The mobility industry transformation of recent years, led by a broader business transformation, changing mobile employee needs, and technological innovation, already placed the customer experience and operating model agility firmly on BGRS’s strategic agenda. The additional strain many organizations are under, as they manage the impact of the COVID-19 crisis, further highlights the importance of companies’ operational resilience. These evolving events continue to support our vision to build a flexible customer experience that also provides us the ability to better understand the moment by moment experience management of our customers.

We are progressing on our journey to transform our business model with a critical focus on end-to-end business services where all events are focused on the client and the customer experience, guided by our vision by your side, looking ahead®.

We are progressing on our journey to transform our business model with a critical focus on end-to-end business services where all events are focused on the client and the customer experience, guided by our vision by your side, looking ahead®. Built into that model is the ability to better understand the moment to moment experiences of our customers and how to best manage those to the customer’s requirements. With our commitment to progress from process management towards experience management, a new focus on the evolution of metrics comes into play.

Historically, metrics were reported monthly, weekly, or perhaps daily. The BGRS experience management model is designed to focus the support teams on daily, hourly, or in the moment metrics and sentiment analysis. We configure our solutions to pinpoint the meaningful moments on every customer’s mobility journey and measure the progress of their move experience. This data is shared, through BGRS’s integrated technology and supply chain ecosystems, with our employees and supplier partners supporting the move. This is to ensure a clear understanding of the customer’s needs by everyone involved and actively measure how these needs are met.

There is a certain inherent level of complexity in the delivery of mobility services. Our operating model is therefore designed to support complexity where necessary and streamline or automate tasks that should be routinely delivered. The ability to offer timely guidance during what is ultimately a complex customer journey is underpinned by a personalization at each mobile employee level.

The ability to offer timely guidance during what is ultimately a complex customer journey is underpinned by a personalization at each mobile employee level.

Our solutions are configured to empower the support teams to provide expert and empathetic guidance to the mobile employees where it matters most, while offering a choice of communication channels and self-serve options to fit the customer preferences. We view the ability to focus on the end-to-end customer journey holistically as essential to a successful experience management model. Examples of key enablers we strategically configure for our clients are digitally enabled, guided, and self-serve customer tools, powered by a digital policy solution, with real-time metrics delivered across the components of the solution. We also combine dedicated and pooled service support resources with real-time sentiment monitoring to ensure speed of execution, as well as the ability to anticipate possible issues and expedite the resolution, which is key in times of high volatility and heightened focus on employer duty of care.

In simple terms, a positive customer experience is paramount to everything we do. We focus on understanding the most critical end-to-end service needs and, through almost constant process engineering, mapping systems, processes, and third parties, we are constantly evolving our experience management ecosystems. The ability to provide strategic guidance, real-time access to information, and tools promoting transparency are, and will continue to be, an integral part of our service delivery design.