optus.com.au
Fulfilling a vision for Optus to become ‘Australia’s most-loved everyday brand’ with lasting customer relationships
Categories: Brand innovation
Optus is renowned for being a challenger brand to Australia’s oldest network providers, the company serves billions of customers every day with its network that covers 98.5% of Australia.
Client
Lillian Chan – Senior Service Designer at Optus
Time
2 weeks
Team
Paula White – Service Designer
Robert Bruno – Service Designer
Aleksandra Skibola – Service Designer
Deliverables
Competitor Analysis
Loyalty Design Pillars
Service concepts
Business Model Canvas
Activities to launch
My contribution
Competitor Analysis
Research
Synthesis
Ideation
Prototyping
Concept testing
Presenting
The Challenge
The telecommunication industry is commonly felt by customers to be impersonal and lacking in tailored value. Optus wasn’t any different, people don’t have a deep connection with the brand, it is just seen as another utility company. Typically Optus has been very sales and service focused but instead the company wanted to shift, and look at its future vision, bringing their brand to life and to truly live up to their brand purpose – of becoming Australia’s most-loved everyday brand, with lasting customer relationships. They wanted to give people a reason to be an Optus customer, by building better long lasting relationships that would lead to customer retention and acquisition.
We were engaged to help identify customers' pain points and their perception of the brand, what does it take to build relationships and what might it take to break them? If we could understand Optus customers individual needs and preferences we might be able to make a meaningful connection with them.
The Process
We had an opportunity to create real impact for Optus customers and in turn, increase the level of customer engagement and build loyalty for the brand.
Discovery
Focusing on existing Optus customers, cast across a range of demographics we began scheduling interviews and distributed surveys to various telco users.
We then conducted twenty-one 1:1 interviews to understand what mattered most to them about their telecommunication provider and what did they need. What was their perception and engagement with Optus, and what were their personal values.
Social media
We also accessed information on Optus social media platforms; Facebook, Instagram, Yes Crowd, Twitter and YouTube, to see what customers were saying on these channels and what type of content was getting the most engagement.
Most of the comments on social media from customers were complaints and they had little engagement with any of Optus ad campaigns or posts.
Existing collateral
We requested existing brand resources and were supplied with;
Re branding agency, Optus rebrand direction and approach
Optus purpose - unpacked
Tone of voice principles
Customer experience principles
My Optus App future state navigation
Clinical trials insights report
Optus purpose and vision strategy
We were able to study the content provided to have a deeper understanding of the brand values and the direction of the business.
Interviews
We spoke to 21 Optus customers; 8 males and 13 females ranging from 25-45+ year olds, to find out their customer experience, engagement and perception of Optus, their needs and wants from the provider and we really deep dived into their personal values and how they align with Optus.
Here are just a few peoples opinions;
“I feel like they are convenient, and I’ve never had any trouble” – Tamara, 27
“Everything is automated. I don’t have to contact them” – Matty, 43
“I just feel like they need to look after the older (existing) customers” – Caz, 35
2. Trends Landscape
To understand the competitor landscape we looked at best practice experiences and trends both in and out of the telecom sector, we created a trends and insights report highlighting what brands were doing that resonated most with customers and how they were leveraging the knowledge of their customers values to reposition the brand. How are brands creating human connections?
“Virtualised customer relationships may be a game changer for loyalty and attrition. Telcos may need to rethink customer experience branding to build stronger emotional bonds with their customers”
— Telco 2025 Insights, Oliver Wyman
“Just as people expect brands to treat them like humans and not merely as transactions, they also expect brands to act more human”
— 2020 Global Marketing Trends Report, Deloitte CMO Programme
“Technology advancements will fundamentally shake up how customers interact with, perceive, and connect with their telco provider”
— Telco 2025 Insights, Oliver Wyman
3. Findings & Insights
Trend Insights
We summarised our findings into three key customer drivers. Customer Service, Value connection and Loyalty. Telecommunication companies have an opportunity to change the way their customers connect to the world. Everyday there is a new trend, and new technologies available. But, we cannot ignore the customers' preferences that are voiced in the form of customer reviews, social media posts, online conversations and on forums. By being aware of these three customer drivers, we can align with the overall brand vision and purpose of Optus.
