Sun Bank Contact Center

This project contains the research carried out to understand the problems of the Sun Bank Contact Center (CC) in order to improve the system used by telephone and implement better strategies to improve the level of customer service . At the end of the research, the results obtained and the actions to be taken are shown


Problem Definition

  • BBVA is in the last place of the User Attention Performance Index, with a failing score of 5.95 (scale from 1 to 10).
  • Contact Center operating costs are very high because customers need to follow up on their cases in multiple calls.
  • The contact center operators do not have a unique service platform that allows them to offer a competent service.  Now they have three systems: SDAT, SPU, and CCD.


  • Understand how the Contact Center (CC) internally works.
  • Improve the information architecture and improve the experience of the advisor by having an intuitive and unique, user-centered service platform.
  • Strategic proposals for implementation actions in the Contact Center (CC).


“Having a unique platform of attention and agile work processes in the CC, they will be able to reduce time, costs and improve the quality indices of the customer service”.

With this investigation, we understood everything that is linked to the operator during the calls, knows its tools, motivations, and barriers. The environment in which it operates and how to perform its work. We also understood the commercial and development needs of the Contact Center (CC).

To obtain information that helped us to know all that context, we carried out an investigation as follows:

Research Process

Phase 1. Information Gathering

Meetings with Stakeholders

First we had meetings with the stakeholders to know their needs:

Development team

Business team

After this two meetings with the representatives of the business and development areas, we began to have an overview of the current status Contact Center, its systems and its processes. 

Current Systems functionalities list

198 features distributed as follows:

  1. Without definition: The survey for development is not yet done.
  2. Definition: The survey for development has already been done.
  3. Development: Working for the systems team.
  4. Functional tests: Only systems see it once the development is finished.
  5. User tests: The test is done with a user number.
  6. QA: Environment in certification tests, before production.
  7. Hidden League: pilot, some advisors with assigned positions see and test the functionality.
  8. Productive League: it is already operated by the advisors.
Visits to the contact center

We visited two Contact Center to conduct field research:
We made a contextual observation and we interviewed 6 phone operators. In the interviews we looked to answer these questions:

  • How do operators interact with clients?
  • How do operators interact with platforms?
  • What are the most common customer problems?
  • What information is requested and provided?
  • What are the operator’s barriers?

All the observations obtained in the visits to the contact center were recorded. These annotations were analyzed, clustered and converted into findings in the next stage of the investigation.

Phase 2. Information Analysis

Systems analysis

We analyzed the three systems: SPU, SDAT, and CCD. It’s important to say that CCD is the most used of the three systems.


CCD Heurist Analysis

The development team shared a CCD link in a testing environment to navigate the platform and make a heuristic analysis.

One of the main problems found in field observation, stakeholder interviews and heuristic analysis is related to good platform development practices. Currently the development teams are organized in 5 different Scrums which do not have a Governance that regulates the implementation of the project, nor is there good communication between the teams which makes it difficult to structure the project efficiently.

Evidence of this is the number of CSS3 style sheets (x16) Figure 1.1 and JavaScript JS (x101) Figure 1.2 which sometimes share elements and are not properly organized, which directly impacts the operation of the project, for example , increasing system load times.

Figure 1.1
Figure 1.2

User Analysis

The next step is to have a profile of our users, which in this case are the people who work in contact centers as phone operators. It is important to know them, to know what they think, what they feel, know how they use the systems and based on that how we could generate improvements in the interface. With the information obtained in the field visits, the observation, and interviews with the users, we developed user personas of the two main profiles:

User Personas

User Journey Map

Up to this point we already had knowledge of the current platform and the users who use it. The next step is to inquire about the interaction between both parts.

User Journey Map

Phase 3. Insights Definition

Once the information obtained from the interviews with the stakeholders was collected, we crossed that information with our own analysis of the platform and turned them into Findings, which after a Sensemaking Session we were able to obtain Insights, which later served us to devise solutions to the objectives that we set at the beginning of the research.


