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Stephen Emmott
Head of Research & Knowledge, J. Boye
The case for user
experience management
Agenda
● Introductions
● User experience management
● Business Model Canvas
● Force Field Analysis
● The case for user exp...
● Name
● Company
● Role and position within
company
● One interesting fact about you,
the person
Introductions
⏰ 20 mins
User experience management
multiple labels: customer
experience; user experience;
digital experience; ...
- and abbreviations:
CEM; CXM; UX; DXM; ...
Customers and employees
now take it for granted that
they can reach you
seamlessly across different
devices and channels.
The challenge is to establish
and maintain an outstanding
digital presence that is
beneficial to your brand and
business, ...
Being present is no longer
enough: being differentiated
means being relevant to your
customers or employees at
their conve...
“The failure of a single
interaction threatens a
customer’s entire perception
of a brand.” - Scott Liewehr
(DCG)
Acquire vs Retain
“the practice of designing and
reacting to customer
interactions to meet or exceed
customer expectations and,
thus, increa...
“A customer’s holistic
perception of a company and
its offerings based on all of
the customer’s interactions
with the comp...
A User Experience Platform
(UXP) is an integrated suite of
applications that form a
platform for producing and
providing d...
Strategic Inflection Point - Andrew Grove
Old
New
Success
Failure
“A Strategic Inflection Point is
that which causes you to
make a fundamental change
in business strategy. Nothing
less is ...
“... what happens to a
business when a major
change takes place in its
competitive environment.” -
Andrew Grove
“The major change can be
simply a change in the
customers' values, a change
in what customers prefer.” -
Andrew Grove
How do you spot a strategic inflection
point?
“... there is a growing
divergence, a dissonance if
you will, between the strategy
statements [...] and the
strategy actio...
Porter’s Value Chain
● Consider the following
questions:
○ What does user experience
management mean to you and
your organisation?
○ Does user ...
● Consider the following
questions:
○ How does user experience
management fit into the overall
vision you're working towar...
Business Model Canvas
● Personal assistance
● Dedicated personal assistance
● Self-service
● Automated services
● Communities
● Co-creation
Cust...
Preparation
● Each take a piece of paper.
● Draw the canvas.
⏰ 10 minutes
Customer
relationships,
today
● Split into pairs.
● Identify the Customer
Relationships and Channels
you use today and wri...
Customer
relationships,
tomorrow
● Split into pairs.
● Identify the Customer
Relationships and Channels
you want to use to...
Keys, today
● Split into pairs.
● Identify the Key Activities and
Key Resources you use today.
● Report back.
⏰ 15 mins (e...
Keys, tomorrow
● Split into pairs.
● Identify the Key Activities and
Key Resources you want to
use tomorrow.
● Report back...
Force Field analysis
Force Field Analysis - Kurt Lewin
For
ce
Content
Management
Experience
Management
Force Field Analysis
For
ce
Drivers
⏰ 15 mins (excluding report
back)
● Discuss the drivers for change.
Resistors
For
ce
Resistors
⏰ 15 mins (excluding report
back)
● Discuss the drivers for change.
Force Field Analysis
For
ce
The case of user experience
management?
Takeaways and
next actions
● Something that you’ve learnt,
changed your perception
and/or will share with
colleagues.
● Ne...
Thank you
Stephen Emmott: The case for user experience management
Stephen Emmott: The case for user experience management
Stephen Emmott: The case for user experience management
Stephen Emmott: The case for user experience management
Stephen Emmott: The case for user experience management
Stephen Emmott: The case for user experience management
Stephen Emmott: The case for user experience management
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Stephen Emmott: The case for user experience management

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Published on

While vendors talk about managing experiences rather than content, many organisations still struggle with creating digital products and delivering these to multiple channels and devices.

While the tide has turned on the importance and value of digital, what is this shift from content to experience? Is it relevant to your organisation? And how do you transition to it if it is?

In this workshop we'll be exploring the paradigm shift to experience management and exploring the case for and against change. This follows our recently released buyers' guide to user experience platforms.

