To achieve the strong endorsement sought, it was necessary to involve people in key positions within the organization, not only to engage them, but also to learn their views and contributions. We contacted experts in very diverse areas ranging from Quality, Supply-Chain and Engineering, to Trade, e-Commerce, Product and Marketing, among others.

The experts and other leaders of the organization helped define the multidisciplinary team that was formed. The work was done in virtual mode, since people worked in different locations. Agile Service Design techniques were applied for hybrid experiences.

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The priority was to understand the point of view of the customers of each of the two brands. What expectations and desires they expressed. With the help of the Empathy Map technique, the proto-personas of each of the brands could be elaborated. A preliminary journey map was then drawn up, going through the end-to-end cycle: product search, online or in-store purchase and possible after-sales events.

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Using our usual methodological triangulation approach, we conducted both qualitative and quantitative approaches to three units of analysis: Electrolux consumers. Gafa consumers and customer contact point personnel. In-depth interviews, focus groups and hundreds of surveys were conducted.

The fieldwork generated allowed refining the preliminary observations on the proto-personas and adding insights for the improvement of the customer experience. In addition, the measurements made it possible to identify the magnitude of the emotional impact of the most relevant critical moments. The employees' input was also very useful because it allowed us to identify the possible causes of the moments of truth and friction experienced by the customer.

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As a regular part of our back office work, we debug what is generated, in order to arrive at the final deliverables of the project.

In order to give an account of the end of the project, promote a customer-centric culture and open the way to implementation, an activity involving key stakeholders was carried out. Using non-traditional training techniques (Interactive Experiential Theater), the rationale, objectives and detailed content of the hybrid experience improvement program that was now being implemented were presented.

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‍Electrolux received:

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• A complete report with the results of the qualitative stage.
• A report with the results of the quantitative stage, including tables and graphs with the measurements of the different experience variables.
• The Hybrid Journey Map.
• The refined Proto-people of each brand.
• The Value-Added Opportunities (VAO) catalog for the implementation of the plan.