McMillan Shakespeare

Driving business transformation with experience mapping

The McMillan Shakespeare Group asked Paper Giant to inform their business transformation strategy by providing strategic insight and critique of their current operating model.

Two people are sitting at a table looking at a laptop. A website is shown on the laptop screen. One of the people is taking notes while the other person looks at the website.
  • Created a service blueprint depicting the end to end process for novated leasing and salary packaging customers

  • Informed the group’s transformation strategy

  • Identified opportunities to create operational efficiency and enhance the customer experience


The need for transformation

As a leading supplier of salary packaging and novated leasing products, The McMillan Shakespeare Group, have serviced thousands of Australian customers through their consumer facing brands Maxxia and RemServ.

Market success has resulted in inefficiencies that have begun to affect employees and consumers. Their Beyond 2020 program, the largest set of business transformation initiatives the group has ever undertaken, aims to increase productivity and revenue by 50% and 30% respectively. It was critical that they has a customer experience strategy that could evolve and adapt to stay ahead of consumer mobility trends and future disruptors to reach these goals.

Paper Giant was asked to assist in the delivery of the strategy by engaging customers to understand their perspectives and experiences with the brand and with Maxxia and Remserv staff to interrogate the existing operational model and identify opportunities for greater efficiency.

A diagram breaking down the different users spoken to during the research phase. The first part of the diagram notes the breakdown of customers across Maxxia (10) and RemServ (9) as well as Employers (9). The second diagram breaks down the staff roles at Maxxia and the third beaks down the staff roles at RemServ.

Data visualisation of the customers and staff interviewed as part of the project

The danger of operational silos

Through our research, we uncovered a siloed and disconnected organisation where business units operated within disparate operating models, had little understanding of each other's processes and even used vastly different language sets when referring to processes, procedures and products.

While operating efficiently within these silos has clearly been a contributor to the group’s success by enabling expertise, our research found that operating within these silos had been felt negatively by the customer. Their experiences when traversing multiple touchpoints throughout the sales and onboarding process were disjointed, confusing and lacked the human customer-centric approach to customer service that is a staple feature of so many other brands.

An excerpt of a user journey diagram. The diagram shows the key pain points and insights for users and how this affects their mood. Some of the pain points for users include eligibility rules not being understood and the length of time to service account migration.

Excerpt from the service journey map

Refocusing on the customer

We examined the journey from the perspective of the group's partner companies as well as their end user. Both perspectives were mapped and used to unearth opportunities to improve the service models for both customer types, and design interventions to counteract known flaws in the group’s operating model and take a lean approach to sales and onboarding activities by reducing the number of touchpoints within the customer journey.

We identified opportunities to create more value for the customer by; reducing the number of touchpoints across the journey, humanising the language used to describe its products and better addressing the needs and constraints of their core consumer group (e.g. shift workers that are unable to answer phone calls to their workplace).

The journey maps provided the group with a holistic understanding of their own processes. It provided an opportunity to disrupt current practices, to reconsider priorities and imagine new possibilities. Our singular vision is now helping the organisation to bring disparate teams, practices and process around what matters most: the customers.

A person holds an iPad with a RemServ dashboard on the screen. There are three sections or columns with tiles in each. Some of the tiles include options such as 'who is RemServ?', 'salary packaging' and 'calculate benefits'.

Service concept for face fo face meetings

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