Best Practices in Customer Experience Mapping
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El documento proporciona una guía sobre las mejores prácticas para la creación de mapas de experiencia del cliente, destacando su importancia en la visualización de puntos de contacto y la identificación de áreas de mejora. Describe una metodología en seis pasos para la elaboración de estos mapas y su aplicabilidad en diferentes contextos, así como ejemplos de tipos de mapas y sus beneficios. También se mencionan posibles salidas del esfuerzo de mapeo, como estrategias de comunicación, mejoras operativas y análisis de rentabilidad.
Best Practices in Customer Experience Mapping
- 1. Best Practices in Customer Experience Mapping
- 2. Overview • What is Customer Experience / Customer Journey mapping? • Our methodology – Best prac<ces – Common pi=alls • Six steps to a Customer Experience Map • Case Study: Major Luxury Retailer
- 3. There are many types of Customer Experience Maps • Each map can have mul<ple purposes • Iden<fying flows (communica<ons, informa<on) • Measuring “gaps & overlaps” • Assessing efficiency/effec<veness of interac<ons • They can be itera<ve or ‘layered’ • Types of customer experience maps: • Process maps • Lifecycle maps • Web or Contact center op<miza<on • Data maps • Communica<on maps • Resource / empowerment maps • Privacy compliance roadmaps Image Sources: East Bay Group, SNG Consul<ng
- 4. Data-‐driven Maps enable many disciplines • An Experience map is an essen<al tool • Creates a visualiza<on of your touchpoints and relevant informa<on • Shows where and when customers experience sa<sfac<on/pain point, who is most impacted and how it affects your bo[om line • Priori<za<on for both customers and business to understand what creates or detracts value • Data Integra<on/Consolida<on • Collects and standardize disparate data sources (data integra<on) • Helps get to a common data set of customer profile/ dimensions • Collabora<ve and ‘Social’ • Shared tool in ‘3D’ • See how ac<vi<es & processes in one area affect the en<re organiza<on, and get everyone on the same page • Living vs. sta<c • Allows you to con<nue to uses it over <me to drive strategy, planning and tac<cs. • A “Dashboard” that can reflect trends and progress over <me
- 5. Offshoots of the mapping process • There are different exercises that can be done at different points in the map crea<on or follow-‐up processes: • Storyboarding – illustra<ng a customer experience through the map • Choose a scenario – the group walks through the customer experience via the map (great process for business rule development) • Idea<on session • Break down issues iden<fied in the experience maps • Brainstorm solu<ons • Create high level priori<za<on for implementa<on • Deep Dive sessions • Create the future state for specific problem areas • ROI analysis • Gather data across touchpoints (i.e.. Collateral crea<on cost, fulfillment cost, cost per interac<on, etc.) • Do calcula<ons based on focused assump<ons: one touchpoint, one campaign, one customer type, etc. Image Sources: UXMa[ers.com, DesigningCX.com, Branddriveninnova<on.com
- 6. Poten<al outputs of an experience mapping effort • Communica<on strategy – develop an integrated communica<on through all touchpoints Opera<onal strategy -‐ iden<fy the infrastructure that is needed to support a customer centric environment Process reengineering – refine processes to be more efficient and customer focused Privacy issues – iden<fying poten<al risks • Data management • • • – – – • Develop data strategy Develop an understanding of how data can be used as a compe<<ve advantage to increase loyalty, sa<sfac<on, etc. Iden<fy places where data can be leveraged Lifecycle opportuni<es – understand the customer experience throughout the lifecycle, work to alleviate the highest pain points and leverage interac<ons to improve customer rela<ons Impact on Revenue Ease of Implementa2on Customer Sa2sfac2on Time to Implement Cost to Achieve