Customer Drivers
Key Findings
Synthesising our interviews revealed that the main stress factors were:
CX and perception of Optus
At least half of the interview participants mentioned that they were attracted to Optus for their competitive pricing and value for money. But the sentiment was equally shared that Optus is just like every other telco; with one participant saying “they are good, but I just need them to do a job”, meaning to adhere to basic customer service. Customers expect greater customer experiences when they engage with Optus. They want to be taken care of promptly and in a respectful manner.
Wants and needs
The most valuable need and want the customer has for their provider is that the service just works, with no issues and no fuss. 4 out of 17 survey participants’ main reason for choosing Optus is to bundle with other services, while only 1 out of 17 surveyed chose Optus for Optus Sport. This showed us that the cross-selling of services and the options provided weren’t as attractive or important as reliable network coverage.
My Optus app interaction
We asked customers about their interaction with the My Optus app, 84% of all survey & interview participants all have downloaded the app, but the main reason to use the app was mainly functional, checking data or paying bills. There is no incentive to engage other than pure service, and overall their brand experience or perception wasn’t changed by the use of the app.
Appreciation
Loyalty was a dominant pattern we discovered throughout our synthesis. There were strong words said about the lack of customer engagement and no loyalty towards existing customers. Customers enjoy being part of a reward system, and expect to be treated with added benefits from Optus to show their appreciation.
“Every once and awhile, a heartfelt deal or offer personalised to you will be a nice touch”
— Katie, 33
During a halfway check-in with the client, we expressed the customer's desire for a Loyalty scheme. However, the business was already looking into this piece of work separately and did not want us to pursue it any further. We decided to wrap up our findings into three key pillars that Optus could use to drive loyalty – Excellent service, Rewards & Commitment.
Three key pillars to drive loyalty
Values
We explored customers' perception and views of Optus and what personal values were most important to them. We asked 12 interviewees to pick 3 values from a list of 18 that they felt were most important to them on a personal level.
The top three were;
Honesty
Trust
Respect
Brand value is determined by consumer perception, which is a combination of knowledge and experience towards a brand and its products. Optus customers are being targeted through mass messaging, with limited understanding of individual customer needs and preferences. Customers don’t trust telecommunication companies and typically they rate very low in trust score studies whereas retail businesses generally record a higher level of trust amongst Australians. With this in mind we saw an opportunity to leverage the customers values in our ideation phase.
4. Identifying Opportunities
Research showed that very few customers had deep underlying pain-points with Optus, so by using the key insights and values we identified, we created two How Might We statements allowing them to inform the direction of the creative.
How might we build connections and show existing customers we care?
How might we get customers to see Optus as more than a utility company or service provider?
5. Ideation
We focused on the statements while thinking of ideas that would align with the identified customer values. The team conducted two rounds of “Crazy Eights’, sketching ideas on paper before presenting them in Miro. We then voted on the preferred ideas that we each felt would resonate the most with Optus customers.
Crazy 8’s
Ideation Synthing
From our co-design ideation, we came up with a matrix that would measure each concept idea against customer needs & wants while ensuring we were adding value to Optus.
We were able to validate three concepts to take forward, one concept was deeply rooted in benefiting the customer and the other two would strongly meet the defined business objectives.
6. Creating experiences that matter
Concept 1: Specialised customer service team
A face-to-face human interaction service for all Optus customers, that can be launched through the My Optus app.
“Gives me the option to speak to a real human, where I feel the conversation is completely transparent”. – Testing participant
In recognising the customer values of honesty and respect, this idea gives the customer the ‘option to speak to a real human’. Furthermore, this provides customers with another avenue to connect with Optus, offering a new flexibility that other telecommunication providers don't, therefore empowering the customer with options – aligning with the brand purpose. This concept means that we will not only be fixing the customers negative experience, or optimising the existing touch points within the app, but creating something unique that shows customers first hand that Optus cares about them and their well-being.
