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Customer experiencePartner networkTransformation

One customer experience across 21 independent partners

Customers saw one Porsche. Behind it were disconnected teams, systems, measures, and retailer priorities.

#1 global

More consistent experiences and a number-one global ranking for brand representation

ContextPorsche Canada / National organization with an independent retail network
Where I stepped inCustomer research, journey design, partner engagement, KPI alignment, and rollout
Key resultMore consistent experiences and a number-one global ranking for brand representation
01

The problem

Customers moved between websites, sales, delivery, service, apps, and 21 independently owned retailers. Every handoff belonged to someone different.

What was getting in the way

  • Digital and physical touchpoints did not connect
  • Sales, marketing, after-sales, and retailers measured different things
  • There was no end-to-end view of the journey
  • A national standard still needed local flexibility
02

The move

Customer experience was not a marketing initiative. It was the operating system connecting every team and partner the customer touched.

What I did

  • Listened to customers, prospects, and frontline employees
  • Mapped the full digital and physical journey
  • Connected important moments to measures and incentives
  • Built standards, training, and feedback loops with retailers
03

What changed

  • Teams used a shared customer north star to prioritize work
  • System adoption improved visibility into the journey
  • Experiences became more consistent across regions
  • Canada achieved a number-one global ranking for brand representation

Once the handoffs, measures, and partner incentives aligned, the experience began reflecting the brand instead of the org chart.

NEXT CASE

A global goal only works when local partners own it.

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