The Brand Experience Gap


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How UX Strategy can bridge the gap between brand promise and customer reality, presented by Tim Loo, Strategy Director and Partner at Foolproof, Europe's leading experience design company.

The webinar presentation was first broadcast 13 December 2011.

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  • We would like to build a long term relationship to help you create market leading digital experiences for your customers.
  • AUTHENTICITYThe brand is soundly based on an internal truth and capability. It has a definedheritage and a well-grounded value set. It can deliver against the (high)expectations that customers have of it.RELEVANCEThe fit with customer/consumer needs, desires, and decision criteria across allrelevant demographics and geographies.CONSISTENCYThe degree to which a brand is experienced without fail across all touchpointsor formats.DIFFERENTIATIONThe degree to which customers/consumers perceive the brand to have adifferentiated positioning distinctive from the competition.PRESENCEThe degree to which a brand feels omnipresent and is talked about positivelyby consumers, customers, and opinion formers in both traditional andsocial media.UNDERSTANDINGThe brand is not only recognized by customers, but there is also an in-depthknowledge and understanding of its distinctive qualities and characteristics.(Where relevant, this will extend to consumer understanding of the companythat owns the brand).
  • The Brand Experience Gap

    1. 1. The brand experience gapTim Loo, UX StrategistWebinar 13 December 2011Photo:
    2. 2. AgendaWhat we’ll cover today What is the brand experience gap? How digital is changing consumers Why organisations fail to keep pace How user experience design tools and techniques can be used to help brands tackle this How to create a planning framework for developing a user experience strategy Your questions© 2011 Foolproof Limited 2
    3. 3. Before I begin...Some disambiguation
    4. 4. customerFirstly some, disambiguation experienceUser experience versuscustomer experience user experience
    5. 5. So let’s begin...What is the brand experience gapand why does it matter?
    6. 6. Brand matters Brand value is real & tangible  Accounts for a significant value of an organisation’s market capitalisation and drives long term shareholder value Brand value Market cap $71 billion $153 billion Interbrand (2011) 12-12-11 Top 100 Brands 2011, Interbrand
    7. 7. What is brand value?“Brand equity is a set of assets linked to a brand’s name and symbol that adds to the value provided by a product or service BRAND AWARENESS to a firm’s customers” BRAND LOYALTY BRAND LOYALTY PERCEIVED QUALITY BRAND ASSOCIATIONS Building Strong Brands, David A. Acker
    8. 8. Definition: A brand brand: a person’s gut feeling about a product, service, or organisation. [Image and definition: The Brand Gap, Marty Neumeier]
    9. 9. So how does business manage brand
    10. 10. The golden age of brand advertising The brand CUSTOMERS message The brand is what you say it is
    11. 11. Smarter brand advertising CUSTOMERS The brand is still what you say it is
    12. 12. The age of the digital consumer CUSTOMERS The brand is what they say it is
    13. 13. So what do we mean by the brand experience gap? BRAND EXPERIENCE PROMISE REALITYPhoto:
    14. 14. An brand advertising campaign...
    15. 15. ...creates a promise across the entirety of the experience
    16. 16. Consumers can share and uncover the brand gap in real-time
    17. 17. Consumers can share and uncover the brand gap in real-time
    19. 19. Digital makes the gap between your brandpromise and experience all too obvious BRAND EXPERIENCE PROMISE REALITY
    20. 20. Photo: is transforming consumer thinking andbehaviours and how people think about brand
    21. 21. Consumers are constantly adapting to new technologies Search Find Comparison sites Evaluate UGC Authenticate Social Share All the above, Mobile all the time
    22. 22. Consumers are better than businessat integrating digital into their lives
    23. 23. Why is business so slow to adapt?
    24. 24. Product Geographic Functional ChannelOrganisations live in silos
    26. 26. BRAND XPRODUCT SALES MARKETING OPERATIONS IT RETAIL DIGITAL In-store Offline Infrastructure Web Web Online eCommerce Mobile Contact Social!!! centre Digital is still a bolt-on to many brands and their business models
    27. 27. Silos are primarily focussed onoptimising their parts of the business
    28. 28. The result
    29. 29. The user experience feels like a patchworkof interactions rather than aseamless, coherent and cohesiveexperience
