Craig Menzies' pragmatic and inspiring workshop introduces you to new and effective ways to: - make the business case for investment - benchmark performance - develop a strategy for improvement: now, near and far - get started with customer journey mapping.

1. TextText@brilliantnoise
@amayfield
@craigmenzies
brilliantnoise.com
Craig Menzies
Experience Director
April 16, 2015
Essentials Workshop
Antony Mayfield
Founder & CEO

2. Transforming customer
experience is really hard…
2

3. We need a simple definition
How customers perceive their
interactions with your company.
3
Source: Forrester Research

4. 4
Source: ACCENT Marketing Survey 2014
What is the key to gaining repeat
customers?
- 90% personalised interactions with brands
drive their purchase decisions
- 86% important to have a positive experience
post-purchase
- 50% interact with brands after a purchase
"CMOs today need to spend time to
understand and engage customers across the
entire lifecycle, not only pre-purchase.”
"When CMOs consider the entire lifecycle, they
can maximize return on investment."

5. “We know there are bad experiences everywhere, but
we don’t know what they are and where to start.”
“We have done planning and strategy work, but now we
just need to do something.”
“We have a plan but we don’t have the budget to do
anything.”
“Our people and systems are obstacles to making
improvements to our customers’ experience.”
Customer Experience: The problems and pain
5

6. Our advice?
Adopt a
digital
mindset.
6

7. When thinking ‘digital’, everything we do:
- directly addresses known problems or pain
- creates tangible and pragmatic actions
- is simple, easy to understand, effective and valuable
- is based on frameworks that are helpful, not unnecessarily
complex
- returns value quickly and measurably
- is measurable and reproducible
What is a ‘Digital Mindset’ for CX?
7

8. #1
Get simple.
Just learn.
8

9. 9
Learn through
user-centred
design
thinking.

10. #2
Follow a map.
A simple one.
10

11. 11
Remember this?

12. 12
Customer decision journey
Model first published Harvard Business Review
Bond
Advocate
Enjoy
Buy
Evaluate
Consider

13. 13
Customer centric planning - digital channels
Customer Goal: Buy a return flight to New York for a shopping trip
Search Engine
Brand website
Price Comparison
Social Media
Consider Evaluate Buy Bond Advocate
1 3
7 8
9 102
5
4 6
And the entire digital ecosystem

14. 14
Customer journey mapping - omnichannel
Source: eConsultancy
And the
omni-channel
ecosystem.

15. #3
Think micro.
Do macro.
15

16. 16
"Thirty years ago my older brother,
who was ten years old at the time, was
trying to get a report on birds written
that he'd had three months to write. It
was due the next day.
We were out at our family cabin in
Bolinas, and he was at the kitchen table
close to tears, surrounded by binder
paper and pencils and unopened books
on birds, immobilized by the hugeness
of the task ahead.
Then my father sat down beside him,
put his arm around my brother's
shoulder, and said, 'Bird by bird,
buddy. Just take it bird by bird.'"

17. - Identify an issue or opportunity
- Get the right people on board
- Plan a set of actions
- Benchmark and document the current state
- Run a pilot
- Benchmark and document the results
- Write it up as a professional case study for future
investments
- Repeat
The “Pilot and Scale” Approach
17

18. Ok, time to work!
18

19. Understanding
your
customer’s journey
19

20. 20
"You’ve got to start with the
customer experience and
work back toward the
technology - not the other
way around.”
Steve Jobs

21. “People don’t always remember what
you say or even what you do, but
they always remember how you
made them feel.”
Maya Angelou
21

22. Section Header
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Mapping the journey isn’t just about the map itself.

23. Customer Journey
Mapping Benefits:
- Brings people together who
often never talk or collaborate
- Builds a strong sense of the
scale and scope of the problem
from the customer’s
perspective
- Creates a blueprint for
prioritization and planning of
improvements
- AND…
23

24. 24
To the walls (or windows, or floors…)

25. Exercise: Mapping the customer journey
25
Went
where?
And then? Spoke to? Tried that?
Success?
Despair?
Channel? Channel?
Goal?

26. Exercise: Add channel crossing
26
Went
where?
And then? Spoke to? Tried that?
Success?
Despair?
Channel? Channel?
Goal?

27. Brand
moment?
Went
where?
And then? Spoke to? Tried that?
Success?
Despair?
Channel? Channel?
Goal?
Exercise: Add emotional state
27
Emotional
state?
Emotional
state?
“Moment
of truth”?
Content
moment?

