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Frequently asked questions about customer journey mapping

The document provides an overview of customer journey mapping, detailing its importance in aligning an organization with customer needs to enhance experiences. It outlines the purposes, processes, and technology used in journey mapping, addressing common business challenges and best practices. Key points include the significance of stakeholder involvement, continuous improvement, and the necessity of adapting maps to reflect changes and insights gained.

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FAQs  about  Experience   Mapping:   A  suitecx  briefing   July  2014  
©2014  suitecx  –  ConfidenBal   IntroducBon   • Over  the  years  we  have  been  asked  a  lot  of  quesBons  around  experience  and  journey   mapping.    Some  of  them  address  what  are  the  triggers  and  reasons  for  mapping,  others   speak  to  how  do  we  plan  for  it  and  what  do  we  expect  to  see.   • This  document  answers  a  number  of  quesBons  about:   • What • Why • Who • How • It  presents  some  Case  Studies  and  Tricks  of  the  Trade  as  well   • We  hope  this  clarifies  some  things  for  you  and  adds  to  the  conversaBon     2  
©2014  suitecx  –  ConfidenBal   What  Is  Customer  Journey  Mapping?   • The  visual  representaBon  of  the  alignment  of  the  organizaBon  to  the  customer  needs  to   create  relevant,  engaging  and  rewarding  experiences  that  connect  the  brand  with  the   customer.     • And  it  is  representaBve  of:   • Where  the  customer  touches  the  brand • Where  the  brand  touches  the  customer • Where  they  interact  with  each  other • The  mul7ple  interac7on  points  of  a  customers’  engagement  with  the  brand • Why  the  customer  is  seeking  contact  with  the  brand • The  customer  expecta7ons  of  their  experience  with  the  brands  
©2014  suitecx  –  ConfidenBal   COLLABORATIVE  AND  ‘SOCIAL’   •  Shared  tool  in  ‘3D’  so  you  can   visualize  behavior  and  processes   •  Can  be  reused  strategy  to  execuFon   •  SaaS  model  provides  easy,  cost   effecFve  access  across  mulFple  users    DYNAMIC  VS.  STATIC   •  Enables  conFnuous  adaptaFons  over  Fme   to  drive  strategy,  planning  and  tacFcs.     •  Provides  a  live  “Dashboard’  that  can   reflect  trends  and  progress   •  Highly  configurable     INFORMATION  CONSOLIDATION   •  Performance  and  operaFonal   data  in  once  place   •  Presents  raFonal  and  emoFonal   informaFon   •  Data  &  arFfacts  can  be  aUached   VISUALIZE  AND  MANAGE  THE  PATH  TO  PURCHASE  AND  EXPERIENCE   •  Creates  a  visualizaFon  of  your  touchpoints  and  relevant   informaFon   •  Shows  where  and  when  customers  experience  saFsfacFon/ pain  points   •  Filters  can  easily  present  different  views     What  do  tools/technology  brings  to  the  table  ?  
©2014  suitecx  –  ConfidenBal   What  business  problems  are  you  typically  trying  to  solve  with  journey  mapping?     5   Decline  of  revenue     due  to  known   causes  such  as   -­‐fewer  sales -­‐less  volume -­‐  churn -­‐poor  reten7on   -­‐  compe77ve   inroads etc. Unknown  revenue   declines Economic   challenges  such  as   recession  or   disrup7ve  service   models Know  they  are   having  experience   issues  but  don’t   know  how  to   address  them: -­‐  NPS  declines -­‐  CSAT  declines -­‐  Complaint   increases C-­‐Level  challenges   to  Sales/Marke7ng   or  Service  requests   for  funds  where   there  is  no  clear   business  case/value.
©2014  suitecx  –  ConfidenBal   The  big  issue….     27%  OF  LOST  CUSTOMERS  ARE  LOST  FOREVER     Sources:  Oracle:  Global  Insights  on  Succeeding  in  the  Customer  experience  era  Feb  2013                                                    CISA  Magazine
©2014  suitecx  –  ConfidenBal   Fully  understand  exis7ng  customer  behavior  across  the  en7re  experience  &   lifecycle Evolve  and  deepen  the  science  of  customer  insight    and  their  needs   through  disciplined  data  management  and  analy7cs  to  drive  loyalty  and   differen7ated  products  and  services Develop  360o  customer  view  to  generate  ac7onable  insights  and  tac7cs   and  treat  customers  differently Drive  increased  sustainable  strategic  opportuni7es  to  enhance  customer   advocacy  &  op7mize  ROI Forward  thinking  companies  journey/experience  maps  to:   7   What  business  problems  are  you  typically  trying  to  solve  with  journey  mapping?  
