There are many approaches to Customer Journey Mapping, just as many different company cultures are looking to use this valuable tool to improve their customer experience. We presented this content at the 2016 CXPA Members Insight Exchange.
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Approaches to Customer Experience/Journey Mapping A SuiteCX Roundtable
2. What we will cover today •Over the years we have been asked a lot of questions around experience and journey mapping. Some of them address what are the triggers and reasons for mapping, others speak to how do we plan for it and what do we expect to see. •This document addresses a few of the questions we have heard over the years: • What business aspects can you address using journey mapping efforts? • What outputs can be derived from CJM? • Definitions – what IS CJM? • Approaches to mapping with case studies • What skills/tools do you need to do this type of work? • Pitfalls to be aware of in any approach 2
3. Customer journey mapping often can help provide the information required to solve many business problems 3 Decline of revenue due to known causes such as -‐fewer sales -‐less volume -‐ churn -‐poor retention -‐ competitive inroads etc. Identifying the reasons for unknown revenue declines Economic challenges such as recession or disruptive service models Know they are having experience issues but don’t know how to address them: -‐ NPS declines -‐ CSAT declines -‐ Complaint increases C-‐Level challenges to Sales/Marketing or Service requests for funds where there is no clear business case/value.
4. Fully understand existing customer behavior across the entire experience & lifecycle as inputs to strategic planning Evolve and deepen the science of customer insight and their needs through disciplined data management and analytics to drive loyalty and differentiated products and services Develop 360o customer view to generate actionable insights and tactics and treat customers differently Drive increased sustainable strategic opportunities to enhance customer advocacy & optimize ROI 4 It also can be used for many strategic purposes
5. Customer insight to drive who to invest/divest in, what needs they have that the organization can meet/address and where changes need to occur in the organization to deliver upon the strategy Let you see exactly the ‘white space’ is and allows you to ID the audience’s need. Provides insights and detail determine table stakes and to define GTM strategy and prioritize companies development schedule Support prioritization to highlight what’s most important’ to your customers, and understand what creates or detracts from value & drives retention and advocacy Guides UX insights from VOC/VOE and path to purchase, critical moments of truth, listening posts, conversion points and other key design elements Experience/Journey driven campaigns enable triggered, targeted, and time based messaging, offers and engagement Outputs/use cases for CJM Strategic Planning …supports strategy through execution to build customer value Precision MarketingUX InputsTactical ThrustsNew Products 5
6. Definition: What Is Customer Journey Mapping? Definition The visual representation of the alignment of the organization to the customer needs to create relevant, engaging and rewarding experiences that connect the brand with the customer. • It is representative of: • Where the customer touches the brand • Where the brand touches the customer • Where they interact with each other • The multiple interaction points of a customers’ engagement with the brand • Why the customer is seeking contact) with the brand • The customer expectations of their experience with the brands Terminology • Experiences: The sum of what the customer takes away from the interactions they've had with you. A memorable event – with a beginning, middle, and end. • Customers always have an experience (good, bad, or indifferent) • Interactions: The activities in which customers engage. Any business supports dozens, if not hundreds of interactions. • Engagement Points – can be inbound/outbound/interactive – human or automated • An experience point is where emotions, process, systems, data all intersect -‐ often the ‘fault line ‘between the company and the customer 6
7. What Makes A Good Journey Map? •A visualization of customer interactions through many filters (emotional/rational) organized by the customer’s perspective •A living document that evolves with the constantly changing organization it supports •A harmonized reflection of the Voice of the Customer as well as the Company and the Employee •Art meets science with a dash of chemistry •At a level of detail that makes sense for the purpose Inspiration to consider Discovery Design Purchase, Deployment Relationship Advocacy 7
8. We have found that the personality of a company often influences approach! •Companies accustomed to detail and rigor in their approaches to strategy, technology and execution tend to do more rigorous mapping • Tend to have six sigma “DNA” and Oversight/Governance teams • Their approach tends to lean towards collecting ALL of their interactions, fleshing them out with data, emotional elements, pain points, moments of truth etc. • Then they map story lines or processes to determine gaps or opportunities • Have clear ‘questions’ they are asking – hypothesis based -‐ Want clear outcomes • Like grids/swim lanes (touchpoints) • Telco, Financial, Insurance, Manufacturing (B2B), High Tech tend to fall into this group •Brand driven or more ‘emotional’ • Tend to have agency driven ‘persona’ driven story's driving their marketing • Want to visualize quickly and then identify areas of interest • Stories lead you to ideas/innovation • Often have to back up and pull in data to move forward • Outcomes not as clearly articulated • Like workshops and fast answers (sticky notes) • CPG, Pharma, start-‐ups tend to fall into this group 8
9. Typical project approach for customer journey mapping 9 Customer Experience Improvement Strategy Organizational Change Map Design framework Plot customer interactions on map; refine & validate Overlay metrics, customer data & collateral 10-20 Days* 25-30 Days* 15-20 Days* Part 1 Current state Part 2 Experience Mapping Part 3 Recommendations * Typical work effort will vary based on scope with lag time for rounds of review Plan •Set the Scope •Understand the objectives •Ensure resources Gather •Interview •Capture data, artifacts, documents •Ethnographic research •Segmentation Map •Design framework •Plot customer interactions on map; refine & validate •Overlay metrics, customer data & collateral Outputs •Ideation •Deep Drills •Prioritization •Validation Roadmap •Bucket prioritized into Initiatives •Recommendations Roadmap
10. But there is so much more to an ‘approach’ Experience Design PAIN OR OBJECTIVE STRATEGY OR NEW PRODUCT Approaches UX vs. CX Methodologies Company Personalities Application Consultancy/Marketing Service Providers Agency Map All Touches –Hypothesis Based/Planning Quick Fire/Problem Solving/Story/Decision Sciences Six Sigma/UX /Data And Evidence Based Emotional/Persona/CX/Ethnographic Based Six Sigma/UX/Systems Design/SDLC Agile Campaigns/Web Design/ Tech Use Cases Brand Ads/Digital/Social/ Campaign Briefs Fast Paced/Good Enough/Non-‐traditional Detail Oriented/ Conservative Typical ‘coaches’ Drivers 10
