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FF- SCM CX Journey Mapping Cognizant VC Summit
This document summarizes a workshop on customer journey mapping with Cognizant. The workshop covers introducing customer journey mapping, examining a sample customer journey, identifying emotions and key moments, finding business issues, and creating an innovation statement to address issues. The workshop also provides opportunities to win a design session or meet experts for a consultation on designing customer experiences.
FF- SCM CX Journey Mapping Cognizant VC Summit
- 1. Oracle . CXStrategy & Design Workshop . DesigningCX.com Think Tank Fast & Furious: Mapping the Customer Journey through Supply Chain in 30 minutes Tuesday 10th March 2015 Jazz Badeshia | Head of Supply Chain & EBS UK | Cognizant Vikram Singla |Supply Chain Applications Leader UK | Oracle
- 2. Oracle . CXStrategy & Design Workshop . DesigningCX.com Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes) 2 Volunteers needed!
- 3. AD 1514 500 yearsago AD 1764 250 years ago AD 1989 25 years ago
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- 5. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes)
- 6. Oracle . CXStrategy & Design Workshop . DesigningCX.com …visual illustration of customers’ processes, needs, & perceptions throughout their interaction and relationship with an organization Customer Experience Journey Mapping is…
- 7. Oracle . CXStrategy & Design Workshop . DesigningCX.com experiences influence resultsattitudes drive behavioursdeliver
- 8. Oracle . CXStrategy & Design Workshop . DesigningCX.com Supply Chain and Customer Ex·pe·ri·ence Moving supply chain from a cost to a competitive asset, focussing on the customer & delivering new experiences for the customer through innovation. http://en.wikipedia.org/wiki/Customer_experience
- 9. Oracle . CXStrategy & Design Workshop . DesigningCX.com Connect With Me - At The Moments That Matter Throughout My Journey BUY OWNCOMMIT CONSUME Me Here Now
- 10. Oracle . CXStrategy & Design Workshop . DesigningCX.com Fundamentals of a new approach
- 11. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes) Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes)
- 12. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel • Strategic Business Objectives • 40% YoY GROWTH TARGET • Brand Attributes • CONVENIENT • COST EFFECTIVE • RELIABLE • FAST DISPATCH
- 13. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel
- 14. Oracle . CXStrategy & Design Workshop . DesigningCX.com { Part 3 } Seeking a working laptop { Part 1 } Buying the laptop for son Zach’s birthday { Part 2 } Getting the laptop delivered by Zach’s birthday
- 15. Oracle . CXStrategy & Design Workshop . DesigningCX.com { Part 1 } Buying the laptop for son Zach’s birthday
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- 27. Create Initial Map Persona, BrandAttributes , Key Trends Behavior Line On Stage Experience Attitude & Emotions Back Stage Support Evaluate Evaluate Attitudes Explore Brainstorm Design New Experience Prioritize Focus “Moment that Matters” Readout “We focused here, because….” Clarify Needs & Drivers Examine Capabilities (Roles & Processes) Brainstorm Innovation Build CX Hypothesis Build CX Design Canvas Reality Check Determine Impact Desired Transformation INCREASE REFERAL RATE Redesign Experience CX - Supply Chain Journey Mapping Process Oracle . CX Strategy & Design Workshop . DesigningCX.com
- 28. Oracle . CXStrategy & Design Workshop . DesigningCX.com SALES AGENT LAPTOP WORLD’s PLANNING SYSTEM On Stage People & Things
- 29. Oracle . CXStrategy & Design Workshop . DesigningCX.com Gadget Plc’s Inventory Planner LOGISTICS SYSTEM Off Stage People & Things
- 30. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes) Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes)
- 31. Oracle . CXStrategy & Design Workshop . DesigningCX.com Map Jen’s Emotions & Attitudes 2 minutes End
- 32. Oracle . CXStrategy & Design Workshop . DesigningCX.com Rate the negative emotions 1:000:590:580:570:560:550:540:530:520:510:500:490:480:470:460:450:440:430:420:410:400:390:380:370:360:350:340:330:320:310:300:290:280:270:260:250:240:230:220:210:200:190:180:170:160:150:140:130:120:110:100:090:080:070:060:050:040:030:020:01End1:00
- 33. Oracle . CXStrategy & Design Workshop . DesigningCX.com Place KPIs on the journey 1 minute
- 34. Oracle . CXStrategy & Design Workshop . DesigningCX.com Find the Moment that Matters – 1 minute End
- 35. Oracle . CXStrategy & Design Workshop . DesigningCX.com Emotions and Needs What is Jane trying to do? (need) Why is she doing that? (emotion) End123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960
- 36. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes) Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes)
- 37. Oracle . CXStrategy & Design Workshop . DesigningCX.com Business Issue Who or what is the key player or thing? 2 minutes End What is going wrong?
