T&H CX > Our Work > Customer Research Case Studies > CX Blueprint & Customer Experience Strategy
P&N Group had invested in customer initiatives across its banking businesses, P&N Bank and BCU Bank. As the organisation matured, it saw the opportunity to bring that work together into a clearer, enterprise-wide approach to customer experience.
Customer insight was strongest at acquisition, while understanding of the deeper member lifecycle was spread across teams. CX activity was delivering operational value but was not yet consistently shaping strategic trade-offs and commercial decisions. P&N Group wanted to move from a collection of customer activities to a shared capability for growth.
To experience banking that recognises members’ needs across the relationship, reduces friction in important moments and delivers consistent value across channels and life stages.
To create a unified view of member experience across both brands and embed CX into prioritisation, investment and longer-term growth decisions.
P&N Group is a customer-owned banking organisation comprising P&N Bank in Western Australia and BCU Bank in New South Wales and south-east Queensland. Its customer-owned model is built around creating value for members and communities, with a focus on personal service and meaningful banking relationships.
Banking / customer-owned financial services
500+ employees
2025
We brought the available customer and business evidence into a joined-up, end-to-end view of the member lifecycle across P&N Bank and BCU Bank. A customer-led CX blueprint made the experience visible beyond individual teams, while lifecycle-based Moments that Matter maps identified where value was created, eroded or placed at risk.
We synthesised the blueprint, Moments that Matter and performance benchmarks into a strategic debrief that grounded future ambitions in the current customer and commercial reality. Rather than treating insights as separate findings, this gave leaders a shared set of decisions to make.
Strategic prioritisation workshops then aligned stakeholders around focus areas, investment choices and trade-offs. We translated that direction into a practical CX strategy with a 12-month execution roadmap and a three-year horizon view.
P&N Group gained a unified view of member experience across its two banking brands and a clearer connection between CX evidence and business priorities. Leaders could use a common blueprint and set of critical moments to evaluate opportunities and make more informed investment decisions.
The strategy and phased roadmap provided a practical path for embedding CX as an enterprise-wide decision-making capability, supporting stronger alignment and more disciplined long-term growth planning.