- 7. Summary of experience mapping outputs TANGIBLE 1. Documentation of vision - Overlaps and synergies across BU’s - Conflicting strategies 2. Useable Best Practices INTANGIBLE 1. Engagement of key stakeholders across divisions and business units - - 3. Documentation of gaps and Opportunities 4. Documentation of the current 2. Key Customer Journey Insights 3. Forum for breaking down silos - customer experience - Living Customer Journey Map - Holistic view of the customer experience - and infrastructure that is supporting it - Gaps and opportunities between customer experience and stated customer strategies 5. High Level Recommendations 6. Initiative Identification & Prioritization Begin to see commonality of key challenges See the overlap and chaos from the customer’s perspective Realization that customers view and experience the whole brand and not divisions or business units As such, need for greater collaboration and coordination where customers are cutting across different parts of the organization 4. Recognition for the right ideas and the proper execution - Elevation of best practices to senior stakeholders and across divisions provide forum for superior and peer recognition
- 8. Tips for effec<ve mapping • Interview at least some staff that are closest to the customer • They know more about the customer experience than anyone in the enterprise • Interview people who “own” customer data • They know best what happens to the data • What customer data you have is less important than how you use it • • Look for data flows (or lack of flow) among func<ons What technology you have is less important than what you do with it • People and process integra<on with technology determine how successful it is
- 9. Common pi=alls of the mapping experience • Mapping only outbound communica<ons • Does not address the customer experience; omits the feedback loop • An inflexible process that fails to iden<fy real opportunity • Provides lots of data, but li[le real insight • No clear view of purpose or outcome • Results are equally fuzzy • Poli<cal agendas • Office poli<cs prevent interviews of appropriate staff, acquisi<on of needed informa<on
- 10. Six steps to a Customer Experience Map Planning • Set the map’s scope and scale • Create interview material and iden<fy interviewees Data Gathering • Schedule and execute interviews • Gather and review documenta<on Map Crea<on • Plot customer interac<ons on map; refine & validate • Overlay metrics, customer data & collateral Idea<on Session • Iden<fy, analyze and priori<ze opportuni<es Conduct “deep drills” on issues/opportuni<es • Iden<fy “deep drill” needs • Conduct deep drills, analyze results Analysis & Recommenda<ons • Analyze map • Develop recommenda<ons and compile roadmap for change
- 11. Step 1: Planning the mapping process Planning • Establish the project scope • What are the expected results? • What informa<on is necessary to support those results? • Establish the project scale • Enterprise, divisional, func<onal? • Iden<fy the specific informa<on to be acquired • Drah data acquisi<on process and tools • Drah and test interview ques<on set • Train the team • Interview process • Data acquisi<on process
- 12. Step 1: Ques<ons to ask before star<ng Planning • • • • • Do we agree on approach & outcome? Do we agree on scope and scale? Have we iden<fied all key stakeholders? Who should own/drive this project? What are the interdependencies? • Project sequencing • Leverage exis<ng work and resources • What is the risk of not doing this project? • Are there any <ming or resource issues?
- 13. Step 2: Data gathering phase Data Gathering • Finalize interview list and data-‐gathering targets • Revise target list of interviewees to ensure coverage • Review data sources to ensure completeness • Conduct interviews • Pilot interviews (then adjust ques<on set as needed) • Schedule and conduct interviews • If there are a large number of interviews, create a scheduling system for the team • Compile interview reports; review for completeness • Complete the data-‐gathering process • Review data dic<onaries and other sources as they are acquired • Iden<fy gaps; re-‐acquire missing informa<on sets
- 14. Step 3: Map crea<on Map Crea<on • Set map parameters from exis<ng data • Review interview reports and datasets • Drah and submit map op<ons for review • Drah ini<al map • Create core map • Plot customer interac<ons and/or datasets on map • Refine the map and validate informa<on flows • Pinpoint “gaps & overlaps” • Iden<fy poten<al problem areas (missing data, possible privacy viola<ons, etc.) • Overlay other data as deemed relevant • Metrics, communica<ons tools, dataflow gaps, etc.
