Very good! Of course it was very complex, but the fact that it was easy to grasp made it very manageable. In particular, we recognized which gaps we still need to fill. Because as a top brand, our relationships with our users really have to be about all the moments when our users expect support from us, from building the relationship to product advice, to service for owners and – very importantly – preventing problems. What was key was that we did this exercise cross-functionally, across all digital channels. This has made us more efficient; previously, we often dealt with our users’ requirements in a channel-specific way. But, of course, it can only be done cross-channel. Our customers don’t think in terms of channels either. What’s more, their customer journeys are always individual and situational. That’s why the operations and systems behind them must be designed in such a way that they can support all relevant channels and all individual customer needs.
It is also important that this user-centric process has also enabled us to derive for each identified customer value what business potential it holds for us as Festool. This enables us to increasingly view our necessary investments from the perspective of complex business cases.