Ultracargo - Customer Journey

Ultracargo is the largest independent liquid bulk storage company in Brazil and is responsible for the biggest proportion of the country's chemical, petrochemical, and fuel storage (approx.: 995.000 m3 of static capacity).

The short-term project goal was to discover how to improve the customer relationship and experience (B2B) through methodologies and tools such as Service Blueprint (As-is and To-be), In-depth interviews with customers and workers, Benchmarking, and others.

In a little more detailed way, the aim was to:

Create a fluid, frictionless experience that generates retention and new business;

Highlight differentials, unique and innovative aspects through the experience;

Engage all areas in the efficient and agile management of their clients without sacrificing proximity and transparency;

They asked for our help (CI&T Consulting) to first organize all the knowledge they had about the service itself (a complete service design) and then propose a new concept of process + an evolution of the existing systems.

I acted as a Product Designer focused on the Research process, together with a team of 2+ designers, a software architect, a squad leader, and an executive manager.

60% of the stages of the Customer Journey at Ultracargo have been optimized in some way (innovation);

The number of times the customer contacted Ultracargo to solve simple problems fell by 15% (greater customer autonomy);

We were responsible for changing the planning and outlook for 2024 and 2025, bringing more focus to the agile culture;

At this phase, we needed to understand more about the project goals and the problems we were trying to solve to make sure we were on the right path for the rest of the project. To do that, we did a Briefing interview with each one of the main stakeholders (composed of managers, salespeople, IT, customer relationship managers, and executives), and from that, we were able to set a better project roadmap to follow.

The main interview subjects were:

Project motivations;

Market situation;

Details about the operation and the segment;

Main players in the segment (competitors);

Long Term Goals;

Strengths and Weaknesses of the process now;

Contact points and teams;

To better understand the logistics warehousing market and customer relations, we surveyed the main direct and indirect competitors in the market and analyzed the main features of their services in comparison with Ultracargo.

For the direct competitors, a more in-depth analysis was made of the service itself, making several A and B comparisons.

For analogous/indirect competitors, we made a specific analysis of customer service in various market segments (from logistics distribution of products to digital banks and property rental apps) to think about how we could improve our service based on that.

With the interviews and benchmarking we carried out, we were able to map and make tangible Ultracargo's entire operating ecosystem, which made it much easier to see possible opportunities for process improvement and optimization.

After discovering more about the business itself and all the project goals and objectives, we started the building of the service blueprint to get a more holistic view of the service.

To do that we had to conduct several in-depth interviews with the team and actual clients (B2B).

To keep everything organized, we created:

All the interview scripts (we went for the semi-structured method);

The place where we would document everything (Microsoft Excel and Miro);

We were able to talk with around 30 people between clients and workers to get the results we needed.

The results were:

In this stage of the project, we already had understood all the pain points and contact points of the company's service and it had come the time to build how the service should be and how the new tool should be.

With all the knowledge we acquired during the discovery phase, we were able to create a To-be Journey with around 20% less manual interaction with customers, and 23 optimized steps during the process from the selling moment to the operation.