Brilliant Experience Design Workshop
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The document discusses the importance of understanding and enhancing customer experience through personalized interactions and a comprehensive digital mindset. It emphasizes the need for organizations to map customer journeys, identify pain points, and engage stakeholders in order to implement effective strategies that improve customer satisfaction. The insights provided aim to help companies transform their approach to customer experience management by simplifying complex processes and prioritizing measurable outcomes.
Brilliant Experience Design Workshop
- 1. TextText@brilliantnoise @amayfield @craigmenzies brilliantnoise.com Craig Menzies Experience Director April 16, 2015 Essentials Workshop Antony Mayfield Founder & CEO
- 2. Transforming customer experience is really hard… 2
- 3. We need a simple definition How customers perceive their interactions with your company. 3 Source: Forrester Research
- 4. 4 Source: ACCENT Marketing Survey 2014 What is the key to gaining repeat customers? - 90% personalised interactions with brands drive their purchase decisions - 86% important to have a positive experience post-purchase - 50% interact with brands after a purchase "CMOs today need to spend time to understand and engage customers across the entire lifecycle, not only pre-purchase.” "When CMOs consider the entire lifecycle, they can maximize return on investment."
- 5. “We know there are bad experiences everywhere, but we don’t know what they are and where to start.” “We have done planning and strategy work, but now we just need to do something.” “We have a plan but we don’t have the budget to do anything.” “Our people and systems are obstacles to making improvements to our customers’ experience.” Customer Experience: The problems and pain 5
- 7. When thinking ‘digital’, everything we do: - directly addresses known problems or pain - creates tangible and pragmatic actions - is simple, easy to understand, effective and valuable - is based on frameworks that are helpful, not unnecessarily complex - returns value quickly and measurably - is measurable and reproducible What is a ‘Digital Mindset’ for CX? 7
- 10. #2 Follow a map. A simple one. 10
- 12. 12 Customer decision journey Model first published Harvard Business Review Bond Advocate Enjoy Buy Evaluate Consider
- 13. 13 Customer centric planning - digital channels Customer Goal: Buy a return flight to New York for a shopping trip Search Engine Brand website Price Comparison Social Media Consider Evaluate Buy Bond Advocate 1 3 7 8 9 102 5 4 6 And the entire digital ecosystem
- 14. 14 Customer journey mapping - omnichannel Source: eConsultancy And the omni-channel ecosystem.
- 16. 16 "Thirty years ago my older brother, who was ten years old at the time, was trying to get a report on birds written that he'd had three months to write. It was due the next day. We were out at our family cabin in Bolinas, and he was at the kitchen table close to tears, surrounded by binder paper and pencils and unopened books on birds, immobilized by the hugeness of the task ahead. Then my father sat down beside him, put his arm around my brother's shoulder, and said, 'Bird by bird, buddy. Just take it bird by bird.'"
- 17. - Identify an issue or opportunity - Get the right people on board - Plan a set of actions - Benchmark and document the current state - Run a pilot - Benchmark and document the results - Write it up as a professional case study for future investments - Repeat The “Pilot and Scale” Approach 17
- 18. Ok, time to work! 18
- 20. 20 "You’ve got to start with the customer experience and work back toward the technology - not the other way around.” Steve Jobs
- 21. “People don’t always remember what you say or even what you do, but they always remember how you made them feel.” Maya Angelou 21
- 22. Section Header Lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec feugiat, sem ac semper fringilla, est leo ullamcorper sapien, at gravida neque elit in est. Cras vel tellus magna. Sed at nibh sed sem facilisis porttitor vitae sit amet metus. Ut condimentum velit vel tellus turpis. 22 Mapping the journey isn’t just about the map itself.
- 23. Customer Journey Mapping Benefits: - Brings people together who often never talk or collaborate - Builds a strong sense of the scale and scope of the problem from the customer’s perspective - Creates a blueprint for prioritization and planning of improvements - AND… 23
- 24. 24 To the walls (or windows, or floors…)
- 25. Exercise: Mapping the customer journey 25 Went where? And then? Spoke to? Tried that? Success? Despair? Channel? Channel? Goal?
- 26. Exercise: Add channel crossing 26 Went where? And then? Spoke to? Tried that? Success? Despair? Channel? Channel? Goal?
- 27. Brand moment? Went where? And then? Spoke to? Tried that? Success? Despair? Channel? Channel? Goal? Exercise: Add emotional state 27 Emotional state? Emotional state? “Moment of truth”? Content moment?
