Experience Mapping: Insight, Empathy and Business Buy-In
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Notes in context here: goo.gl/eqyeeh How Experience Mapping, and the process you go through to create Experience Maps, can give you customer and business insight; build empathy and gain business buy in. Experience Maps are very much en vogue at the moment, but they are far more than just a pretty artefact: they are an incredibly valuable way of demonstrating an end to end journey from a customer’s perspective. We will look at how you can go about creating an experience map, the information that can be very valuable to show on it, and how it can be used to create effective, cross-channel and devices customer centric products and experience, and ones that drive real business value.
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Experience Mapping: Insight, Empathy and Business Buy-In
- 1. Experience Mapping Empathy, Insight and Business Buy-In Alex Horstmann
- 4. what is experience mapping why do we do it how do I do it how can you use it
- 5. creators
- 8. Sorry - image not available to share
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- 16. overused stock photo of long road to represent… journey maps
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- 20. Overused stock photo of long road to represent… Journey Maps
- 22. why do we do it
- 25. empathy
- 26. channel handoffs
- 27. how do I do it
- 28. Sorry - image not available to share
- 29. high level
- 30. research
- 31. co-
- 33. intermission
- 35. map anatomy
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- 39. stages
- 41. goals
- 43. driving emotions
- 45. core wants
- 47. success factors
- 49. must haves
- 51. key touchpoints
- 53. Sorry - image not available to share
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- 56. Ridiculous use of a “trendy” cat photo, which has absolutely nothing to do with… Quantifyin g
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- 58. Agile
- 59. How can you use it
- 61. Business Value
- 62. Feelings & Emotions Activity Curves Sorry - image not available to share
- 63. Feelings & Emotions Activity Curves Sorry - image not available to share
- 65. a final thought…
- 67. fin
Editor's Notes
- About Alex Horstmann uk.linkedin.com/in/alexhorstmann https://twitter.com/alexhorstmann A creative and commercial customer and user experience leader, with a proven record in driving business value through innovation, customer strategy and experience design. I use my passion, experience and vision to lead teams to deliver fantastic online experiences and drive real business success and growth.
- Worked for lots of brands, mostly client side, but some from the agency side
- Today I want to talk to you about Experience Mapping What is an experience map Why is it useful to use How do you go about creating it (or, more specifically, how I do it!) How can you use it Ok - I’ve got 68 slides and 45mins, so buckle up… let’s go!
- Why am I here talking to you about this? What drives us? What motivates us as professionals? Creating experiences that make peoples’ lives a little better - easier shopping - find information - doing stuff a little quicker As creators, as creatives, we have a passion to do the right thing I believe that experience mapping better enables us to do this. It gives us an insight framework into customer behaviour that allows us to craft exceptional experiences
- What is experience mapping?!?
- It’s about the psychological process that a person goes through throughout a mission - going on holiday (from looking through to getting home) - buying groceries - watching your favourite programme on catch up - bragging on social media What is it? A representation of a person’s psychological process across the end to end journey of a significant event (e.g. annual holiday, buying a car). It starts from the trigger of the journey to the very end point of the experience. What does it tell us? The drivers of customer behaviour. What a person is thinking, doing and feeling; their frustrations; their needs and wants, and the goals that they are trying to achieve. They are all about the WHY people are doing what they are doing How can it be used? To give a truly customer centric view of the service/experience/product that a business provides; but not limited to just the interactions with the service/experience/product – all influencing factors are included. This allows for the identification of pain points and opportunities, and allows solutions to be crafted for these. These solutions enhance a customer’s experience and drives value into a business (via increased sales, customer satisfaction and loyalty and opportunities to reduce waste and cost)
- Here are some examples of experience maps
- Quite a different representation - smiley faces at each step of the journey From: http://www.ux-lady.com/experience-maps-user-journey-and-more-exp-map-layout/
- From: http://www.macadamian.com/resources-ux-design-software-development/the-ux-power-tools-behind-compelling-software-experience-map/
- This one I find slightly baffling! http://www.larsnilsen.com/facebook.html
- From: http://adaptivepath.org/ideas/exploratorium-mapping-the-experience-of-experiments/
- A few recurring elements come through: - feeling - thinking - experience principles From: http://adaptivepath.org/ideas/the-anatomy-of-an-experience-map/
- Experience maps come in many flavours, and to be honest there is no real right or wrong. I would say that it needs to be: - accessible: easy to understand what you are looking at - rich, but not over laden with information - give the person looking at the map an understanding of why people are doing what they are doing
- Journey maps are more practical - they describe the journey at a touchpoint level - they describe more of the what people do and where - less of the why What is it? A representation of the ideal interactions that a person has with a product/service/experience, across the end to end journey. What channel and/or platform they interact with and what they are trying to accomplish during that interaction. It can represent the current, as is, journeys; as well as the ideal, to be, journey. The former is an input into experience mapping (as well as giving a clear steer on where to fix pain points in the current journey), the latter is an actionable artefact. What does it tell us? What a customer is trying to achieve at each interaction, what goal they are trying to fulfil and what a business needs to do to help them to achieve this. It also gives a clear understanding of the transition between channels, and provides insight on what a customer needs to best move seamlessly between channels. How can it be used? Identify and prioritise requirements/projects; identify KPIs for measuring the efficacy of projects across the customer journey. It can show success factors from a customer point of view, and these can be used as (customer centric) KPIs. Most importantly it can be used to ensure that the handoff between channels is being facilitated in a seamless and easy way.