©2014  suitecx  –  ConfidenBal   What  kind  of  process  do  you  use  when  journey  mapping?  Describe  the  steps  you  take?     •  Growing  our  base  of   affluent  customers  by   con7nuing  to  engage  their   interest  and  sa7sfy  their   needs. •  Be  the  US’s  preferred  and   most  respected  loyalty   brand  as  recognized  by  its   members •  To  build  a  winning  network   of  customer  and  supplier   rela7onships •  To  generate  strong  and   sustainable  cash  flow   growth •  Be  recognized  as  a  leader   and  posi7ve  force  in  the   community Best  Prac7ces SWOT  Analysis Compe77ve  Landscape Organiza7on Process Informa7on Technology Impact  on  Revenue Ease  of  Implementa7on Customer  Sa7sfac7on Time  to  Implement Cost  to  Achieve Vision Assessment Ini7a7ve Priori7za7on Roadmap Mapping  is  o`en  part  of  a  larger  planning  process
©2014  suitecx  –  ConfidenBal   •  Set  the  map’s   scope  and   scale   •  Create   interview   material,  and   idenFfy   interviewees   Scope • Schedule  and   execute  interviews   • Gather  and  review   documentaBon   Gather   Data   • Plot  customer   interacBons  on   map   • Refine  and   validate   informaBon   flows   • Overlay   metrics,   customer  data   &  collateral      Map   • Refine  and   validate   IdenFfy,   analyze  and   prioriFze   opportuniFes   Ideate   • IdenFfy  deep   drill  needs   • Conduct   deep  drills,   analyze   results   Deep   Drills   • Analyze  Map   • Develop   recommendaBons  and   compile  roadmap  for   change   Strategize   What  kind  of  process  do  you  use  when  journey  mapping?  Describe  the  steps  you  take?   9 Our  experience  mapping  methodology
©2014  suitecx  –  ConfidenBal   What  kind  of  process  do  you  use  when  journey  mapping?  Describe  the  steps  you  take?   Customer Experience Improvement Strategy Organizational Change Map     Design  framework   Plot  customer  interacBons  on  map;   refine  &  validate   Overlay  metrics,  customer  data  &   collateral       10-20 Days* 25-30 Days* Typical  approach  for  most  customer  journey  mapping Part 1 Current state Part 2 Experience Mapping Part 3 Recommendations *  Typical  work  effort  will  vary  based  on  scope  with  lag  7me  for  rounds  of  review Plan • Set  the  Scope • Understand  the   objecBves   • Ensure  resources   Gather • Interview   • Capture  data,  arBfacts,   documents   • Ethnographic  research   • SegmentaBon   Map • Design  framework   • Plot  customer   interacBons  on  map;   refine  &  validate   • Overlay  metrics,   customer  data  &   collateral   Outputs   • IdeaBon   • Deep  Drills   • PrioriBzaBon     • ValidaBon   Roadmap   • Bucket  prioriBzed  into   IniBaBves   • RecommendaBons   Roadmap   10  
©2014  suitecx  –  ConfidenBal   What  makes  companies  decide  to  start  using  journey  mapping?  What  are  the  triggers?   • Marketers  need  to  deal  with  broader  issues:   • Shortened  consumer  acen7on  spans   • Demand  for  transparency • Ubiquitous  connec7vity  and  access • Tradi7onal  channel  fa7gue • Consumers  view  the  enBrety  of  the  experience  across  all   touchpoints  as  one  connected  experience   Experiences Brick  and  Mortar Website Member  Service Social Product  Demos Online  Reviews Media Targeted  Messages POP  Displays Samples Events Guerrilla  Tac7cs WOM Sponsorships Delivering  great  experiences  requires  empathy   –  seeing  what  the  customers  see,  feeling  what   the  customer  feels.   But  delivering  great  experiences  also  requires   deep  self-­‐awareness.  Awareness  of  who  you  are   as  an  organiza7on,  of  your  purpose,  values,   strengths  and  weaknesses.  
©2014  suitecx  –  ConfidenBal   What  makes  companies  decide  to  start  using  journey  mapping?  What  are  the  triggers?   12 The  value  a  customer  represents  in   order  to  idenFfy:   •  Who  to  invest/divest  in   •  What  needs  they  have  that  the   organizaBon  can  meet/address   •  How  the  organizaBon  can  meet   these  needs  through  interacBons   •  Where  changes  need  to  occur  in   the  organizaBon  to  deliver  upon   the  strategy   One  of  the  triggers  is  helping  to  develop  a  customer  strategy  to   help  them  make  choices  about  op7mizing  the  alloca7on  of   resources  to  get,  keep  and  grow  customers In  order  to  do  this,  an   enterprise  needs  to   understand:
