Help Centre

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Company

Tabcorp: the project took place within a company operating in the gambling industry, requiring strict compliance with industry regulations.

My role

As the lead for this initiative, I was responsible for developing and executing a comprehensive strategy to transform the Help Centre.

Goals
  1. Improve user engagement and satisfaction.
  2. Reduce the volume of repetitive queries to the Customer Support Centre (CSC).
  3. Enhance the overall efficiency of the Help Centre.
Problem Statement

TAB's underperforming Help Centre was receiving 70,000-85,000 monthly visitors, with 82% leaving without finding the help they needed. The average session duration was just 28 seconds, and the second most searched article was about contacting customer service.

Project Scope

The primary goal was to overhaul the Help Centre to streamline support and improve efficiency. Key stakeholders included customer service teams, the marketing team, and legal and regulatory departments. Constraints included limited resources and a lack of a dedicated product team.

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MY ROLE

Stepping into different roles to ensure project success

Our discovery work on this project identified critical issues that needed immediate attention. Without a dedicated product team and adequate funding, I assumed the roles of Product Designer and Manager for end-to-end delivery. 

  • Leading the initiative, I developed a compelling business case to guide strategic decisions, aiming to transform our Help Centre into a customer-centric hub, boosting efficiency and satisfaction while reducing operational costs. 
  • I crafted high-fidelity prototypes, and pixel-perfect design assets and worked closely with developers to ensure smooth delivery through rigorous testing (UAT and BVT). 
  • Navigating stringent gambling industry regulations, I partnered with legal, risk and regs teams to ensure full compliance.
  • I briefed the design studio on the requirements for producing customer-centric "How to" video content, which was to be published on the Help Centre, App and YouTube. 
  • Lastly, I conducted a comprehensive audit of our article repository, restructuring over 300 entries to streamline access and eliminate redundancies. This Information Architecture overhaul included introducing new categories and sub-categories in line with the customer journey. 

OBJECTIVE

A Strategic Overhaul to Elevate Customer Experience and Drive Efficiency

The outdated content and confusing navigation of the current Help Centre were frustrating customers and overloading the Customer Support Centre (CSC) with repetitive queries. This diverted resources from more complex tasks that engage and motivate agents. We needed to optimise the Help Centre to provide accurate, timely support and free agents for more intricate issues. 

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Cost Reduction Potential

It takes 20 agents to handle the top 8 call drivers (circa $1.8M). Achieve cost reductions by leveraging digital channels to divert inbound calls from the Customer Support Centre (CSC).

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A Better Agent Experience and Efficiency

Elevate the customer service agent experience by reducing monotonous tasks. Boost productivity through the strategic allocation of agent resources i.e. Live Chat

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Empowering Customers to Self-Service

Enhance customer satisfaction by providing efficient, self-service solutions. Customers get the help they need 24/7 without intervention or additional cost to the business. 

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Customer Rentention and Advocacy

Strengthen brand loyalty and championing by improving service retention. It costs less to retain existing customers than it does to acquire new ones. 

APPROACH

A User-Centric Transformation

Our interdisciplinary team of CX and VOC experts adopted a comprehensive, data-driven strategy to transform the Help Centre into a user-centric platform. By leveraging in-depth research, we identified pain points and framed the core problems. We then ideated innovative solutions, designed pixel-perfect interfaces, and executed a seamless delivery process, ensuring both immediate and long-term value for our customers.

RESEARCH

Understanding the Current Experience

To gain a thorough understanding of the problem space and the current customer experience, I executed a multi-faceted discovery phase.

Data Anaytics

Analysed user behaviour and traffic patterns to identify key off points, engagement gaps, most viewed articles and common search terms.

This quantified the size of the problem and provided a clear picture of where users struggled the most, informing our prioritisation of solutions.   

VoC Insights

Collected and analysed customer feedback from various touchpoints to understand their needs, preferences, and pain points.

VOC insights helped us ensure that the improvements would directly address the issues most important to our users. 

Stakeholder Interviews

Engaged with frontline customer service agents and team leaders to extract insights into common call drivers and internal pain points. 

