hp customer support experience case study

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HP improves customer service delivery across digital channels

HP’s technology was created to inspire the vision to create a world where innovation drives extraordinary contributions to humanity.

The Experiment Product Group wanted a way to understand when and where customers experienced friction points when trying to self-serve on the website and if the support pages were helping them to achieve their goal. By combining Medallia’s digital feedback solutions with Adobe Analytics, they were able to verify the impact changes had on customer behavior and satisfaction.

Read the case study and find out how HP achieved a 21% improvement in resolution rates for the PrinterSetup support site, helping the team understand friction points along the journey. 

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HP + UserTesting

See how customer feedback helped HP close the empathy gap and increase revenue

UserTesting builds consensus almost immediately. When my stakeholders watch and listen to real customers experience our site, it's like an 'ah-ha!' moment that settles debates.

Nikhil Kalanjee

Global Digital Customer Experience Innovation, HP Inc.

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See how HP benchmarked its customer experience using moderated and unmoderated studies on the UserTesting Human Insight Platform. 

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• 3% Increase in website conversions
• 61% Improvement in customer satisfaction
• 7% Increase in revenue per visit

HP Inc.’s mission is to create technology that makes life better for everyone, everywhere.

Always reinventing and improving, HP Inc.'s web team observed a customer pain point that needed to be addressed. Both B2B and B2C customers were having difficulty navigating critical webpages on HP.com. The website was not converting visitors as well as it should and customer satisfaction metrics reflected a less than ideal experience.

The site needed a navigation redesign.

However, redesigning one of the world's most visible websites is easier said than done. Business units at HP Inc. span the globe—and stakeholders from each are constantly jockeying for website placement to drive traffic to their areas of the business. This created a significant challenge to create a new global website navigation strategy while getting buy-in from multiple stakeholders.

HP benchmarked its customer experience using  moderated and unmoderated studies on the UserTesting Human Insight Platform and combined those findings with other data sources for a holistic perspective.

These insights were then used to inform the Global Digital Customer Experience Innovation team's strategy during a competitive hackathon/workshop with internal stakeholders, including contributors from HP's worldwide marketing, business unit marketing, e-commerce, web support and other teams. Their goal was to deeply understand and empathize with both B2B and B2C customers to create solutions that were more intuitive, effective, and enjoyable to use. The challenge, however, was to neatly marry those solutions with the existing website architecture and platform.

Once rough ideas were hashed out in the workshop, a hybrid card sort activity was used to prioritize the best solutions for target audiences. UserTesting proved to be the best solution for actionable and fast feedback due to its advantages of having an enormous network of contributors who are already recruited and ready to provide unfiltered feedback at a moment's notice on ideas, concepts, prototypes, or anything else the HP team wanted to test. Based on this fast feedback, they then built new prototypes to A/B test.

"It's critical that our digital experimentation team has the best tools and systems to design and test the experiences that we're developing, because it increases our likelihood to deliver winning experiences that turn customers into fans. That's why we relied heavily on UserTesting," said Anmeen Leong, Product Manager, Digital Experimentation, at HP. 

The insights from these tests not only opened the eyes of stakeholders, they created genuine empathy for customers' experiences and pain points. Watching highlight videos from the UserTesting research let the broader organization, including executives, feel like they got to 'experience what their customers experienced.'  

“Not only did these human insights help us close our empathy gap internally, but the speed in which we were able to collect, analyze, and act on them allows us to build on our momentum,” said Leong. 

Within five months, changing the navigation layout on HP.com resulted in a 3% increase in site conversions, a 7% increase in revenue per visit, and a remarkable 61% increase in customer satisfaction with their website experience.

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Hewlett-Packard: Customer Experience

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How HP Turns Business Catastrophes to Their Advantage

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Summary .   

In oceanography, a rogue wave refers to a massive wave that pops up, seemingly out of nowhere, when multiple unlikely natural phenomena collide. In the deep ocean, these waves routinely sink large ships. In business, they decimate growth and risk mitigation plans. What does it take for your organization not only to stay afloat when a rogue wave hits, but to actually turn it to your advantage? In this piece, the author describes a 3-part framework for resilient growth that helped HP emerge successful after a year of several potentially business-ending challenges. This approach — which can be adapted to any organization — involves building awareness of potential threats and opportunities on the horizon, adapting behaviors based on these trends, and ensuring a culture of open communication, clear processes, and a healthy balance of hierarchy and independence.

What would you do if one of your largest competitors attempted to force a takeover, your supply chain was obliterated, and your cash cow business imploded — almost overnight?

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Case Study: Customer Experience Management Differentiates GBS Model at HP

As shared services organizations, we all appreciate the strategic importance of elevating the experience and satisfaction of all our customers, be it our clients who we have contractual relationships with, or the customers/users of our service on a day-to-day basis. New initiatives and approaches in building a truly customer-centric organization are fast gaining in momentum. In this article, we would like to share our experiences and learnings in the journey towards building a service excellence culture in our global business services organization.