©2014  suitecx  –  ConfidenBal   Do  you  define  the  purpose  of  journey  mapping  efforts?     Business Impact Strategy Drives Tactics Marketing and Technology are Fully Leveraged §  Know where the business is headed and why §  Results are measured and rationalized against strategic goals §  Can make adjustments as necessary based on desired future outcomes §  Infrastructure supports business needs §  ROI is known and improved §  CRM solutions are leveraged §  Activities are coordinated within the strategic framework §  Time to market is reduced §  Business results are measurably improved §  Today’s activities inform and support tomorrow’s plans and activities §  Ability to leverage learning's more broadly §  Know what we still need to learn…and how we will learn §  Can make decisions based on known facts and planned hypotheses §  ROI is known and improved in the short term and the long term Short Term and Long Term Goals are Synchronized Yes  -­‐  A  Clearly  Defined  Vision  Drives  Rela7onship  Op7miza7on  
©2014  suitecx  –  ConfidenBal   Do  you  define  the  purpose  journey  mapping  efforts?     Learning & Change Management Business Strategy Member Experience Strategy and Design Process Redesign Member Value Creation & Loyalty Performance Impact & ROI Metrics Technology & Enablement Organizational Alignment Relationship Optimization Framework Rela7onship  Op7miza7on  Includes  Member  Experience  Design
©2014  suitecx  –  ConfidenBal   Some  DefiniBons   • Experiences:  The  sum  of  what  the  customer  takes  away  from  the  interacBons   they've  had  with  you.  A  memorable  event  –  with  a  beginning,  middle,  and  end.     • Customers  always  have  an  experience  (good,  bad,  or  indifferent)   • InteracFons:  The  acBviBes  in  which  customers  engage.  Any  business  supports   dozens,  if  not  hundreds  of  interacBons.       • Engagement  Points  –  can  be  inbound/outbound/interacBve  –  human  or   automated   • An  experience  point  is  where  emo7ons,  process,  systems,  data  all  intersect  -­‐  o`en  the  ‘fault  line   ‘between  the  company  and  the  customer
©2014  suitecx  –  ConfidenBal   How  do  you  prepare  and  plan  for  journey  mapping?     Ensure  you  have  enough  of  the  right  resources Iden7fy  the  data  sources Set  the  scope Understand  the  objec7ves We  help  at  every  juncture  of  the  process: Planning  and  Pre-­‐work
©2014  suitecx  –  ConfidenBal   How  do  you  prepare  and  plan  for  journey  mapping?     Do  we  agree  on   approach  and   outcome? Do  we  agree  on   scope  and  scale? As  is?    To  be? Have  we  iden7fied   all  key  stakeholders Who  should  own   and  drive  this   project? Do  we  need  outside   help? How  do  we  best   highlight  results? What  are  the   interdependencies? Project  sequencing? What  is  the  risk  of   not  doing  this   project? Are  there  any   7ming  or  resource   issues? Who  will  own     con7nuous   improvement? ? Ques7ons  we  ask  the  team  before  star7ng
©2014  suitecx  –  ConfidenBal   How  do  you  map  the  journey  itself?     Complete  data  gathering   Conduct  interviews  with  employees,  mgt  and  customers Capture  insight  from  all  touch-­‐points  (ethnography,  research  &  social  media) Finalize  interview  list  &  data  gathering  targets We  help  at  every  juncture  of  the  process: Data  Gathering
©2014  suitecx  –  ConfidenBal   How  do  you  map  the  journey  itself?     Overlay  other  relevant  informa7on  based  on  business  objec7ves Refine  map  &  iden7fy  poten7al  problem  areas Dra`  ini7al  map  and  add  in  informa7on Set  map  parameters  based  on  customer  path  to  purchase We  help  at  every  juncture  of  the  process: Crea7ng  the  Maps
©2014  suitecx  –  ConfidenBal   How  do  you  map  the  journey  itself?     Validate  the  customer  story  by  showing  the  journey.  Discuss  in  breakout  sessions  with  different   internal  teams Review  recommenda7ons  and  focus  on  largest  pain  points.  Priori7ze  list  and  iden7fy  future  state. Compare  employees  versus  customers.  Discuss  pain  points  and  moments  of  truth.   Review  map  with  team  for  opportuni7es  and  threats.  Look  for  gaps  &  unusual  results.   We  help  at  every  juncture  of  the  process:   Outputs  and  Valida7on
©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?     21   The  tool  set  helps  to  organizes  findings  and  recommenda7ons
©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?     We  put  it  into  a  format  that  supports  priori7za7on
©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?     23   The  priori7za7on  process  cumulates  in  a  Roadmap
©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?   Project  DescripBon   DescripBon  of  the  iniBaBve   Dependencies   Prerequisite Resources   •  Resource  name  1   •  Resource  name  2   •  Resource  name  3   Benefits   1.  Step  1   2.  Step  2   3.  Step  3   4.  Step  4   5.  Step  5   Key  ImplementaBon  Steps   Impact/Feasibility   }  Based  on   PrioriBzaBon     Expected   DuraBon   }  From  Roadmap   Expected  Costs   }  EsBmate   24   Each  Roadmap  ini7a7ve  has  a  suppor7ng  charter
