Getting Clued In to Experience Management

MIX 08The Venetian HotelLas Vegas, Nevada

Date

03.

05.0

8

"Getting Clued in to Experience Management"

http://visitmix.com/

http://mima.org/

http://mima.org/

http://mima.org/

http://mima.org/

http://www.mima.org/

http://www.visitmix.com/2008

© 2007, All Rights Reserved. Experience Engineering, Inc. Any use, copying or distribution without

written permission is prohibited.



lou carbone – founder & ceo minneapolis, minnesota



a lesson from 21 Minnesota winters



we live, eat, sleep, breathe and unravel the riddle that is

human experience for a select group of clients who want to

manage experience – and the value that experience can

create.

at experience engineering



progressive auto insurance needed to progress

Instant Response Vehicles at accident scene

trained in loss and grief counseling refreshments checks written at the scene assistance and transport to car rental phone

Progressive plus competitors quote

Mayo ClinicMayo Clinic

http://images.google.com/imgres?imgurl=http://www.aaa.biz/sycskits/images/penske_logo.jpg&imgrefurl=http://www.aaa.biz/sycskits/&h=90&w=144&sz=7&tbnid=jyE7jqb-lnUJ:&tbnh=55&tbnw=89&hl=en&start=65&prev=/images?q=+penske+logo&start=60&svnum=10&hl=en&lr=&rls=RNWE,RNWE:2005-13,RNWE:en&sa=N

engineering customer experiences

• move from “make and sell” to “sense and respond” • customer back (emotional/rational bond)• understand and leverage role of the unconscious mind• clue conscious• rigorous systems to develop and manage clues



clued in



clued in

1979



clued in



“In business after business, our research has shown that 60-80% of customers who defected had said on a survey just prior to defecting that they were “satisfied” or “very satisfied”….

Frederick F. ReichheldThe Loyalty Effect



Would you recommend to a friend or associate?

Extremelyunlikely

Promoters Passive Detractors

10 9 8 7 6 5 4 3 2 1 0

Extremely likely Neutral

Frederick F. ReichheldThe Ultimate

Question



hierarchy of customer behavior

Adapted From James Haskett, Prof.. Harvard Business School

satisfactiongetting as much as, or more than, what was expected

loyaltydevoting a large share of wallet to repeat purchases

apostle-like behaviorexhibiting a high degree of loyalty while

convincing others to purchase

commitmentdemonstrating loyalty while telling others of one’s satisfaction

ownershiptaking

responsibility forthe continuing success of

the offering



loyalty or a reward?



ownership



experience preference model™

acceptanceNo Differentiation

preferencePositive Differentiation

rejectionNegative

Differentiation- commodity zone +



experience



“Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste”

-CEO Howard Schultz.”



experience management

BEHAVIOURS

BEHAVIOURSShareShare of WalletProfitRepeatsRenewalsReferralsShopping TimeTravel Patterns“How they act”

ATTITUDES

EMOTIONS

EXPERIENCECLUES

ATTITUDESLoyalPromoteCommittedApostleshipPassionateTrust“How customers feel about ”

EMOTIONSSignificantStrengthenedRenewedInspiredSafeConfident“How they feel”



“Brands have run out of juice. More and more people in the world have grown to expect great performance from products, services and experiences.”

Kevin Roberts, CEO Saatchi, Saatchi Author of Lovemarks



A corporate brand represents the promise made to all audiences regarding the unique experience they have whenever and however they come into contact with the brand.



the brand canyon™



“ladies and gentlemen, serving ladies and gentlemen.”

Ritz Carlton

the brand canyon™

what customers feel about company!

what customers feel about themselves!

brand

product

service

treatment

experience

feelings



return of the penguins



value relationships

brand value how I feel about the company

customer value

how I feel in and about the

experience



how customers think



the power of the unconscious mind



“the tangible attributes of a product or service have far less influence on consumer preference than the sub-conscious sensory and emotional elements derived from the total experience.”

Dr. Gerald ZaltmanHarvard Business School

Laboratory of the Consumer Mind



customers consciously & unconsciously filter a barrage of clues and organize them into a

set of impressions –some rational, some emotional



types of clues that customers experience

what we taste

what we feel

what we see

what we hear

what we smell



categories of clues

stimuli associated with people – choice of words, tone of voice, level of enthusiasm, appearance, body language

humanic clues

emotional

mechanic cluesstimuli associated with things – sights, smells, sounds, textures

emotional

functional cluesfunctionality of the goodor service

rational


a draining experience



“you cannot NOT have an experience…

…the question is, how managed or haphazard is that experience?”

