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Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
Proto Partners how to transform vision into value
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Proto Partners how to transform vision into value

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Proto Partners founder Damian Kernahan explains four approaches on how to transform customer experience vision into tangible business value.

Proto Partners founder Damian Kernahan explains four approaches on how to transform customer experience vision into tangible business value.

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  • 1. CREATING REAL BUSINESSVALUE WHEN DESIGNING SERVICES Damian Kernahan
  • 2. rn ah an i an Ke u sin essDam e in Design +BIb e liev
  • 3. “ More companies are taking a customer-customer ” centred approach.
  • 4. “ It’s important now because our world has ” never been so complex.
  • 5. “ There’s really nobody doing this really well right now. ”
  • 6. WHY ISN’T THISHAPPENING?
  • 7. “ Designers often like to ” start from scratch.
  • 8. “ It’s about mastering ” the magic...
  • 9. “ There isn’t a variety of skills or experience.”
  • 10. “ Design & Business don’t feel compatible at first ” sight.
  • 11. organisation customer
  • 12. It outlines what anWHAT IS A organisation wants to be VISION? or how it wants the world to be.
  • 13. aving that h ong.It’s not n is wr a visio just It’s t tha t ’s no h. it g e nou Va lu e come s in . s where That
  • 14. True value createsWHAT IS strategic, operationalVALUE? & financial value for an entire organisation.
  • 15. 1. ASKING THE RIGHT QUESTION2. IT’S ALSO ABOUT JOBS3. REDUCING COMPLEXITY4. PROMISES KEPT
  • 16. 1.ASKINGTHE RIGHTQUESTIONS
  • 17. “ usually hidden from The killer question is view.”
  • 18. “ Every one of your? competitors is asking the same question. ”
  • 19. There are three layers to finding and fixing business challenges. “What is the problem?” “Why is this a problem?” “How should we solve this problem?”
  • 20. WHAT? ...is the problem? ...does the customer like and dislike? ...is their preferred channel?
  • 21. Surface levelunderstanding
  • 22. WHY? ...does this concern you? ...does it make you feel this way? ...is this valuable to you?
  • 23. Design Research
  • 24. people do not always do what you think they do people do not always do what you tell them to do people do not always do what they think they do people do not always do what they say they do Asking why lets you find out what people really do and needADAPTED FROM IDEO 2006
  • 25. 7 Days In My Life
  • 26. We askstakeholdersto do the same
  • 27. Empathy withcustomers
  • 28. HOW? ...do you solve this problem?
  • 29. DevelopingPersonas
  • 30. Mapping theirideal journey
  • 31. How do you getraving fans? Defining Service 1. By doing things exceptionally and consistently well Principles 2. By doing things that strike a deeply emotional and personal note with your customers 3. By being like, and doing what your customer aspires to be and do 4. By doing things that are exciting and that customers love to talk about
  • 32. THIS IS WHERE THEMAJORITY OF SERVICEDESIGN STOPS.
  • 33. THIS IS ONLY HALF OFWHAT CLIENTS ARELOOKING FOR.
  • 34. Artefacts 7 Days in the Shadowing & Life observation Customer Journey Customer Maps Interviews Ideal Personas Capacity Constraints vs in-flight projects Comms Plan Data AnalysisDesign Challenge: Yes Meter 7.71 > 8.5 Experience Innovation Stakeholder Interviews Synthesis Customer Resource Plan Journey Map Desktop Current Research Initiatives Commercials Staff Co Creation Interviews Workshops 3 months Business Case 18 months Go/No Go
  • 35. “ You need to make a robust case to the bean counters that customer experience ” is worth investing in.
  • 36. Tenure Spend + How often they contact the call centre Profitability How many products theyNPS = % Promoters - % Detractors have Customer data Business Intelligence Data
  • 37. Likelihood to promote…+ ++ … or dissuade Understanding customers - design research A lot of Analysis...
  • 38. ( Customer data + Business Intelligence Data + Understanding the customers )x A lot of Analysis... = $ LIFETIME VALUE
  • 39. RAVING FANS AREWORTH NEARLY 4XMORE THANDETRACTORS!
  • 40. “How do we install the internal processes and capabilities and behaviours FUNDEDthat will guarantee that we’ll be able to predictably BUSINESS DELIVER this customer experience?” CASE organisation customer
  • 41. 2.IT’S ALSOABOUTJOBS
  • 42. “ Two questions you can ask ” to improve value created
  • 43. “ Two questions you can ask to improve value created ”“What does the customer value from us?” “How well are we doing in delivering it?”
  • 44. “What does the customer value from us?”“How well are we doing in delivering it?” A B C 7/10 3/10 3/10 8/10 8/10 7/10
