You can change quickly, or you can do it in strategic stages. We structured the redress roadmap into three phases.
The first priority was a focus on ‘fixing broken things’ for their existing ‘early-adopter’ customers, which presented significant impacts to acquisition, retention and advocacy, and were easy to fix. Addressing the bad reviews, reverse the decline, improving retention and restarting positive momentum. For example, we recommended a change from a 30-day money back guarantee to a seven-day free pre-authorise trial.
The second priority phase was about fixing the harder but still important issues. Enhancing the service through important, easy-to-do innovation, beginning the shift towards the desired competitive position and address the needs of early mass-market customer target while continuing to protect the early adopters.
In the third priority phase, the focus was on the early mass-market and what the service needed to look like to accelerate penetration into that segment. Doing all of the hard innovations advancements (such as personalisation), that would make HMA a winning service in that emerging segment.
The timelines for each phase were informed by the capabilities and investments available in the business, resulting in a detailed delivery plan.
We then formally socialised it into the two groups; the senior team to get their buy-in, and secondly what we termed the ‘fix group’ – those who were going to execute the plan – this included a number of the ‘think’ team for consistency.
Strong communication aided the whole process. We were also able to help source and appoint the execution programme director – a permanent member of staff.