11. Approach – Research based – Deep and Wide Use Case -‐ Driving to resolve issues Objectives • Got a pain point ? Calls for an inch wide -‐ mile deep to flesh out the pain points, moments of truth and then convert to processes or comparisons of front stage/back stage Approach – Drill down • ID every touch you can find & Identify Marketing Assets & Collateral – content, tools, programs, creative and annotate with MOT, Pain Points, Data etc. • Pinpoint “Gaps & Overlaps” • Identify and document Potential Problems or Weaknesses -‐ missing or inaccessible data, channel silos, organizational barriers Outcomes • Specific findings/recommendations at a granular level • Actionable opportunities • Sufficient depth to share/act upon with others Next Steps • Augment with Audience user research and mystery shopping • Pull in as much performance data as possible • Story telling process (by lifecycle/by persona) and rolling them up • Front stage /Back stage stories to bring to live Tips • Data driven analysis on acquisition, retention, churn and key gaps is critical to support the mapping activities with solid proof 11
12. The company’s commitment to getting the customer experience right so early in its history, the company realized an immediate improvement of revenue due to decreased patient drop off. Survey results showed improvement in comments around the patient experience, and patient referrals were on the rise. • Implemented a marketing automation tool was selected to help manage the new comprehensive segmentation and contact strategy across lifecycle stages as well as at key moments of truth. • SuiteCX was the repository of record for the customer experience, enabling East Bay Group and JumpstartMD management to: • Conduct company-‐wide diagnostic with patient, employee, and institutional inputs • Create customer journey maps fully understand the patient experience across all lifecycle stages • Develop initiatives to close gaps around organization, processes, information and technology • Develop requirements, RFP’s and managed bid processes for a marketing automation solution • Develop sales and marketing training for patient segmentation and 1:1 Marketing concepts C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 12 Case Study Identify reasons for decreased revenue and retention JumpstartMD was experiencing growing pains as it expanded across the huge Bay Area region. However, the inordinate focus on acquisition and growth by expansion left patients feeling neglected. The company needed a customer-‐centric data and marketing automation solution to better track and retain current patients, deliver triggered campaigns and monitor likelihood to churn. In addition, they needed drive automation and consistency across multiple storefronts and communications channels.
13. Approach – Research based – Outside in Use Case – Real time research – CX ‘inside’ Objectives • Wrap your arms around a big opportunity • Identify table stakes or benchmarks for strategic advantage • Competitive Research – from the people who count – your customer base • Calls for a balance -‐ wide enough to see the big picture and just deep enough to flesh out the key elements -‐ moments of truth Approach – Wide first then some drill downs • Map as many ‘benchmarked’ comparisons as possible to have a range of information to draw from • Personas are great here – especially if you are targeting prospect groups you don’t know well • Pinpoint key moments of truth – lifecycle, friction in the process, personas that have very different expectations • Identify and document to provide insights to the whole organization – when they are ready for it • Lots of ‘roll ups’ and front stage/back stage insights so they can see a 360 view Outcomes • ID Actionable opportunities • Investment guidance – what's table stakes – what's nice to have – what not to focus on at all • Sufficient depth to share/act upon with others Next Steps • Keep augment with audience user research and updates • Use story telling process (by lifecycle/by persona) to create your own story and bring it to life • Keep a finger on your competitors pulse • Spur your internal teams on Tips • Mapping by persona as a great way to research your competitors when developing a new product/service for purposes of driving design, and UX 13
14. Bank will release the new product in 2016 with most of the CX recommendations intact • Key moments of truth such as Account Opening will not only rival, but exceed current competitive best practice • The new product – and all future new products – will be grounded in this focus on CX • Bank is keeping the competitive database in SuiteCX up to date to use for other Bank projects • Documented the current customer experience across eight banking competitors • Mapped the customer journey from Awareness and Funding though Account Opening and Closing • Compared all banks across four targeted personas to determine the pain points and moments of truth for Millennials vs. Baby Boomers, for example • Identified dozens of opportunities to provide the best product offering and customer experience from the moment the product hits the market C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 14 Case Study New product development with CX at its core Bank was planning to enter a new market for a state-‐of-‐the-‐ art banking service that needed to met the highest standards of customer experience as well as product offering A fresh approach needed to be taken to allow the bank to launch the product with a competitive advantage but realistically had to understand what it had to do – table stakes – vs. what might be nice to do. In an ever-‐changing market, the bank had to build a product that would be flexible, easy to use, and strongly competitive
15. CX design = UX design Or what’s the difference? •CX design, on the other hand, looks at the entire experience and requires a great deal of business skills • A customer is any person getting in contact with the brand whether or not they may at some point use one or several products provided by the brand • The customer’s touch points with the brand are various and a customer may become user of several different products or services at some point across her journey. UX is part of CX, as each product needs to be user friendly •UX -‐ User involves a product that should be used • Being a user involves a product that should be used. The experience surrounding this is basically limited to that product, may it be an app, a website, or a physical object •The customer experience as a whole is of course influenced by the quality of the experience at each point but CX is especially interested in the entire customer journey from start and until the end not with just one product 15