©2014  suitecx  –  ConfidenBal   ¨  DocumentaBon  of  each  interacBon  point   ¤  Wide  variety  of  emo7onal/ra7onal  data  points ¤  Holis7c  view  of  the  company,  employee  &  customer   experience   ¤  Flow  across  the  path  to  purchase ¨  Clear  presentaBon  of  what's  working  –  what's  not   –  why  not   ¤  Data  driven  specifics ¤  Gaps  and  opportuni7es  between  each ¤  Barriers  to  conversion ¤  Revenue  Accelera7on ¨  Strategic  insights   ¨  AcBonable  tacBcs   ¨  CollaboraBve  planning  vehicle   ¨  Engagement  of  key  stakeholders  across   divisions  and  business  units   ¨  Improved  adsorpBon  of  informaBon   ¨  Forum  for  breaking  down  silos   ¤  Realiza7on  that  customers  view  and  experience   the  whole  brand  and  not  divisions  or  business   units ¤  As  such,  need  for  greater  collabora7on  and   coordina7on  where  customers  are  cumng  across   different  parts  of  the  organiza7on ¨  RaBonalizaBon  of  company,  employee  and   customer  needs   ¨  EmoBonal  buy  in  through  visual  storytelling   How  do  you  embed  journey  mapping  within  the  organizaBon?     INTANGIBLETANGIBLE Once  companies  understand  the  renewable  benefits  of  mapping  they  make  it  a  part   of  con7nuous  improvements  programs
©2014  suitecx  –  ConfidenBal   How  do  you  track  the  progress  they  are  making  as  a  result  of  the  journey  mapping   26   Each  map  has  mul7ple  levels  of  sta7s7cs  and  metrics  that  can  be  saved  and  compared
©2014  suitecx  –  ConfidenBal   Do  you  update  their  journey  maps  regularly  to  reflect  progress,  changing  needs?   27   Yes,  they  clone  them  and  then  update  them  to  reflect  changes/improvements/innova7onal Mul7-­‐media  roll  up Story  roll  up
©2014  suitecx  –  ConfidenBal   Do  you  update  their  journey  maps  regularly  to  reflect  progress,  changing  needs?   28   Yes,  they  annotate  them  and  then  update  them  to  reflect  changes/improvements/innova7on
©2014  suitecx  –  ConfidenBal   What  stakeholders  are  involved  in  journey  mapping?     • We  have  found  that  the  broader  the  cast  for  a  project  that  is  transformaBonal,  the  more   likely  it  is  to  succeed.   • In  the  same  vein,  for  change  management  and  key  insights,  we    like  to  have  stakeholders  at   each  level  inBmately  involved  in  the  project.    TransformaBon  is  difficult,  if  not  impossible   without  clear,  vocal  leadership  support.   • Our  typical  project  has  the  following  roles/responsibiliBes   • Governance  Team/Key  Leadership • Key  Stakeholders • Day  to  Day  Working  Team  with  representa7ves  from  Sales,  Marke7ng,  HR,  IT,  Opera7ons,   Service  as  well  as  Voice  of  the  Customer  (surveys  or  directly) • Ad  Hoc  SME’s  and  3rd  Party  Providers Note:  A  benefit  of  the  toolset  allows  for  people  to  annotate,  comment  and  par7cipate  even  if   they  are  not  able  to  be  involved  day  to  day  or  are  remote. 29  
©2014  suitecx  –  ConfidenBal   How  effecBve  a  tool  has  journey  mapping  been  in  the  work  you  do  with  clients?     • Journey  mapping  and  the  resulBng  Roadmaps  that  result  from  them  have  been   instrumental  in  many  ways:   • Increasing  revenue  directly  by  elimina7ng  barriers  to  purchase  or  repurchase • Shortening  path  to  purchase • Correc7ng  ineffec7ve  or  nega7ve  touches • Visualizing  complex  data  from  mul7ple  sources • Iden7fying  barriers  to  reten7on • Enhancing  engagement  and  advocacy • Enabling  a  company’s  ability  to  hear  and  act  upon  the  voice  of  your  company,  customer  and   employees   • Create  targeted,  personas  driven  contact  strategies  and  plans • Develop  evidence  based  business  cases  and  plans 30  
©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     • No,  we  find  that  each  client  has  a  disBnct  need  for  visualizaBon  and  though  many  like   ‘storytelling’,  even  those  views  can  be  quite  varied.      Some  examples  follow  over  the  next   five  slides.   31  
©2014  suitecx  –  ConfidenBal   Case  Study  -­‐  NaBonal  membership  based  organizaBon   §  2015  planning  will  include  new  programs  and  processes   §  AddiBonal  mapping  projects  underway  to  fine  tune  experience  for  different  personas  and  interest  groups   §  Mapped  touches  as  is  by  mul7ple  views  as  compared  to  DMA  standards §  Created  customer  journeys  for  top  customer  ‘jobs’  and  interests  to  ID  reason  for  joining,  renewing,  MOT’s  and  Pain  Points §  Developed  different  scenarios  for  customer  personas  and  touch  op7ons  to  becer  op7mize  experience  and  resul7ng  renewal §  Created  several  new  member  and  renewing  member  programs  integrated  across  departments Client  experiencing  downturn  in  renewals   for  membership Dona7ons  and  pledges  decreasing Strategy  team  concerned  about  ability   to  acract  and  retain  new  members   who  increasingly  eschew  ‘joining’   organiza7ons Realized  that  ‘engagement’  may  not   mean  touches  –  needed  to  see  what   that  meant Departments  were  not   coordina7ng  touches  or  messaging Members  gemng   Challenge/Opportunity Results Approach/Solu7on