  1. The phone operator when receiving a call, is willing to offer a quick solution, however, the platform takes a long time to load so it is not possible to be effective.
  2. The client during a call seeks to solve his problem, however, it seems that the consultant mechanically follows some steps, making him believe that his problem does not matter.
  3. Today, BBVA App users perform authentication to save call time, however, the system does not make it so obvious to telephone operators, which impacts time and user experience.
  4. In the course of a call, the telephone operator seeks to respond immediately to the client, but it takes too long to find a functionality by navigating from one screen to another.
  5. When answering a call, the telephone operator seeks to solve the problem in an efficient way, however, it is necessary to navigate between several platforms because there are no complete flows in one, which makes the process very complex.
  6. Most telephone operators dominate the use of the platforms, however, when they have to address a problem that they do not know about the process, the CCD is not intuitive enough to find the solution without support, increasing the response time.

Phase 4. Ideation

We had an ideation workshop with everyone involved, with the following objectives:

  • Expose the areas of opportunity presented by the CCD platform.
  • Explore different solutions.
  • Test and / or complement UX proposals
Part 1. Divergence | Challenge Definition.

Thanks to the previous research carried out with users (telephone operators) we have already identified the most relevant insights related to the CCD. In this first stage we seek to establish strategic and open questions, as a challenge, to generate ideas. A poorly formulated problem can lead us to come up with solutions that nobody needs.

How Might We (HMW)

Strategic questions were generated derived from the insights discovered during the user research phase.

  • How might we improve the navigation?
  • How might we improve the infrastructure?
  • How might we standardize the development?
  • How might we create improve authentication process?


Part 2. Convergence | Ideation

The objective of this stage was to generate the solution ideas that responded to the challenges defined in the previous phase and which can then be converted into valuable products or services for users. At this stage of the process we look for quantity, so a methodology that could generate a large number of ideas was sought. The selected methodology was Crazy 8’s because it helps us to propose different scenarios that we could face when developing the project.

Ideas obtained in the Crazy 8's session
  • It is necessary to improve the information architecture to translate it into simpler flows with intuitive navigation and a user-centered platform design (Advisor)
  • Create a design system to have a coherent interface, with reusable components and clear standards that can be assembled quickly.
  • Better development practices to have an agile construction process. Fast, consistent, scalable, independent and easy to maintain. Leaning on Scrum methodology.
  • Planning, communication and coordination between the different business areas and channels to define, coordinate and prioritize the scope and objectives of the project.
  • Define a multichannel strategy where the client has different attention options before arriving at Bancomer Line.
  • Improve a fast, effective and secure multichannel authentication method. Define padlocks and information display options.

Phase 5. Conclussions

The ideas obtained in the workshop were transformed into recommendations and proposals:

  1. Improve information architecture, develop screens and functionalities only with the essential data based on the corresponding calls, simplify the flow, improving loading time.
  2. Prioritize the development of complete flows in CCD, inquire into the variants that each functionality presents according to the call, avoid that the advisor has to change the application to the least extent possible.
  3. Prioritize authentication functionality (padlocks) in CCD, make it more evident when the client is already authenticated, block functionalities that require authentication when an unauthenticated call comes in.
  4. Improve customer profiling, filter functionalities depending on their need in the call, indicate the frequency of use of applications and based on this, include dialogues to promote the use of these channels.
  5. Reduce requests for information between client and advisor, for example, in case of email and telephone update, have a record of the last update date and request this information after a certain time.
  1. Weekly analysis and review sessions with UX.
  2. Governance Team
  3. Development manual for CCD.
  4. Style guide (Design system).
  5. Google Drive repository between Scrums and UX team.
  6. Agile methodology tracking (Scrum).
  7. Monitoring in infrastructure improvements.
  8. Follow-up of multichannel strategies that affect the Contact Center.
Future Plan

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