Success Stories

Building a Better Member Experience

How product and technology solutions improved the member experience

Project Overview

Two of the many advantages of technology is that – when done right – it can reach around the globe, and at that same time, strengthen relationships and brand loyalties. A global real estate franchisor brand learned firsthand the power of technology when it needed to better engage and retain its franchisees (members).

Client Challenge

A crucial lesson for franchisors is this: Relationships are the lifeblood of their business. This well-established brand knew that lesson well. They also knew they had room to improve those relationships – and that members expected and deserved the best tools to do their jobs.

Among the challenges, the company needed to:

  • Understand its competitors’ (and other industry-leading technology) tools in the marketplace
  • Align its strategic vision and technology to improve member experience
  • Focus and coordinate leadership and organizational initiatives with the member experience strategy


RevGen teamed with the company’s tech and management leaders and worked closely to employ digital solutions that addressed member experience, retention, and product development. This allowed the combined group to move forward together and use a nimble approach to adjust to an ever-changing environment.

Together, we identified the following opportunities to tackle first:

  • Define the member experience strategy
  • Connect product development and product management
  • Create and improve member and employee engagement


Working hand-in-hand with the global real estate franchisor brand, RevGen focused on the importance of solutions that produced a long-term view of the member experience. With that in mind, we dove into three areas: employee experience, customer experience, and program management and delivery.

1. Employee Experience: Alignment and Engagement

  • Created a common language to explain the benefits (not just features) of the product rollout so the company would have a common theme to rally around
  • Created a “champions council” to keep teams across all parts of the company engaged and aligned on organizational direction and employee value delivery
  • Organized a customer-centric team to collaborate on challenges of current and future product launches, services changes, etc.

2. Customer Experience: Alignment and Engagement

  • Developed a team of cross-functional stakeholders to identify key customer personas and learn what each persona felt was most valuable
  • Created listening posts and feedback devices to capture the customer experience with new digital tools
  • Installed and utilized employee engagement activities and product marketing to create an end-to-end feedback loop with membership
  • Organized product testing programs with over 6,000 testers

3. Program Management and Delivery

  • Aligned people, process, technology, and data to deliver the program’s value
  • Created repeatable development processes that used member and business team feedback
  • Employed good change management practices

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