16. Approach: Fast paced or agile -‐ Inch deep – mile wide Use Case -‐Taking in the ‘big picture’ to see opportunity Objectives • Looking to drive a deeper strategy or first 90 days in the job and need a quick diagnostic? • CX driven innovation – white space – new product development – competitive advantage Approach • ID lifecycle phase(s) with the key interactions you know about – use this as your ongoing framework • ID key touchpoints • Story-‐tell/Map across department – note department tends to expose over/underlaps and waste/gaps faster • Start with current state and ID findings • Start with an inch deep – mile wide to see where you might have issues or opportunities • Move to future state and add/delete touches that add/subtract from customer value equation • Outcomes • High level view for use in socializing information • High level action items • Basis for validation or ongoing research • Next steps • Fleshing out touchpoints or deeper dives into stories to answer questions or address ideas • Front stage /Back stage stories to validate Tips • By mapping inside out first – how much are you spending on touches your customers may never resonate with… 16
17. Approved Phase 2 implementation of new programs • Phase 2 -‐Starting deep dive journeys • Phase 2 -‐ Starting segment driven/journey driven contact strategy • Developed buying journey through research and interviews – quick fire workshops 3 days in each country for Huggies and Depend Brands • Created views with MOT’s and likely buying patterns • Mapped pre-‐natal/first 100 days/active toddler purchase cycle based on journey/MOTs and typical content consumption and campaigns • Survey driven VOC/VOE/Maturity model led to recommendations for People/Process/Data/Technology requirements C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 17 Case Study Identify gaps in CX as part of global opportunity analysis KC Global CRM team needed to understand the Huggies Brand customer journey and how it was executed globally to understand gaps in experience Initial program design needed to take in current and future state opportunity analysis Gap assessment led to a maturity model assessment with a plan and 3 year budget for the Global CRM team covering Marketing and MarTech.
18. Approach: Blended -‐ start agile drive deeper Use Case – Find the opportunity – develop an action plan Objectives • Quickly determine where the best use of focus/funds might be • Create actionable approach – do now, do next, fit in, do not • Move complex organization forward -‐ together Approach • Diagnostic for a broad view of VOC, VOE, CX Maturity – ID key areas for improvement • Mystery shop an story-‐tell/map across properties to ID CX issues • Develop segments and supporting personas for use in strategy (investment) and tactics (campaign planning, cross sell) • Map future state 3 year roadmap • Create future state experiences for training hospitality teams and transformation • Create CX driven precision marketing • Outcomes • Both executives and part time teams ‘get it’ at a level they can relate to • Up to 800% lift in campaign response – REALLY • 3 year investment plan with benchmarks and KPI’s being achieved • Next steps • Ongoing updates and continuous improvement using mapping and added data as it is available Tips • By mapping outside in first – able to see what need to be fixed NOW as well as opportunities for future investment 18
19. Using as a basis for 2015 go to market strategy • Creating lifecycle marketing using new CRM database and toolkit • Developed journey maps for top brands and properties • Identified strengths and weaknesses for each property across customer lifecycle • Created a lifecycle marketing strategy C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 19 Case Study Use Case – Creating precision marketing strategy to execution Hospitality conglomerate had multiple properties with different experiences Marketing was challenged with pulling emotional and rational information together In order to drive revenue using new segmentation and marketing platform needed to understand guest journey
20. Do you have to have personas to start mapping? No – you can do current state without them or with aspirational personas and then move to more statistical ones as you get the time to do that work 20 Benefits of segments/personas • Personas help you relate to the customer and understand what they are thinking/doing/feeling. • They can more easily pull in emotional cues • Display personas at every touch point and highlight the touches that most matter to each persona • Show personas as they change over time from current state through transitional stages to the future state • If your objective is to transform your experience stories into campaigns for execution – statistical segments are highly useful to target and engage with differentiation
21. What skills and technology increase the speed of success 21 Robust technology Skills to bring to table • Technology allows you to better express your findings • It shortens the time to present different views and opinions • It doesn’t imbue any knowledge or experience – that comes from you • It helps share, collaborate and present your insights and best practices up and down the corporate ladder • Keeps the process alive and ongoing • Strong business acumen • Focus on innovation • Ability to envision what the company needs/wants to achieve • Experience to identify company best practices • Finger on the pulse to ID achievable improvements • Asks the right questions to the right people to uncover opportunities • Open to surprises and ah ha’s
22. What kind of obstacles to effective journey mapping do you come across? Siloed organizational alignment Need the full cooperation and access to the staff across the organization to be sure the right information is collected and shared. Solution: Be as deep and wide as possible No clear view of actionable outcomes Interesting collection of facts that are not actionable. No understanding of how they connect. Solution: Focus on actionable insights and the initial objectives. Mapping processes Provides lots of data but no real insight into the emotions of the employees or customers limiting actionable insights. Solution: Be sure to add emotional inputs, social, ethnographic research and VOC /VOE. Mapping only outbound touches you know about – really a campaign plan Does not address the whole customer experience. Omits initiation points as well as feedback loop. Solution: A customer journey map starts from the customer’s starting point, motivations, and desired outcomes rather than the company’s You must map ALL interactions to get a full picture
23. For more information -‐ SuiteCX.com @custoholic 510 655-‐6511 Thank You -‐We hope this clarifies some things f you and adds to your insights and conversation “Great customer experiences often exist in the space between knowing and anticipating needs. Data helps with both, but in very predictable ways (predictable is mostly good for the former, not the latter). Intuition, on the other hand, might as well be the most undervalued asset in business, and yet is what makes the difference between simply anticipating needs and redefining a category.” fastcompany