In our testing of this concept we received positive reviews from 84% of existing Optus customers.
“Good – I don't have to go in store to show ID”
— Testing participant
“I think it would feel a positive experience for the older generation”
— Testing participant
“In the case of utilities brands, the single biggest element in trust is good personal experience, including being able to speak to someone who can quickly resolve any problems that arise”
— 2020 Risk Report Finding No. 8409, Roy Morgan
Concept 2: Youth focused educational training program
Our second concept relates to the core customer values of trust and respect, by having a training program that focuses on helping primary children to better understand technology we can shift customers' perception of Optus. This idea communicates that Optus cares about future generations, by investing in their education, with modules that cover internet safety, cyber bullying and machine learning. The idea also heavily benefits the business by targeting the future Optus customer.
Our testing with Optus customers showed this idea received the most praise and was voted the most desirable with 100% level of interest. In our testing of this concept received positive reviews from 84% of existing Optus customers.
“Support education with young people is a good idea – harassment with online and cyber bullying”
— Testing participant
“Technology in youth education is so important”
— Testing participant
Concept 3: A transportable relief centre
Our third concept draws parallels to the importance of telecommunication providers acting responsibility in response to the Covid pandemic. The same theory can be applied to other crisis’ that occur in Australia.
“Those that act quickly and effectively can help people adjust to the difficult situation. By doing so, they can also build greater trust and loyalty among the communities they serve and reaffirm their core value proposition.”
— Telcos and Coronavirus: Three Steps to Manage the Crisis, Bain and Company
The transportation relief centre for any Australian citizen in need, moves around to communities that have been adversely affected by natural disasters. This idea links strongly with customer value findings of compassion and support. It would serve to greatly differentiate Optus from other telecommunication providers and have enormous reach in the community. Positive media coverage would result in greater awareness from people wider than the existing Optus customer pool and develop trust among the community. An initiative like this would positively create a “Yes Moment” that cements Optus as an essential telecommunication provider beyond “just providing data”.
Our testing showed us that this idea was well received, and all of those tested with the concept echoed how important an initiative like this in Australia would be, having just experienced an intense year of fire, flood and drought. This concept received a 100% interest rating, which could steer the way for truly grounded and long lasting customer relationships. With Optus playing a key role in creating a more connected community, by helping people in need.
“People need to communicate with banks, and family and friends”
— Testing participant
“We have been hit hard, having a truck roll into town for people to keep in contact with family and friends would be really great”
— Testing participant
“People need support readily available when disasters happen”
— Testing participant
7. Activities to Launch
After all three concepts received such outstanding response in testing, we processed with a concept assessment and prioritisation chart to map the viability and feasibility of the ideas. The measure of viability was the success in building connections and changing people's perception of Optus. For this, the relief bus idea scored the highest. But the ‘Youth focused educational training program’ tested most desirable. It creates opportunities to re-engage customers outside of the product conversation and build a community that will connect the brand.
After landing on the educational program as the core idea we wanted to pilot. We then worked on a simple timeline of the high level activities required to launch this initiative.
MVP Prioritisation Matrix
Activities to Launch
Outcome
We designed a concept that would result in a higher likelihood of customers feeling that they can trust Optus as they offer this program that considers people's values as a primary focus – Education, Security, Knowledge & Trust. It allowed Optus customers a first-hand experience of its brand purpose, leading to a more meaningful long lasting relationship with Optus. This program and the other concepts proposed could change the way that Optus approaches customer experience and brand, resulting in the creation of new internal brand experience capabilities.
Business Model Canvas
Reflection
As this project involved a quick, human centred design sprint only, further research will certainly be required to more fully understand the educational training program, as well as the needs and behaviours of both primary school children. The youth focused training program is a great example of how a brand can be used to create real impact for customers. This idea communicates that Optus cares about future generations, by investing in their education, in an area fundamental to Optus as a company – technology.
The next steps we would take to move forward with this idea would be:
Workshop with stakeholders
Competitor analysis of concept
Consider partnerships
Explore avenues to launch through, namely education providers vs internal product