Transforming Customer Experience Through New Alchemy
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The document discusses applying the principles of alchemy to transform customer experience. It argues that business analysis teams can position themselves strategically by thinking outside-in about customer touchpoints and encouraging this perspective organizationally. Transforming customer experience involves understanding their journey, remediating pain points, and using process optimization and design thinking to focus on customer needs above internal concerns. For business analysis services, this means getting closer to internal customers and baking customer-centric frameworks to better meet customer needs and improve recommendations.
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Transforming Customer Experience Through New Alchemy
- 1. The New Alchemy The magic of transforming customer experience 13 February 2013 Redvespa / David Morris / BALM
- 2. Alchemy, eh? Medieval forerunner to chemistry, combining mysticism and early science to make everything the best it could be: 1. elixir of life 2. enlightenment 3. how to turn base metals into noble metals Redvespa / David Morris / BALM
- 3. Alchemy, eh? The New Alchemy What we’ll be exploring: customer for BA turning lead our BA our experience teams into gold service customers Redvespa / David Morris / BALM
- 4. CUSTOMER EXPERIENCE: Redvespa / David Morris / BALM
- 5. process – has been a work in progress Redvespa / David Morris / BALM c3solutions/yardmanagement/buildorbuy
- 6. Deliver to me* – *The experience is what we’re left feeling Redvespa / David Morris / BALM
- 7. disgust Redvespa / David Morris / BALM
- 8. interest Redvespa / David Morris / BALM
- 9. delight Redvespa / David Morris / BALM
- 10. CUSTOMER EXPERIENCE: customer experience is what customers are left feeling, whether that’s good, poor, or indifferent Redvespa / David Morris / BALM
- 11. IMPORTANCE FOR BA TEAMS: Redvespa / David Morris / BALM
- 12. change the way we think about our work CUSTOMER experiences outside-in Focus on the interactions touchpoints touchpoints procedures systems inside-out ORGANISATION Customer experience framework Redvespa / David Morris / BALM
- 13. strategic role for BA team Redvespa / David Morris / BALM
- 14. IMPORTANCE FOR BA TEAMS: we can better position our BAs by getting them to think outside-in and encouraging that thinking throughout the organisation Redvespa / David Morris / BALM
- 15. TURNING LEAD INTO GOLD: Redvespa / David Morris / BALM
- 16. understand the customer experience satisfied delighting not met met expected basic Kano model dissatisfied Redvespa / David Morris / BALM
- 17. map the journey Redvespa / David Morris / BALM
- 18. remediate or remove the pain points Redvespa / David Morris / BALM
- 19. TURNING LEAD INTO GOLD: customer experience transformation uses all our skills and knowledge in process optimisation and user-centred design - customer-first then internal Redvespa / David Morris / BALM
- 20. FOR OUR BA SERVICE Redvespa / David Morris / BALM
- 21. who are our customers (internal) Redvespa / David Morris / BALM
- 22. BA framework - touchpoints Considers needs in the ‘voice of the customer’, throughout their experience Customer experience touchpoints Discover Enquire Buy Set-up Use Resolve Change Pay Stop … reflected by the Customer Experience Lifecycle ‘response of the enterprise’ Customer-facing capabilities Inform Sell Fulfil Operate Assure Manage Bill Internal support / enterprise capabilities Support & Strategy Finance HR Infrastructure Product Readiness Not forgetting the ‘needs of the enterprise’ Redvespa / David Morris / BALM
- 23. BA framework – end-to-end process Customer Sales Fulfilment Finance Redvespa / David Morris / BALM A ‘descriptive’ BPMN model of a customer-triggered end-to-end process
- 24. BA framework – use case diagram Enquire Stop Business Customer Business [Past] Customer [Prospect] Buy Change Resolve Business Business Set-up Customer Customer [Active] [Active] Use Pay Consumer Bank Redvespa / David Morris / BALM A generic use case diagram of the typical customer lifecycle
- 25. FOR OUR BA SERVICE get closer to those to whom we’re delivering business analysis services - bake this approach into our BA frameworks Redvespa / David Morris / BALM
- 26. FOR OUR CUSTOMERS Redvespa / David Morris / BALM
- 27. FOR OUR CUSTOMERS - ensure customers are more likely to find, buy, and recommend - more likely to design more effective services and processes to support that Redvespa / David Morris / BALM
- 28. summary • customer experience is important • position our teams to maximise on this and lead it • customer experience as part of our BA frameworks • improves relationships internally • right approach for customers & for effective process Redvespa / David Morris / BALM
- 29. THANK YOU @redvespanz @davidjcmorris Redvespa / David Morris / BALM
Editor's Notes
- So, why ‘alchemy’?Alchemy is the Medieval forerunner to chemistry, combining mysticism and proto-science.Alchemists pursued the ‘unobtainable’, of making everything the best it could be:- elixir of life – to make humans live forever- spiritual enlightenment – to bring us redemption- transforming base metals into noble metals (i.e. lead into gold)It’s the last of these we’re here to talk about todayHow to transform a poor or OK customer experience into a great one! And I like to think of business analysts a little like alchemists, we strive to make things better, and we don’t think that should be unobtainable.
