Billing was Vodafone's top driver of customer frustration. The problem wasn't in the billing system. It was in everything customers had to do around it.
Billing-related contacts accounted for a disproportionate share of Vodafone's inbound support volume. NPS scores for billing touchpoints tracked consistently below the company average. The product team's first instinct was to look at the billing engine: accuracy, speed, or format.
Redesign's discovery research revealed a different picture. Customers weren't confused about what they owed. They were confused about why, when, and what to do about it. The billing statement was correct. The experience surrounding it, proactive communication, dispute paths, self-serve resolution, was broken.
The fix required redesigning the journey around billing, not the bill itself. That's a CX problem, not a product problem.
Redesign ran the full cycle, from customer research through journey mapping to prototyped experience interventions, within a 100-day sprint alongside Vodafone's CX team.
Three experience interventions moved from prototype to live production within the 100-day window. NPS in the billing segment improved within 90 days of implementation. Billing-related support contacts measurably declined.
Critically, the engagement shifted the internal framing. Billing is now treated as a CX design problem at Vodafone, one that lives in journey design, not the billing engine. That reframing changed which team owns the problem and what they do about it.
Most CX engagements begin with a 2-week diagnostic. We find the real problem, design the fix, and deliver it in 100 days.
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