Omnichannel Experience: 3 Global Brands Share Their Stories

Real-world lessons in how customer experience leaders at DHL Express, Three UK, and Santalucía Seguros leverage omnichannel customer experience insights across the enterprise.

These days brands with the best customer experience (CX) programs are doing one thing differently: They’re building out omnichannel customer experience programs that draw on insights from the entire customer journey, across touchpoints such as phone calls, emails, surveys, social media, digital, online reviews, and more. 

Why? Because listening everywhere that matters, and reacting in the moment, is what it takes to understand and address the root cause of recurring customer issues once and for all. This is what drives improvements across the entire enterprise. 

At Medallia Experience ‘25 World Tour London, we had the chance to learn from three global brands that are building out true omnichannel experience programs to reduce their contact center support volume, offer predictive customer service to prevent churn, embed customer insights across their operational workflows, and design more personalized experiences.

In our customer panel, From Insights to Action: Unlocking the Power of Experience Intelligence, three global brands shared real-world examples of the kinds of omnichannel customer experience data they’re collecting, how they’re turning these signals into insights and action, and the impact their omnichannel customer experience programs are having on the overall business. 

This panel was moderated by Medallia’s Senior CX/EX Advisor Jim Miller, and the panelists included Julia Murphy, (now former) Head of Customer Experience at the British telecommunications brand Three UK; Paloma Paraja Alvarez, Manager of Client Experience at one of Spain’s leading insurance groups Santalucía Seguros; and Monika Schweitzer, Global Head of First Choice/ICCC at global logistics leader DHL Express.

Here are some of the top highlights from this engaging discussion.*

Q: Can you tell us about your customer experience program and share examples of omnichannel experience signals that are being collected at your company and how they’re used? 

Monika Schweitzer: At DHL Express, we’ve had a CX program in place since 2006 called “First Choice,” which is focused on enabling our company to be the first choice for our customers. It consists of three action-oriented pillars: See it, sort it, and fix it.

In 123 countries, we have 9,000 employees responsible for reviewing and acting upon millions of pieces of customer feedback annually. Last year, our team reviewed 2.6 million omnichannel customer experience signals from important moments of truth and transactions across the customer journey across channels, including calls, emails, surveys, digital signals, SMS messages, and social media interactions. 

We have governance in place at the global, regional, and country levels, and our employee participants go through a First Choice certification program ​​that includes Lean and Six Sigma training. We want to get even more employees involved and expand the channels and touchpoints included in our program. 

Our CX program convenes cross-functional committees that regularly review the status and outcomes of initiatives we’ve launched. We also host country reviews with other countries within a region and at the global level to share how countries are running their programs and offer additional support as needed. 

Paloma Paraja Alvarez: With over 100 years of history and a purpose rooted in caring for people through every stage of life, Santalucía Seguros has made customer experience a core strategic pillar. 

To support this, we’ve built an end-to-end voice of the customer program that spans across our main insurance product lines: funeral, home, life, and more. 

Our entire voice of the customer program is powered by Medallia, which has been fundamental in giving us a 360-degree view of the customer. 

We currently use surveys, Speech Analytics, digital experience analytics, and social media customer experience management to listen across every meaningful touchpoint. We capture both direct feedback and unsolicited signals, such as call center conversations, behavior on our website and app, social media comments, and even customer reviews. All of these inputs are analyzed in Medallia, enabling us to detect patterns, risks, and opportunities in real time, and to move from isolated anecdotes to actionable, organization-wide insight.

With Medallia as our experience platform, we’ve evolved from measuring satisfaction to listening actively and acting in real time. Today, CX is not just a function — it’s a shared mindset embedded across the organization, guiding how we design services, solve problems, and build lasting relationships with our customers.

Julia Murphy: At Three UK, our goal is to measure customer experience across the entire business, across all channels, across all customer relationships, and across all journeys, using digital experience analytics, Speech Analytics, and Text Analytics. 

We monitor these signals and tie them together with internal metrics, such as reason for contact, complaints, churn, and network data, to understand the overall experience, customer behavior, and business performance.

Q: How are you turning omnichannel experience signals into insights that are interesting and beneficial to your business and operationalizing the data?

PPA: We use Medallia Speech Analytics to analyze contact center calls, helping us detect dissatisfaction, intent to cancel, and operational pain points. We also have predictive models that flag customers at risk of churn, enabling our teams to take proactive retention actions. The key has been connecting customer feedback with operational data like service level agreement compliance, claim processes, and product lifecycle data. By integrating Medallia with our internal systems, we can understand not just what the customer is saying, but why. This has been especially useful for identifying friction points and designing more personalized and relevant experiences across our home, life, and funeral insurance products. These insights are regularly translated into initiatives to optimize digital journeys, commercial processes, and customer service.

One challenge we had was breaking down silos and ensuring CX insights didn’t stay in PowerPoint presentations but instead were translated into coordinated action. Our solution was to democratize access to feedback, customize reporting to each team’s reality, and create a culture where feedback is seen as strategic. Today our CX dashboards built from Medallia data are shared across departments and updated in real time, allowing operational teams to act directly on what they’re seeing without waiting for centralized reports. Our insights are deeply embedded into the daily workflows of our organization. Real-time customer signals trigger alerts that are routed to the right teams through automated workflows. We also run a structured process to close the loop, with specialized agents proactively reaching out to dissatisfied customers within 24 hours. 

Q: Gathering and analyzing omnichannel customer experience insights are important steps, but what are you doing to act on these insights?

MS: We use our insights to implement thousands of customer experience initiatives across our worldwide operations. We generally use customer experience feedback in two ways.

One, to address issues at the individual level, resolving issues for a given customer. And secondly, at scale, implementing structural improvements at the country level, with countries analyzing feedback, reviewing their impact scores, and conducting root-cause analysis to get to the bottom of recurring issues. 

Our process is to gather feedback (see it), review and prioritize feedback in cross-functional committees (sort it), and then execute initiatives to improve the experience (fix it). We close the loop by continuously analyzing the impact of the changes we make.

As just one example of how we’re acting on these insights, recently, I was part of a country review in which the team made changes to improve customer communications. These updates helped accelerate the speed of clearing shipments and reduce the volume of calls related to customers’ shipping clearance statuses from 17,000 per month to less than 2,000 per month.

Q: Can you share an example of how omnichannel experience insights have driven change in your business?

PPA: One of the most valuable examples for us is how real-time customer feedback helps us respond proactively to weather-related incidents, such as heavy storms or flooding episodes, known in Spain as “DANAs.” By continuously monitoring what customers are telling us across channels — calls, surveys, social media, and web behavior — we’re able to detect early signs of concern or stress linked to these extreme events. This enables us to act fast: We launch preventive communications, prepare our repair service network, and adjust staffing in contact centers before peak demand hits. These insights, captured and analyzed in real time through Medallia, allow us to move from reactive to predictive service, minimizing customer effort, preventing potential dissatisfaction, and reducing operational strain across the business.

JM: We have an established change management program for delivering customer experience improvements and a super clear strategy to support this. We have a monthly meeting across our commercial leadership teams that is solely focused on customer experience that flows through to business owners. For instance, when we spotted signals within our CX measurement program related to our pay as you go experience, we introduced a business-wide improvement program to address the issue. 

Want to demonstrate the value of investing in the omnichannel customer experience to leaders within your organization? Download our infographic: More Than Metrics: How to Prove the ROI of CX for insights into how organizations can use CX to unlock millions in revenue and drive millions in savings.

*This conversation has been edited for length and clarity.