- So, today we’ll be coveringWhat is customer experience?- and what does this mean for BA teams?How we go about turning lead into gold- for our BA service- for our customers
- Over the last 30 years we have seen many approaches to working with business processes come and go, business process re-engineering, business process management, business process improvement, and business process optimisation. That the terminology keeps changing, strongly suggests that we haven’t got it right (yet); and I believe this is partly due to having too much internal focus on business process – i.e. on the activities inside our organisations. Sure we need to address those to make them effective, however when our focus is internal we sometimes miss that they might be the wrong processes altogether. Over the last 10 years we have increasingly seen people replacing this ‘inside-out’ perspective with a fresher ‘outside-in’ one; starting first with asking the question “what is it like for the customer”? … why do they want our product, is it easy for them to find and buy it, if they have issues can they be easily resolved … … in other words, how do customers feel
- With a reverential nod to a show I love … Lie to Me … let’s look at some potential customer experiences.
- Here is someone unhappy with the product or service they’re receiving …An example of a poor experience could be how insurance companies used to treat us 10 or so years ago … lots of hurdles to get through before we could get money … even legitimate claimers would give up (and be out of pocket), but it saved the insurance company money.You’ll have your own examples of poor service
- Here is someone who feels the product or service they’re receiving is OK; they are engaged for the moment, but take your eye off the ball, and they can easily drop back to being unhappy with what you do.
- … and here is someone delightedPeople in this category can become the advocates for your product or service, effectively carrying out some of your marketing and sales for youGreat example of someone who has taken their operation from poor to great … FedEx and their assumptions about their customer segments and how they were satisfying them … the confirmers (walk in the door with a package, but are uneasy, looking for confirmation all will be ok) … were previously turned off by the ‘leaning tower of packages’ … FedEx hid that behind a sorting ‘wall’ so desk clerks carefully place packages into specific pigeon holes … the confirmers were now happy their packages would be cared for, and behind the sorting wall … of course, it was still just a pile of packages.I guess you have your own stories of simple changes that have made (or could make) your experience so much better
- In our BA teams, we are focused on doing what’s right for our organisationsOn software developments, we are seeing that this means a clearer focus on user-centered design.On process improvement, we are driving cross-functionally across whole organisation, and seeing the key (external) event as the triggering point, what are the moments of truth for the customer, what fulfils the promiseOverall this is evolving toward the role and importance of customer experience
- Increasingly organisations are realising BAs can supplement and even contribute to setting strategy, or looking at options/programmes for implementing that strategy.
- So how do we do this, what do we mean by customer experience transformation
- How do we assess customer experience? Here’s a simple model (Prof. NoriakiKano) how well does a product meet a need? how satisfied does a customer feel about it?Basic (hygiene) needs: unarticulated / implicit; cause intense displeasure (DISGUST) if not met. e.g. floor of hairdressers regularly swept, scissors clean.Expected (conformance) needs: Articulated / explicit needs; up front, (maintain INTEREST) dissatisfy if not met. e.g. haircut provided is as agreed. Delighting (unexpected) needs: The unexpected / surprise factors (DELIGHT); that trigger customers to tell others; no impact if missing. e.g. getting a cup of coffee at the hairdressersFamiliarity (and the competition) breeds contempt: Unfortunately, over time customers start to expect the delighting factors; so organisations constantly look at new ways for a product stand out. e.g. getting a beer or full head massageSo, how does understanding customer experience lead us to the desired approach?
- Mapping customer journeys focuses on the touchpoints we talked about before – the moments of truth – are they positive or negative. Cannot always do anything about the negative (in this example, their old car had a failed engine), but we can do something about what follows.
- Pain is often caused by lack of training or quality management, but it may be siloed working practices. This is where we can really deliver value, in chasing through that true end-to-end process and helping resolve or remove the pain points and refine the process so that it becomes smoother, quicker, and more satisfactory.
- We can apply these techniques on ourselves to determine who our internal customers, and whether their needs are met and how satisfied they are, then what we might need to address to improve that
- We can model the typical touchpoints / events for the customer experience lifecycle, and look to using that throughout:New Product Development (NPD): Get marketing / product teams to define their new products using these headings.Scope statements: Follow that through into the scope statements, ensures you’re clear about what is in scope and as important, what is out of scope.Requirements document structure: likewise, follow this through into all the documentation, then traceability is easier too.
- Investigating what happens from one of these touchpoints means you are clear on what the external triggering events are. Then you can chase them through your organisation for a proper end-to-end process.
- … and of course, where your processes are supported by technology, you can dive into whatever documentation / modelling techniques you use there too, again referencing back to the same customer experience touchpoints.
- Let’s look at one more example where taking this approach means we can introduce more transformative change.Tesco in South Korea wanted to drive growth in revenue without having to build hundreds more stores.This short video tells the story of how they identified the problem / opportunity and the innovative ways they sought to resolve them.http://www.youtube.com/watch?v=fGaVFRzTTP4