![[EASTMAN] recognized that his
roll film could lead to a
revolution if he focused on the
experience he wanted to deliver,
an experience captured in his
advertising slogan, “You press
the button, we do the rest.”](https://image.slidesharecdn.com/mappingexperencesjimkalbachcollaboratebristol2015-151114214144-lva1-app6891/85/Mapping-Experiences-68-320.jpg)
Uploaded byJim Kalbach
Mapping Experiences
This document outlines Jim Kalbach's presentation on using alignment diagrams to map customer experiences. The agenda includes an introduction to alignment diagrams and their benefits, as well as exercises to practice different diagram types. Key points include: - Alignment diagrams visually represent relationships between individuals, organizations, interactions and value creation from various perspectives. - Different diagram types like customer journey maps, experience maps and service blueprints are used to illustrate different aspects of experience. - A general process for creating alignment diagrams includes investigating experiences through interviews, analyzing findings, illustrating insights visually and aligning the diagram with business goals. - Exercises guide participants in sketching value chains, planning investigation questions and outlining initial diagram frameworks to represent
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Mapping Experiences
- 1. Mapping Experiences with AlignmentDiagrams @JimKalbach Jim.Kalbach@Gmail.com
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- 3. Agenda 10:30 Alignment 11:00 Initiate 11:45Investigate 12:00 Illustrate 12:30 Break 13:30 Exercise 14:30 Align 15:30 Strategy 16:00 End
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- 6. “Value-centered design startsa story about an ideal interaction between an individual and an organization and the benefits each realizes from that interaction.” Jess McMullin, “Searching For The Center of Design,“ Boxes and Arrows
- 7. Customer Journey Maps ExperienceMaps Service Blueprints Mental Model Diagrams Spatial Maps Alignment Diagrams
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- 12. Isometric Maps Paul Kahn,“Information Architecture for the Web: Applied IA“ http://www.slideshare.net/pauldavidkahn/04-appled-ia
- 13. STORY INTERACTION INDIVIDUALSORGANIZATION Experience Map Chronological Interactions Goals, actions, thoughts, feelings, pain points Physical, artefacts, opportunities, recommendations Customer Journey Map Chronological Touchpoints Actions, thoughts, feelings, moments of truth, pain points Customer facing artefacts and roles, opportunities Service Blueprint Chronological Line of Interaction Stages, artefacts Front-line services, back-office systems, gaps Mental Model Hierarchical Centre Line Tasks, intent, feelings, philosophy Support, features, gaps Isometric Map Spatial Overlays Content usage, categories Data systems, departments, workflow
- 14. Holism Experiences, notproducts. Multiplicity Multiple facets of activity. Interaction Touchpoints between people and a system. Visualization Graphical overview. Self Evidence Little explanation. Relevance Address real business problems. Validity Grounded in investigation http://experiencinginformation.wordpress.com/2012/01/04/principles-of-alignment-diagrams Principles
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- 16. 1. Initiate 2. Investigate GeneralProcess 3. Illustrate 3. Align
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- 18. What is thedifference between: Customer Journey Map Experience Map Service Blueprint
- 23. 1. Frame theeffort – Point of view – whose experiences? unit of analysis? – Scope – where do you begin and end? – Focus – which aspects are highlighted? – Structure – how will you arrange elements? – Use – what will you do with the diagram? 2. Align with business goals Initiate
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- 26. The Bristol TourismOffice (BTO) would like to improve the overall experience guests have when visiting the city, particularly holiday travelers. They already have some ideas what to do, but need to see the big picture in order to prioritize funding and to focus on areas that will have the most impact. First, the BTO is planning to significantly overhaul its website. The site has grown organically over the past decade, and there are many complaints about finding information. In particular, the federated reservations system for hotels is incomplete, outdated and hard to use. Second, the BTO wants to offer mobile services and apps for travelers. With so many options in the mobile arena, they are not sure where the best place to start would be. Finally, BTO believes partnering with key service providers would improve the travel experience of visitors. BTO already has information kiosks in tourist areas, but they are looking to integrate more with partner services. You work for a research agency specializing in experience mapping. The BTO has hired you to investigate and identify the most salient ways to bring the most value to visitors. They are also looking for new opportunities previously overlooked. The insight they hope to gain will help structure a multi-year program for improvement. SCENARIO
- 27. PART 1 In groups,draw a model of the value chain around travel to Bristol. 1.List all of the actors involved 2. Place the primary actors in the centre 3.Arrange the other actors around to show relationships 4.Show the flow of value from left to right EXERCISE 1 – VALUE CHAIN (20 MINUTES) PART 2 What type of diagram would you recommend to start with?