    30. 30. Digital = The age of brand disruption Top 100 Brands 2011, Interbrand
    31. 31. How can organisations break this cycle?
    32. 32. 1. You need leadership and sponsorship
    33. 33. 2. You need to make the connection between your customer experience and the drivers for brand value Experience drivers Experience Net drivers Promoter Score Experience drivers Experience drivers
    34. 34. 3. You need a vision which can inspire and create organisational alignment
    35. 35. 4. You need a roadmap and business case which brings this all together UX strategy A long-term plan to align every customer touchpoint with your vision for user experience, and achieve a measurable increase in commercial yield.
    36. 36. How do you createa UX strategy?
    37. 37. A framework for UX strategy planning1 2 3 4 5 6 7 BUSINESS PLAN & DEFINE UNDERSTAND BENCHMARK IDEATE ENVISION CASE ROADMAP Defining UX Understand the Create a Ideate, co- Visualise the Develop the Develop the success at customer measurement create and UX vision bring commercial right plan and brand and ecosystem and framework for iterate UX value propositions to model for priorities to organisation organisational user propositions life for success deliver benefits level factors for UX experience stakeholders  Focussed  Baseline current  Customer and customers  Company  Immersion into  Define UX key innovation performance priorities mission & the customer performance around customer  Storyboarding  Set and validate  Business case business model ecosystem indicators and scenarios &  Interactive benefits case underlying design principles  Organisation  Target brand  Environmental prototypes assumptions heuristics  Developed in positioning trends in (eg. take up,  Technology technology, beh  Benchmark and collaboration  Customer story usage)  Values & with customers videos  Legal & avioural and baseline the  Test service/ organisation compliance societal change current  Iterative  Experience product principles experience spaces  Organisational concepting parameters (eg.  Strategic against existing factors – pricing) imperatives & and emerging people, structure  Future UX KPIs priorities competitors , process , culture © 2011 Foolproof Limited
    38. 38. Three things you can do today1. Complete the picture of the customer and map their current experience & pain-points2. Establish experience design principles3. Design a customer experience vision
    39. 39. 1. Map the current customer experienceMany organisations still allow opinions about customersto dominate decision making.Yet most organisations have plenty of research to handbut can’t use the insights to align stakeholders & spotholistic problems and opportunities.
    40. 40. 1. Map the current customer experienceTurn all of your current insights intodocumentation you can use to alignstakeholders and map value Personas Customer journeys maps Pain-points (& pleasure points)
    41. 41. 2. Establish experience design principlesExperience design principles describe the core valuesof the user experience of a product or a serviceExperience design principles should be aspirationaland inspiringThey form the basis for creating a vision of your futurecustomer experience
    42. 42. 2. Establish experience design principles CUSTOMER BRAND GOOD DESIGN EXPERIENCE ASSETS & PRINCIPLES INSIGHT VALUES 1. Based on customer What is the current experience research What are our brand values? like for our customers?  How do we want the  What do they like? 2. Short & memorable experience to be an expression of these?  What are their frustrations 3. Cross-feature and pain-points?  What are our differentiating assets and capabilities  What can we learn from 4. Specific our competitors? 5. Non-conflicting  Have they been delighted before by similar services/offerings? How? 6. Measurable Why?
    43. 43. 3. Co-create a customer experience vision Ideal customer journeys Concept prototypes Future customer storiesMeasurable CUSTOMERScustomer statements
    44. 44. A framework for UX strategy planning1 2 3 4 5 6 7 BUSINESS PLAN & DEFINE UNDERSTAND BENCHMARK IDEATE ENVISION CASE ROADMAP © 2011 Foolproof Limited
    45. 45. 1. Getting a sponsor (or become a sponsor) The future of brand belongs to gate-keepers of the customer experience
    46. 46. 1. Getting a sponsor (or become a sponsor) Be the leader & win the land grab
    47. 47. Thank you.Do we have any questions, John?
    48. 48. ContactTim Loo UX Strategist, Foolproof Foolproof Harella House 90-98 Goswell Road London EC1V 7DF +44 (0)20 733 6700
    49. 49. This has been a Foolproof webinar© 2011 Foolproof LimitedFor more information on UX strategy Visit Follow us @foolproof_ux