Wasl. Customer Experience (CX) Journey Mapping in Real Estate

Context, Approach & Methodology

We initiated the digital transformation project for Wasl by mapping the "As-Is" customer journeys for various business categories and subsequently developing "Future" journeys. This process involved a series of workshops and stakeholder interviews to ensure that the newly designed journeys accurately reflected the customer experience and effectively addressed any existing pain points.

The Groundwork

To begin, we created detailed "As-Is" journey maps across four main categories:

1. Residential and Freehold Journeys (4 Journeys)
   • Payment Plan: Spanning 7 stages with 44 steps.
   • Off-Plan: Comprising 5 stages and 22 steps.
   • Ready: Encompassing 7 stages and 40 steps.
   • Lands Ready: Featuring 5 stages with 31 steps.
2. Residential Leasing (1 Journey)
   • Ready: Covering 7 stages and 35 steps.
3. Commercial Leasing (1 Journey)
   • Ready: Encompassing 7 stages with 40 steps.
4. Land Leasing & Leasehold (3 Journeys)
   • Ready (WLC): Including 6 stages and 36 steps.
   • Ready (ILAC): Comprising 6 stages and 37 steps.
   • Ready (Subleasing): Featuring 5 stages with 18 steps.

For each journey, we defined:

• Actions: Specific steps customers take during the journey.
• Pain Points: Challenges and issues faced by customers at each step.
• Internal Processes: Behind-the-scenes processes that support customer actions.
• Touchpoint & Emotion Clusters: Key interaction points and associated customer emotions.

Workshops Conducted:

We conducted four workshops, each tailored to a specific business category, to align stakeholders on the importance of the "As-Is" journeys and to lay the groundwork for creating future journeys:

1. Introduction: Presented our team and Renascence, explaining our role and expertise.
2. Workshop Overview: Outlined the workshop structure and its relevance to Wasl’s needs.
3. Importance of "As-Is" Journeys: Highlighted six key use cases:
   • Enhancing communication with customers.
   • Ensuring consistency in the customer experience.
   • Elevating customer experience to best-in-class standards.
   • Promoting self-service and digital experiences.
   • Optimizing processes and technology applications.
   • Leveraging Voice of Customer (VoC) insights.
4. Future Journey Development: Explained the development process for future journeys, including:
   • Conducting over 30 business interviews with 10 key questions each.
   • Drafting the "As-Is" journeys.
   • Validating these journeys with stakeholders during the workshops.

The Analysis

After validating the "As-Is" journeys, we moved on to develop the "Future" journeys with the goal of enhancing customer-centricity by addressing pain points and identifying opportunities for improvement:

• Actions: Updated actions to streamline the customer experience and reduce friction points.
• Opportunities (How/Who): Identified new opportunities for enhancing the customer experience and assigned responsibilities for implementing these changes.
• Improvements (How): Suggested specific improvements, including process changes and technological enhancements.
• Internal Processes: Updated internal processes to better align with customer needs.
• Touchpoint & Emotion Clusters: Refined touchpoints to ensure positive customer emotions at every interaction.

The Results

The collaboration with Wasl led to a understanding of their current customer journey and identified key areas for improvement. The workshops were pivotal in aligning stakeholders and setting the stage for implementing more customer-centric approaches:

• Enhanced Customer Journeys: The developed "Future" journeys were more streamlined, reducing friction and addressing key pain points.
• Actionable Recommendations: Provided Wasl with a clear path forward, including detailed actions, improvements, and opportunities for each customer journey stage.
• Stakeholder Alignment: Achieved a unified understanding among stakeholders about the importance of customer experience and the steps needed to enhance it.