©2014  suitecx  –  ConfidenBal   Napa-­‐wide  Agribusiness  Customer  DiagnosBc/Touchmap   §  Immediate  improvement  in  Sales/MarkeBng  relaBonship  leading  to  higher  uBlizaBon  of  each  other’s  capabiliBes   §  SegmentaBon  schema  adopted  to  help  manage  sales  resources  and  drive  lead  nurturing  email  programs,  training,  events   §  New  SAP  soluBon  design  in  blue  print  phase     §  Assetlink  DAM  system  implemented   §  Prototype  Program  taken  to  Europe  and  South  America     §  Organiza7onal  assessment  across  Sales,  Marke7ng  and  Service  to  determine  gaps  in  CRM  efforts §  Created  Touchmap  to  fully  understand  grower  through  retailer  and  distributor  journey §  Developed  ini7a7ves  to  close  gaps  (OPIT)   §  Developed  requirements,  RFP’s  and  managed  bid  processes  for  SFA,  MRM,CRM  solu7ons §  Developed  Sales  and  Marke7ng  Training  for  Segmenta7on  and  1:1  Marke7ng  concepts Client  had  several  failures  to  launch  CRM   programs Sales/Marke7ng  not  in  agreement  on  how   to  proceed Realized  technology  plan  would  not   work  without  a  Go-­‐to-­‐Market  Strategy   and  clearer  understanding  of   Marke7ng/Sales  Needs/Objec7ves   Business  Requirements Concern  about  aliena7ng  Resellers   kept  them  from  collec7ng  relevant   end  user  data    -­‐  Sales  and   Marke7ng  o`en  blind  in  trying  to   create  lead  nurturing  programs Challenge/Opportunity Results Approach/Solu7on
©2014  suitecx  –  ConfidenBal   Customer  experience  improvement     §  Immediate  improvement  of  revenue  due  to  decreased  drop  off   §  Improved  experience  comments/survey  results   §  Drove  business  case  for  markeBng  automaBon  tools   §  Conducted  company-­‐wide  diagnosBc  with  PaBent,  Employee  and  InsBtuBonal  inputs   §  Created  Experience  Map  to  fully  understand  paBent  journey   §  Developed  iniBaBves  to  close  gaps  (OPIT)     §  Developed  requirements,  RFP’s  and  managed  bid  processes  for  markeBng  automaBon  soluBon   §  Developed  Sales  and  MarkeBng  Training  for  SegmentaBon  and  1:1  MarkeBng  concepts   Client  experiencing  growing  pains     Focus  on  acquisiBon  lep  PaBents  feeling   neglected   Needed  a  customer-­‐centric  data  and   markeBng  automaBon  soluBon  to   beser  track  and  retain  current   PaBents,  deliver  triggered  campaigns   and  monitor  likelihood  to  churn   Needed  to  drive  automaBon  and   consistency  across  mulBple   storefronts,  online  and  across   communicaBons  channels   Challenge/Opportunity   Results   Approach/SoluBon  
©2014  suitecx  –  ConfidenBal   B2B  Buyer  Journey  and  Analysis   Challenge/Opportunity Results §  Leadership  saw  the  level  of  complexity  of  the  different  cons7tuents  and  were  able  to  develop  addi7onal  strategies §  Map  now  being  used  to  deepen  understanding  of  rela7onships  across  LOB’s  as  well  as  customers §  Salesforce  tool  being  mapped  to  different  use  cases  based  on  insights §  Communica7ons  now  being  mapped  more  closely  to  derive  addi7onal  insights Approach/Solu7on §  Through  interviews  of  all  Ins7tu7on/Employee/Customers  created  a  complex,  mul7-­‐faceted  buyer  journey  map §  Highlighted  pain  points,  moments  of  truth  and  key  interac7on  points  for  use  in  crea7ng  Salesforce.com  processes §  Iden7fied  opportuni7es  to  improve  rela7onships  with  Eye  Care  Professionals  in  many  different  ways Eye  Care  Professional/Op7cs  division  of  VSP   desired  to  move  towards  more  sales/marke7ng   automa7on  but  didn’t  understand  buyer   journey Complex  set  of  influencers  and  buyers   made  development  of  a  set  of  use   cases  and  programs  difficult  without   customer  insight Business  wanted  to  start  to  message   customers  with  the  right  type  of  message,   appropriate  7ming  and  offers
©2014  suitecx  –  ConfidenBal   SegmentaBon  and  precision  markeBng  plan   Challenge/Opportunity Results §  New  program  very  successful §  Added  new  email  marke7ng  capabili7es  (staff  and  technology)  to  leverage  knowledge §  Increased  sales  star7ng  to  build Approach/Solu7on §  Completed  a  full  segmenta7on  study  including  all  facets  of  data §  Iden7fied  top  3  segments  with  highest  Life7me  Value  and  further  researched  needs/behavior  online  and  offline §  Blended  with  Deluxe  segmenta7on  data  to  ID  cross  over  sales  opportuni7es §  Developed  a  buyer  journey  and  buyer  personas   Mid-­‐sized  division  of  Deluxe  prints  focusing  on   business  prin7ng  needed  a  more  focused   growth  and  upsell/cross  sell  capability No  clear  understanding  of  what  was  working   (not  working)  on  online  path  to  purchase Wanted  best  prac7ces  for  email  revenue  li` Precision  Marke7ng  to  improve  sales  without   increasing  marke7ng  budget  sign Wanted  to  incorporate  parent  company   segment  knowledge
