Трансформация клиентского опыта Aldar Group
Проект реализовывался по инициативе руководства группы. Усилия были направлены на то, чтобы сделать Aldar компанией, развивающейся на основе клиентоцентричных решений и сервисов.
01 —The Impact
The results, up front.
NPS 83 : With high ratings across all departments and assets, Renascence NPS reached 83. Group CX Vision : We have developed a group customer experience vision and adapted it across assets (Academies, Retail, Hospitality, Provis, Khidmah). Group Escalation Strategy: Across all assets we have introduced an escalation & de-escalation strategy including a matrix with cases, roles, priorities and SLAs. Customer Journeys: Starting with the as-is, fed by touchpoint analysis and mystery shopping, as well as customer feedback, we have designed the future CX. Implementation Plan : Journeys are just tools to map the experience, what's important is a plan that will show what, when and how should be done & by whom. Customer Experience Committee: We have supported the group strategy team by providing a framework for the first ever group-wide customer experience committee.
02 — The Challenge
Where they started.
In 2020, Aldar launched a group-wide customer strategy initiative focused on customer centricity & customer experience. Aldar is the UAE's largest real-estate developer established in 2004 (Aldar Properties). By 2020 properties business is remaining a priority, with thousands of customers around the Middle East, Europe and Asia. That being said, Aldar Group's focus today goes beyond real estate as the company builds successful brands in the categories of Education, Retail & Hospitality. Rapid growth is always linked with challenges: disconnect with customers, legacy systems, processes and policies, outdated feedback mechanisms, lack of automation and digitalization. To make Aldar become a more customer centric organization, we took them on a journey and set out to define a group-wide customer strategy which will be cascaded, aligned and customized for each portfolio. Through a group-wide mystery shopping effort, hybrid touchpoint analysis (analogue & digital), review of customer feedback and more than 70 business interviews, we have delivered a set of initiatives.
03 —What We Did
The work.
6 months
Key scope focused on making Aldar a customer-centric company.
6 assets
Development, Hospitality, Retail, Academies, Provis & Khidmah
10+ functions
Customer management, Call center, Operations, Sales, Communications, Digital Transformation, Property Management, Facility Management, Handover & DLP, etc.
60+ deliverables
CX Committee Setup, CX Vision Design, Journey Mapping, Escalation Management, UX Analysis, Mystery Shopping, Customer Research, Trainings, Process Design, etc.
04 — Approach & Methodology
How we got there.
CX Consultant
05 —In Practice
Project samples.
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