  • 45. Close the gap Ignore it Increase focus A B C 7/10 3/10 3/10 8/10 8/10 7/10Pre 2.1 units of value 2.4 units of value 5.6 units of value 10.1 unitsPost 6.3 units of value 2.4 units of value 7.2 units of value 15.9 units
  • 46. traditional: “ What if there was another way to introduce60% increase ” additional value?
  • 47. “ We just used the service offering as the current ” unit of analysis
  • 48. “ But what if the job was the ” primary unit of analysis?
  • 49. “ A “job” is the fundamental problem a customer needs to resolve in a given ” situation.Source: Clayton Christensen
  • 50. “ ...and what if customer needs didn’t just relate to ” the service itself?
  • 51. The job of a credit card is to finding desired products comparing brands to buy MAKE tracking expenditure PURCHASES purchasing is easier/quickerlow interest ratesfraud protectionwant it to be acceptedloyalty pointsinterest free dayslink to other bank accounts
  • 52. “ When using the job as the filter, whole new customer ” needs are revealed .
  • 53. The job of a credit card is to finding desired products comparing brands to buy MAKE tracking expenditure PURCHASES purchasing is easier/quicker“I have trouble finding exactly what I want”“I am not sure which is the best brand to buy”“I am not very good at tracking what I spend”“I wish there was a way that I could pay quickerin more places”
  • 54. bank job new + = valuedata needs
  • 55. customer valuebank job + =data needs business value
  • 56. Digital Manuals for products you Warranty App buy Self service Impulse scanner with buying app customer ratingsMonitor spending while traveling app Shoebox link to send with receipts
  • 57. A P B Q C R 8/10 9/10 8/10 8/10 9/10 9/10Core 6.3 units of value 2.4 units of value 7.2 units of value 15.9 unitsValueNew 7.2 units of value 6.4 units of value 8.1 units of value 21.7 unitsValue “what does the customer value from us?” 37.6 units “how well are we doing in delivering it?”
  • 58. customer needs: Adding Jobs :60% increase 270% increase
  • 59. 3.REDUCINGCOMPLEXITY
  • 60. “Can we do iton iPad? ”
  • 61. “Can we do iton iPhones? ”
  • 62. “Let’s connecton facebook”
  • 63. “Can weupdate themvia SMS?”
  • 64. “Can they payx via phone”
  • 65. PICTURE
  • 66. x x 1980 2012banking ecosystem banking ecosystem
  • 67. JUST BECAUSE YOUCAN, DOESN’T MEANYOU SHOULD.Source: Bill Taylor
  • 68. “ The effort required to achieve this is ” logarithmic.
  • 69. x x 2012 The other 90% is in ensuring theDeveloping a new app or new channel is seamless and consistent integration of only 10% of the work. each of those channels for customers.
  • 70. “ Customers expect organisations to ” be intelligent.
  • 71. Ensure existingchannels all worktogetherseamlessly.
  • 72. 4.PROMISESKEPT
  • 73. $ $ $ $ $ $Interactions
  • 74. Customer experience $ $ $ $ $ $Interactions
  • 75. Customer experience $ $ $ $ $ $Interactions
  • 76. What influences customer satisfaction? • Your brand values Promises made • Advertising campaigns • Collateral and packaging • Welcome material Expectations set • at point of sale • on your website • by your sales people • by your service staff • Previous experiences Influences • Word of mouth from family or friends • Other people’s experiences, • E.g., Social Media
  • 77. What influences customer satisfaction? • Your brand values Promises When they: Promises kept… made • Advertising campaigns or not • Buy your products • Collateral and packaging • Use your products • Welcome material • Go into a store • Read an e-mail from you Expectations set • Surf your website • at point of sale • Navigate your IVR • on your website • Speak to your call centre • by your sales people • Tweet you • by your service staff • Look at a bill • Previous experiences Influences • Word of mouth from family or friends • Other people’s experiences, • E.g., Social Media
  • 78. A LARGE GAPBETWEEN OFFERAND DELIVERY.
  • 79. 95% say they are customer focused 80% say they deliver a “superior experience” How many of these firm’s customers agree that they deliver a superior experience? 8%BAIN & CO 2008, B Schauer, Layout
  • 80. TheExpectation The Gap Brand Gap The Delivery Gap
  • 81. TheExpectationGapnot designing servicesto meet customerexpectations
  • 82. TheBrandGapfailing to match theperformances to brandcommunications
  • 83. TheDeliveryGapnot performing theservice as designed
  • 84. TheExpectation The Gap Brand Gap The Delivery Customer Gap Experience Opportunity
  • 85. “ Organisations need a better way to fill the gaps. ”
  • 86. organisation customerMutual value is generated
  • 87. Customer experience $ $ $ $ $ $ $ $ $ $ $Interactions
  • 88. DISCOVER DESIGN DEVELOP DELIVER OUR CLIENT’S JOB OUR JOB
  • 89. DISCOVER DESIGN DEVELOP DELIVER ROLE OF COMMERCIAL RIGOUR ROLE OF DESIGN
  • 90. BRANDING IS THEPROMISE YOU MAKE,CUSTOMER EXPERIENCEIS THE PROMISE YOU KEEP.
  • 91. Based on our latestWhite Paper“Talking Points”,contact us for a copy.
  • 92. THANK YOU!& QUESTIONS Sydney Canberra Rotterdam

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