- 38. Oracle . CXStrategy & Design Workshop . DesigningCX.com Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes) Introduction to CXJM (6 minutes) Today’s sample customer journey (7 minutes) Emotions and Moments that Matter (8 minutes) Finding the Business Issue (2 minutes) Creating the innovation statement (7 minutes) @jkembel
- 39. Oracle . CXStrategy & Design Workshop . DesigningCX.com 2:001:591:581:571:561:551:541:531:521:511:501:491:481:471:461:451:441:431:421:411:401:391:381:371:361:351:341:331:321:311:301:291:281:271:261:251:241:231:221:211:201:191:181:171:161:151:141:131:121:111:101:091:081:071:061:051:041:031:021:011:000:590:580:570:560:550:540:530:520:510:500:490:480:470:460:450:440:430:420:410:400:390:380:370:360:350:340:330:320:310:300:290:280:270:260:250:240:230:220:210:200:190:180:170:160:150:140:130:120:110:100:090:080:070:060:050:040:030:020:01End2:00 Select the Innovation BETTER PROMOTION PLANNING SEND REPLACEMENT LAPTOP IMMEDIATELY DIRECT BIRTHDAY PACKAGES
- 40. Oracle . CXStrategy & Design Workshop . DesigningCX.com Canvas Creation End123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960Design New Experiences Brainstorm Innovation Consider Brand Attributes Select Innovation New Attitude & Behavior CX Hypothesis
- 41. Oracle . CXStrategy & Design Workshop . DesigningCX.com WE BELIEVE { a new experience } WILL SOLVE {customer need & business issue / opportunity } ENABLED BY {full solution: people + processes + technology} RESULTING IN {new attitude/ behavior / result } That <our innovation> <the change we propose> <Jane’s needs> <Jane’s perception>, producing <X% benefit> Reliable Quality and Delivery Offer TIGHTER ORDER MGMT
- 42. Oracle . CXStrategy & Design Workshop . DesigningCX.com 1:000:590:580:570:560:550:540:530:520:510:500:490:480:470:460:450:440:430:420:410:400:390:380:370:360:350:340:330:320:310:300:290:280:270:260:250:240:230:220:210:200:190:180:170:160:150:140:130:120:110:100:090:080:070:060:050:040:030:020:01End1:00 WE BELIEVE {description of the new experience } WILL SOLVE {customer needs & organization’s issue/opportunity } ENABLED BY { full solution: people + processes + technology } RESULTING IN {new attitude/ behavior / result } That a digital birthday package Jane believing that we are a company that our promise is reliable, resulting in Jane buying from us again, producing higher retention by 10 basis points = $1.45 M incremental revenue Jane’s need for functioning and cool product in timely manner Better sales & operations planning and robust product design Reliable Quality and Delivery Offer TIGHTER ORDER MGMT
- 43. Oracle . CXStrategy & Design Workshop . DesigningCX.com @jkembel
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- 45. Oracle . CXStrategy & Design Workshop . DesigningCX.com DESIGNINGCX.COM
- 46. Oracle . CXStrategy & Design Workshop . DesigningCX.com WORKSHOP: Customer Journey Mapping with Cognizant Tuesday 16th June 2015 | 9:30 – 12:30pm | Paddington Continue Your Journey... STAND DRAW: WIN a Complimentary Design Session Stand #5 – drop your business card to win a complimentary 3 hour session for your organisation CONSULTATION: Meet the Experts Stand #5 – meet the experts at the Cognizant Stand for a 30 minute consultation on designing your own customer experience
- 47. Oracle . CXStrategy & Design Workshop . DesigningCX.com Harreet Khara Head of Marketing | Enterprise Application Services UKI Harreet.khara@cognizant.com +44 7824 417 098 Contact us Jazz Badeshia Head of Supply Chain & Oracle EBS | Enterprise Application Services UKI Jasbir.badeshia@cognizant.com +44 7747 487 379
Editor's Notes
- #2 NO PRODUCTS!!!
- #4 Hassan 3 revolutions Centre of gravity shifting (Copernicus – industrial revolution – information age) Industrial revolution still conditioning operating models (James Hargreaves – spinning Jenny) – society / employees orbiting the ‘sun’ of production / distribution De-stabilizing (we built our companies to ORBIT and to OPERATE in a different market) Inside-out versus Outside-in – dictating the means of productions and distribution Corporations as dying planets - average lifetime of a dog Early days... But we are looking at a universe... Centre of gravity who cannot stand still...
- #7 Outside in view
- #8 I like to look beyond the abstract – into real things. How can we change results? You change your prospects and customer’s behaviours The only way to change behaviour is to change peoples attitudes towards you. And the best way to do that, is to change their experience. Eg Go back 10-15 yrs Apple was... What’s changed??? Apple changed your attitude… They changed your attitude by the ownership experience & therefore your behaviour. If you exceed what your consumers think your brand stands for – you change their attitude, therefore their behaviour. It’s not about how good your products are, its about how you deal with it when it goes wrong.
