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Daniel Ewerman SDN meetup

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Daniel Ewerman, Thought leader, author, board member and founder of Transformator Design and Custellence, talks about customer experience and the future of service design, at a SDN Gothenburg Meetup September 2018

Published in: Business
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Daniel Ewerman SDN meetup

  1. 1. © Custellence 2018 Skiss Utbildning Customer Experience and what the future holds Daniel Ewerman
  2. 2. © Custellence 2018 Skiss Utbildning 1. Customer Experience 2. What the future holds Daniel Ewerman
  3. 3. © Custellence 2018 Skiss Utbildning 1. Customer Experience 2. What the future holds Daniel Ewerman
  4. 4. © Daniel Ewerman 2018DANIEL EWERMAN 1998 2017 Who am I ● Consultancy company in Service Design & Customer Experience Design ● One of the world leaders in the field ● 300+ successful projects
  5. 5. © Daniel Ewerman 2018DANIEL EWERMAN ● Custellence is a tool for all kinds of Customer Journey Maps ● Organize insights, ideas and solutions ● Present, collaborate and engage with professional maps ● Boost your value creation and customer focus
  6. 6. Why is the Customer Experience crucial today?
  7. 7. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN The one knowing the customers’ best and have the ability to transform that into offers will be a winner
  8. 8. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN When everything is alike, the customer experience is the only differentiator
  9. 9. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Happy customers are cheaper than angry customers
  10. 10. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Its more fun to work in organizations that the customers like
  11. 11. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Customer power!
  12. 12. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Digitized confusions will not lead to higher efficiency
  13. 13. A fantastic opportunity
  14. 14. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Stop doing things the customers don’t care about
  15. 15. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Customers’ live their lives, they are not in a channel
  16. 16. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Find and solve the root causes when the customer experience fails
  17. 17. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Create a coherence between satisfied customers and satisfied employees
  18. 18. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN Ensure that development projects fulfil customer needs, not only internal needs
  19. 19. Development with the customer at the center
  20. 20. © Daniel Ewerman 2018DANIEL EWERMAN © Daniel Ewerman 2018DANIEL EWERMAN The challenge is, that we do not know what the problem is
  21. 21. © Daniel Ewerman 2018DANIEL EWERMAN 1 Define the problem together with customers’ 2 Develop the solutions together with customers’
  22. 22. © Daniel Ewerman 2018DANIEL EWERMAN Why, why, why, why and why? Success factor 1
  23. 23. © Daniel Ewerman 2018DANIEL EWERMAN Empathy Success factor 2
  24. 24. © Daniel Ewerman 2018DANIEL EWERMAN Ability to innovate based on the needs of others Success factor 3
  25. 25. © Daniel Ewerman 2018DANIEL EWERMAN Model that visualizes our business from the customer's perspective so that improvements are made from the customer (and not from ourselves) Success factor 4
  26. 26. The Customer Journey Map
  27. 27. © Custellence 2018 Searching for options Explore different options Select between different options Order Basic elements in a Customer Journey Map Insights Emotions Customers steps + Something
  28. 28. © Custellence 2018 Searching for options Explore different options Select between different options Order Basic elements in a Customer Journey Map Insights Emotions Customers steps + Something There is a consensus about what elements have to be in a Customer Journey Map. But not what can be added, and still call it a Customer Journey Map.
  29. 29. © Custellence 2018 And the value comes from what we add for execution - the change driving lanes
  30. 30. © Custellence 2018 Example: This is a map with opportunities and ideas as additional lanes
  31. 31. © Custellence 2018 The Customer Journey Map and how it is used (with additional change driving lanes) Customer Journey and experience
  32. 32. © Custellence 2018 The Customer Journey Map and how it is used (with additional change driving lanes) Company solutions and touch points
  33. 33. © Custellence 2018 The Customer Journey Map and how it is used (with additional change driving lanes) CX leading organisations understands the connection between the customers needs and the solutions
  34. 34. © Custellence 2018 ? ? ?? The Customer Journey Map and how it is used (with additional change driving lanes) CX laggers develop with a low level of understanding of the customers reality and needs
  35. 35. © Custellence 2018 Leaders consider the Customer Journey Maps as a change plans Jan Feb Mars April Maj Juni Juli Augusti September Oktober CreateRemove
  36. 36. © Custellence 2018 Leaders create a Customer Journey Map ecosystem An overview End-to-End map pointing to detailed Custellence maps Or to Process Maps or Project Management board, CRM etc. End-to-End Customer Experience Map Customer Boarding Journey Map Visit site Journey Map Complaints Process Project Management Board