©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     •  No,  Customer  experience  maps   have  many  opBons:   •  Simple  templates  to  present  a  7me   based  customer  interac7on  ‘story’   to  help  bring  it  to  life. •  More  complex  templates  to   present  customer  story  as  well  as   company  process  to  ID  gaps  or   issues  affec7ng  customer   experience 37  
©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     • Flow  chart  views  are  good  for  drill  downs  and   scenario  planning   • Block  and  text  views  with  picture,  video  or   direc7onal  info  can  present  variable   informa7on. • They  also  are  databases  which  can  hold   addi7onal  informa7on/data • Flow  charts  give  you  another  dimension  to   present  paths  to  purchase,  cri7cal  paths  or   cross  channel/organiza7on  flows • Can  be  used  to  present  six  sigma  or  lean   sigma  flows • Can  be  used  to  present  branching  or   decision  point  flows 38  
©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     39   Story  elements  can  be  ‘rolled’  up  for  big  picture  visuals
©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     • An  ‘inventory’  of  all  touches  is  a  basis  of  analysis  to  ID   ALL  touches   • Can  be  arrayed  by  lifecycle  or  weeks  in  year • By  Organiza7on,  or  Channel  or  other  ‘rows/swim   lanes’ • Allows  for  back  highlights  to  provide  added   dimensions • All  7tles  can  be  configured  on  screen • Simple  selec7on  and  build  out  of  touches  using  pre-­‐ configured  icons  and  basic/advanced  edit  capability • Can  be  filtered  and  saved  to  ID  any  element 40  
©2014  suitecx  –  ConfidenBal   Outbound  90% Inbound   10% Interac7v e   0% Do  you  have  a  common  type  of  journey  map  and  format  you  use?     Current  touch  stats   Ideal  State   Inbound   30% Interac7ve   25% Trigger   30% Outbound   15% • The  grid  view  is  useful  to  display  informaBon  holisBcally   • Total  number  of  touches  over  7me  to  determine  spam  or   touch  fa7gue  issues • Quick  view  of  what's  working  –  what's  not • Touches  at  key  rela7onship  juncture  –  are  you  was7ng   money  with  overlapping  messages • Timing • Cadence • Channel  over/underlap • Departmental  messaging  gaps/overlaps • Saved  for  future  use  for  stories,  contact  strategies  etc.
©2014  suitecx  –  ConfidenBal   Consumer  Mapping What  kind  of  obstacles  to  effecBve  journey  mapping  do  you  come  across?     42 Mapping  only  outbound   Does  not  address  the    whole  customer   Experience.  Omits  ini7a7on  points  as   Well  as  feedback  loop.   Solu&on:  Map  ALL  interac&ons  to  get  a   full  picture No  clear  view  of  outcomes   Interes7ng  collec7on  of  facts  that   are  not  ac7onable.  No   understanding  of  how  they  connect. Solu7on:  Focus  on  ac7onable   insights  and  the  ini7al  objec7ves  .     Organiza7onal  Alignment   Need  the  full  coopera7on  and  access  to   the  staff  across  the  organiza7on  to  be   sure  the  right  informa7on  is  collected   and  shared. Solu7on:  Be  as  deep  and  wide  as  possible   Process  Only  Maps    Provides  lots  of  data  but  no  real  insight  into   the  emo7ons  of  the  employees  or  customers   limi7ng  ac7onable  insights.       Solu7on:  Be  sure  to  add  emo7onal  inputs,   ethnographic  research  and  VOC  /VOE.     Common  Pisalls  of  Customer   Experience  Mapping
©2014  suitecx  –  ConfidenBal   What  kind  of  obstacles  to  effecBve  journey  mapping  do  you  come  across?     What  are  your  strategies  for  overcoming  those?   Obstacle:   • Losing  the  forest  for  the  trees.    Some  people  get  so  deep  into  the  data/issues  that  they  cant  see   bigger,  more  impacuul  paserns.   SoluBon:   • Help  them  see  the  bigger  paserns  and  issues  that  float  to  the  top.    Simplify  iniBal  maps  or  hide   elements  for  those  lost  in  the  weeds.   Obstacle:   • Gevng  leadership  support  –  too  busy    or  not  aligned  –  this  can  be  a  death  toll  for  a  project   SoluBon:   • Get  peers  to  pull  leader  into  the  mix  and  show  where  she/he  can  get  value   Obstacle:   • Skills  of  team  may  not  be  adequate  to  support  project  –  staff  doesn’t  know  how  to  approach  a   project   SoluBon:   • Train  them  and  educate  them  through  helping  them  visualize  small  parts  of  the  whole   43  
