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BUILDING A CUSTOMER EXPERIENCE FRAMEWORK2015 HIGH FIVE CONFERENCE
WORKSHOP:
Worksheets included
KATE WILLIAMSON
WELCOME WE’RE A BUNCH OF CX JUNKIES FROM CENTERLINE DIGITAL
@CENTERLINE DIGITAL
CAIT VLASTAKIS SMITH
JOHN LANE STEVEN KEITH
@kateawilliamson
@johnvlane
@caitvsmith
@stevenkeith
WHAT IS A CUSTOMER EXPERIENCE FRAMEWORK?
A fancy name for a set of tools designed to help
you create viable customer experience maps1
A way to make sure that that our deliverable is
telling a true story2
A method for ensuring our thinking maintains a
customer-centric focus3
THERE ARE THREE THINGS WE MUST EXPLORE TO HONE OUR UNDERSTANDING AND SHAPE OUR TOOLS.
OUR AUDIENCE
1
OUR CUSTOMER JOURNEY
2
OUR USER STORIES
3
THINK OF IT LIKE A PLAY.
THE CASTTHE STAGE
THE SCENES
OUR AUDIENCE
1
OUR CUSTOMER JOURNEY
2
OUR USER SCENARIOS
3
THESE WORK TOGETHER TO CREATE THE BUILDING BLOCKS OF OUR CX MAP
CUSTOMER EXPERIENCE MAP
THESE ARE ALL INPUTS INTO OUR CUSTOMER EXPERIENCE MAP.
CAST
STAGE
SCENES
where and how our customers interact
with our brand
the group of actors that play the role of our
customers
roles
contextgo
als
what our customers are
actually trying to achieve
Illustration adapted from: David Bessenhoffer & Matt Wilczynski
HOW DO THESE TOOLS PLAY INTO EXPERIENCE MAPS?
CONSIDER DECIDE PURCHASE
the stage
the actor
the scene
the person having the experience
the story of that experience
the foundational journey stages on which we map the experience
ADVOCATE
BOTTOM LINE:
WE NEED THESE BUILDING BLOCKS IN PLACE IN ORDER FOR OUR CUSTOMER EXPERIENCE MAPS TO BE VIABLE, AND IN ORDER TO ESTABLISH THE RIGHT METRICS.
LET’S BEGIN!
HERE’S YOUR BUSINESS SCENARIO…
THE CAST
I.E. YOUR AUDIENCE
THE CAST is your audience.
The cast is not only your buyers, it is
comprised of anyone who has an impact on the customer experience.
THE CAST
Identify “The Cast” of Fabian’s MotorSports
GROUP EXERCISE: PART I
THE CAST
Let’s segment the cast by our “lead actor” and supporting actors.
THE CAST
Our Lead Actor for today’s workshop:
First-time luxury car buyer
ANDY JENKINS
THE CAST
Build empathy and understanding of your Lead Actor by understanding his traits, behaviors, needs and pain points.
DEMOGRAPHICS:
PSYCHOGRAPHICS:
Answers: “Who?”
Answers: “How do they think?” “How do they behave?” “What keeps them up at night?” “What motivates them?”
Good
Gold
THE CAST
Complete the Actor Profile
GROUP EXERCISE: PART II
THE CAST
GROUP EXERCISE: PART II
LEAD ACTOR
What does he want to achieve?
What key personality attributes should we consider?
What are his thoughts and sentiments toward
the car buying experience?
What are his biggest needs/worries/anxieties?
THE CAST
GROUP EXERCISE: PART II
LEAD ACTOR
Confidently knows what he likes and dislikes in a luxury vehicle
STRONG PREFERENCES
Considers research “fun;” values other people’s reviews and insights
THOROUGH
Carefully thinks things through before making a big decision; numbers-driven
ANALYTICAL
To own his dream car: a 1965 Maserati Sebring
To negotiate the purchase price within his luxury budget
To have the car within his possession by Spring
• First time purchasing a vehicle at the luxury car price point; feels green to the process; Not a collector, but would like to be treated like one.
• Wants the car buying experience to feel personalized, since this is his first (and likely only) luxury purchase
• Can’t find a single source of information to compare prices and information
• Doesn’t have expert-level auto knowledge
• Is unsure about who to trust
ANDY JENKINS
THE CAST
THE STAGE
I.E. YOUR CUSTOMER JOURNEY PHASES
THE STAGE is a comprehensive customer journey.
