Customer journeys across branch and service operations

The challenge

Branch and customer-service improvement needed a direct connection with the customer journey. The work considered awareness, consideration, decision and loyalty as a way to link process priorities with customer acquisition, service and retention objectives. It formed the customer-led dimension of the wider retail-banking Lean Sigma deployment.

The contribution

Jeroen supported implementation and use of customer journey mapping across branches and customer-service activities. He connected journey insights with improvement projects, focusing teams on the relationship between their processes and customer priorities. This work complemented practitioner development and process-led management within the broader deployment.

The documented result

The work established customer journey mapping as an input to improvement priorities. Growth and loyalty were objectives of the approach. A quantified commercial gain was not separately reported, so the case focuses on the customer-led process contribution.

This is a distinct workstream within a wider engagement. Artwork is conceptual and does not depict the client’s facilities or project. Based on Jeroen van Koesveld’s professional case documentation. This account presents the industry context and documented contribution.

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