Customer Experience Center

Customer Experience Center:

The General Department for Customer Experience Enhancement is responsible for designing customer journeys, measuring the voice of the customer, and promoting a customer experience culture. The goal is to improve services and increase beneficiary satisfaction by delivering exceptional experiences across all interaction points. These efforts align with Riyadh Municipality’s strategy to achieve a leading, prosperous, and sustainable Riyadh City, contributing to enhancing the quality of life.

Establishment of the Customer Experience Center:

• 2009: Establishment of the 940 Call Center

• 12-2021: Establishment of the General Department for Customer Experience Enhancement

• 08-2022: Launch and approval of the Customer Experience Center Strategy

• 10-2022: Issuance of the decision to establish the Customer Experience Center and approval of its organizational structure

Customer Experience Culture Management:

The objectives of the Customer Experience Culture Management revolve around promoting the concept of customer experience and applying behavioral insights through a set of programs and initiatives aimed at improving the experiences of the municipality’s customers and Riyadh residents through direct and indirect service channels.

Roles and Responsibilities:

• Supporting and empowering the customer experience culture

• Developing and managing change programs

• Managing internal and external communication related to customer experience

• Building trust with customers and raising awareness and loyalty

• Designing customer experience behaviors and attitudes

Customer Experience Measurement Management:

The focus of the Measurement Management is to listen to customers, understand challenges, and respond through performance improvement recommendations by managing the Voice of the Customer Program and monitoring performance metrics. The management relies on global platforms to enhance measurement and analysis operations. This approach ensures improved customer experiences through deep data analysis and decision-making based on clear and precise insights, utilizing artificial intelligence for in-depth analysis.

Roles and Responsibilities:

• Reviewing strategic annual indicators

• Managing the Voice of the Customer Program

• Supervising the preparation of surveys with relevant entities

• Gathering challenges and pain points and proposing suitable recommendations

• Analyzing beneficiary sentiment on social media

• Reviewing performance indicators at the departmental level

Technologies Used:

• A specialized customer experience management platform that collects and analyzes customer feedback across various touchpoints, helping measure satisfaction and accurately understand customer sentiment. The administration uses this platform to extract deep insights into customer experiences and provide data-driven recommendations for performance improvement and enhanced satisfaction.

• An integrated platform for managing customer experiences across digital channels and social media, using Artificial Intelligence (AI) to analyze and track customer interactions, offering a comprehensive view of customer impressions and needs, predicting trends, and improving decision-making. It monitors and analyzes conversations and comments on social media, thus enhancing communication and responsiveness to customer feedback.

Customer Journey Design Management:

The goals of Customer Journey Design Management focus on continuously improving customer journeys, understanding the personas benefiting from municipal services, identifying pain points and weaknesses, and uncovering opportunities. Tasks include creating and designing initiatives based on deep analysis of customer experiences and then proceeding to the implementation phase, ensuring alignment across departments to achieve the desired impact and sustainably improve the customer experience.

Roles and Responsibilities:

• Studying current journeys across all channels

• Identifying and discovering all opportunities

• Improving services provided

• Conducting service analysis and reporting results

• Continuously following up on improving customer journeys

Voice of the Customer Methodology:

By implementing the Voice of the Customer Program, Riyadh Municipality can achieve its customer experience objectives across all relevant areas.

The Municipality uses various measurement methods:

• Phone Calls: The beneficiary receives a follow-up call after service completion to assess satisfaction.

• Electronic Surveys: Sent via SMS to beneficiaries’ mobile phones.

• Focus Groups: Conducted for in-depth discussions with beneficiaries to clarify their perspectives when sufficient data is not available.

• Field Surveys: Carried out by municipality volunteers during public city events, with certain incentives offered.

The Riyadh Municipality relies on 7 different customer touchpoints (after detailing the main channels) to gather beneficiary opinions and hear their complaints:

• Website: Allows beneficiaries to communicate with the municipality, submit requests and complaints, and use the live chat and e-portal services.

• Branches: Service provided through "My City" customer service centers and guest service branches across Riyadh.

• 940 Call Center: Receives beneficiary calls to handle reports, inquiries, and complaints.

• My City Application: Enables beneficiaries to easily submit complaints, reports, and requests via their mobile phones.

• X (formerly Twitter): The Riyadh Municipality 940 account allows users to express opinions and submit complaints. Comments mentioning the municipality elsewhere on the platform are also collected.

• Email: The municipality’s website provides an easy and effective email communication service.

• WhatsApp: The municipality offers WhatsApp chat for inquiries and reporting issues.

Measurement Methodology:

The Voice of the Customer measurement approach includes 6 main stages aimed at gathering customer feedback and generating program values. The program’s success depends on having a fully integrated data infrastructure and effective management that coordinates among various functions.

Customer Journey Design Methodology:

The methodology for improving and developing the customer journeys of Riyadh Municipality is detailed in eight stages, considering all necessary steps for analysis and redesign.

Exploration:

•  

  • Journey Ambition: Define the ambition for the journey.

  • Study Available Documents and Conduct Meetings:

    • Review all relevant documents, including available materials, meeting records, and Voice of the Customer data.

    • Conduct meetings with various stakeholders and municipality agencies.

Channel Mapping:

•  

  • Identify a comprehensive list of available channels categorized by type (e.g., phone, electronic).

  • Map applicable channels to the journey based on detailed customer interactions.

Identification:

•  

  • Mapping the Current Journey:

    • Identify improvement opportunities by gathering Voice of the Customer results through:

      • Phone interviews

      • Mystery shoppers

      • Focus groups

      • Survey design

    • Analyze gaps and pain points and propose necessary recommendations.

Gap Analysis:

•  

  • Identify major gaps through:

    • Phone interviews

    • Mystery shoppers

    • Focus groups

    • Survey design

  • Analyze pain points and propose necessary recommendations.

Design:

•  

  • Benchmarking Studies:

    • Conduct a benchmarking study to gather best practices globally in the municipal sector, favoring leading countries for adoption.

  • Participatory Workshops:

    • Hold workshops with internal and external stakeholders to present the study, discuss pain points, propose recommendations and ideas, and map the future journey.

    • Vote during workshops on the most critical gaps and recommendations.

Delivery:

•  

  • Design the Future Journey:

    • List initiatives and design cards addressing challenges.

    • Design and document the future journey based on proposed recommendations and innovative ideas from benchmarking studies.

    • Hold multi-functional team workshops and validate through focus groups.

    • Develop the service guide for improved journeys.

Participatory Workshop for Park Visitors' Journey:

A comprehensive review was conducted during the participatory workshop for the park visitors’ journey, highlighting various aspects and using multiple tools to identify challenges, needs, and expectations of park visitors. The workshop achieved significant results in terms of participation, interaction, activities, and outcomes, summarized in the statistics below:

• Idea Generation:
  Based on the problem statement, teams brainstormed to generate improvement ideas for the park visitor personas and represented segments.

• Free Expression of Improvement Ideas:

  • What would the beneficiary want in parks?

  • What innovative solutions could enhance the customer journey and attract more visitors?

  • How can we strengthen residents' sense of belonging to public spaces?

  • What elements and initiatives could create vibrant social spaces?