28. Advanced: Add internal mechanisms
28
Went
where?
And then? Spoke to? Tried that?
Success?
Despair?
Channel? Channel?
Internal
system?
Internal
person?
Internal
process?
Partner?
Technology?
Internal
person?
Database?
CRM? Database? Policy?
Visible to customer
Invisible to customer
Goal?
Source: Forrester Reseach

29. Went
where?
And then? Spoke to? Tried that?
Success?
Despair?
Channel? Channel?
Internal
system?
Internal
person?
Internal
process?
Partner?
Technology?
Internal
person?
Database?
CRM? Database? Policy?
Visible to customer
Invisible to customer
Goal?
Advanced: Rate the experience
29
All is good. Easy. Useful.
No joy, indifferent or difficult.
Obstacle to goal completion. Full stop.
Source: Forrester Reseach

30. What is strategy?
30

31. “A hallmark of true expertise and insight is making a
complex subject understandable. A hallmark of
mediocrity and bad strategy is unnecessary complexity
—a flurry of fluff masking an absence of substance.”
Richard Rumelt, Good Strategy Bad Strategy: The Difference and Why It Matters
31

32. Definitions
Strategy
32
- Guides an organisation toward a
specific outcome using a consistent
set of perspectives and policies.
- It is a “system of advantage” (Cynthia
Montgomery).
- “a coherent set of analyses, concepts,
policies, arguments, and actions that
respond to a high-stakes
challenge.” (Richard Rumelt)

33. An abused word.
Used to denote status.
Poorly understood.
Lacks consistent understanding.
The problems with strategy
33

34. Strategy is
not….
34
- Goals.
- Numbers.
- Correct.
- Ambitious vision.

35. Strategy
must….
35
- Be clear - unambiguous and easy to
understand and explain to a non-
strategist.
- Have integrity - avoiding wishful thinking.
- Be coherent and consistent.
- Understood by decision-makers at all
levels.
- Be present as policy at all levels (from
business plans to job descriptions).

36. You can tell very quickly by looking at strategy document whether
there are issues or whether it is basically sound in its structure.
• There is context - the current state, including the market.
• It is clear about the customer (or user, stakeholders who the
organisation serves or must win over).
• You can explain it concisely to anyone.
• You can see what will not be done.
How to tell if you have a strategy or not
36

37. 37
How we approach strategy development

38. 38

39. Challenge (Discover, Diagnose, Articulate):
- We’re losing customers, even though the original problem has
already been solved
- Staff morale is dropping fast
- HQ staff are out of touch with the customers
The Vodafone Australia ‘Break in’
39

40. Strategy (Policies, Principles, Constraints):
- Adopt impactful emotional moments to make HQ staff
understand
- Focus on staff throughout the company, not just customer
service advisors
- Staff members have friends and family - utilise this extended
network to win back or save customers
The Vodafone Australia ‘Break in’
40

41. Actions (Ideate, Prioritise, Plan):
- Stage a break in!
- Bring staff together in dialogue
- Issue a set of tools to all staff to carry in their pockets (literally)
The Vodafone Australia ‘Break in’
41

42. Building on your customer journey mapping
- An issue that came to the foreground for your customer in the
previous exercise
- Nominate a “scribe” to write on the flipchart
- document ideas as we go through stages (bonus points for
legible handwriting. Extra bonus points for the best doodles!)
- at the end, nominate someone to briefly present your findings
(including your thoughts on the customer journey mapping)
Exercise: Just one thing
42

43. Making the case
43

44. “Stories are just data with a soul.”
Brene Brown. TED talk.
44

45. How to
measure….
45
- Perception metrics.
- Descriptive metrics.
- Outcome metrics.
- Benchmark using CX
core principles
Source: Forrester Research

46. 46
The Temkin Experience Ratings are
based on evaluating three elements
of experience:
- Success: How well do
experiences meet customers’
needs?
- Effort: How easy is it for
customers to do what they
want to do?
- Emotion: How do customers
feel about the experiences?

47. “Tell me and I'll forget; show me and I may
remember; involve me and I'll understand”
Chinese proverb
47

48. Title Page
48
83
Article source: Forrester Research, Craig Menzies, May 2008 “Case Study: How
Credit Suisse Made Customer Experience Matter”
Gets executives to green light
customer experience

49. Case studies and good stories are golden
- Identify a customer need or issue
- Measure the current state
- Propose a solution
- Bring the right people together with the right authority
- Implement the solution
- Measure the results (with a time parameter)
- Document and publish the results
- Use the language of the FD and the business
49

50. - The hard work is making large complex initiatives simple and
manageable (it’s human behaviour!)
- Good stories resonate and reverberate
- Immersion and inclusion is the key to influencing
- Digital mindset helps cut through the complexity
- Remember: do it ‘bird by bird’
Round-up and takeaway thoughts
50

51. Thank You
brilliantnoise.com
@craigmenzies
craig@brilliantnoise.com