  37. 37. © Custellence 2018 What does it mean to Customer Journey Map on a professional level
  38. 38. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others Professional vs non-professional Customer Journey Mapping
  39. 39. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much Professional vs non-professional Customer Journey Mapping
  40. 40. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel ...focus equally on what to start and stop doing based on the CJM Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much ...only focus on what to start doing based on the CJM Professional vs non-professional Customer Journey Mapping
  41. 41. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel ...focus equally on what to start and stop doing based on the CJM ...gives as much attention to the “before” and “after” phase as to the “during” phase Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much ...only focus on what to start doing based on the CJM ...neglect the “before” and “after” phases since there are less internal processes there Professional vs non-professional Customer Journey Mapping
  42. 42. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel ...focus equally on what to start and stop doing based on the CJM ...gives as much attention to the “before” and “after” phase as to the “during” phase ...spread their maps across departments. They co-create, share, engage with openness Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much ...only focus on what to start doing based on the CJM ...neglect the “before” and “after” phases since there are less internal processes there ...consider maps as our departments own secret Professional vs non-professional Customer Journey Mapping
  43. 43. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel ...focus equally on what to start and stop doing based on the CJM ...gives as much attention to the “before” and “after” phase as to the “during” phase ...spread their maps across departments. They co-create, share, engage with openness ...consider the left to right timeline as holy in the maps Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much ...only focus on what to start doing based on the CJM ...neglect the “before” and “after” phases since there are less internal processes there ...consider maps as our departments own secret ...mix up of timeline resulting in maps that are hard to understand and need explanations Professional vs non-professional Customer Journey Mapping
  44. 44. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel ...focus equally on what to start and stop doing based on the CJM ...gives as much attention to the “before” and “after” phase as to the “during” phase ...spread their maps across departments. They co-create, share, engage with openness ...consider the left to right timeline as holy in the maps ...make decision and actions based CJM’s and consider them as change plans Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much ...only focus on what to start doing based on the CJM ...neglect the “before” and “after” phases since there are less internal processes there ...consider maps as our departments own secret ...mix up of timeline resulting in maps that are hard to understand and need explanations ...make static and documenting CJM’s Professional vs non-professional Customer Journey Mapping
  45. 45. © Custellence 2017 Professionals… ...map customer activities or situations first, then touchpoints ...calibrate the level of customer research with the investments the CJM propel ...focus equally on what to start and stop doing based on the CJM ...gives as much attention to the “before” and “after” phase as to the “during” phase ...spread their maps across departments. They co-create, share, engage with openness ...consider the left to right timeline as holy in the maps ...make decision and actions based CJM’s and consider them as change plans ...value the output the CJM will result in Non-professionals… ...map touchpoints first and thereby they miss the customers interactions with others ...either have to vague research or far to much ...only focus on what to start doing based on the CJM ...neglect the “before” and “after” phases since there are less internal processes there ...consider maps as our departments own secret ...mix up of timeline resulting in maps that are hard to understand and need explanations ...make static and documenting CJM’s ...value the creation of great looking CJM’s as artefacts Professional vs non-professional Customer Journey Mapping
  46. 46. © Custellence 2018 Skiss Utbildning 1. Customer Experience 2. What the future holds Daniel Ewerman
  47. 47. Pioneers (innovate) Specialist agencies (create market) Internal capacity Acquisitions of specialists Freelancers More specialist agencies Incorporated field (key asset) Resource Competence Professional buyers Charlatans External competence for catalysts
  48. 48. From projects to capacity for continuous output
  49. 49. The tool factory
  50. 50. KPI’s and business metrics
  51. 51. Process maps och service blueprint will merge
  52. 52. Avoiding the Lean-death
  53. 53. HEY, try out Custellence Get your Free version at www.custellence.com
  54. 54. HEY, try out Custellence Get your Free version at www.custellence.com Thank you LinkedIn: Daniel Ewerman +46 708 40 55 89 daniel.ewerman@custellence.com

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