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- 29. 1. Gather existingreports and studies • Qualitative & quantitative 1. Conduct internal interviews • Sketch experience • Identify gaps in knowledge 1. Conduct external interviews • Contextual interviews • Surveys or quantitative data 2. Investigate
- 30. Who might youwant to interview? Internal interview participants External interview participants _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ EXERCISE 2: INTERVIEWS
- 31. What themes ortopics might you include in a guide for interviews internally at the BTO and externally with travellers? Internal interview themes External interview themes _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ EXERCISE 2: DISCUSSION GUIDE
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- 33. Analyse Data Interviews (texts)Clusters & Patterns Flow & Experience
- 34. Text coding software,e.g., MaxQDA Analyse – The LongWay
- 35. Analyse – TheShort Way • Create a spreadsheet with phases and information types • Fill out the diagram from notes • Adjust structure as you go
- 36. Analyse – TheShort Way • Cluster and discuss themes on a whiteboard
- 37. Guideline Example 1Example 2 Start with insights Research cluster 1: People indicated they sometimes hesitate and reconsider during the customer acquisition phase because of our premium pricing model Research cluster 2: There is a clear pain point around deploying the solution, primarily due to lack of necessary technical knowledge. Use natural language People reconsider when making a purchase because they may be nervous or anxious about the high cost Users struggle to install the software for the first time if they don’t have the required technical skills Keep voice consistent I reconsider when making a purchase because I’m anxious and nervous about the high cost I struggle to install the software for the first time because I don’t have the necessary technical skills. Omit pronouns and articles Reconsider when making purchase due to anxiousness and nervousness over high cost Struggle to install software for first time without the necessary technical skills. Focus on the root cause Feel anxious and nervous when making purchase due to high cost, and then reconsider Struggle during installation due to lack of necessary technical skills Be concise Feel anxious during purchase about cost, and then reconsider Struggle due to lack technical skills during installation Use abbreviations sparingly “” Struggle due to lack of tech skills during installation Rely on context of map anxious about cost (In the cell for the column for “purchase” and row for “feelings”) Reconsider (In the cell of a column for “purchase” and a row for “actions”) Struggle due to lack of tech skills OR Lack tech skills (assuming a column for “installation” and a row for “pain points”)
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- 41. Phases in Middle AdamRichardson, in HBR Blog
- 43. Process Lines andIcons by nForm (CA)
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- 50. Spatial Maps Emirates JourneyMapping Case Study: http://www.kendeo.com/industry/airline/emirates-study
- 51. Table Wheel Timeline “Chutes andLadders” Spider Circles Spatial Map Tower
- 52. Strive for VisualClarity
- 53. Representation • Fit tospace • Font selection • Colour coding • Icons and shapes
- 54. Format Text • Actions:Start each with a verb, • Thoughts: Phrase as a question • Feelings: Use adjectives • Pain points: start each with a gerund • Touchpoints: Use nouns • Opportunities: Begin each with a verb that shows change, e.g., increase the ease of installation, eliminate unnecessary steps.
