Voice of the Customer programme

DWG helped Mastercard to embed a multi-channel Voice of the Customer programme across a global division.

Mastercard is a payments industry leader; one of the primary payment networks worldwide; a driving force in traditional and digital commerce.

  • The business was operating across various platforms, with many clients still interacting with legacy systems.

  • Quality of experience varied with no central method for capturing and responding to ‘customer pain points’ pre, during or post-migration.

  • The interoperability between global and regional operating models was inconsistent and fractured in places.

  • The business lacked uniformity of approach when executing strategic projects.

  • There were no reliable customer insights to shape their continuous improvement agenda or feed into performance scorecards.

  • DWG was engaged to align business stakeholders, provide an ‘as is’ assessment, and design and launch the first generation of a Voice of the Customer programme across all regions.

  • Insight collection methods and channels were selected to ensure that outputs reflected both the customer’s experienced pain points and enhancement opportunities to help define future strategies relating to products, processes, and service.

  • Customer scope/segmentation and the rollout approach were designed to optimise the programme’s validity whilst focusing on generating reliable and actionable insights quickly, leveraging both solicited and unsolicited data.

  • Appropriate tools and delivery options were adopted for phase one to provide a standalone solution with low resource impact on existing business functions (globally and regionally).

  • Synthesised analysis was conducted allowing key insights to be extracted and recommendations were made at both overall and segmented levels.

  • The programme provided unassailable insights into customers’ needs, experiences and expectations.

  • The client was able to develop a rapid response to identified customer concerns and high retention risks.

  • This enabled the business to start transforming into a more customer-centric enterprise, defining and prioritising divisional objectives around clear customer outcomes.

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