of satisfaction expressed at all points of contact between consumers and Toyota.
Applying the extracted knowledge to improve the business
A quality journey map is a product of extraordinary value: it allows dialogue with the client and the opportunity to focus on any operational action (product design, processes, campaigns, etc.) with a much broader perspective and a greater possibility of success. Toyota’s customer journey not only served to improve aspects linked to customer excellence within the marketing department, but it also spread to all functional areas (logistics, purchasing, finance, etc.) strengthening the customer-centric perspective when making any decision.
From the workshops we also obtained a series of ideas and recommendations about the client and the business. Once analysed from the point of view of their complexity, viability and impact, they became a set of 25 initiatives or actions aimed at maximising and exceeding consumer expectations, meeting the high standards set by Toyota’s Customer Excellence area.
“We activated a comprehensive roadmap for the company’s internal transformation”.
But our client’s ambition for improvement did not end there. By bringing together the voice of the consumer, the voice of the employees themselves and digital best practices in automotive and other sectors, we activated a comprehensive roadmap for the company’s internal transformation. In this way, as secondary but no less important milestones, we identified new business models and opportunities (for example, the commercialisation of hybrid vehicles, converted into an intelligent shopping experience that combines the emotional and the rational); we recognised the key stakeholders in change management within the organisation, and we achieved operational savings from process optimisation.