Private Pension Online Services

With a customer base of approximately 16 million customers, Caixa Seguradora's pension product still did not offer a wide range of self-service on its website. As a result, customers were often unable to keep track of their plans, and those willing to doing it so had to call the Customer Relationship Centre (CRC) or visit a Caixa bank agency to ask an agent for simple transactions - which would only take a few clicks.

When it comes to numbers, less than 20% of the customers have registered in the logged-on area of the website. This generates a high overload for the customer service center since more than 50% of the calls are for simple services that could be done on the client's cell phone or personal computer..

Launch a series of services in the logged-on area of the Caixa Seguradora website that could facilitate customer needs. As a consequence, a direct impact on the volume of calls in the Customer Relationship Center was expected since more autonomy would be given to users. As a premise, the services should be:

• Simple, yet, open for future upgrades
  While most of the services were simple tasks, there were many demands depending on the customer. And for that, it was important to prioritize simpler features and leave room for future improvements.
• Friendly content
  Financial products are naturally complex, and private pensions are no exception. Therefore, having a friendly and receptive communication was a prerogative to even demystify the product.
• Relevant
  If the user has a job-to-be-done, it was important to create tools that could help them. It wasn't just about creating services; they should be relevant and make sense to those who use them.

Before defining what would be developed, a study was done with the Private Pension BU and the Customer Relationship Center. It was surveyed which were the most requested services in the Central by evaluating the number of calls. The same work was done with the Caixa Econômica Federal, assessing the volume of requests in the bank agencies. We also analyzed the online performance by checking the main KPIs of the logged area, such as volume of sessions by service and goal completion.

After that, we interviewed a few Customer Service Representatives, bringing a clearer perspective about users and their needs. That way, we had more insights about behavioural information, besides a better understanding of the user problems and jobs-to-be-done.

After the research, we then analyzed who were the target markets, the audiences. By crossing quantitative data coming from the BU and qualitative information as mentioned, we could visualize x users:

• Heavy-users
  Customers with a high level of understanding of the product. They are paying attention to their profitability as they use services a few times a month. Naturally, the heavy-users are constantly asking for new services and features.
• Regular curious
  They know the importance of their product, though their knowledge about it is limited. They check their statement once in a while to make sure they're on the right track. They feel the need of more consultation services.
• Tax fillers
  A more sporadic user, this target needs to access the logged area for the annual tax declaration. A tax filler might check other services, however, hardly ever not in the tax season.

With the user and business needs in hand, a list of services were prioritized for 2017 and 2018. Given the need for simpler and faster services, the first year put mostly consultation services and minor plan changes in the queue.

The entire design process was performed in constant contact with the product and technical development teams. This way, the proposed experience of the services could be better designed by understanding product characteristics, including legal ones, and other service development constraints.

Once with a prototype, small usability tests were performed with internal employees who fit the target markets and had private pension plans. As a result, the team quickly gathered feedback and insights from audiences similar to the users.

During the years of 2017 and 2018 new services were gradually launched. In the Spring of 2019, a new logged area facelift was done, in which I collaborated with the visual design. Nowadays, private pensions products are under the name Caixa Vida e Previdência due to institutional changes in the CNP Assurance Holding Brasil.

Professionally, this project was essential for my learning as a UX Designer. First, it was one of the first projects that we used agile and some Lean UX concepts, which generated big learning curve. Then I learned that the UX role goes beyond proposing creative solutions: it is essential to be the guardian of the experience and mobilize other collaborators to think the same way.

In general, the new services were important to increase the volume of new registrations in the logged-in area. It also contributed to the improvement of the NPS with the product, besides reducing a substantial impact on the Customer Relationship Center.