Laying a foundational model of what
phases our customers go through during
their relationship with us gives us a way to categorize behaviors and needs
at certain points in time.
THE STAGE
Provides a foundation for all possibilities of customer journeys and accommodates all possible scenes
Shows a comprehensive view of all potential customer interactions with Fabian’s Motorsports
Gives us a tool for aligning customer needs across touch points, allowing us to identify gaps and friction in specific customer journeys
THE STAGE gives our stories a place to land.
THE STAGE
THE STAGE should be set from your audience’s perspective.
Purchase vs. Sell
Decide vs. Convince
THE STAGE
Let’s take a look at an example of what we’re talking about.
NEED SHOP BUY
BECOME AWARE IDENTIFY SELECT JUSTIFY PURCHASE ANTICIPATE
USE
INITIATE LEARN MAINTAIN
ADVOCATE
EVANGELIZE NETWORK
perspectivewhat the customer is doing, not the company
actionsphase labels describe customer actions
relevancedetailed sub-phases add context specific to our company
THE STAGE
Customer Journey Phases
Shop
Buy Use
Advocate
Become AwareIdentify
Select
Justify
Purchase
Anticipate Initiate
Learn
Maintain
Evangelize
Network
Need
Journey phases are not always a linear process.
THE STAGE
Identify the customer journey phases for
Fabian’s Motorsports customers.
GROUP EXERCISE
THE STAGE
GROUP EXERCISE
journey phase namesub-phase name sub-phase name
What are customers doing during this phase?
What questions will customers have during this phase?
What emotions will customers be experiencing during this phase?
What content will help the customer most at this point in the journey?
THE STAGE
Example of a filled-in journey phase worksheet.
THE STAGE
EXAMPLE FABIAN’S MOTORSPORTS CUSTOMER JOURNEY
DESIRE EXPLORE SELECT
ACKNOWLEDGE JUSTIFY RESEARCH CONSULT NARROW SCRUTINIZE
ACQUIRE
PURCHASE ANTICIPATE
ENJOY
ADOPT
…the idea of owning a luxury
car
…the idea to self or to others
…options casually and seek the
opinions of others
…with influencers and experts
(human and non)
…narrow down choices
NEGOTIATE
…those options thoroughly
…terms of deal
…selected option
VALIDATE
…final ownership
SHARE
…lifestyle of ownership
…decision (intrinsic or otherwise)
…and promote decision and lifestyle with
others
THE STAGE
THE SCENES
I.E. SCENARIO PLANNING
THE SCENES are the common actions of your audience.
Descriptions of actions your audience is
currently taking — the specific steps —will help you better understand
motivation and mindset, and therefore
help you craft better experiences.
THE SCENES
SCENARIOS should be based in reality.
What common actions are revealed throughweb, email or social analytics?
What repeating questions or requests
are being fielded by your sales staff?
THE SCENES
The process for creating SCENARIOS:
1. Identify Potential Scenarios
Be picky. Not every scenario identified is common enough to spend time on.
2. Assign A Lead Actor For Each Scenario
The lead actor represents the mindset and perspective within the scene.
3. Write The Narrative Of Each Scenario
Write the story of the actors thought and action as they complete the scene.
THE SCENES
Identify 3 “Scenes” of potential customers of Fabian’s MotorSports
GROUP EXERCISE: PART I
THE SCENES
Find potential SCENARIOS in data…
THE SCENES
Find potential SCENARIOS in data…
Based on Web AnalyticsBased on Social
ListeningBased on Common Questions to Sales
Person is searching Google for a specific car that is in our inventory.
Person is looking for advice on best places to find a high-end broker.
Person is looking for validation of quality… wants to understand the level of expertise of on-staff mechanics/restoration leads.
THE SCENES
Assign a lead actor and write the scene for 1 of those common actions
GROUP EXERCISE: PART II
THE SCENES
ACTOR
Andy Jenkins
The Potential Scene For First Time Buyers:
THE SCENES
ACTOR
Andy Jenkins
The Potential Scene For First Time Buyers:
Andy is looking for a specific car – a 1965 Maserati Sebring.
As a first-time luxury/collectable car buyer, Andy has turned to Google because he doesn’t know where to start. He takes the approach of a specific search, but without context. (E.G. “1965 Maserati Sebring” rather than “1965 Maserati Sebring For Sale.”)
