Improving the experience journey of Iceland’s most visited destination
With more than 1,3 million annual international visitors, three spas, two high-end hotels and restaurants, Blue Lagoon Iceland became a travel destination with a complex ecosystem. Its extreme rapid growth in popularity, was leading to a series of unexpected issues along the entire customer journey, including long queues and crowded locker rooms.
KEY ACTIVITIES
Starting from a deep understanding of the business needs and the current state of the service, we set-up a plan for an in-depth quantitative and qualitative ethnographic research to empathise with both customers and employees working in the different areas of the resort: transportation, accommodation, food and beverage, retail and skincare.
An immersive work of innovation from the inside out, creating an environment of collaboration with a dedicated multifunctional team from Blue Lagoon and a great design team from DGI.
A top view of the Blue Lagoon Iceland
We used different observation methods at different stages of the journey to understand where and how the experience could be improved.
Research, analysis and ideation was continuously iterated with custom tools and output.
Afull strategic plan for digital transformation, service improvement and a framework for future implementation was the result of a year-long project. We redesigned the entire end-to-end customer experience and service blueprint, providing over 200 improvements, from the moment of planning a visit to the spa to the moment of check-out and sharing memories.
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Supporting Südtiroler Volksbank with its regional masterplan and omnichannel services
The regional bank in the north-east of Italy has 170 branches in 8 provinces. The masterplan included different sub-projects, from digital transformation to the expansion of the value chain, omni-channel service model and distribution model. The project’s streams were conducted in parallel by an extended multidisciplinary team.
KEY ACTIVITIES
We combined a thorough analysis of quantitative data and qualitative research in the 8 provinces of the region.
The personas, customer journeys and service blueprint, helped the team and the different stakeholders to reconsider key strategic decisions.
We conducted workshops and training-on-the-job sessions to promote a culture of human-centred design across the organisation.
A co-design workshop with the C-Level and management team.
The research and ...
We supported the bank in the definition of the new omni-channel experience, including transition journeys for specific users that could benefit from the use of new improved channels and touchpoints.
We proposed new concept designs for the bank branches that would not disrupt the sense of community that exists around these places.
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