This document summarizes a workshop on customer journey mapping with Cognizant. The workshop covers introducing customer journey mapping, examining a sample customer journey, identifying emotions and key moments, finding business issues, and creating an innovation statement to address issues. The workshop also provides opportunities to win a design session or meet experts for a consultation on designing customer experiences.
1. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Think Tank
Fast & Furious:
Mapping the Customer
Journey through Supply
Chain in 30 minutes
Tuesday 10th March 2015
Jazz Badeshia | Head of Supply Chain & EBS UK | Cognizant
Vikram Singla |Supply Chain Applications Leader UK | Oracle
2. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
2 Volunteers
needed!
8. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Supply Chain and Customer Ex·pe·ri·ence
Moving supply chain from a cost to a competitive asset,
focussing on the customer & delivering new experiences for
the customer through innovation.
http://en.wikipedia.org/wiki/Customer_experience
9. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Connect With Me - At The Moments That Matter
Throughout My Journey
BUY OWNCOMMIT CONSUME
Me Here Now
10. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Fundamentals of a new approach
11. Oracle . CX Strategy & Design Workshop . DesigningCX.com
@jkembel
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
14. Oracle . CX Strategy & Design Workshop . DesigningCX.com
{ Part 3 }
Seeking a working laptop
{ Part 1 }
Buying the laptop for son Zach’s birthday
{ Part 2 }
Getting the laptop delivered by Zach’s birthday
15. Oracle . CX Strategy & Design Workshop . DesigningCX.com
{ Part 1 }
Buying the laptop for son Zach’s birthday
33. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Place KPIs on the journey
1 minute
34. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Find the Moment that Matters – 1 minute
End
35. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Emotions and Needs
What is Jane trying to do? (need)
Why is she doing that? (emotion)
End123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960
36. Oracle . CX Strategy & Design Workshop . DesigningCX.com
@jkembel
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
37. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Business Issue
Who or what is
the key player or
thing?
2 minutes
End
What is going
wrong?
38. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
Introduction to CXJM
(6 minutes)
Today’s sample customer journey
(7 minutes)
Emotions and Moments that Matter
(8 minutes)
Finding the Business Issue
(2 minutes)
Creating the innovation statement
(7 minutes)
@jkembel
41. Oracle . CX Strategy & Design Workshop . DesigningCX.com
WE BELIEVE
{ a new experience }
WILL SOLVE
{customer need & business issue / opportunity }
ENABLED BY
{full solution: people + processes + technology}
RESULTING IN
{new attitude/ behavior / result }
That <our innovation>
<the change we propose>
<Jane’s needs>
<Jane’s perception>, producing <X% benefit>
Reliable
Quality and
Delivery
Offer
TIGHTER
ORDER
MGMT
42. Oracle . CX Strategy & Design Workshop . DesigningCX.com
1:000:590:580:570:560:550:540:530:520:510:500:490:480:470:460:450:440:430:420:410:400:390:380:370:360:350:340:330:320:310:300:290:280:270:260:250:240:230:220:210:200:190:180:170:160:150:140:130:120:110:100:090:080:070:060:050:040:030:020:01End1:00
WE BELIEVE
{description of the new experience }
WILL SOLVE
{customer needs & organization’s issue/opportunity }
ENABLED BY
{ full solution: people + processes + technology }
RESULTING IN
{new attitude/ behavior / result }
That a digital birthday package
Jane believing that we are a company that our promise is
reliable, resulting in Jane buying from us again, producing higher
retention by 10 basis points = $1.45 M incremental revenue
Jane’s need for functioning and cool product in timely manner
Better sales & operations planning and robust product design
Reliable
Quality and
Delivery
Offer
TIGHTER
ORDER
MGMT
46. Oracle . CX Strategy & Design Workshop . DesigningCX.com
WORKSHOP: Customer Journey Mapping with Cognizant
Tuesday 16th June 2015 | 9:30 – 12:30pm | Paddington
Continue Your Journey...
STAND DRAW: WIN a Complimentary Design Session
Stand #5 – drop your business card to win a complimentary 3 hour session
for your organisation
CONSULTATION: Meet the Experts
Stand #5 – meet the experts at the Cognizant Stand for a 30 minute
consultation on designing your own customer experience
47. Oracle . CX Strategy & Design Workshop . DesigningCX.com
Harreet Khara
Head of Marketing | Enterprise Application Services UKI
Harreet.khara@cognizant.com
+44 7824 417 098
Contact us
Jazz Badeshia
Head of Supply Chain & Oracle EBS | Enterprise Application Services UKI
Jasbir.badeshia@cognizant.com
+44 7747 487 379
Editor's Notes
NO PRODUCTS!!!
Hassan
3 revolutions
Centre of gravity shifting (Copernicus – industrial revolution – information age)
Industrial revolution still conditioning operating models (James Hargreaves – spinning Jenny)
– society / employees orbiting the ‘sun’ of production / distribution
De-stabilizing (we built our companies to ORBIT and to OPERATE in a different market)
Inside-out versus Outside-in – dictating the means of productions and distribution
Corporations as dying planets - average lifetime of a dog
Early days... But we are looking at a universe... Centre of gravity who cannot stand still...
