Project Everest

Work Update

Customer Journey Map

by
Bailey Bond
Bailey Bond | Jan 13, 2017 | in Knowledge Base

Design thinking has become a crucial activity to the ongoing analysis of the business model as required by the Water Infrastructure team. Since the start to the project there has been an ongoing discussion of how the insurance platform could provide an extra level of ‘oomph’ to allow for a superior business model to be developed over the traditional models currently in operation in Timor-Leste, which include the GMF groups or contacting SDF’s to arrange broken items to be fixed.

 

Through the design activity conducted of the customer journey map, it allowed for us to understand and empathise with current practice of repairs in Dili and how individuals would progress through this task. Doing this customer journey map allowed us to understand the gaps within the operation that currently occur and how in the opportunity phase of identification we were able to come up with some interesting ideas.

 

Within the customer journey side of the operation, we saw that during the communication component, there would be an inherent benefit in allowing a clear, conceive and centralised communication system to allow for individuals to contact for repair. This idea would be ideal for the pure ‘Pluber’ model that had be discussed by previous teams, but it was agreed that there is a much bigger issue than a communication breakdown for Timorese people as often with the survey conducted repairs were done by phoning a friend or plumber, and having it fixed within 24-48 hours in the Dili Area.

 

An idea that was discussed was the fact that infrastructure continues to fail, and repair work is done on a semi-regular basis. It is then asked why are these items failing? Is it due to the quality of the product used, the lack of skilled individuals to conduct the repairs or lack of ongoing care of the items. A topic area discussed was the idea of a service value of preventative care.

 

Preventative care could be seen as an added service value to many individuals as it repairs damage before it becomes a larger costs of the consumer. Additionally to this, allowing the platform to repair issues whilst they are still at a reasonable size and cost allows for long term savings of capital. An ongoing preventative care program could be a long term cost saving exercise for the organisation, after initial repairs to infrastructure had occurred.

 

Standardisation of materials and practice was also an identified as a potential. With ongoing standardisation of plumbing practice across the platform and Timor-Leste, it would reduce the costs of the operation as task and repairs would be easier to complete and there would be less need for ‘guessing’ about how to conduct repair work.

 

After completing the Customer Journey Map for the public, we were able to also complete one for Technicians/Plumbers. Current practice is something that we had an easy time identifying, but the interesting part of this came out during the Feeling, Thinking and Experiencing section of this operation. It was identified that no matter what plumbers want work. They want to earn an income and this can be done completing work. But with this we identified the fact that these plumbers may not be completing the work to the best of their ability. Hence there was discussion of an ‘incentives’ based system congruent with a rating system. The rating system would allow the customer to rate their plumber and the service that they received. If there are continuous good ratings, the plumber would be rewarded with incentives, and if they did not receive new jobs. This system would allow for the ‘insurance’ firm to integrate parts of the pluber model into its operations and allow for this blended approach.

 

Other ideas that were discussed was the possibility for ongoing partnership with the training institutes to provide ‘Apprentices’ that can would alongside qualified plumbers to assist in their education. This would allow allow for a reduce labour cost of the operation and and allow for a consistent stream of future employees for the company.

 

These design thinking activities are allowing us as a team to come close to understanding how our business model could stand out in comparison to current methods and what could do better as a whole.

Crowd city design thinking- customer journey map

Customer- technicians

Stage->

problem

communication

repairs

payment

Future

current

Breakage

Costly

 

Called, S.D.F., approached from road, community members, word of mouth, the institution(firms)

Advertisement?

Business cards?

How they can fix it. Try anyway. Don’t always know what they’re fixing

-          Cash$$$

-          Upfront

-          Barter

-          They decide the price

-          IOU

-          NGOs

-          No pay

-          Govt.

Hope

Thinking

 

 

 

 

What are they: feeling

 

 

 

experiencing

Happy

 

Happy

Happy

happy

Fix

Happy

May be doggy

Happy-$$$$$$$$$$$$$$$

It works

Happy

 

Work

Job security

Money

 

Don’t fix

Can’t

-          Irritated

-          Need to buy stuff

-          Advice

Break

-          Fuck

-          Hope no one knows

-          Own up

Opportunities

Find out the plumber pay

Platform

Quoting procedures

Further support

-          Education

-          Growth

Wage vs commission

Partnering ( apprentice and master, )reporting (customer survey)

incentives(Basic wage + commission for good jobs ) or bonuses

 

 

Customer-public

Stage->

problem

communication

repairs

payment

Future

current

Broken stuff

-          Pump

-          Call S.D.F.

-          Call friend/family

-          Approach plumber’s house or on street

-          Walk around to find plumber

-          Word of mouth

Plumbers arrive quickly (3DAYS MAX) compared to S.D.F.

Replacement pump

If done by friend attempt to fix

Fix it yourself

Cash upfront

Free

Depends on who fixes it and what is been fixed(taps free, pumps cost)

SDF?

No maintenance

Further contact

Breaks again

S.D.F. turn off water for tampering with the mains

What are they: thinking

Whether I have enough $$$

Cut into mains

Cheapest option

How do I haggle

I have to find a plumber

How do I fix this

Hope I don’t get caught

How much do I pay? Why did I pay too much

When will it break again?

Hope the S.D.F. don’t find out

What are they: feeling

Irritation

anger

Hopefulness, irritation, stressed, time pressured, frustration

Relief, stress, tiredness

Satisfied, gratitude, “meh”. Ripped off

Worried, happy

What are they: experiencing

Lack of water and loss of primary or secondary water source

Pick up phone, talk to your community, walk a lot

Someone is in house, learning, flowing water

Loss of $$$

water

Water for a while

Opportunities

 

Using local plumbers

Proper quoting methods

A single contact point

local

Standardised water systems

Pump maintenance/service man

Preventive care

Insurance

Competition of plumbers

Payment plan

Deposit for collateral

Repeated cost

Continuing care.

 

 

William Ashford Jan 15, 2017

It may be as simple as there is not a formal Timorese standard that plumbers have to meet.

Integration of standards into insurance claim contracts could help insure that when the jobs are done, they're done right.

Re standardisation of materials, it's important to base the standards on performance of the materials and not their brands. This will help promote the competition Alex spoke about while potentially diversifying our pool of suppliers.

Reply 2

Amber Johnston Jun 20, 2017

Status changed to Previous Work

Reply 0