24. About us Team Tools 24
25. Founding team members Valerie is a senior executive with several start ups under her belt. She has deep experience in the CEM space as well in developing new products/practices at companies such as Pacific Bell, KPMG, PwC and StorageTek. Valerie’s focus as CEO is to be the main evangelist, cheer leader and deal-‐ maker for suitecx. She has over 25 years experience in building new businesses and making them profitable. Valerie Peck, Head bottle washer Michael Hill, Product Developer/CTO Anne Cramer, Marketing, Customer Success, Ops Michael is a passionate technical leader, product/service developer and technical strategist. Michael has over 25 years of experience in Technology, Web development, e-‐commerce, CRM solutions, Technical Services, Technology Manufacturing, Start-‐ups, Government and Not-‐For-‐Profits. His experience comes from tackling projects large and small and managing teams of up to 64 members and budgets of up to 14 million; Michael has delivered many business critical solutions and strategic plans. Anne is a seasoned marketer and management consulting professional. She has global experience leading teams in marketing, diagnostics and journey mapping. Anne has experience in start-‐ups such as Kefta, Touchpoint Dashboard and UBI Soft. She has deep training and coaching experience which makes her ideal for the roll of “Head of get things done” Anne is an accomplished writer and has published a significant number of white papers and blogs. Darcy specializes in selling improved customer experience (CX) to drive bottom line growth. We enable organizations to understand their customers by using customer experience mapping, market research, ethnographic research, customer segmentation & analytics to understand how customers interact with your brand thru all the channels (email, web, social, call center, retail, etc.) and across the customer lifecycle. Darcy Bevelacqua, VP Sales 25
26. Board and Advisors Martha Rogers-‐ Chair – Board of Directors Recognized for more than 20 years as one of the leading authorities on customer-‐focused relationship management strategies, Dr. Martha Rogers, Ph.D. is an acclaimed author, business strategist and a founding partner of Peppers & Rogers Group, the world's premier customer-‐centric consultancy. An adjunct professor at the Fuqua School of Business at Duke University, Dr. Rogers is the co-‐director of the Duke Center for Customer Relationship Management. Allen Pennington-‐ Board Member As the co-‐founder and leader of the market leading global Customer Experience business Mulberry Consulting, Alan is recognized as one of the global experts in the field of customer experience mapping and design and has been responsible for the design and deployment of customer experience programs in large service and B2B organizations for over 25 years, clients have included Citibank Cards, Emirates Airlines, UPS, Aon, Aviva, Reed Elsevier, British Council, Mazda and Merrill Lynch. Following the sale of the Mulberry Consulting business in 2014 he is now working independently in the Customer Experience discipline. Since selling Mulberry, Allen has been advising Suitecx on strategy, partnerships, and sales . 26
27. SuiteCX -‐ Customer Experience Diagnostic • Voice of Customer surveys collect current state customer experience for key interaction categories • Voice of Employee surveys balance the VOC responses and validate where key pain points are occurring • Voice of Institution surveys the senior staff, who can see more strategically what may be causing customer pain • Verbatims are pulled in from open text questions to provide color commentary to back up the survey results • A Maturity Model shows across all categories how the company compares against industry benchmarks and where the greatest gaps between good and bad experience are occurring 27
28. SuiteCX -‐ Customer Journey Mapping • Inventory grid maps contain every possible interaction point (IPoint), which can be used over and over in other map types • Storytelling maps showcase the experience, using icons and color to provide a powerful visual customer story • Brainstorm maps look like butcher paper and sticky notes, replicating the workshop experience • Front Stage / Back Stage maps show what may be going on in the background while the customer undergoes a certain experience • Process Flow diagrams tell the story with a more traditional focus on decision tress, data stores, etc. • Roll up maps allow you to pull many individual maps into one location to tell the customer story across the entire lifecycle 28
29. SuiteCX -‐ Customer Experience Improvement & Planning • Findings and Recommendations are collected from the surveys as well as from the mapping effort • A prioritization module allows you to decide which initiatives have the most impact to customer and company, as well as which are the most feasible in terms of cost and resource investment • A two-‐by-‐two grid shows which initiatives were prioritized to do first, next, later and fit in • A road map provides a more linear timeline view of initiatives • An editable project charter allows you to pull the CX recommendations all the way forward to project planning, budgeting and resource management 29
30. SuiteCX -‐ Customer Contact Strategy •Communications plans and paths to purchase can be rendered across a time line •IPoints are now campaign planning receptacles of data, assets, business rules and approval chains •Story maps now show multi-‐wave campaigns with all their requisite touches •Contact strategies can be planned against desired customer behaviors •Roll up maps show campaign results and statistics over time 30
Approaches to Customer Experience/Journey Mapping A SuiteCX Roundtable
2. What we will cover today •Over the years we have been asked a lot of questions around experience and journey mapping. Some of them address what are the triggers and reasons for mapping, others speak to how do we plan for it and what do we expect to see. •This document addresses a few of the questions we have heard over the years: • What business aspects can you address using journey mapping efforts? • What outputs can be derived from CJM? • Definitions – what IS CJM? • Approaches to mapping with case studies • What skills/tools do you need to do this type of work? • Pitfalls to be aware of in any approach 2
3. Customer journey mapping often can help provide the information required to solve many business problems 3 Decline of revenue due to known causes such as -‐fewer sales -‐less volume -‐ churn -‐poor retention -‐ competitive inroads etc. Identifying the reasons for unknown revenue declines Economic challenges such as recession or disruptive service models Know they are having experience issues but don’t know how to address them: -‐ NPS declines -‐ CSAT declines -‐ Complaint increases C-‐Level challenges to Sales/Marketing or Service requests for funds where there is no clear business case/value.
