Designing Westpac’s Referral Model

CHALLENGE

We wanted to determine what were Westpac’s Point Of Sale partners concerns and expectations around implementing a partnership and how they might want to proceed. We also wanted to understand the sales process for both parties and how we could create a consistent customer experience - regardless of channel or brand.

APPROACH

This project followed the ‘double diamond’ design process model, created by the British Design Council, and included a mixed methods approach to the research; in-depth interviews, roleplay, observation, journey mapping.
The findings from this research were synthesised into a detailed journey map. This visualisation helped drive a conversation model as well as where best in the current processes the referral conversation should occur. Any problems or opportunities for the customer were also highlighted and priortitised, guiding us to new design challenges across key moments of the experience.

OUTCOME

This project explored the concerns and expectations of partnering with vendors (both from Westpac and the vendors perspective) and opportunities for a referral conversation. By synthesising this research, this project presented a refined, holistic vision for a successful referral partnership. Reviewed with key stakeholders, this went on to inform a consistent referral model with future vendors.

Early research and design efforts provided identified potential experience gaps in the model. Doing so, enabled the project sponsors to reconsider the referral strategy to ensure we deliver a more innovative, robust, and commercially viable solution.

Magnus Hsu
Director, Group Strategy and M&A, Westpac

Tamarin worked with Westpac’s Payments Transformation team on a project to deliver new innovative payment solutions. Tamarin led the Human Centred Design stream of work over a period of ~2 months and delivered an outstanding outcome for the project. Over Phase 1 of the project, Tamarin delivered a new customer sales and service journey spanning across multiple touch points (e.g. in-branch, online, 3rd party partners) – this eliminated multiple customer pain-points and significantly improved the experience for the customer. In phase 2 of the project, Tamarin conducted extensive customer interviews on broader customer pain-points – this helped us to prioritise the important features for the delivery of our new solutions.

 Key strengths

·         Strong interpersonal skills – natural and authentic communication style, great collaboration with the team
·         Strong customer research skills – rigorous in customer research and working with the project team on synthesising the insights
·         Strong slide-writing skills – well-structured and clearly articulated slide pack
·         Strong visualisation skills – customer sales and service journey map captured the end-to-end customer journey in a single page