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In the time working with Rlevance, after we launched all those initiatives, we grew from 70 employees to 100 employees. I believe that Rlevance had a relevant impact on that.
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Lynx is an online broker that enables customers to trade and invest in financial markets around the world. Founded in the Netherlands, the company is currently operating in 10 different countries across Europe. We have been working with Lynx since 2013 and have since partnered on almost 20 different projects. Our aim was to make the brand more relevant throughout all levels of the organization – from brand positioning to creating customer knowledge, and from service design to organizational culture. As a result of our continuous collaboration Lynx became a more customer centric organization, more than doubled their employee count, and established itself as one of the go-to brands in online brokerage.
The power of brand lies in the focused direction it provides, both for employees and for customers. When we started collaborating with Lynx, the brand stood for price leadership, a position which was getting challenged by new market entrants. After extensive analysis of internal and external factors in Germany, Netherlands and Belgium, we re-positioned the brand in the overlap between authentic internal strengths and first-hand collected customer needs, and therefore created a truly “customer-centric brand”. This helped Lynx to find their true voice and establish a clear and motivating guiding star among employees. The brand positioning also acted as unifying framework for their biggest branches in Europe, synchronizing their efforts and making them more efficient and effective. For implementation towards customers, we helped to translate the brand into corporate design, brand claim, communication, and digital touchpoints. Towards employees we set up culture-guiding principles that put customer benefits into the core of every action, laying the foundation to a customer centric organization.
After the successful brand relaunch, we were assigned to dig deeper into the customer experience. Using the approach of “customer journey”, we mapped customer pain and wow points across the entire customer life cycle, drawing from inputs from all European branches. In a collaborative effort between those branches we established the journey as a shared point of reference between them. Subsequently, this common language was used for information exchange and inspiration between branches, further inspiring synchronicity and a stronger focus on the customer.
In one of the next projects on our path towards a customer centric organization we tackled an important step within the customer journey – the customer onboarding process which involves a sequence of digital and analog touchpoints. Here we used a combined approach of service design and branding to create a “branded customer experience”. Based on research we created a new flow of events that reduced effort for customers and increased efficiency for Lynx. Additionally, the brand promise was brought to life by using “signature experiences”. Summing up the results of our work, we achieved higher conversion of applicants and extended the principle of customer centricity internally into digital and analogue product design.
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In the time working with Rlevance, after we launched all those initiatives, we grew from 70 employees to 100 employees. I believe that Rlevance had a relevant impact on that.