Outside in view
I like to look beyond the abstract – into real things.
How can we change results?
You change your prospects and customer’s behaviours
The only way to change behaviour is to change peoples attitudes towards you.
And the best way to do that, is to change their experience.
Eg Go back 10-15 yrs Apple was...
What’s changed??? Apple changed your attitude…
They changed your attitude by the ownership experience & therefore your behaviour.
If you exceed what your consumers think your brand stands for – you change their attitude, therefore their behaviour.
It’s not about how good your products are, its about how you deal with it when it goes wrong.
Traditionally, companies have used value stream mapping to drive supply chain improvements. That is typically inside-out approach i.e. looking at current processes and taking out non-value added activities. The issue is that this does not result in major break-through. As per our discussion on importance of customer and direct linkage to supply chains, the idea with journey mapping is outside-in approach i.e. Look at the journey of a customer with my brand and see what really matters and then drive innovations. As whole host of studies, including Gartner, claim importance of supply chains improving, it becomes important for supply chain professionals to create awareness that any customer centricity needs effective and efficient supply chain.
Explain the analogy…
Whats this called?
What does a child do as soon as you give them a normal bike to ride…they look at pedals and crash!
Take the pedals off the they learn the fundamentals of riding a bike quicker.
Orgs can spend a lot or time & money to do very sophisticated Journey Mapping…what we will do is ‘take the pedals off’ & do the
fundamentals of Journey Mapping to very quickly get the ‘moments that matter’
We are going to teach you a simple technique to “take the brakes off”
=================================================
These new trends (and shifts) require a new approach to business.
Start from the customer’s perspective, understand what’s meaningful and valuable to them, and then to organize everything from there – work outside-in.
It’s not easy for organizations to transform and become customer-centered.
Need a simple way to learn the fundamentals of this new way of working and doing business.
Journey mapping is one of the most powerful and deceptively simple (and approachable) tools for unlocking CX innovation at your organization.
Journey mapping is kind of like the strider bike of customer-centered action strategies.
A CXJM activity helps you focus. In this scenario we will help our CEO spend money. We will identify where best to invest euros for the maximum impact in CX.
Imagine you all work for a company, called Gadget Plc, a high tech company. Your CEO is waiting for the results of this exercise in order to know where to invest.
“Who remembers where you start with mapping?”
Correct….be specific about your persona
“Who remembers where you start with mapping?”
Correct….be specific about your persona
Receives call from best friend from college who she hasn’t seen in ages
Will you be my bridesmaid?
Since Jen is the fashion pro, she’s asked to help find bridesmaid’s dresses
Finds a great red outfit
Invitation arrives, getting excited
Realizes the wedding isn’t in the city, but out in the countryside
Needs to find transportation for the day.
Starts web research for car rental, lands at one of the big agencies
Realizes cars are expensive!
And not as cool as she’d like. She wants to arrive in style, first time seeing some friends in a while.
They’re also all out at the airport, which is not convenient for picking up
Goes back to web and does more searching
Sees ads for ZoomGo Car Sharing.
“I’ve heard of car sharing before somewhere. Maybe at a festival. I’ll check it out”
Visits the ZoomGo sit, and clicks into the “Is ZoomGo For Me” page
Sounds like a great fit
“I want to save money” – Yup that’s me.
“I need a car sometimes” – Check.
“I want to do my part to take care of the planet.” Definitely me
Thinking this is a fitting solution, looks at what kinds of cars they have
And where the cars are located.
Cool – they have sporty cars.
And they are located all around my neighborhood. So I won’t have to walk far to pick it up.
Creates a free account
Downloads their iPhone app. Much of the service is used through the location based services and mobile access
Reviews the available cars and prices. Looks great.
Finds a sporty, electric car.
And it’s red which is perfect because…….it matched her dress!!
Uses the location based services in the app to find the one located nearest to here apartment.
Reserves the car for the big day.
Job done- transport to the wedding taken care of
Volunteers!!!!!!
This is the shape of what we are going to do
Don’t just write one word, “tweet it”!!!
Back in the room – summarise. This is the serious bit!!!
Where is the point that realy matters – look for stickers, look for KPIs.
GO!
This is about drilling into what is preventing a good experience. What or who. Systems, people, process.
Notes
Conclusions:
1
2
3
Volunteers – could you arrange your stickers to look like this
This is normally a 3 hour session. So we would then go on to create the ROI, and identify next steps. These workshops are fast and furious, just like what we have seen today.
Hassan
3 revolutions
Centre of gravity shifting (Copernicus – industrial revolution – information age)
Industrial revolution still conditioning operating models (James Hargreaves – spinning Jenny)
– society / employees orbiting the ‘sun’ of production / distribution
De-stabilizing (we built our companies to ORBIT and to OPERATE in a different market)
Inside-out versus Outside-in – dictating the means of productions and distribution
Corporations as dying planets - average lifetime of a dog
Early days... But we are looking at a universe... Centre of gravity who cannot stand still...