- A journey map.. with the emotions on the top and triggers
- Again, a few different ways of mapping journeys Some of the principles that I stick to: it should should the touchpoint and primary actions It should be at a persona level it should map the end to end journey it should compliment an experience map
- Here is how I believe journey mapping and experience mapping dovetail Research and as is are brought together to create an experience map From that, to be journey maps are created. How do things happen today Where is the pain How do people want it to be What should the journeys look like to give an optimal experience to customers
- We tend to dwell on the negative in our jobs We uncover problems and issues We talk about frustration and pain points We do it for all the right reasons, of course! To make things better Experience maps give us the opportunity to talk about what people need in a more positive way. It allows us to talk more to how we would like people to feel Important for stakeholder engagement Opportunities as well as problems.
- Why do we use experience maps?
- Humans are emotional beings. We live by emotions and we are heavily influenced by emotions. A new sofa, a fridge you’ve always wanted, first toy for a child… all emotive purchases. A holiday to get excited about, a new book that you can’t wait to read… Emotions/Feelings By sharing the human aspect of an experience, by empathising with our customers’ needs, we build trust. By understanding what people want and need we build a rapport, and make it easier to gain engagement with our product or service. By talking overtly about what we want people to feel, what emotions we want to elicit, we can craft experiences that resonate, that are human and honest
- The foundation of what experience mapping tells us is what is driving behaviour. What goal is someone trying to achieve? Why are they doing what they are doing? This is the core, the very base level of insight that is needed: - often one that is never got to - it’s easy to rush to a solution - it’s harder to think about the problem until there are no more questions to be asked 5 Whys: Keeping asking why until you can no longer ask why again!
- Having rich insight will give us a deep understanding of the consumers of our products & experiences. More importantly it will allow us to empathise with them. We are not our customers/users. We, in general, don’t behave like our customers It’s easy to bias how we deliver experiences by our perception of the world. By building a deep empathy with our customers, and their needs and emotions, we can design experiences that are really valuable. We then build a relationship, and a reciprocity, that means we can more effectively sell to and service our customers. Driving satisfaction and business growth. Experience mapping forces us to focus on the customer’s experiences throughout their journey… not just the journey itself. Experience mapping forces bias towards how the customer is feeling and thinking; their emotions and drivers of behaviour. It helps us to build empathy and really get under the skin of customers as human beings. An experience map can be abstracted from segments and services and products, and forces us to think and feel as a customer would when they engage with us. Journey mapping, alone, is too functional an approach; and focuses us too much on touchpoints and channels. Journey mapping can become complex when lenses such as segments, products and services are applied. This abstraction from the experience can cloud how we should craft and shape our interactions with customers.
- Journey mapping, especially, can be invaluable in ensuring smooth channel handoffs When people move between channels, there can be a lot of frustration - not easily being able to continue from where you left off It also allows us to really deliver experience that transcend channels
- How do I do it?
- If this is the end result, how do we get there?
- I want to very quickly talk through the process I go through to create experience maps… and then go through the elements on the map in more detail
- Start with research - everything should be grounded in actual customer insight I like to have insight from multiple sources - depth interviews - contextual enquiry (call centre listening, front line staff interviews) - longitudinal study (diary study) - usability sessions (a good way of uncovering insight beyond the task) - group sessions - web analytics - CSAT measures - surveys
- CO-create the maps with groups of customer facing people - people who can actually represent the customer and the insight
- There is also great value in going through a map creation exercise with stakeholders - differences in what customers feel and what business people believe customers think
- OK - let’s take a quick break and reset our brains with a little quiz… Count the number of Mobys you see in the following video clip! Ready? Let’s go!