4. Fully understand existing customer behavior across the entire experience & lifecycle as inputs to strategic planning Evolve and deepen the science of customer insight and their needs through disciplined data management and analytics to drive loyalty and differentiated products and services Develop 360o customer view to generate actionable insights and tactics and treat customers differently Drive increased sustainable strategic opportunities to enhance customer advocacy & optimize ROI 4 It also can be used for many strategic purposes
5. Customer insight to drive who to invest/divest in, what needs they have that the organization can meet/address and where changes need to occur in the organization to deliver upon the strategy Let you see exactly the ‘white space’ is and allows you to ID the audience’s need. Provides insights and detail determine table stakes and to define GTM strategy and prioritize companies development schedule Support prioritization to highlight what’s most important’ to your customers, and understand what creates or detracts from value & drives retention and advocacy Guides UX insights from VOC/VOE and path to purchase, critical moments of truth, listening posts, conversion points and other key design elements Experience/Journey driven campaigns enable triggered, targeted, and time based messaging, offers and engagement Outputs/use cases for CJM Strategic Planning …supports strategy through execution to build customer value Precision MarketingUX InputsTactical ThrustsNew Products 5
6. Definition: What Is Customer Journey Mapping? Definition The visual representation of the alignment of the organization to the customer needs to create relevant, engaging and rewarding experiences that connect the brand with the customer. • It is representative of: • Where the customer touches the brand • Where the brand touches the customer • Where they interact with each other • The multiple interaction points of a customers’ engagement with the brand • Why the customer is seeking contact) with the brand • The customer expectations of their experience with the brands Terminology • Experiences: The sum of what the customer takes away from the interactions they've had with you. A memorable event – with a beginning, middle, and end. • Customers always have an experience (good, bad, or indifferent) • Interactions: The activities in which customers engage. Any business supports dozens, if not hundreds of interactions. • Engagement Points – can be inbound/outbound/interactive – human or automated • An experience point is where emotions, process, systems, data all intersect -‐ often the ‘fault line ‘between the company and the customer 6
7. What Makes A Good Journey Map? •A visualization of customer interactions through many filters (emotional/rational) organized by the customer’s perspective •A living document that evolves with the constantly changing organization it supports •A harmonized reflection of the Voice of the Customer as well as the Company and the Employee •Art meets science with a dash of chemistry •At a level of detail that makes sense for the purpose Inspiration to consider Discovery Design Purchase, Deployment Relationship Advocacy 7
8. We have found that the personality of a company often influences approach! •Companies accustomed to detail and rigor in their approaches to strategy, technology and execution tend to do more rigorous mapping • Tend to have six sigma “DNA” and Oversight/Governance teams • Their approach tends to lean towards collecting ALL of their interactions, fleshing them out with data, emotional elements, pain points, moments of truth etc. • Then they map story lines or processes to determine gaps or opportunities • Have clear ‘questions’ they are asking – hypothesis based -‐ Want clear outcomes • Like grids/swim lanes (touchpoints) • Telco, Financial, Insurance, Manufacturing (B2B), High Tech tend to fall into this group •Brand driven or more ‘emotional’ • Tend to have agency driven ‘persona’ driven story's driving their marketing • Want to visualize quickly and then identify areas of interest • Stories lead you to ideas/innovation • Often have to back up and pull in data to move forward • Outcomes not as clearly articulated • Like workshops and fast answers (sticky notes) • CPG, Pharma, start-‐ups tend to fall into this group 8
9. Typical project approach for customer journey mapping 9 Customer Experience Improvement Strategy Organizational Change Map Design framework Plot customer interactions on map; refine & validate Overlay metrics, customer data & collateral 10-20 Days* 25-30 Days* 15-20 Days* Part 1 Current state Part 2 Experience Mapping Part 3 Recommendations * Typical work effort will vary based on scope with lag time for rounds of review Plan •Set the Scope •Understand the objectives •Ensure resources Gather •Interview •Capture data, artifacts, documents •Ethnographic research •Segmentation Map •Design framework •Plot customer interactions on map; refine & validate •Overlay metrics, customer data & collateral Outputs •Ideation •Deep Drills •Prioritization •Validation Roadmap •Bucket prioritized into Initiatives •Recommendations Roadmap
10. But there is so much more to an ‘approach’ Experience Design PAIN OR OBJECTIVE STRATEGY OR NEW PRODUCT Approaches UX vs. CX Methodologies Company Personalities Application Consultancy/Marketing Service Providers Agency Map All Touches –Hypothesis Based/Planning Quick Fire/Problem Solving/Story/Decision Sciences Six Sigma/UX /Data And Evidence Based Emotional/Persona/CX/Ethnographic Based Six Sigma/UX/Systems Design/SDLC Agile Campaigns/Web Design/ Tech Use Cases Brand Ads/Digital/Social/ Campaign Briefs Fast Paced/Good Enough/Non-‐traditional Detail Oriented/ Conservative Typical ‘coaches’ Drivers 10
11. Approach – Research based – Deep and Wide Use Case -‐ Driving to resolve issues Objectives • Got a pain point ? Calls for an inch wide -‐ mile deep to flesh out the pain points, moments of truth and then convert to processes or comparisons of front stage/back stage Approach – Drill down • ID every touch you can find & Identify Marketing Assets & Collateral – content, tools, programs, creative and annotate with MOT, Pain Points, Data etc. • Pinpoint “Gaps & Overlaps” • Identify and document Potential Problems or Weaknesses -‐ missing or inaccessible data, channel silos, organizational barriers Outcomes • Specific findings/recommendations at a granular level • Actionable opportunities • Sufficient depth to share/act upon with others Next Steps • Augment with Audience user research and mystery shopping • Pull in as much performance data as possible • Story telling process (by lifecycle/by persona) and rolling them up • Front stage /Back stage stories to bring to live Tips • Data driven analysis on acquisition, retention, churn and key gaps is critical to support the mapping activities with solid proof 11
