Hastings Direct wanted to increase customer self-service and reduce reliance on traditional service channels. At the same time, internal teams were experiencing friction from processes and systems that made it harder to deliver a consistent experience.
The challenge was to understand where digital journeys were breaking down for customers, while uncovering the internal issues contributing to those problems.
We used journey mapping grounded in qualitative research across both customer and internal experiences.
This included stakeholder workshops to align on objectives and context, call listening and interviews with contact centre teams across three locations, and customer interviews using a Jobs to be Done approach to understand real service interactions and expectations.
Insights from the research were brought together into three interconnected journey maps, representing customer experience and internal service delivery.
Viewed individually, each map highlighted key moments and friction points. Viewed together, they revealed clear cause-and-effect relationships between internal challenges and customer outcomes.
The final playback presented a clear, evidence-led view of how customer experience and internal operations were interconnected.
Hastings Direct received a prioritised roadmap combining quick wins with longer-term strategic initiatives, providing a practical foundation for improving self-service journeys, reducing internal friction and supporting greater digital adoption at scale.