Published in: Technology
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Stephen Emmott: The case for user experience management

  1. 1. Stephen Emmott Head of Research & Knowledge, J. Boye The case for user experience management
  2. 2. Agenda ● Introductions ● User experience management ● Business Model Canvas ● Force Field Analysis ● The case for user experience management ● Takeaways and next actions
  3. 3. ● Name ● Company ● Role and position within company ● One interesting fact about you, the person Introductions ⏰ 20 mins
  4. 4. User experience management
  5. 5. multiple labels: customer experience; user experience; digital experience; ... - and abbreviations: CEM; CXM; UX; DXM; ...
  6. 6. Customers and employees now take it for granted that they can reach you seamlessly across different devices and channels.
  7. 7. The challenge is to establish and maintain an outstanding digital presence that is beneficial to your brand and business, yet sustainable.
  8. 8. Being present is no longer enough: being differentiated means being relevant to your customers or employees at their convenience. Relevant to the user.
  9. 9. “The failure of a single interaction threatens a customer’s entire perception of a brand.” - Scott Liewehr (DCG)
  10. 10. Acquire vs Retain
  11. 11. “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy” - Gartner
  12. 12. “A customer’s holistic perception of a company and its offerings based on all of the customer’s interactions with the company...” - Scott Liewehr (DCG)
  13. 13. A User Experience Platform (UXP) is an integrated suite of applications that form a platform for producing and providing digital products tailored to the myriad combinations of device, channel and user.
  14. 14. Strategic Inflection Point - Andrew Grove Old New Success Failure
  15. 15. “A Strategic Inflection Point is that which causes you to make a fundamental change in business strategy. Nothing less is sufficient.” - Andrew Grove
  16. 16. “... what happens to a business when a major change takes place in its competitive environment.” - Andrew Grove
  17. 17. “The major change can be simply a change in the customers' values, a change in what customers prefer.” - Andrew Grove
  18. 18. How do you spot a strategic inflection point?
  19. 19. “... there is a growing divergence, a dissonance if you will, between the strategy statements [...] and the strategy actions.” - Andrew Grove
  20. 20. Porter’s Value Chain
  21. 21. ● Consider the following questions: ○ What does user experience management mean to you and your organisation? ○ Does user experience management play a part in your organisation's digital presence currently? Your context ⏰ 5 mins
  22. 22. ● Consider the following questions: ○ How does user experience management fit into the overall vision you're working towards? ○ How close are you to realising that vision? Your vision ⏰ 5 mins
  23. 23. Business Model Canvas
  24. 24. ● Personal assistance ● Dedicated personal assistance ● Self-service ● Automated services ● Communities ● Co-creation Customer relationships
  25. 25. Preparation ● Each take a piece of paper. ● Draw the canvas. ⏰ 10 minutes
  26. 26. Customer relationships, today ● Split into pairs. ● Identify the Customer Relationships and Channels you use today and write these onto your canvas. ● Report back. ⏰ 15 mins (excluding report back)
  27. 27. Customer relationships, tomorrow ● Split into pairs. ● Identify the Customer Relationships and Channels you want to use tomorrow. ● Report back. ⏰ 15 mins (excluding report back)
  28. 28. Keys, today ● Split into pairs. ● Identify the Key Activities and Key Resources you use today. ● Report back. ⏰ 15 mins (excluding report back)
  29. 29. Keys, tomorrow ● Split into pairs. ● Identify the Key Activities and Key Resources you want to use tomorrow. ● Report back. ⏰ 15 mins (excluding report back)
  30. 30. Force Field analysis
  31. 31. Force Field Analysis - Kurt Lewin For ce
  32. 32. Content Management Experience Management
  33. 33. Force Field Analysis For ce
  34. 34. Drivers ⏰ 15 mins (excluding report back) ● Discuss the drivers for change.
  35. 35. Resistors For ce
  36. 36. Resistors ⏰ 15 mins (excluding report back) ● Discuss the drivers for change.
  37. 37. Force Field Analysis For ce
  38. 38. The case of user experience management?
  39. 39. Takeaways and next actions ● Something that you’ve learnt, changed your perception and/or will share with colleagues. ● Next actions.
  40. 40. Thank you

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