12. The company’s commitment to getting the customer experience right so early in its history, the company realized an immediate improvement of revenue due to decreased patient drop off. Survey results showed improvement in comments around the patient experience, and patient referrals were on the rise. • Implemented a marketing automation tool was selected to help manage the new comprehensive segmentation and contact strategy across lifecycle stages as well as at key moments of truth. • SuiteCX was the repository of record for the customer experience, enabling East Bay Group and JumpstartMD management to: • Conduct company-‐wide diagnostic with patient, employee, and institutional inputs • Create customer journey maps fully understand the patient experience across all lifecycle stages • Develop initiatives to close gaps around organization, processes, information and technology • Develop requirements, RFP’s and managed bid processes for a marketing automation solution • Develop sales and marketing training for patient segmentation and 1:1 Marketing concepts C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 12 Case Study Identify reasons for decreased revenue and retention JumpstartMD was experiencing growing pains as it expanded across the huge Bay Area region. However, the inordinate focus on acquisition and growth by expansion left patients feeling neglected. The company needed a customer-‐centric data and marketing automation solution to better track and retain current patients, deliver triggered campaigns and monitor likelihood to churn. In addition, they needed drive automation and consistency across multiple storefronts and communications channels.
13. Approach – Research based – Outside in Use Case – Real time research – CX ‘inside’ Objectives • Wrap your arms around a big opportunity • Identify table stakes or benchmarks for strategic advantage • Competitive Research – from the people who count – your customer base • Calls for a balance -‐ wide enough to see the big picture and just deep enough to flesh out the key elements -‐ moments of truth Approach – Wide first then some drill downs • Map as many ‘benchmarked’ comparisons as possible to have a range of information to draw from • Personas are great here – especially if you are targeting prospect groups you don’t know well • Pinpoint key moments of truth – lifecycle, friction in the process, personas that have very different expectations • Identify and document to provide insights to the whole organization – when they are ready for it • Lots of ‘roll ups’ and front stage/back stage insights so they can see a 360 view Outcomes • ID Actionable opportunities • Investment guidance – what's table stakes – what's nice to have – what not to focus on at all • Sufficient depth to share/act upon with others Next Steps • Keep augment with audience user research and updates • Use story telling process (by lifecycle/by persona) to create your own story and bring it to life • Keep a finger on your competitors pulse • Spur your internal teams on Tips • Mapping by persona as a great way to research your competitors when developing a new product/service for purposes of driving design, and UX 13
14. Bank will release the new product in 2016 with most of the CX recommendations intact • Key moments of truth such as Account Opening will not only rival, but exceed current competitive best practice • The new product – and all future new products – will be grounded in this focus on CX • Bank is keeping the competitive database in SuiteCX up to date to use for other Bank projects • Documented the current customer experience across eight banking competitors • Mapped the customer journey from Awareness and Funding though Account Opening and Closing • Compared all banks across four targeted personas to determine the pain points and moments of truth for Millennials vs. Baby Boomers, for example • Identified dozens of opportunities to provide the best product offering and customer experience from the moment the product hits the market C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 14 Case Study New product development with CX at its core Bank was planning to enter a new market for a state-‐of-‐the-‐ art banking service that needed to met the highest standards of customer experience as well as product offering A fresh approach needed to be taken to allow the bank to launch the product with a competitive advantage but realistically had to understand what it had to do – table stakes – vs. what might be nice to do. In an ever-‐changing market, the bank had to build a product that would be flexible, easy to use, and strongly competitive
15. CX design = UX design Or what’s the difference? •CX design, on the other hand, looks at the entire experience and requires a great deal of business skills • A customer is any person getting in contact with the brand whether or not they may at some point use one or several products provided by the brand • The customer’s touch points with the brand are various and a customer may become user of several different products or services at some point across her journey. UX is part of CX, as each product needs to be user friendly •UX -‐ User involves a product that should be used • Being a user involves a product that should be used. The experience surrounding this is basically limited to that product, may it be an app, a website, or a physical object •The customer experience as a whole is of course influenced by the quality of the experience at each point but CX is especially interested in the entire customer journey from start and until the end not with just one product 15
