Fios Digital Support Transformation
Challenge
Customers don’t think about their Fios service until something goes wrong. With over 12,000 Support URLs, it’s challenging to find meaningful solutions to any internet, tv and phone problems that may arise.
Other industries are setting the standard for support experiences that are driving customer expectations. This includes easy to understand self-serve content and ability to quickly connect with the company if in need of solving complex problems. These expectations are not being met by Telco companies.
Customers are more likely to call with long wait times or seek support in community forums, which is time consuming and frustrating. Cognitive overload due to too many pages, content heavy articles and difficulty finding relevant information also creates a negative experience in moments when people are more likely to switch providers.
Solution
The best network has an obligation to ensure customers have a quick and easy way solve problems that don’t require an agent or technician to assist.
To solve for top customer pain points and meet business goals we created a simplified verizon.com/support experience that addresses top customer needs with improved findability and content in a relatable voice. This helped improve self-serve engagement, lower call in rate, saved customers time & reduced frustrations. A governance process was also established to ensure a streamlined and consistent approach when caring for new support content integrations.
Discovery
The goal for this project was to identify ways in which to lower call volume and improve the digital DIY rate for customers to self-serve within the verizon.com/support website. While there was a need to align to new brand standards, this was an opportunity to simply the experience and ensure we understand and support top customer needs.
Discovery consisted of a site audit, analyzing data, understanding top call drivers, evaluating search queries and voice of customer insights in order to identify top self-service needs. Insights were used to create business rules and inform what pages to consolidate, retire and new pages to create.
Key insights that informed the strategic direction included uncovering the
majority of customers spent little time on a page and quickly clicked to contact Verizon via a call instead of attempting to self-serve,
internal search didn’t provide relevant articles nor answer boxes to suggest a next best action,
content was too technical and complex to understand and had over 14,000 duplicative article pages,
the website was not mobile optimized, which presented a challenge for a site that has a high percentage of users engaging from mobile devices.
The primary focus was to strategically simplify the experience in page volume and how we present information. This included ensuring how-to content is easy to understand and provides step-by-step guidance in addition to addressing top user needs no matter what channel they engage in.
The project plan I defined focused on creating speed to delivery in addition to a scalable platform for iterative improvements. Other notable mentions to future proof the digital experience included creating a governance process when partnering with other teams, building a dashboard for our team to view metrics in real-time and optimize where needed, and ensured the developers built the content management system so that the components were modular and allowed us to publish edits without the need to be aligned to a release date.
Definition & Delivery
In order to help inform the design direction, I drove the definition of the Information Architecture and Content Strategy. This included the plan for what pages to keep, sunset, migrate and create. I also established success metrics and wrote user stories for development, which was broken down in a phased approach to launch new site sections and 301 redirect legacy pages on a monthly basis.