Global Business Services (GBS) is the internal shared services organization of Hewlett-Packard (HP). We provide a wide array of transactional, analytical and sales support services to HP Europe. Our 2,000 employees are predominantly located in our 2 large centers in Wroclaw, Poland and Bucharest, Romania, and a scattering of employees across country front-offices throughout Europe.

Organizational context

During the first 12 years of its existence, GBS has built a strong track record in process delivery with high productivity, quality and client satisfaction. GBS client priorities determined everything from our operating model to our delivery priorities. But while the customers/users of our service were always on the receiving end of our client priorities, they were never the driver of GBS or client priorities. This had to change… after all, happy customers lead to happy clients.

Small steps in this transformation

We believe that our Total Customer Experience (TCE) vision to evolve from a client-focused service provider to a customer-experience-driven process & operations platform for HP customers, that also creates business value for clients, is a breakthrough in SSO evolution.

This may sound simple, but it involves many different stages that an organization needs to go through, on the path to becoming truly customer-centric:

1. Understanding our customers

All employees really need to understand who our clients and customers are, their respective priorities and needs, what types of experiences they actually have with us, and the kind of experience we want them to have with us (GBS).

2. Interaction experience management

To capture customer feedback at every interaction point with GBS is a vital step; further, we need to improve the interaction experience by elevating customer-handling skills and empathy; by simplifying customer-facing tools and processes; and by empowering employees to prioritize the customer.

3. Process experience management

We need to capture customer feedback across multiple interaction points in an end-to-end process; to enhance the overall process experience through experience-based process reengineering; and to incorporate appropriate tools & technology.

4. ‘Role-based’ customer experience management

We need to capture customer feedback and experience across multiple processes used in the performance of our role – as an employee, manager, vendor, channel partner, client, etc. Hand in hand with this goes the need to understand the drivers of role-based experiences, and to collaborate across organizational boundaries (pan-HP) to elevate this role-based experience.

"While the customers/users of our service were always on the receiving end of our client priorities, they were never the driver of GBS or client priorities"

Expected tangible benefits

This Total Customer Experience transformation was expected to positively impact all stakeholders - namely, customers, clients and employees, and indeed it did as the following demonstrates:

• Best-in-class GBS customer satisfaction scores: Improved from 90% satisfaction in October 2012.
• Elevate GBS client satisfaction by eliminating delivery-related client and customer escalations. In 2010, there were 10 executive-level escalations related to GBS.
• Experience-based process improvements yielded around $25m of P&L impact in 2011 through revenue generation and cost reductions.
• Improvement in GBS EMEA employee satisfaction score in the annual ‘Voice of Workforce’ survey. Baseline of 68% in 2010 jumped 8.5 percentage points to 76.5% in the 2011 survey.

Over the course of a series of future articles, we wil cover each of these stages in greater detail to share the initiatives we put in place and what we learnt over the course of this journey.

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We use what we learn from Khoros to inform our product development and our customer care strategy.

— kriti kapoor global director of social customer care, executive summary.

HP aims to create technology that makes life better for everyone in their global customer base and beyond. But a global audience has diverse needs. In order for HP to accomplish their goal of supporting a large volume of diverse customers 24/7, HP onboarded Khoros Care and developed a Khoros-powered community.

Before partnering with Khoros, HP’s large customer base didn’t have access to a centralized hub for everyone to gather. Agents spent valuable time on unnecessary logistics rather than spending that same time deepening customer engagement. Developing an HP community with the Khoros solution organized, documented, and enriched HP’s customer support knowledge base while giving all of their customers a place to quickly find answers to their questions at any time in multiple languages. The available content and the ease with which HP was able to authentically connect with customers allowed HP to gain deeper insights into their customer base, which lead to improvements in overall product strategy and customer support.

HP believes in the vision and value of a strong digital customer experience, and their Khoros-powered community has been integral to the success of their customer support operations. Additionally, Khoros Care helps HP easily look at the number of customers they’re serving, they can quantify how many solutions they have provided, and they can see how many of those solutions have been viewed by other customers. Both Khoros Care and HP’s Khoros-powered community will help HP continue to build their social footprint and encourage their audience interaction.

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A voice of the customer survey with Khoros Care.

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A Khoros-powered community where customers can gather to receive and share information.

The value of their community to prove its success.

“Our Khoros-powered strategy for success involves listening on social channels, making peer-to-peer support and dedicated care agents available to our customers, and feeding what we learn back into product development and our customer care strategy.”

HP’s Khoros-powered community helps the brand keep its finger on the pulse of their audience’s online activities and adjust as needed. With Khoros Care, HP has been able to improve the customer experience by reducing agent response time, increasing the number of posts available, and improving the amount of time customers must wait for a solution.

Year-over-year reduction in first response time

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