- 28. Advanced: Add internal mechanisms 28 Went where? And then? Spoke to? Tried that? Success? Despair? Channel? Channel? Internal system? Internal person? Internal process? Partner? Technology? Internal person? Database? CRM? Database? Policy? Visible to customer Invisible to customer Goal? Source: Forrester Reseach
- 29. Went where? And then? Spoke to? Tried that? Success? Despair? Channel? Channel? Internal system? Internal person? Internal process? Partner? Technology? Internal person? Database? CRM? Database? Policy? Visible to customer Invisible to customer Goal? Advanced: Rate the experience 29 All is good. Easy. Useful. No joy, indifferent or difficult. Obstacle to goal completion. Full stop. Source: Forrester Reseach
- 31. “A hallmark of true expertise and insight is making a complex subject understandable. A hallmark of mediocrity and bad strategy is unnecessary complexity —a flurry of fluff masking an absence of substance.” Richard Rumelt, Good Strategy Bad Strategy: The Difference and Why It Matters 31
- 32. Definitions Strategy 32 - Guides an organisation toward a specific outcome using a consistent set of perspectives and policies. - It is a “system of advantage” (Cynthia Montgomery). - “a coherent set of analyses, concepts, policies, arguments, and actions that respond to a high-stakes challenge.” (Richard Rumelt)
- 33. An abused word. Used to denote status. Poorly understood. Lacks consistent understanding. The problems with strategy 33
- 34. Strategy is not…. 34 - Goals. - Numbers. - Correct. - Ambitious vision.
- 35. Strategy must…. 35 - Be clear - unambiguous and easy to understand and explain to a non- strategist. - Have integrity - avoiding wishful thinking. - Be coherent and consistent. - Understood by decision-makers at all levels. - Be present as policy at all levels (from business plans to job descriptions).
- 36. You can tell very quickly by looking at strategy document whether there are issues or whether it is basically sound in its structure. • There is context - the current state, including the market. • It is clear about the customer (or user, stakeholders who the organisation serves or must win over). • You can explain it concisely to anyone. • You can see what will not be done. How to tell if you have a strategy or not 36
- 37. 37 How we approach strategy development
- 38. 38
- 39. Challenge (Discover, Diagnose, Articulate): - We’re losing customers, even though the original problem has already been solved - Staff morale is dropping fast - HQ staff are out of touch with the customers The Vodafone Australia ‘Break in’ 39
- 40. Strategy (Policies, Principles, Constraints): - Adopt impactful emotional moments to make HQ staff understand - Focus on staff throughout the company, not just customer service advisors - Staff members have friends and family - utilise this extended network to win back or save customers The Vodafone Australia ‘Break in’ 40
- 41. Actions (Ideate, Prioritise, Plan): - Stage a break in! - Bring staff together in dialogue - Issue a set of tools to all staff to carry in their pockets (literally) The Vodafone Australia ‘Break in’ 41
- 42. Building on your customer journey mapping - An issue that came to the foreground for your customer in the previous exercise - Nominate a “scribe” to write on the flipchart - document ideas as we go through stages (bonus points for legible handwriting. Extra bonus points for the best doodles!) - at the end, nominate someone to briefly present your findings (including your thoughts on the customer journey mapping) Exercise: Just one thing 42
- 44. “Stories are just data with a soul.” Brene Brown. TED talk. 44
- 45. How to measure…. 45 - Perception metrics. - Descriptive metrics. - Outcome metrics. - Benchmark using CX core principles Source: Forrester Research
- 46. 46 The Temkin Experience Ratings are based on evaluating three elements of experience: - Success: How well do experiences meet customers’ needs? - Effort: How easy is it for customers to do what they want to do? - Emotion: How do customers feel about the experiences?
- 47. “Tell me and I'll forget; show me and I may remember; involve me and I'll understand” Chinese proverb 47
- 48. Title Page 48 83 Article source: Forrester Research, Craig Menzies, May 2008 “Case Study: How Credit Suisse Made Customer Experience Matter” Gets executives to green light customer experience
- 49. Case studies and good stories are golden - Identify a customer need or issue - Measure the current state - Propose a solution - Bring the right people together with the right authority - Implement the solution - Measure the results (with a time parameter) - Document and publish the results - Use the language of the FD and the business 49
- 50. - The hard work is making large complex initiatives simple and manageable (it’s human behaviour!) - Good stories resonate and reverberate - Immersion and inclusion is the key to influencing - Digital mindset helps cut through the complexity - Remember: do it ‘bird by bird’ Round-up and takeaway thoughts 50