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TextText@brilliantnoise @amayfield @craigmenzies brilliantnoise.com
Craig Menzies Experience Director April 16, 2015
Essentials Workshop
Antony Mayfield Founder & CEO
We need a simple definition
How customers perceive their
interactions with your company.
3
Source: Forrester Research
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."
“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
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?
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12
Customer decision journey
Model first published Harvard Business Review
Bond
Advocate
Enjoy
Buy
Evaluate
Consider
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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
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Customer journey mapping - omnichannel
Source: eConsultancy
And the omni-channel ecosystem.
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"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.'"
- 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
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"You’ve got to start with the customer experience and work back toward the technology - not the other way around.”
Steve Jobs
“People don’t always remember what you say or even what you do, but they always remember how you made them feel.”
Maya Angelou
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Section Header
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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.
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Mapping the journey isn’t just about the map itself.
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…
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Exercise: Mapping the customer journey
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Went where? And then? Spoke to? Tried that? Success?
Despair?
Channel? Channel?
Goal?
Exercise: Add channel crossing
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Went where? And then? Spoke to? Tried that? Success?
Despair?
Channel? Channel?
Goal?
Brand
moment?
Went where? And then? Spoke to? Tried that? Success?
Despair?
Channel? Channel?
Goal?
Exercise: Add emotional state
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Emotional
state?Emotional
state?“Moment
of truth”?
Content
moment?
Advanced: Add internal mechanisms
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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 customerInvisible to customer
Goal?
Source: Forrester Reseach
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 customerInvisible to customer
Goal?
Advanced: Rate the experience
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All is good. Easy. Useful.No joy, indifferent or difficult.Obstacle to goal completion. Full stop.
Source: Forrester Reseach
“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
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Definitions Strategy
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- 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)
An abused word.
Used to denote status.
Poorly understood.
Lacks consistent understanding.
The problems with strategy
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Strategy must….
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- 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).
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
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
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
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
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
How to measure….
45
- Perception metrics.
- Descriptive metrics.
- Outcome metrics.
- Benchmark using CX
core principles
Source: Forrester Research
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?
“Tell me and I'll forget; show me and I may remember; involve me and I'll understand”
Chinese proverb
47
Title Page
4883
Article source: Forrester Research, Craig Menzies, May 2008 “Case Study: How Credit Suisse Made Customer Experience Matter”
Gets executives to green light customer experience
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
- 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