Service Design and Journey Mapping for a National Telecom
The challenge
Business customers were frustrated. Internal teams disagreed on why. Sales had a theory. Support had a different one. Product had a third. Nobody had talked to the customers directly, across multiple markets, with enough structure to tell the difference between a product problem, a process problem, and a communication problem.
What we did
The scale of this engagement often surprises people. Over six months, we conducted 32 in-person interviews across 5 markets and facilitated 8 employee workshops to understand where business customers were hitting friction and what an ideal experience would actually look like.
The billing research produced one of the more useful segmentations from any project I've run: three distinct small business payment behaviors, each with different needs, workflows, and tolerance for change. That taxonomy shaped how the product team approached feature prioritization and customer communication from that point on.
The deliverables were service blueprints that tied customer needs directly to internal processes and technology requirements. Teams used them to execute their project roadmaps.
What changed
The billing segmentation, three distinct SMB payment behaviors, became a working taxonomy the product team used to prioritize features and tailor customer communication. The service blueprints tied customer needs directly to internal processes and technology requirements, giving execution teams a shared artifact they could actually build against.