- #9 Traditionally, companies have used value stream mapping to drive supply chain improvements. That is typically inside-out approach i.e. looking at current processes and taking out non-value added activities. The issue is that this does not result in major break-through. As per our discussion on importance of customer and direct linkage to supply chains, the idea with journey mapping is outside-in approach i.e. Look at the journey of a customer with my brand and see what really matters and then drive innovations. As whole host of studies, including Gartner, claim importance of supply chains improving, it becomes important for supply chain professionals to create awareness that any customer centricity needs effective and efficient supply chain.
- #11 Explain the analogy… Whats this called? What does a child do as soon as you give them a normal bike to ride…they look at pedals and crash! Take the pedals off the they learn the fundamentals of riding a bike quicker. Orgs can spend a lot or time & money to do very sophisticated Journey Mapping…what we will do is ‘take the pedals off’ & do the fundamentals of Journey Mapping to very quickly get the ‘moments that matter’ We are going to teach you a simple technique to “take the brakes off” ================================================= These new trends (and shifts) require a new approach to business. Start from the customer’s perspective, understand what’s meaningful and valuable to them, and then to organize everything from there – work outside-in. It’s not easy for organizations to transform and become customer-centered. Need a simple way to learn the fundamentals of this new way of working and doing business. Journey mapping is one of the most powerful and deceptively simple (and approachable) tools for unlocking CX innovation at your organization. Journey mapping is kind of like the strider bike of customer-centered action strategies.
- #12 A CXJM activity helps you focus. In this scenario we will help our CEO spend money. We will identify where best to invest euros for the maximum impact in CX. Imagine you all work for a company, called Gadget Plc, a high tech company. Your CEO is waiting for the results of this exercise in order to know where to invest.
- #15 “Who remembers where you start with mapping?” Correct….be specific about your persona
- #16 “Who remembers where you start with mapping?” Correct….be specific about your persona
- #17 Receives call from best friend from college who she hasn’t seen in ages Will you be my bridesmaid?
- #18 Since Jen is the fashion pro, she’s asked to help find bridesmaid’s dresses Finds a great red outfit
- #19 Invitation arrives, getting excited Realizes the wedding isn’t in the city, but out in the countryside Needs to find transportation for the day.
- #20 Starts web research for car rental, lands at one of the big agencies Realizes cars are expensive! And not as cool as she’d like. She wants to arrive in style, first time seeing some friends in a while. They’re also all out at the airport, which is not convenient for picking up
- #21 Goes back to web and does more searching Sees ads for ZoomGo Car Sharing. “I’ve heard of car sharing before somewhere. Maybe at a festival. I’ll check it out”
- #22 Visits the ZoomGo sit, and clicks into the “Is ZoomGo For Me” page Sounds like a great fit “I want to save money” – Yup that’s me. “I need a car sometimes” – Check. “I want to do my part to take care of the planet.” Definitely me
- #23 Thinking this is a fitting solution, looks at what kinds of cars they have And where the cars are located. Cool – they have sporty cars. And they are located all around my neighborhood. So I won’t have to walk far to pick it up.
- #24 Creates a free account Downloads their iPhone app. Much of the service is used through the location based services and mobile access
- #25 Reviews the available cars and prices. Looks great. Finds a sporty, electric car. And it’s red which is perfect because…….it matched her dress!!
- #26 Uses the location based services in the app to find the one located nearest to here apartment. Reserves the car for the big day. Job done- transport to the wedding taken care of
- #27 Volunteers!!!!!!
- #28 This is the shape of what we are going to do
- #32 Don’t just write one word, “tweet it”!!!
- #35 Back in the room – summarise. This is the serious bit!!! Where is the point that realy matters – look for stickers, look for KPIs. GO!
- #37 This is about drilling into what is preventing a good experience. What or who. Systems, people, process.
- #41 Notes Conclusions: 1 2 3
- #42 Volunteers – could you arrange your stickers to look like this
- #45 This is normally a 3 hour session. So we would then go on to create the ROI, and identify next steps. These workshops are fast and furious, just like what we have seen today.
- #46 Hassan 3 revolutions Centre of gravity shifting (Copernicus – industrial revolution – information age) Industrial revolution still conditioning operating models (James Hargreaves – spinning Jenny) – society / employees orbiting the ‘sun’ of production / distribution De-stabilizing (we built our companies to ORBIT and to OPERATE in a different market) Inside-out versus Outside-in – dictating the means of productions and distribution Corporations as dying planets - average lifetime of a dog Early days... But we are looking at a universe... Centre of gravity who cannot stand still...