SIXIS BUSINESS
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Customer journey.See the experiencethrough your customer’s eyes.

Customers see one company, even when they deal with several teams. SIXIS follows the experience from first enquiry to delivery and the ongoing relationship, identifying unclear expectations and handovers that create friction.

Customers see one company, even when they deal with several teams. SIXIS follows the experience from first enquiry to delivery and the ongoing relationship, identifying unclear expectations and handovers that create friction.

Tell us how the collaboration is going See how we work

When the client must
to make the connection.

We look at the route from the perspective of the person buying, not just from that of the departments completing their tasks.

  1. The client repeats the same information.

    The request goes from sales to a technical colleague, then to the person who schedules the work. Each asks again what was settled, and the client has to reconstruct the discussion himself and send the documents several times.

  2. The next stage is unclear.

    After an offer or confirmation, the client does not know who is contacting him, in what time and what he has to prepare. There are verification calls and complaints, although work continues within the company.

  3. Promise and delivery are different.

    At the beginning, a term or a service is communicated, but the conditions are clarified only when the order reaches execution. A missing piece of information or an unspoken limit affects trust, even if each team has done their part.

What the client knows.
Who helps him further.

We follow the points where the client has to make a choice, provide information or wait for a response.

We choose a type of client and a concrete collaboration. The resulting route can link marketing, sales, operations, and support without homogenizing disparate situations.

The SIXIS collaboration model

  1. We choose the experience to follow.

    We determine for which client, service and context we analyze the route. A new customer may have different questions than a returning customer. We use requests, conversations and recent situations to see how collaboration starts and ends in real life.

    From you Type of client targeted and examples of recent collaborations.

  2. We identify the stages from the client's perspective.

    We write down what the client is trying to solve, what information he receives and what action he is asked to take. We track contacts, documents and waiting periods. We separate experience confirmed by examples from assumptions that the team has yet to verify.

    From you Messages, documents, and observations of colleagues talking to clients.

  3. We verify promises and passes.

    We compare what is communicated with what the teams can deliver. We identify information that does not reach the next stage and situations without a clear interlocutor. We also check what happens when the customer changes the requirement or a delay occurs.

    From you Limits of service, actual terms and existing responsibilities.

  4. Establishing useful improvements.

    We choose where a message needs to be clarified, a confirmation sent or the method of teaching changed between colleagues. We determine who is responsible and what information they must keep. We prioritize issues that cause confusion or repeat requests, rather than rewriting any communication.

    From you Decisions on priorities and approval of promises communicated to client.

  5. We check the experience after the change.

    We track new collaborations and see if people understand the steps, find the right person and get the information on time. We use customer feedback and case studies for adjustments. A stage completed internally does not by itself prove that the customer experience was good.

    From you Feedback available and access to examples after changes are implemented.

A WORKING EXAMPLE

From request
at facility placed in service.

A company installs air conditioning systems. The customer asks for an estimate, receives a technical assessment and quote, then has to prepare the site and be available for installation.

Before assessment.
The customer finds out what information is required, what can be estimated remotely and what is confirmed after technical verification. Understand the difference between an initial estimate and the bid for the actual work.
After acceptance of offer.
Receive confirmation of scheduling steps and necessary preparations. The colleague organizing the installation has the information already agreed upon, and the customer knows who to tell if access or availability changes.
After assembly.
The firm communicates what has been completed, what documents the client receives and where he can ask for clarifications. Any problems have an interlocutor and a clear route, without the person resuming the discussion from the first request.

RELATED CAPABILITIES

What the route does
easier to travel.

Customer experience depends on appropriate communications and continuity of work between teams, not just a page or a message.

Questions about
customer experience.

How we choose the relevant route and how we turn observations into useful changes.

Is customer journey only about marketing?

No. Marketing may be the beginning of the journey, but the experience continues in the commercial discussion, documents, scheduling, delivery and the subsequent relationship. We choose the stages relevant to your service. Good pre-purchase communication does not automatically make up for lost information after the offer is accepted.

How does it differ from internal process mapping?

Process mapping traces how work flows between people and systems. Customer journey tracks what the customer tries to do, what they find out and what they expect. The two perspectives complement each other: a difficulty visible to the client may have its cause in an unclear internal teaching.

Must we interview clients?

Direct feedback is useful, but we can start with conversations, repeated requests and documented cases. We mark what is confirmed and what remains a guess. If important information is missing, we agree what questions are worth asking customers and how relevant answers can be obtained.

Do we do the same route for all customers?

Not when the differences change the experience. A new customer, a repeat customer, or a business with multiple decision makers may have different steps and needs. We start with a delimited route and expand the analysis only if other situations justify our own rules or communications.

What deliverable can we use in the team?

A clear trail of steps, customer feedback, and who is responsible, along with issues noted and priorities for improvement. The shape is chosen to be used in the work. We don't follow a complex drawing if the team needs a few teaching rules.

Will you rewrite all messages and pages?

Not automatically. We first identify confusing or missing communications. Some issues call for a clearer message; others require a change in scheduling, dates, or responsibilities. The drafting of materials and the implementation of changes are determined according to the agreed priorities.

Can customer communication be automated?

Confirmations and predictable updates can be automated after establishing rules and trust data. Sensitive changes, complaints or unclear requirements may require a person. The customer must have an appropriate way to ask for help when the situation does not fall within the usual steps.

How do we measure an improvement?

We track the problems for which we intervened: repeated questions, resent information, confirmation delays or situations without an interlocutor. We can include feedback and ongoing collaboration if data allows. We don't automatically attribute an increase in sales to a single change in customer experience.

Where the client is required
to ask again?

Tell us what happens between the first request and the delivery of the service. We start from the moments when the client doesn't know what to expect or who to talk to.

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