The search results lead him to our site because we had a 1965 Maserati Sebring that sold last month, and we have kept the listing up. We’ve done that to ensure we continue to capture traffic for specific autos, as it gives us a chance to let people know that we can help them find something that might not be in inventory.
So Andy clicks the “Let Us Help You Find The Car Of Your Dreams” button on the site and is directed to our Broker Services page. From there, he fills out a form to be contacted by one of our sales staff to talk through his details of
THE SCENES
NOW, LET’S BUILD AN EXPERIENCE MAP.
CUSTOMER EXPERIENCE METRICS
Customer Lifetime Value is a great way to measure Customer Experience delivery.
CLV should be used to help you understand how much to spend to acquire new customers and more generally, how well your spend is retaining existing customers.
THE METRICS
CLV figures are like credit scores. There are three main ways and you can average them all to get the best score.
1 (a) × t t (1 × s × c × p) (1 + i + r )alpha beta gamma
m r
Here are the two steps in the calculation:
Step 1: Average variables. • average a sampling of customer expenditures per visit • determine number of visits per year • average customer value per year (expenditures X visits)
Step 2: Calculate and average the three CLV outcomes
Customer Lifetime Value as a metric “North Star”=
THE METRICS
customer 1 customer 2 customer 3 customer 4 customer 5 average
expenditures per visit $4,500 $5,000 $4,000 $3,350 $6,650 $4,700 (s)
visits per year 3 2.5 6 5 3.5 4 (c)
average customer value
per year$13,500 $12,500 $24,000 $16,750 $23,275 $18,005 (a)
Calculating Customer Lifetime Value. First we need to gather a sampling of five customers.
=
THE METRICS
1 (a) × t t (1 × s × c × p) (1 + i + r )alpha beta gamma
m r
(a) Average Customer Value per Year = $18,500.
(c) Average Customer Visits per Year = 4.
(s) Average Expenditure per Visit = $4,700.
(t) The Average Customer Lifespan (how long someone remains a customer) = 20 years.
(r) Customer Retention Rate. The percentage of customers, who, over a given period of time, repurchase, when compared to an equal and preceding period of time. = 67%.
(i) The Rate of Discount. The “rate of discount” is the interest rate used in discounted cash flow analysis to determine the present value of future cash flows. Usually this number falls between 8% and 15%. = 15%.
(p) Profit Margin per Online Customer National Instruments: 15%
(m) Avg. Gross Margin per Customer Lifespan. Fictional profit margin of 15% (see constant “p”). If the average customer spends $270,000 during their time as a customer (“t”), = gross margin per customer lifespan of $40,500.
=
THE METRICS
CLV alpha = (a) × t t (1 × s × c × p) (1 + i - r )alpha beta gamma
m r
CLV alpha = ($18,005) × 20
CLV alpha = $360,100
CLV beta = 20 ($4,700 X 4 X .15) CLV beta = 20 ($4,700 X 4 X .15)
CLV beta = $56,400
(i) = 10% (r) = 67% (t) = 20 years (a) = $18,005 (c) = 4 (s) = $4,700
(m) = $40,500 (p) = 15%
CLV gamma = $40,500 (67%/ 1 + 15% - 67%) CLV gamma = $40,500 (.67/ 1 + .15 - .67) CLV gamma = $40,500 (1.15 - .67) CLV gamma = $40,500 (.48)
CLV gamma = $19,440
Average CLV = $360,100 + $56,400 + $19,440 / 3
Average CLV = $145,313
=
THE METRICS
What is the Relationship Between Customer Lifetime Value and Customer Experience?
A. How well we deliver CE influences all the variables used to calculate CLV 1. Average Customer Value per Year 2. Average Customer Visits per Year 3. Average Expenditure per Visit 4. The Average Customer Lifespan 5. Customer Retention Rate 6. Profit Margin per Online Customer 7. Avg. Gross Margin per Customer Lifespan
B. Positive customer experiences delivered are reflected in the variables C. The better the experience delivered, the better the CLV outcome D. The better the CLV outcome, the better the revenue picture
Correlation Causation
By better understanding CLV, we can better understand how to invest in better customers.
=
THE METRICS
CX FRAMEWORK WORKSHEETS
Notes:
Notes:
Notes:
Notes:
Thanks for checking out the CX Framework!