COAL SERVICES – Designing a customer-centred value proposition
To transform the organisation’s value proposition and shift the organisation’s focus to the customer
Coal Services wanted to improve its customer experience and maximise the ‘sum of the whole’ business by focusing on how each specialised area could further work together, pooling their collective capabilities to build on and enhance their preventative service provision.
The objective of the engagement was to identify a customer-centred value proposition for Coal Services to deliver increased value to its customers, aiming at preventative and integrated health, safety and wellbeing.
The value proposition has provided the required vision to transform the organisation around the customer, breakdown silos and encourage collaboration across the divisions.
Joshua Soo, Director, The Strategy Group
We used Design Thinking to uncover customer needs and priorities which formed the basis to develop the new customer value proposition
A Design Team was formed comprising of The Strategy Group and six Coal Services staff. This allowed Coal Services staff to be deeply involved in the project from end-to-end, and allowed The Strategy Group to
transfer capability in Design Thinking.
An “outside-in” approach was adopted where the Design Team interviewed a number of existing customers. The team uncovered the customer’s needs, challenges and priorities in health, safety, wellbeing and the future of their work, as well as their general experiences with Coal Services. A series of workshops were delivered to synthesise the outputs from the interviews, identify opportunity areas and to ideate new service offerings.
A new value proposition to help Coal Services deliver better value to its customer and transform into a customer-centric organisation
11 customer insights were uncovered and presented to the General Management Team. These insights now serve as the “voice of the customer” that can be used by Coal Services on an ongoing basis to shape how they deliver existing services and inform the development of new offerings and innovation.
These insights formed the foundation to build the new customer value proposition. The value proposition has provided the required vision to transform the organisation around the customer, breakdown silos and encourage collaboration across the divisions.
In addition to the above, seven innovative ideas have been developed to address the five identified opportunities areas. The ideas have been presented to the General Management Team for a decision on implementation.
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