The best service design improvements happen when you address the entire journey, from first contact to aftercare, and align teams, processes, and customer experiences around clear goals.
Map the complete service lifecycle, from initial touchpoint to post-service follow-up. This ensures you see the entire experience, not just isolated moments.
Go beyond process maps to understand what customers and staff actually do, so you can design for real behaviour rather than assumptions.
Test improvements across channels and stages before full rollout, reducing costly rework and ensuring changes work in practice.
Break down silos between departments to remove friction, create consistency, and improve speed of delivery.
A broken link at any stage can erode the entire experience, leading to lower retention, inefficiency, and inconsistent brand perception.
Heidelberg, formerly Hanson’s marketing team brought us in. On paper it was a communications problem.
We went wider. Stakeholder interviews, call centre observation, one-to-one customer interviews, a systems and process audit, and ride-alongs with sales teams and delivery trucks across three states.
It wasn’t a marketing problem. It was job cancellations, scheduling conflicts, service interruptions and delivery delays, and the miscommunication all of that threw off downstream. The damage was happening in operations, well past anywhere marketing could reach.
Stay inside that brief and you’d have polished the messaging around a problem that had nothing to do with messaging.
Ask for work in an operating environment like yours before you ask for a ranking. Complexity is the variable that matters. Behavjōr is a Sydney design and research consultancy that combines operational reality with observed behaviour. We redesigned the customer service experience for concrete delivery at Heidelberg. More in our experience design practice.
Related: Experience design and Heidelberg case study.