©2014  suitecx  –  ConfidenBal   What  skills  and  tools  do  you  have  to  bring  to  the  table,  do  you  find  missing   when  you  journey  map  with  clients?     Any  technology  sBll  needs  to  have  a  strong  team  behind  it  –  either  client-­‐side  or  supported   by  a  partner   Technology  allows  you  to  becer  express   your  findings It  shortens  the  7me  to  present  different   views  and  opinions It  doesn’t  imbue  any  knowledge  or   experience  –  that  comes  from  you It  helps  share,  collaborate  and  present   your  insights  and  best  prac7ces  up  and   down  the  corporate  ladder Provides  company  knowledge Provides  innova7on Has  a  vision  of  what  they  want  to   achieve Pulls  in  best  prac7ces  and  achievable   improvement   Knows  the  right  ques7ons  to  the  right   people  to  uncover  opportuni7es Technology   Team
©2014  suitecx  –  ConfidenBal   Let you see exactly where and when customers experience satisfaction or pain points, moments of truth and who is most impacted and how it affects your bottom line Present data/ metrics as well as the effectiveness and value of targeted member and prospect interactions Support prioritization to highlight what’s most important’ to your customers, and understand what creates or detracts from value & drives loyalty Present how actions, offers, redemption, accumulation affect members Show how operations and processes in one area impact the entire organization Benefits  of  visualizing  the  experience   Allows for collaboration and sharing to get everyone on the same page to: and form the basis of a longer term strategic plan to build customer value
©2014  suitecx  –  ConfidenBal   Tips  For  EffecBve  Journey  Mapping   • Put  customer  personas  (segments)  at  the  center  of  your  maps  to  ensure  that  you   understand  their  experience  and  can  arBculate  their  behaviors/needs   • Capture  the  backstory  that  begins  before  you  enter  the  stage   • IdenBfy  the  triggers  into  the  experience  (voluntary  or  propelled)   • And  the  moBvaBons  triggering  progress  between  stages   • Inventory  touchpoints  where  interacBons  occur  -­‐  physical,     virtual,  human  
©2014  suitecx  –  ConfidenBal   Tips  For  EffecBve  Journey  Mapping   • People’s  behavior  is  acBvity  focused  –  document  it     • Connect  the  dots  across  mulBple  touchpoints   • Highlight  thoughts  and  feelings  at  each  interacBon   • Capture  quesBons  running  through  a  persona’s  mind   • Highlight  barriers  and  points  of  pain  that  block  movement  to  next  step   • Visualize  emoBonal  highs  and  lows,  ‘moments  of  truth’   • Be  on  the  lookout  for  hidden  gems  
©2014  suitecx  –  ConfidenBal   A  customer  journey  map  starts  from  the  customer’s  star7ng  point,  mo7va7ons,   and  desired  outcomes  rather  than  the  company’s Allows  for  the  inclusions  of  customer  emo7ons  and  tells  a  story Supports  “art  meets  science” Can  visualize  a  broad  range  of  insights,  benchmarks,  data Doesn’t  follow  a  strict  set  of  rules  (Six  Sigma)  though  it  CAN  incorporate  them A  framework  and  set  of  guiding  principles  rather  than  a  rigid  and  inflexible   process How  is  customer  journey  mapping  different  than  process  improvement?  
About  us   49
©2014  suitecx  –  ConfidenBal   Suitecx  Leadership  Team   Valerie  is  a  strategist  and  market  development  manager  with  more  than  20  years  of  diverse  experience  delivering   bocom-­‐line  results.  She  heads  a  marke7ng  and  customer  experience  management  consultancy  that  focuses  on   coaching  firms  for  both  strategy  and  tac7cal  execu7on.  Her  areas  of  exper7se  include  go-­‐to-­‐market  strategy,   precision  marke7ng,  demand  genera7on,  customer  journey  mapping  and  CRM/Marke7ng  Automa7on  selec7on   and  management. Valerie  Peck,  CEO   Michael  Hill,  CTO Anne  Cramer,  COO Michael  is  a  passionate  and  detailed  senior  level  manager,  product/service  developer  and  technical  strategist.   Michael  has  over  25  years  of  PMO  experience  in  Technology,  Construc7on  Technical  Services,  Technology   Manufacturing,  Start-­‐ups,  Government  and  Not-­‐For-­‐Profits.  Tackling  projects  large  and  small  and  managing  teams   of  up  to  64  members  and  budgets  of  up  to  14  million;  Michael  has  delivered  many  business  cri7cal  solu7ons  and   strategic  plans. Anne  is  a  seasoned  strategy  and  management  consul7ng  professional  with  deep  exper7se  in  crea7ng  and   implemen7ng  data-­‐driven,  customer-­‐centric  business  strategies.  She  is  a  specialist  in  managing  large-­‐scale  projects   around  technology  implementa7on,  process  improvement,  acquisi7on  and  reten7on  strategies.  She  has  strong   process  and  user  experience  focus.  Anne  has  led  projects  and  managed  teams  in  a  variety  of  industries  including   gaming  and  entertainment,  retail,  financial  services,  health  care,  and  technology  in  the  United  States,  Europe  and   other  interna7onal  markets. Recognized  for  more  than  20  years  as  one  of  the  leading  authori7es  on  customer-­‐focused  rela7onship  management   strategies,  Dr.  Martha  Rogers,  Ph.D.  is  an  acclaimed  author,  business  strategist  and  a  founding  partner  of  Peppers  &   Rogers  Group,  the  world's  premier  customer-­‐centric  consultancy.  An  adjunct  professor  at  the  Fuqua  School  of  Business   at  Duke  University,  Dr.  Rogers  is  the  co-­‐director  of  the  Duke  Center  for  Customer  Rela7onship  Management.   Martha  Rogers,  PhD,  Chair  Board  of  Directors
