Brief
Kiwi works with many partners & third parties to offer the best routes & prices for travellers possible. Allowing travellers to go from A-Z using a taxi, train, plane and scooter under 1 ticket.
During my three years working with them Kiwi experienced rapid growth, with bookings rising from 8,000 to 22,000.
Client Kiwi (in-house)
Industry Mobility
Services Service Design, User Research, Digital Product Design
Timeframe 6 months
Problem
The summer after Covid Kiwi received huge booking spikes.
Not all processes were automated as Kiwi scaled fast in the last 3 years. Causing many customers to not get their tickets on time or having their trip refunded.
This meant Kiwi was loosing customers every day. They flooded the customer support and social media channels.
Context, Challenges & Scope
Many third parties and a complex back-end
Kiwi works with many partners & third parties (800+ carriers). Tthis poses tough challenges when delivering competing new services and building a universal technical infrastructure.
Feeling the effects of scaling fast
Kiwi’s rapid growth caused challenges with inconsistent customer experiences and lack of structured, automated processes.
Identifying user needs & organisational bottlenecks
By combining qualitative research and quantitative analysis I identified the root causes of the problem.
These findings merged into the service blueprint, which highlighted where the problematic areas in the organisation were. The blueprint was presented as a story format in a presentation and shared as a reference document.
Methods used:
- User interviews
- Data analysis of automation and agent processes
- Analysis of customer feedback with analysts.
- White-boarding process maps with business architects
Getting from insight to action
VP level leaders and the relevant teams were presented with the findings, followed by a work session where we defined metrics and solutions based on the insights.
The main findings were split in 2 parts:
1. How does the customer experience this situation and respond to it?
2. Where are the bottlenecks in our internal processes?
Outcome
The project’s Objective and Key Results (OKR’s) were set based on the research insights and tracked each month over a 6 month period.
Decrease share of negative social media messages: -72.34% (overachieved goals)
Decrease share of complaints: -48.61% (overachieved goals)
Decrease share of negative survey feedback: -30.56% (overachieved goals)
Increase share of bookings processed within 4 hr: +4.2% (reached goals)
““Tim brings a very customer centric view, whilst having a good overview and understanding of the business, which helps him (and us) connect the dots on sometimes complex issues.
He acts as facilitator between different stakeholders, and will go the extra mile when relevant. I also appreciate he is always keen on making sure all the right parties are involved in the conversations.””