Best Practices in Customer Experience

Mapping

•  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  

Overview  

•  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  

There  are  many  types  of  Customer  Experience  Maps  

Image  Sources:  East  Bay  Group,  SNG  Consul<ng      

•  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-­‐driven  Maps  enable  many  disciplines  

•  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  

•  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.  

Offshoots  of  the  mapping  process  

Image  Sources:  UXMa[ers.com,    DesigningCX.com,  Branddriveninnova<on.com  

•  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  

Poten<al  outputs  of  an  experience  mapping  effort  

Impact  on  Revenue  

Ease  of  Implementa2on  

Customer  Sa2sfac2on  

Time  to  Implement  

Cost  to  Achieve  

1.  Documentation of vision

-  Overlaps and synergies across BU’s -  Conflicting strategies

2.  Useable Best Practices 3.  Documentation of gaps and

Opportunities 4.  Documentation of the current

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

INTANGIBLE TANGIBLE

1.  Engagement of key stakeholders across divisions and business units

-  Begin to see commonality of key challenges -  See the overlap and chaos from the

customer’s perspective

2.  Key Customer Journey Insights 3.  Forum for breaking down silos

-  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

Summary  of  experience  mapping  outputs  

•  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  

Tips  for  effec<ve  mapping  

•  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  

Common  pi=alls  of  the  mapping  experience  

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  

Six  steps  to  a  Customer  Experience  Map  

Analysis  &  Recommenda<ons    •  Analyze  map    •  Develop  recommenda<ons  and  compile  roadmap  for  change  

•  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  

Step  1:  Planning  the  mapping  process  

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?  

Step  1:  Ques<ons  to  ask  before  star<ng  

Planning  

•  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  

Step  2:  Data  gathering  phase  

Data  Gathering  

•  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.  

Step  3:  Map  crea<on  

Map  Crea<on  

•  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  

Step  4:  Idea<on  

Idea<on  Session  

•  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  

Step  5:  Conduct  deep  drills  

Conduct  “deep  drills”  on  issues/opportuni<es  

•  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  

Step  6:  Analysis  and  recommenda<ons  

Analysis  &  Recommenda<ons    

Challenge/Opportunity  

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.    

Approach/Solu2on  §  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  

Client  had  several  failures  to  launch  CRM  programs  Sales/Marke<ng  not  in  agreement  on  how  to  proceed  

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  

Case  Study:    Mul<-­‐brand  Retail  Experience  Map  

Connect  and  Follow:  www.suitecx.com  

@custoholic  

Valerie Peck Co-founder and CEO, SuiteCX

   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 multi-functional teams to ensure marketing strategy is translated into technical solutions.  

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.      

Anne Cramer Co-founder and COO, SuiteCX

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  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.  

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   About  the  Content  Authors