These discussions highlighted the disconnect between the Help Centre's content and the queries received by the CSC, underscoring the need for a more intuitive and informative user experience. 

Technical Feasibility

Collaborated with developers to understand system dependencies and constraints. This involved evaluating what could and couldn't be done from a technological standpoint, ensuring our proposed solutions were realistic and achievable within the existing infrastructure. 

SERVICE DESIGN BLUEPRINT

Capturing Insights in a Single Journey

The service design blueprint was used to effectively convey the needs, wants, channels, pain points, and opportunity areas throughout the entire in-venue journey.

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KEY INSIGHTS

Customer Pain Points to Solve

After synthesising the research and data, the team identified 6 themed pain points and mapped the challenge frequency across the Help Journey. 

➪ Speed to Solution 

➪ Not Easy to Navigate or Use

➪ Self-triage

➪ Maintaining Trust

➪ Lack of Personalisation

➪ Manual Tasks 

INSIGHTS

KEY INSIGHTS

Operational Pain Points to Solve

We collated what we knew about the challenges that the Customer Service Centre faced in their day to day operations. 

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STRATEGIC CHALLENGE STATEMENTS

A series of How Might We (HMW) challenge statements were developed to create focus and narrow the scope for problem-solving. Each statement was supported by the key opportunities areas to focus on.

How Might We... 

➪ empower our customers with the right information at the right time to better self-serve and troubleshoot their problems?

➪ create a structure to support the delivery of an efficient and accessible Help Centre for our customers?

➪ strategically integrate the Help Centre into our omnichannel experience to effectively address CSC challenges?

THE SOLUTION

The Help Centre Reintroduced

As part of Phase 1 of the project, the following UX changes were implemented to enhance usability, relevance, and accessibility across the Help Centre platform, aiming to optimise the user experience.

➪ Enhanced Visibility of Search Bar: Increased prominence to streamline access, recognising it as the quickest route to answers. This change directly increased the search volume by 192%. 

➪ Improved Information Architecture: Tested via the card sorting method, we introduced new Topics & sub-topics, accompanied by micro-interactions for intuitive navigation.

➪ Removal of Outdated FAQs: Eliminated as maintenance was lacking, replaced with dynamic AI-driven Top 10 articles for current relevance.

➪ Accessibility Enhancements: Adjusted text colour, size, and weight for improved readability and contrast.

➪ Addition of "How To" Videos: Addressed user demand for instructional content (e.g., Withdrawal, Placing Bets) to facilitate learning.

➪ Implementation of Breadcrumbs: Simplified navigation with easy access to previous pages.

➪ Enhanced Article Organisation: Introduced sub-topics to expedite information retrieval, moving away from a linear, date-based list that was not relevant to the user's journey to finding answers. 

➪ Streamlined Contact Options: Added a persistent "Contact Us" banner for simplified customer outreach.

➪ Overall UI Improvement: Implemented a refreshed design that aligns with the current TAB design system and branding.

Home Page

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Topic Detail Page

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Articles Page

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RESULTS

Demonstrated rise in Help Centre engagement

The team monitored the Help Centre's core metrics over two months, observing improvements in user engagement.

 

➪ Achieved 192% increase in search volume

➪ Increased the average time on site by 44%

➪ Reduced the bounce rate by 5%

 

Positive user feedback highlighted the improved usability and user-friendliness of the Help Centre. However, calls to the CSC did not decrease, indicating that the help articles might not have fully addressed the users' issues, or lacked self-service options for certain top inquiries.

REFLECTION

Future Considerations

The project successfully enhanced user engagement and provided valuable insights into user behaviour. Future improvements should focus on expanding self-service options and addressing specific high-priority queries. Although Phase 2 of the Help Centre Uplift was planned, the team's transition from the Marketing Group to the Product Group shifted our focus, postponing further enhancements. This experience reinforced the importance of iterative testing, user-centred design, and aligning team priorities with business goals.

Get in touch 

anhle.is@gmail.com

Get in touch

anhle.is@gmail.com

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