16. Approach: Fast paced or agile -‐ Inch deep – mile wide Use Case -‐Taking in the ‘big picture’ to see opportunity Objectives • Looking to drive a deeper strategy or first 90 days in the job and need a quick diagnostic? • CX driven innovation – white space – new product development – competitive advantage Approach • ID lifecycle phase(s) with the key interactions you know about – use this as your ongoing framework • ID key touchpoints • Story-‐tell/Map across department – note department tends to expose over/underlaps and waste/gaps faster • Start with current state and ID findings • Start with an inch deep – mile wide to see where you might have issues or opportunities • Move to future state and add/delete touches that add/subtract from customer value equation • Outcomes • High level view for use in socializing information • High level action items • Basis for validation or ongoing research • Next steps • Fleshing out touchpoints or deeper dives into stories to answer questions or address ideas • Front stage /Back stage stories to validate Tips • By mapping inside out first – how much are you spending on touches your customers may never resonate with… 16
17. Approved Phase 2 implementation of new programs • Phase 2 -‐Starting deep dive journeys • Phase 2 -‐ Starting segment driven/journey driven contact strategy • Developed buying journey through research and interviews – quick fire workshops 3 days in each country for Huggies and Depend Brands • Created views with MOT’s and likely buying patterns • Mapped pre-‐natal/first 100 days/active toddler purchase cycle based on journey/MOTs and typical content consumption and campaigns • Survey driven VOC/VOE/Maturity model led to recommendations for People/Process/Data/Technology requirements C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 17 Case Study Identify gaps in CX as part of global opportunity analysis KC Global CRM team needed to understand the Huggies Brand customer journey and how it was executed globally to understand gaps in experience Initial program design needed to take in current and future state opportunity analysis Gap assessment led to a maturity model assessment with a plan and 3 year budget for the Global CRM team covering Marketing and MarTech.
18. Approach: Blended -‐ start agile drive deeper Use Case – Find the opportunity – develop an action plan Objectives • Quickly determine where the best use of focus/funds might be • Create actionable approach – do now, do next, fit in, do not • Move complex organization forward -‐ together Approach • Diagnostic for a broad view of VOC, VOE, CX Maturity – ID key areas for improvement • Mystery shop an story-‐tell/map across properties to ID CX issues • Develop segments and supporting personas for use in strategy (investment) and tactics (campaign planning, cross sell) • Map future state 3 year roadmap • Create future state experiences for training hospitality teams and transformation • Create CX driven precision marketing • Outcomes • Both executives and part time teams ‘get it’ at a level they can relate to • Up to 800% lift in campaign response – REALLY • 3 year investment plan with benchmarks and KPI’s being achieved • Next steps • Ongoing updates and continuous improvement using mapping and added data as it is available Tips • By mapping outside in first – able to see what need to be fixed NOW as well as opportunities for future investment 18
19. Using as a basis for 2015 go to market strategy • Creating lifecycle marketing using new CRM database and toolkit • Developed journey maps for top brands and properties • Identified strengths and weaknesses for each property across customer lifecycle • Created a lifecycle marketing strategy C H A L L E N G E / O P P O R T U N I T Y R E S U LT S A P P R O A C H / S O L U T I O N 19 Case Study Use Case – Creating precision marketing strategy to execution Hospitality conglomerate had multiple properties with different experiences Marketing was challenged with pulling emotional and rational information together In order to drive revenue using new segmentation and marketing platform needed to understand guest journey
20. Do you have to have personas to start mapping? No – you can do current state without them or with aspirational personas and then move to more statistical ones as you get the time to do that work 20 Benefits of segments/personas • Personas help you relate to the customer and understand what they are thinking/doing/feeling. • They can more easily pull in emotional cues • Display personas at every touch point and highlight the touches that most matter to each persona • Show personas as they change over time from current state through transitional stages to the future state • If your objective is to transform your experience stories into campaigns for execution – statistical segments are highly useful to target and engage with differentiation
21. What skills and technology increase the speed of success 21 Robust technology Skills to bring to table • Technology allows you to better express your findings • It shortens the time to present different views and opinions • It doesn’t imbue any knowledge or experience – that comes from you • It helps share, collaborate and present your insights and best practices up and down the corporate ladder • Keeps the process alive and ongoing • Strong business acumen • Focus on innovation • Ability to envision what the company needs/wants to achieve • Experience to identify company best practices • Finger on the pulse to ID achievable improvements • Asks the right questions to the right people to uncover opportunities • Open to surprises and ah ha’s
22. What kind of obstacles to effective journey mapping do you come across? Siloed organizational alignment Need the full cooperation and access to the staff across the organization to be sure the right information is collected and shared. Solution: Be as deep and wide as possible No clear view of actionable outcomes Interesting collection of facts that are not actionable. No understanding of how they connect. Solution: Focus on actionable insights and the initial objectives. Mapping processes Provides lots of data but no real insight into the emotions of the employees or customers limiting actionable insights. Solution: Be sure to add emotional inputs, social, ethnographic research and VOC /VOE. Mapping only outbound touches you know about – really a campaign plan Does not address the whole customer experience. Omits initiation points as well as feedback loop. Solution: A customer journey map starts from the customer’s starting point, motivations, and desired outcomes rather than the company’s You must map ALL interactions to get a full picture