- 15. Step 4: Idea<on Idea<on Session • In a team semng, review map for opportuni<es and threats • • • • • Customer-‐iden<fied needs and preferences Touchpoints with unusually high or low customer interac<on results Gaps in the feedback loop Obvious “missed signals” from the customer Points of high customer sa<sfac<on or preference • Analyze the opportuni<es and threats • Determine “do-‐ability” of poten<al solu<ons • Es<mate poten<al ROI of solu<ons • Priori<ze opportuni<es • Determine priority metrics (budget, growth, ROI, etc.) • Score and rank opportuni<es • Recommend “deep drills” to be[er analyze high-‐value opportuni<es or threats
- 16. Step 5: Conduct deep drills Conduct “deep drills” on issues/opportuni<es • Iden<fy deep drill needs • Areas where the mapping process iden<fied an issue, but did not provide sufficient informa<on to support a decision • Large-‐scale opportuni<es or threats that require addi<onal analysis • Intriguing ideas or concerns that need to have an ROI specified before approval • Conduct deep drill • Acquire necessary data • Conduct interviews • Analyze results • Determine priority metrics (budget, growth, ROI, etc.) • Score and rank against other opportuni<es/threats
- 17. Step 6: Analysis and recommenda<ons Analysis & Recommenda<ons • Iden<fy key findings from map • 3-‐5 major issues (opportuni<es, threats, needs, etc.) that surfaced in the customer experience mapping process • Develop recommenda<ons for each finding • Core recommenda<on • Support data (ROI, etc.) • Create high-‐level roadmap to implementa<on • Key steps to implementa<on • Major implica<ons
- 18. Case Study: Mul<-‐brand Retail Experience Map Challenge/Opportunity Client had several failures to launch CRM programs Sales/Marke<ng not in agreement on how to proceed Approach/Solu2on § § § § § Realized technology plan would not work without a Go-‐to-‐Market Strategy and clearer understanding of Marke<ng/Sales Needs/Objec<ves Business Requirements Concern about aliena<ng Resellers kept them from collec<ng relevant end user data Sales and Marke<ng ohen blind in trying to create lead nurturing programs Organiza<onal assessment across Sales, Marke<ng and Service to determine gaps in CRM efforts Created Touchmap to fully understand customer through retailer and distributor Experience Developed ini<a<ves to close gaps (opera<ons, people, informa<on, technology) Used Touchmap to gather requirements, inform RFPs and manage bid processes for MRM, CRM solu<ons Developed Sales and Marke<ng Training for Segmenta<on and 1:1 Marke<ng concepts Results § § § § § Created a customer experience that drives brand loyalty, resul<ng in shared value for the customer and the company Developed a 360-‐degree view of the customer to deliver what they need, when they need it, and how they want it Leveraged customer data to drive ac<onable insights & measurable ROI Iden<fied “quick wins” while working towards the long term strategy. Leveraged the strategic framework from North America to enable it to scale to a global footprint.
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- 20. About the Content Authors Valerie has more than 20 years of diverse experience delivering accelerated growth and strong bottom line results. Valerie has successfully led multifunctional teams to ensure marketing strategy is translated into technical solutions. Valerie Peck Co-founder and CEO, SuiteCX Valerie Peck is the founder of East Bay Group and a co-‐founder of SuiteCX. She focuses on developing Marke<ng and CRM strategies and driving them through tac<cal execu<on. She is highly skilled in developing and execu<ng marke<ng/rela<onship and sales strategies within both large scale and startup organiza<ons. She specializes in the area of u<lizing technology for strategic advantage. Her areas of exper<se include all facets of rela<onship management, marke<ng op<miza<on and customer-‐centric service. Acknowledged for developing BI/KM capabili<es within corpora<ons as well as professional services firms. Valerie has mul<-‐ver<cal CRM exper<se with over 50 clients such as Samsclub, Limited Brands, Overstock.co, Bluefly, Royal Caribbean, EDS, Blue Shield of CA, Bank of Turkey, HP and Luxomca to name a few. She also has strong repeat client business in integrated marke<ng, digital marke<ng and marke<ng automa<on such as HP, Houghton-‐Mifflin, Wells Fargo, Bank of America and Kaiser Permanente. She has significant B2C and B2B experience. Her client side experience was gained within the industry leading CRM prac<<oners in telecommunica<ons, star<ng her career with Pacific Bell and then Director of Strategic Alliances and Product Marke<ng at StorageTek and Director of Marke<ng for PwC’s High Technology prac<ce in the West Coast. Valerie has a BS in Marke<ng and an MBA from the University of Southern California.
- 21. About the Content Authors Anne is an experienced Marketer and CRM subject matter expert. Her focus on detail and strong writing skills enable her to produce insightful and usable deliverables across the spectrum of marketing/CRM projects. Anne Cramer Co-founder and COO, SuiteCX . Anne Cramer is has served as a Partner at East Bay Group and is a co-‐founder of SuiteCX. Anne is a seasoned strategy and management consul<ng professional with deep exper<se in crea<ng and implemen<ng data-‐ driven, customer-‐centric business strategies. Having been in the consul<ng and professional services industry for over 12 years, Anne’s passion lies in finding and replica<ng best prac<ces all over the world. She believes that all clients can learn from other successful organiza<ons regardless of their size, business model or country of origin. Anne is a specialist in process improvement, customer data strategy, and customer experience mapping across a variety of ver<cal and geographic markets. She is fluent in French and proficient in Spanish and Czech. Anne has worked for clients such as PayPal, Salesforce.com, Autodesk, Kaiser Permanente, Silicon Valley Bank, Volkswagen and United Airlines. She has also built CRM and loyalty programs from scratch in the gaming and healthcare industries. Anne graduated magna cum laude from the University of Southern California with a degree in Interna<onal Rela<ons, a[ained a Master of Arts in Interna<onal Development from the American University and received her MBA from Cornell University.