Customer Experience Management, Product&User Experience Unit

What can other companies learn from the successes and failures of your adoption of experience strategy?: 

At Turkcell, User Experience is the framework of everything we do about user and service experiences. Efforts to improve user experience or service experience of Turkcell products & services, serve to enhance overall Customer Experience. Our motto is “We promise to deliver a unique Turkcell experience that is trusted, cared for and simple for our customers.” With the help of this motto we also use as e-mail signature, we communicate our vision throughout the company, so that everyone has the ownership of User Experience, not only the UX Team. UX Team comprises of 6 business and design leads. Per project one business lead and one design lead are always assigned, thus the project is analyzed and carried out in 360 degree perspective. UX Team is organizationally located within Consumer Marketing Unit - Customer Experience Management, instead of IT. UX Team works directly with product owners. Thus UX team is included in every step of product lifecycle naturally and iterative feedback process continues effectively. At the center we have the customer, surrounding there is user experience design, and then there is service design. A failure in one, results in undesirable consequences in the overall experience of our customers. Thus it is critical for us to design every single experience and the overall experience at the same time. [Images were embedded in the document, which is attached below, and here's a screenshot: ] At the beginning of the UX strategy implementation, project scopes were set broader to cover more pain points. Major shortcomings were difficulties in project management and overlap of different projects. What we learned as a result, was to focus on single experiences that are the subsets of the overall project. In the first months of establishment, UX Team was heavily involved in product development process with usability tests and reports. The team was confronting the risk of losing strategic focus and to be overloaded with administrative tasks. By launching Turkcell Application Guideline including all UI and UX must have elements, the team was able to focus on experience strategy and benchmarking. UX Team gets involved in the projects and injects the user viewpoint in them. Besides external users, there is an internal team of 450 people who voluntarily experience the products and services before launch. It enables testing services with privacy issues before launch and gives time to fix the experience in early steps. There are Key Experience Indicator (KEI) sets tailored for every single product & service that help evaluate if a product or service is ready for launch or not. Scorecards of products & services are issued periodically; where KPIs and KEIs are tracked together; to show how experience drivers affect the business objectives of products & services. Turkcell’s first usability lab is “7th Sense”; where user tests, field studies and user inter- views are conducted; using methods such as eye tracking, think aloud, card sorting and user testing. On August 2013, we opened Turkey’s first comprehensive User Experience and Telecommunication Training & Test Center, which is open to use also from out-side of the company. Thus, we aim to increase the awareness User Experience discipline and provide value not only for Turkcell, but also for Turkey by supporting selective projects with both national and international academic stakeholders. At the beginning of this mental shift, UX encountered resistance, since it was believed it would slow down the process with its additional requirements (user tests, internal KEI evaluations, prototypes etc) and healthchecks. But now, it is a common recognition within the company; since “You cannot afford not having UX anymore”.

How does your company articulate its experience strategy?: 

Turkcell’s vision is adding value to the lives of our customers; by focusing on technology and focusing on people. Turkcell is aiming to adopt a user-centered approach for developing products and services. As an early mover in this area in Turkey, Turkcell has a great opportunity to clearly differentiate from the competition with offerings that create maximum value for the users. UX team is directly involved in two of the company strategies for 2014. One is to create a unique Turkcell experience; the other is to implement Simplicity concept within company. UX Process is accepted in executive level in Turkcell. It consists of five key phases (Ideation – Conception – Design - Development – Live). With UX Process, UX is not a step in the process anymore; it’s the heart of product development within the company. UX Team publishes several UX reports in executive level, to broadcast the status of the product. The process cannot proceed to development or launch phases, without UX approval. There is also UX Mag which is published within the company in every quarter, to keep up with recent outcomes of UX Team and worldwide UX trends. One of the Key Performance Indicators for all Turkcell employees is Net Promoter Score, which is majorly effected by experience. We also conduct Ideation Workshops within the company with different units, to lead user-centered innovation on all levels.

What structural and leadership changes were required to implement your experience strategy, and how did they affect you success in realizing the strategy?: 

In early 2011, Turkcell Value Added Services and New Technologies Team received consultancy for the need of a system for the product development process in Turkcell.

Very soon after the consultancy, Turkcell established its Product and User Experience Department under Customer Experience Management in July 2011, to establish design thinking within the company, design the user experience of customers and make UX a company culture, using tools and methods applicable to Turkcell.

UX Team was built within Marketing Department, thus the team started to work directly with product owners and implement the experience strategy throughout the company. In parallel to this, the team received consultancy from one of the biggest service design agencies of the world, about the tools and implementation of the experience strategy. That time all team members had business oriented backgrounds; and the need for a design perspective aroused. So as a result, design oriented members participated the team, building up the right combination for design thinking methodology.

During the first year of its establishment, UX Team did a lot of benchmarking, looking for best practices of UX including biggest companies from Russia, Finland, Sweden and Spain.

Turkcell has been involved in initiating the UX transformation since then, with four documents building up a reference framework:

- Turkcell UX Process

- Turkcell UX Standards

- Turkcell UX Methods

- Turkcell UX Guidelines

With all these tools, UX is accepted within the company in total.

How has your company’s adoption of experience strategy manifested in your products, services, and other customer- or user-facing touchpoints?: 

Each month seven million customers receive Turkcell invoice. It is a touchpoint, reaching every Turkcell costumer. For years, one of the top 5 call center topics was “Incomprehensibility of the Invoice”. This was trigger of Invoice Redesign project. Turkcell Invoice was designed mostly with regulation concerns, as a result it was difficult for our customers to understand it. Differently from earlier invoice projects, touchpoint and user experience teams worked together on this project. First, we analyzed benchmarks, previous researches and user complaints. We also conducted various focus group sessions and clarified the invoice user profiling, which is: \- The Skeptical Inspectors: \- The Alert Scanners \- The Ignorers This was an insight showing that we have to consider the way the invoice gets out of the envelope and the information hierarchy on each folded part. Other comments of users were: “I cannot read, the fonts are too small” “There is much more information on the invoice than I need. I cannot understand them” “I cannot understand many of the invoice items” After first design drafts we had an A/B testing with two design alternatives and two different contents. During the detailed design process, our print company was convinced to switch to high quality color printer. After many design alternatives and continuous A/B tests, focus groups, eye-tracking tests, we decided on a final version. New Turkcell invoice has: \- Information Hierarchy with color codes and font sizes \- Sections designed according to reading habits \- Removing marketing contexts to prevent negative emotions \- Emotional effect with images including smiling people and service context \- Removing unnecessary and too detailed information, or replacing to back page \- More whitespace \- QR Code usage for payment and detailed information \- Emphasized amount \- Bigger fonts for main categories Turkcell customers are receiving the new Turkcell invoice since December 2013. Since then, “Incomprehensibility of the Invoice” is not an issue at top five complaint list of Turkcell Call Center. Online surveys show that 70% of customers, who have realized the change, approve new Turkcell invoice. Some customers even tweeted about how clear the new Turkcell invoice is.