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- 56. EXERCISE 3 –SKETCH OUTLINE FOR DIAGRAM (20 MINS) In groups, create a draft diagram for the BTO scenario How will you tell the story of interaction? Use the following phases •Plan Trip •Travel to Bristol •Arrive in Bristol •Stay in Bristol •Depart •Return Home •Visit Again Include the following aspects •Customer • Actions • Thoughts • Feelings • Pain points •Touchpoints •BTO • Support • Goals
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- 58. Collaborate • Hold extendedworkshop (included in proposal!) • Invite diverse group • Diagnose performance • Engage in creative exercises Empathize
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- 63. b. Align forvalue Look for 1.GAPS 2.WEAKNESSES 3.EFFICIENCIES 4.COMPETITORS
- 64. Author Involvement Levels Example:“Author Experience Map“
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- 66. circa 1886 Scientific AmericanSupplement, No. 530, February 27, 1886 “A NEW PHOTOGRAPHIC APPARATUS” This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate. As the objective is of short focus, every object situated beyond a distance of three yards from the apparatus is in focus. In exceptional cases, where the operBTOr might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being photographed. The door, E, performs the role of a shade. When the apparatus has been fixed upon its tripod and properly directed, all the operBTOr has to do is to close the door, P, and raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter. An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.—La Nature.
- 68. [EASTMAN] recognized thathis roll film could lead to a revolution if he focused on the experience he wanted to deliver, an experience captured in his advertising slogan, “You press the button, we do the rest.”
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- 70. The Ask Solutions thatmerely please, serve, meet the needs/specs, or delight customers don’t go far enough. They represent yesterday’s marketing and design paradigms. They misunderstand innovation’s real impact – transforming customers.
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- 73. Who does Googleask us to become?
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- 79. Using "The Ask"with Alignment Diagrams 1. At each phase ask: Who do we want our customers to become? 2. Use metaphors. These are often experts of some kind. 3. Reframe the solution space to transform users based on the transformations.
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- 81. EXERCISE In groups, discusswho you want your customers to become
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- 83. You've got tostart with the customer experience and work back toward the technology – not the other way around. 1997
- 84. An industry beginswith the customer and his needs, not with a patent, a raw material or a selling skill. Given the customer’s needs, the industry develops backwards, first concerning itself with the physical delivery of customer satisfaction. Then it moves back further to creating the things b which these satisfactions are in part achieved. How these materials are created i a matter of indifference to the customer, hence the particular form of manufacturing processing, or what-have-you cannot be considered as vital aspects of the industry. 1960
- 85. Growth slows notbecause industries stop growing, but because companies fail to continue to meet ever-expanding customer needs.
- 86. Why did Kodakfail?
- 87. • From theend of World War II until the late 1970s, a retain-and- reinvest approach to resource allocation prevailed at major U.S. corporations. • This pattern began to break down in the late 1970s, giving way to a downsize-and-distribute regime of reducing costs and then distributing the freed-up cash to shareholders. • By favoring value extraction over value creation, this approach has contributed to employment instability and income inequality. Profits Without Prosperity WILLIAM LAZONICK, “Profits without Prosperity,“ HBR Sept 2014
- 88. Companies … remaintrapped in an outdated approach to value creation. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs. Shared Value MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
- 89. Figure out whatyour product is and what your value chain is. Understand where those things touch important social needs and problems. If you’re in financial services, let’s think about ‘saving’ or ‘buying a home’ - but in a way that actually works for the consumer. Shared Value MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011) Story Interaction Individual Business
- 91. What business isthe BTO really in? How can they create shared value? EXERCISE 5 (15 MINUTES)
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- 93. What are thebenefits of alignment diagrams? ____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ EXERCISE 6: ADVANTAGES (5 MINS)
- 94. • Visualization ofa lot of data • Longevity of information • Diagnosis of problems • Indicate where to create value • Common big picture • Opportunities for growth • Informs strategy 1. Know the Benefits
- 95. 1. Know thebenefits 2. Know the objections 3. Prepare pitch 4. Read the literature 5. Pitch and convince Evangelize
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Editor's Notes
- #16 When should you do a CJM? Let’s look at some phases of website development.
- #93 Here is an outline of our approach in six phases There is nothing special about these phases, and in fact they are alone rather obvious. But it‘s helpful to make these divisions of the framework to be able to describe and explain it to others. I also want to point out that you hear a lot mentions of ethnography within the IA community, but I‘m not at all convinced that we are really doing enough it or doing it at all. I believe this is a gap in the IA canon that needs to be filled.