Good morning, my name is Carlos Pablo and I live in Colombia. Although my native  language is Spanish, I hope I have expressed my ideas in the best way in the English  language.

1. Challenge

The organization that I work for specializes in "Loyalty" programs, which in my country is a  sector that has evolved very quickly, and over the 2 years since the launch, very good results  have been achieved and an important recognition in the market.

The challenge is to implement a new channel of interaction that allows for more fluid  communication with customers, which positively impacts their experience in each contact.  The communication channel to be implemented is WhatsApp Business as a formal  communication channel, but the challenge is to clearly define what the scope of this new  channel will be according to the processes in the life cycle of the program and the requests  made by customers (Enrollment, Claims, frequently asked questions, user account  management) with the aim that this new channel may have a defined and specialized scope  focused on what customers in a channel like WhatsApp really value most.

2. Selection

When we were analyzing the different tools of design thinking, we identified that due to  the progress that has already been made in the different stages and the knowledge that we  have of our customers in the attention provided by the other channels of customer service,  the Learning Launch is the tool indicated in this stage of the project with which we will  quickly and economically test the hypotheses that we have raised and thus define the  appropriate scope for the new WhatsApp channel.

3. Aplicattion

Our Learning Launch process was considered in 2 stages: in the first stage, a list of  transactions that could be attended by the WhatsApp Channel was defined in order to  evaluate them in the Learning Launch and identify if the transactions that we consider in  our hypotheses that would be the most appropriate for this new channel, if indeed they  were those that the clients were requesting from us. For this test we defined that all the  internal employees of the company will participate during a period of 15 days in order to  have fast, economic and close results with a critical public. We established an internal  communication channel so that they could send us all the feedback and opportunities for  improvement and in this way make the necessary adjustments. We were able to obtain  many feedbacks that helped us identify improvements in a timely manner.

Subsequently, we carried out a second phase with a second learning launch in which we  included 300 VIP segment clients who were active clients in the Loyalty program, with  whom we also established a direct communication channel so that they could share all their  observations and comments, which allowed us to redefine some processes of the initial  scope of transactions that would be served by the new WhatsApp channel.

4. Insight

The experience in the application of the Learning Launch tool was very useful because it  allowed us to experiment and contrast the hypotheses we had about the scope that the  WhatsApp channel should have. Before the first stage, we were considering including the  option of “Enrollment” to the program through the new channel, since it is one of the  transactions that has the most impact on our telephone channel. But after the tests were  completed, we were able to understand that as the “Enrollment” process is an activity that  requires significant time to complete and because it has other channels enabled, such as  the website, for this transaction in particular we were able to identify that customers  preferred to register by the other established channels, while the whatsapp channel gave  more relevance to interactions related to the FAQ´S, program information, password  change and failure reports. According to the above, the scope was redefined and additional  predetermined messages were adjusted, improving the customer experience in the new  channel much more.

5. Approach

The application of the learning Launch tool allowed us in a very agile and economical way  to know in greater detail the needs of our clients when using a channel like WhatsApp and  what it was that they really valued about attention through this channel. On a future  occasion, he would be very aware of not falling into the “trend of confirmation”, since  having considered the needs of clients taking as a reference information of the other  channels, made us believe that through this channel they would demand the same  transactions but we realized that this was not the case

Thank you very much for valuable learning.


Good morning , my name is Carlos Pablo and I live in Colombia . Although my native language is Spanish , I hope I have expressed my ideas in the best way in the English language . 1 . Challenge The organization that I work for specializes in " Loyalty " programs , which in my country is a sector that has evolved very quickly , and over the 2 years since the launch , very good results have been achieved and an important recognition in the market . The challenge is to implement a new channel of interaction that allows for more fluid communication with customers , which positively impacts their experience in each contact . The communication channel to be implemented is WhatsApp Business as a formal communication channel , but the challenge is to clearly define what the scope of this new channel will be according to the processes in the life cycle of the program and the requests made by customers ( Enrollment , Claims , frequently asked questions , user account management ) with the aim that this new channel may have a defined and specialized scope focused on what customers in a channel like WhatsApp really value most . 2 . Selection When we were analyzing the different tools of design thinking , we identified that due to the progress that has already been made in the different stages and the knowledge that we have of our customers in the attention provided by the other channels of customer service , the Learning Launch is the tool indicated in this stage of the project with which we will quickly and economically test the hypotheses that we have raised and thus define the appropriate scope for the new WhatsApp channel . 3 . Aplicattion Our Learning Launch process was considered in 2 stages : in the first stage , a list of transactions that could be attended by the WhatsApp Channel was defined in order to evaluate them in the Learning Launch and identify if the transactions that we consider in our hypotheses that would be the most appropriate for this new channel , if indeed they were those that the clients were requesting from us . For this test we defined that all the internal employees of the company will participate during a period of 15 days in order to have fast , economic and close results with a critical public . We established an internal communication channel so that they could send us all the feedback and opportunities for improvement and in this way make the necessary adjustments . We were able to obtain many feedbacks that helped us identify improvements in a timely manner . Subsequently , we carried out a second phase with a second learning launch in which we included 300 VIP segment clients who were active clients in the Loyalty program , with whom we also established a direct communication channel so that they could share all their observations and comments , which allowed us to redefine some processes of the initial scope of transactions that would be served by the new WhatsApp channel . 4 . Insight The experience in the application of the Learning Launch tool was very useful because it allowed us to experiment and contrast the hypotheses we had about the scope that the WhatsApp channel should have . Before the first stage , we were considering including the option of “ Enrollment ” to the program through the new channel , since it is one of the transactions that has the most impact on our telephone channel . But after the tests were completed , we were able to understand that as the “ Enrollment ” process is an activity that requires significant time to complete and because it has other channels enabled , such as the website , for this transaction in particular we were able to identify that customers preferred to register by the other established channels , while the whatsapp channel gave more relevance to interactions related to the FAQ´S , program information , password change and failure reports . According to the above , the scope was redefined and additional predetermined messages were adjusted , improving the customer experience in the new channel much more . 5 . Approach The application of the learning Launch tool allowed us in a very agile and economical way to know in greater detail the needs of our clients when using a channel like WhatsApp and what it was that they really valued about attention through this channel . On a future occasion , he would be very aware of not falling into the “ trend of confirmation ” , since having considered the needs of clients taking as a reference information of the other channels , made us believe that through this channel they would demand the same transactions but we realized that this was not the case Thank you very much for valuable learning .