Lou Carbone,President & CEO

Experience Engineering, Inc.



what kind of experience do these clues create?what if we managed these clues?



we can systematically & purposefullydesign experience clues to

create feelings that emotionallyengage & bond the customers



disciplines used in managing customer experience:

• experience assessment™

• experience audit™

• experience design™

• experience implementation™

• experience stewardship™



learn create do• assessment• experience audit

•motif•design

• implementation• stewardship

Experience Engineering …

…helps understand, align & manage experience clues to optimize the value of experiences create

© 2005 Experience Engineering

Dodesigning

implementing

Createauditing

Learn


experience assessmentexperience audit™

experience motif™ experience design™

experience implementation

experience stewarding

Assessment Tools:Experience Optimization Workshop™

Audit Tools:ClueScanning™ ZMET®

Experience Intervention Interviews™Experience Reflection Interviews™Experience Language Analysis™Observational Research & VideoPsychological Pathways™E-motion Scans®

Design Tools: Experience Motif ™ GenerationDesign Framing Clue Design Ideation

Implementation Tools:Experience Implementation SystemExperience Based Curriculum™Experience Metrics

Stewarding Tools:Experience Design & Implementation Reviews

Our Total Experience Management® methodology is a strategy for designing experiences that emotionally engage & bond customers to your brand.

Learn Create Do

Our Total Experience Management® methodology is a strategy for designing experiences that emotionally engage & bond customers to your brand.


Learnauditing



experience audit

desired customer experience current customer experience

gap



experience audit

desired customer experience

E-Motion Scans ®

ZMET®

experience intervention interviews™experience reflection interviews™

current customer experience

experience language analysis™

cluescan™

experience intervention interviews™

experience reflection interviews™

psychological pathways™

gap

an experience audit uses distinctive tools and techniques to identify and understand the gap between the current and desired customer experience


experience optimization workshop

A workshop specific to shaping an experience-driven initiative; a work session designed for exchanging information and highlighting specific areas and tools to begin the work.



experience audit


ZMET®


current customer experience experience language analysis™cluescan™experience intervention interviews™experience reflection interviews™customers’ psychological pathways®

reality tv

gap



Little Words Make A Big Difference• I’ll have a car ready for you in five minutes.• I’ll have the car ready for you in five minutes.• I’ll have your car ready for you in five minutes.

Linguistics experience auditlearn



experience audit


ZMET®



reality tv

gap



ClueScan™ Objective

To create an awareness from the eyes of the customer of how they are bombarded by conscious and unconscious clues and how haphazard or managed those clues are which create the total experience.



Experience ClueScanning™



immediate fixes

Before

After



experience audit


ZMET®



reality tv

gap


invisible customers - two phones


why ZMET?

“ZMET allowed me to walk around in the maze of the consumer mind.”

A ZMET client


working definitiondeep metaphors are the basic, unconscious “filters” or “frames” that influence: • what information we notice • how we process that information• what we do as a result

what are deep metaphors?


metaphor: time is (like) money– she invests her time wisely– this diversion will buy us some time– good, that will save time– I can’t afford the time just now– he squandered his time– will you spend some time with me?

at a deeper level, time (like money)is a RESOURCE

example – what is time?


deep metaphor example: tires

surface metaphors: like armor for your car, a safety net for hazardous conditions, first line of defense between you and an accident

thematic metaphors:good tires are protection

deep metaphor: CONTAINER


Insight: The design goals as shared focus more on workspace attributes than on employee deep desires

Emergencies are like lightning striking…

and the motion of life is disrupted


Emergency care often feels like the absence of movement

“Stopped in your tracks”

It does not feel like you are moving from one state to another, but rather that you are…



experience ribbon



Typical Moments of Truth or Touch Points

Typically Company Out

Customer Back

Psychological Pathways

PERCEPTION INTERACTION RECOLLECTION



the psychological pathways™ of the rental experience



designingCreate



experience motif : unifying element for every clue in an experience designprovides alignment for emotional & rational elements in the experience



example of a motif: Doylestown Hospital Health & Wellness Center

strengthened • understood • renewed



using the motif as a northstar to generate experience designs embedded with clues

• eliminate or abate negative clues• improve neutral clues • dial up or create preference clues

acceptanceNo Differentiation

rejectionNegative Differentiation

- commodity zone +

preferencePositive Differentiation



Clue: it’s a jewel

“Now I know why ‘engineering’ is in your name. The process you put us through was invaluable to making the experience tangible and actionable for our team.”Karla D. Stephens – CEOOSKAR Mobil/Vodafone, Czech Republic

oskar mobilyou’ve got my number



roles



deep metaphor: TRANSFORMATION



designing the curious adventure



a ritual



do



To deliver an “experience”

“Answer the door and make sure our guests feel welcome after their two day trip ”

”Answer the door”


experience management system

what

how


engineering customer experiences

• move from “make and sell” to “sense and respond” • customer back (emotional/rational bond)• understand and leverage role of the unconscious mind• clue conscious• rigorous systems to develop and manage clues


1st Fold


OptionalPlace Your Logo

Here



For Further Information On Managing Experience as a Value Proposition Contact:

[email protected]

thank you


179

© 2008, Experience Engineering, Inc.All rights are reserved. No portion of this document may be reproduced in any form or used in anyway without the express written permission of:

Experience Engineering, Inc.7808 Creekridge Circle, Suite 320Minneapolis, MN 55439

952 942-8880www.experienceengineering.com

Getting Clued In to Experience Management

Documents

Transcript of Getting Clued In to Experience Management