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CXI

Customer Experience Innovation

“The best way to predict the future is to create it.”
Alan Kay

We know technology accelerates change. Entire categories with established players have being upended as they lacked the foresight or agility to adapt.

The reality is, staying ahead & outpacing new threats requires an unwavering commitment to constant innovation—in what you do, what you sell, and how you deliver it to your customers.

Our CXI Capability

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  • Product/Service Optimisation

  • Product/Service Design

  • Innovation Programs/Sprints

  • Comparative Product / Service Audit

Some of our CXI work...

Some of the ways we have helped our clients reimagine their products and services, or innovate entirely new things to ensure they better connect with customers and lead the market.

CXI_ Afterpay(1).png

We helped...

Afterpay.png

To:

Diversify it's products and revenue to safeguard against new BNPL entrants.

Why:

AfterPay had dominated the BNPL category since it created it, however new entrants represented significant risk, so they needed to identify new ways to drive adjacent growth through product expansion.

By:

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  1. Identifying the business and category opportunity based audience data

  2. Leading the development of the new product proposition and the M&A of an existing player in the market, ‘LayawayTravel’

  3. Leading brand development, website, UX, marketing and GTM strategy.


Outcome:

The joint venture ‘PLAY Travel’ launched in January 2019, Afterpay invested $15 million into PLAY for a 44% share in the business, valuing PLAY at $34MM at launch.
 

We helped...

Verizon.png

To:

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Demonstrate the power of its network and connected technology in real ways.

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Why:

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  • Verizon and AT&T were losing ground to smaller networks like Sprint & T-Mobile especially with younger audiences

  • ‘Connectivity’ had become commoditised, with devices and outcomes being more valued than the ‘pipe’

  • Verizon had just launched ‘Powerful Answers’, a new brand platform promising to solve the world's biggest problems’, however it was lacking in substance to prove it was being delivered.

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By:

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  1. Leading a $40MM Product Design & Innovation capability responsible for developing new propositions, products and solutions that enable Verizon to showcase the magic and power of ‘connectivity’

  2. Building the ‘Innovation Playbook’ from scratch and hiring over 30 very diverse specialists within the team

  3. Defining the innovation briefs and audience segments. Leading the conceptual sprints to define the ‘opportunity space’ and MVP to deliver outcomes, experiences and innovations using Verizon’s technology and network

  4. Managing an in-flight pipeline of ~40 innovations from; strategy, ideation, MVP's, prototyping, testing and launch

  5. Leading the filtering and funding stakeholder management with the C-suite (inc CEO) at Verizon.​

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Outcome:

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Asserting Verizon’s category preeminence and demonstrably shifting the business to a tech innovator. Launching over 20 new products across; sustainability, education, healthcare, entertainment and news.

CXI_ Verizon(1).png

We helped...

American-Express.png

To:

Improve the CVP of Platinum Charge to drive acquisition & reduce churn.

Why:

$1200 is a considerable annual fee, with many prospects and cardmembers not seeing the value leading to reduced acquisition and churn.

By:

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  1. Mapping the existing benefits against competitors and global programs

  2. Conducting innovation sprints to drive solutions to fill gaps

  3. Creating conceptual MVP's to test with prospects & CardMembers

  4. Scaling and Implementing Solutions as part of the Au benefit package.


Outcome:

Of 11 initial concepts, 5 were ultimately launched leading to an 13% uplift in acquisition and a 16% drop in churn.

CXI_ American express(1).png
CXI_ O2(2)(1).png

We helped...

O2.png

To:

Reduce churn and build an industry-first customer loyalty and monetisation platform.

Why:

O2 was facing significant increases in churn across both consumer and business segments so was looking to increase engagement, perceived value & reduce churn.

By:

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  1. Establishing and leading an internal product design/innovation capability within O2, building the team blended from both internal and external specialists to ideate solutions for both consumer and business

  2. Defining the proposition and idea behind Priority Moments as a way of monetising the consumer segment to drive value into the business segment via the provision of personalised and geo-targeted vouchers

  3. Working with legal and consumer marketing teams to agree to the rules around opt-in, targeting and privacy

  4. Working with the agency village and marketing and brand teams to develop a launch brand and campaign.


Outcome:

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  • 4 Million registrations within the first 18 months, making it the UK’s best and fastest-growing loyalty program.

  • 2.5% churn reduction delivering multi million pound revenue benefit for O2. 'Priority Moments was the #1 reason customers stayed with O2, and the #1 reason prospects joined'.

  • Saving customers on average £40 per month - 'Every minute, 5 Priority Moments are being redeemed by O2 customers for over 150 leading UK brands and after 12 months'

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