23. For more information -‐ SuiteCX.com @custoholic 510 655-‐6511 Thank You -‐We hope this clarifies some things f you and adds to your insights and conversation “Great customer experiences often exist in the space between knowing and anticipating needs. Data helps with both, but in very predictable ways (predictable is mostly good for the former, not the latter). Intuition, on the other hand, might as well be the most undervalued asset in business, and yet is what makes the difference between simply anticipating needs and redefining a category.” fastcompany
24. About us Team Tools 24
25. Founding team members Valerie is a senior executive with several start ups under her belt. She has deep experience in the CEM space as well in developing new products/practices at companies such as Pacific Bell, KPMG, PwC and StorageTek. Valerie’s focus as CEO is to be the main evangelist, cheer leader and deal-‐ maker for suitecx. She has over 25 years experience in building new businesses and making them profitable. Valerie Peck, Head bottle washer Michael Hill, Product Developer/CTO Anne Cramer, Marketing, Customer Success, Ops Michael is a passionate technical leader, product/service developer and technical strategist. Michael has over 25 years of experience in Technology, Web development, e-‐commerce, CRM solutions, Technical Services, Technology Manufacturing, Start-‐ups, Government and Not-‐For-‐Profits. His experience comes from tackling projects large and small and managing teams of up to 64 members and budgets of up to 14 million; Michael has delivered many business critical solutions and strategic plans. Anne is a seasoned marketer and management consulting professional. She has global experience leading teams in marketing, diagnostics and journey mapping. Anne has experience in start-‐ups such as Kefta, Touchpoint Dashboard and UBI Soft. She has deep training and coaching experience which makes her ideal for the roll of “Head of get things done” Anne is an accomplished writer and has published a significant number of white papers and blogs. Darcy specializes in selling improved customer experience (CX) to drive bottom line growth. We enable organizations to understand their customers by using customer experience mapping, market research, ethnographic research, customer segmentation & analytics to understand how customers interact with your brand thru all the channels (email, web, social, call center, retail, etc.) and across the customer lifecycle. Darcy Bevelacqua, VP Sales 25
26. Board and Advisors Martha Rogers-‐ Chair – Board of Directors Recognized for more than 20 years as one of the leading authorities on customer-‐focused relationship management strategies, Dr. Martha Rogers, Ph.D. is an acclaimed author, business strategist and a founding partner of Peppers & Rogers Group, the world's premier customer-‐centric consultancy. An adjunct professor at the Fuqua School of Business at Duke University, Dr. Rogers is the co-‐director of the Duke Center for Customer Relationship Management. Allen Pennington-‐ Board Member As the co-‐founder and leader of the market leading global Customer Experience business Mulberry Consulting, Alan is recognized as one of the global experts in the field of customer experience mapping and design and has been responsible for the design and deployment of customer experience programs in large service and B2B organizations for over 25 years, clients have included Citibank Cards, Emirates Airlines, UPS, Aon, Aviva, Reed Elsevier, British Council, Mazda and Merrill Lynch. Following the sale of the Mulberry Consulting business in 2014 he is now working independently in the Customer Experience discipline. Since selling Mulberry, Allen has been advising Suitecx on strategy, partnerships, and sales . 26
27. SuiteCX -‐ Customer Experience Diagnostic • Voice of Customer surveys collect current state customer experience for key interaction categories • Voice of Employee surveys balance the VOC responses and validate where key pain points are occurring • Voice of Institution surveys the senior staff, who can see more strategically what may be causing customer pain • Verbatims are pulled in from open text questions to provide color commentary to back up the survey results • A Maturity Model shows across all categories how the company compares against industry benchmarks and where the greatest gaps between good and bad experience are occurring 27
28. SuiteCX -‐ Customer Journey Mapping • Inventory grid maps contain every possible interaction point (IPoint), which can be used over and over in other map types • Storytelling maps showcase the experience, using icons and color to provide a powerful visual customer story • Brainstorm maps look like butcher paper and sticky notes, replicating the workshop experience • Front Stage / Back Stage maps show what may be going on in the background while the customer undergoes a certain experience • Process Flow diagrams tell the story with a more traditional focus on decision tress, data stores, etc. • Roll up maps allow you to pull many individual maps into one location to tell the customer story across the entire lifecycle 28
29. SuiteCX -‐ Customer Experience Improvement & Planning • Findings and Recommendations are collected from the surveys as well as from the mapping effort • A prioritization module allows you to decide which initiatives have the most impact to customer and company, as well as which are the most feasible in terms of cost and resource investment • A two-‐by-‐two grid shows which initiatives were prioritized to do first, next, later and fit in • A road map provides a more linear timeline view of initiatives • An editable project charter allows you to pull the CX recommendations all the way forward to project planning, budgeting and resource management 29
30. SuiteCX -‐ Customer Contact Strategy •Communications plans and paths to purchase can be rendered across a time line •IPoints are now campaign planning receptacles of data, assets, business rules and approval chains •Story maps now show multi-‐wave campaigns with all their requisite touches •Contact strategies can be planned against desired customer behaviors •Roll up maps show campaign results and statistics over time 30