- So, how many Moby’s? 15 ok - back to experience mapping
- There are many, many flavours of experience maps - there is no right or wrong way, per se - as long as you are representing the process and drivers of behaviour I’m going to take you through the elements that I use in the experience maps that I create
- I am going to use this map template, and go through each area in more detail
- These are the key things, from a customer perspective, that we are trying to achieve. These are the things that They are also a way of measuring the efficacy of our experiences. They are customer centric and biased in emotions and feelings
- Trust - this is an outcome driven by a number of the above. I’ve seen a huge degree of overlap from industry to industry, which is not surprising as people have the same basic needs
- These are the distinct phases of the journey. Creating these needs to be iterative, and you will find that you flex a bit.. But my advise is where there is a distinct goal or super need, then there is a stage.
- These are the distinct stages in an experience that a customer goes through
- Goals represent the outcome that the person is trying to achieve for the particular stage of a journey
- Often referred to as SUPER NEEDS, this is what all other wants, actions and thoughts are driving towards
- what emotional state does a person ideally want to be in
- Again, we want to document the positive here, as it is how a person wants to feel
- Wants versus Needs Drill bit Needs can ofter bias a solution - Faster Horse - 5 Whys FOCUS ON CORE WANTS, NOT CHANNELS Customers have needs that transcend channels and organisational design, and we must allow them to easily carry out the activities needed to achieve those needs, and to achieve their goals, in whatever channel and in whatever order they want. This allows a business to operate its channels in concert, and not in competition. Doing this will enable businesses to better deliver a joined up (or seamless!) experience across channels, time, products etc. It will also enable a business to better react to shifting customer behaviour, like a shift towards online interaction.
- You see how these core wants can lead to features, solutions and outcomes In this example we have tagged the core want by 1 or 2 guiding principles
- Here we document what success looks like Most experience maps just talk about customer success, and they are extremely customer centric things. But, I like to put Business success in here too. This allows us to spot where there is a clash between business and customer outcomes, and allows us to tackle those It also lends more credibility to the artefact, showing that we are thinking of business value too
- Bare minimum that is needed to meet customers needs MVP
- Here we being to talk more to features and functionality… but it is still needs based and not a solution.
- You can also overlay touchpoint Here we talk about where this stage of the journey happens with the product/service. Especially important to articulate where things happen in multiple channels, and makes us begin to think about touchpoint transition.
- For multi-channel environments it is not unusual to see a lot of overlap
- And here is the full thing
- And with Principles and information sources
- And a lower level map, with touchpoints
- If you can, it is really great to bring some from of quantitive measure to the map On the map I’ve been using as an example there are a couple of quantified areas
- These areas were quantified by a large scale survey. The i refers to impact on satisfaction, and is a relative scale of the impact of the stage and the must have on overall satisfaction It gives us an idea of where the most important stages of the journey are It gives us an indication of the most important Must Haves
- I want to talk a little about how this works with Agile… I’ve seen looks of horror when I talk about this in agile practitioners This does not need to take a long, long time… but it needs to be based on solid insight If you have the research, the map creation process can be quite speedy (a couple of weeks, depending on complexity) But, I maintain that this degree of insight and understanding means that you have a solid base on which be create features and solutions.
- So, how can you use it?
- The insight we get from this process and the understand we get about customers and their behaviour not only can we fix problems, and problems well solved are memorable! but if lets us meet needs and help customers to achieve their goals. It allows us to uncover opportunities to deliver wonderful experiences
- The maps are also a great way of showing where we can add business value. This doesn’t need to be dirty! Most of us work in a commercially driven environment, and we can marry doing the right thing for the customer with helping the business to realise more revenue. When you help people to achieve their goals, you can engage better with them. You can use the maps to spot opportunities in the journey were there is no-one meeting customer needs
- I want to talk a briefly about another artefact that you can create. I’ve called it an activity curve, but it could also be called an Investment Curve Looking at the stages where are customers expending a lot of activity, where is the product/service helping with that. Looking at the market, where is there an opportunity to own that space, or to differentiate Where are the key decision points, and where are there gaps in the organisations understanding of what is happening
- Another example
- Surprise and Delight If I had £1 for overtime I heard about the imperative to surprise and delight customers, I’d could easily buy that iPhone 6S that is a core want of mine! Surprise and Delight is great. Creating moments of joy should be something that we all aspire to. BUT! You do not have permission to do this until you have got the basics right. Servicing the fundamentals of the experience should be your first priority Then, and only then, do you have permission from people to do surprise and delight. There is no point in throwing some sweets into your product’s parcel, if the delivery arrives late and damaged!
- https://www.youtube.com/watch?v=UvEiSa6_EPA He’s right, of course! Experience mapping, and understanding the drivers of behaviour is a way that we can effect this change. It gives us the insight and the evidence and the empathy to uncover what needs to be done and it gives us a way of convincing everyone else of it too! Experience mapping can be the tool that we use to challenge, to change and to create something special.