©2014  suitecx  –  ConfidenBal   51   DRIVES  IMPROVEMENT it  allows  for  priori7za7on  based   on  cost,  feasibility  and   importance  to  the  customer,   providing  the  business  case  and   project  management  founda7on   to  push  customer-­‐driven   ini7a7ves  forward  in  the   organiza7on. COLLABORATIVE   We  don’t  “do  it  for  you”,  we  “work   with  you”  and  adapt  to  your   environment Organiza7onal  Effec7veness Collabora7on  is  not  just  a  buzz  word.  This  so`ware   allows  mul7ple  users  to  collaborate  on  a  mapping   exercise.    Individual  departments  can  be  responsible  for   their  own  customer  experience,  and  they  can  also  be   held  accountable  when  that  experience  overlaps  with   other  efforts. Game  Changing  Design Our  so`ware  allows  for  mul7ple   users  in  a  company  to  conduct   their  own  mapping  exercise,  using   a  living  tool  that  can  be  used  on  an   ongoing  basis  to  help  guide  the   business  in  a  customer  centric   manner QUICK  WINS    & LONG  TERM  IMPACT We  understand    the  need  to   put  wins  on  the  board INNOVATION We  were  at  the  incep7on  of   customer  experience   mapping HOLISTIC  RECOMMENDATIONS People,  Process,  Data,   Technology  &  Change   Management WYSIWYG We  won’t  bait  with  experience  and   switch  to    junior  teams SUSTAINABLE  KNOWLEDGE We  aim  to  build  self-­‐ sufficiency  in  our  clients  and   broaden  the  Customer   Experience  discipline Its  not  a  job  – it’s  our   PASSION! Our  Value  ProposiBon:  The  Right  Technology,  The  Right  Team  
suitecx.com   @custoholic   Thank  You   “Great  customer  experiences  o`en  exist  in  the  space  between  knowing  and   an7cipa7ng  needs.  Data  helps  with  both,  but  in  very  predictable  ways   (predictable  is  mostly  good  for  the  former,  not  the  lacer).  Intui7on,  on  the   other  hand,  might  as  well  be  the  most  undervalued  asset  in  business,  and  yet  is   what  makes  the  difference  between  simply  an7cipa7ng  needs  and  redefining  a   category.”        fastcompany

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Frequently asked questions about customer journey mapping

  • 1.
    FAQs  about  Experience   Mapping:   A  suitecx  briefing   July  2014  
  • 2.
    ©2014  suitecx  –  ConfidenBal   IntroducBon   • Over  the  years  we  have  been  asked  a  lot  of  quesBons  around  experience  and  journey   mapping.    Some  of  them  address  what  are  the  triggers  and  reasons  for  mapping,  others   speak  to  how  do  we  plan  for  it  and  what  do  we  expect  to  see.   • This  document  answers  a  number  of  quesBons  about:   • What • Why • Who • How • It  presents  some  Case  Studies  and  Tricks  of  the  Trade  as  well   • We  hope  this  clarifies  some  things  for  you  and  adds  to  the  conversaBon     2  
  • 3.
    ©2014  suitecx  –  ConfidenBal   What  Is  Customer  Journey  Mapping?   • The  visual  representaBon  of  the  alignment  of  the  organizaBon  to  the  customer  needs  to   create  relevant,  engaging  and  rewarding  experiences  that  connect  the  brand  with  the   customer.     • And  it  is  representaBve  of:   • Where  the  customer  touches  the  brand • Where  the  brand  touches  the  customer • Where  they  interact  with  each  other • The  mul7ple  interac7on  points  of  a  customers’  engagement  with  the  brand • Why  the  customer  is  seeking  contact  with  the  brand • The  customer  expecta7ons  of  their  experience  with  the  brands  
  • 4.
    ©2014  suitecx  –  ConfidenBal   COLLABORATIVE  AND  ‘SOCIAL’   •  Shared  tool  in  ‘3D’  so  you  can   visualize  behavior  and  processes   •  Can  be  reused  strategy  to  execuFon   •  SaaS  model  provides  easy,  cost   effecFve  access  across  mulFple  users    DYNAMIC  VS.  STATIC   •  Enables  conFnuous  adaptaFons  over  Fme   to  drive  strategy,  planning  and  tacFcs.     •  Provides  a  live  “Dashboard’  that  can   reflect  trends  and  progress   •  Highly  configurable     INFORMATION  CONSOLIDATION   •  Performance  and  operaFonal   data  in  once  place   •  Presents  raFonal  and  emoFonal   informaFon   •  Data  &  arFfacts  can  be  aUached   VISUALIZE  AND  MANAGE  THE  PATH  TO  PURCHASE  AND  EXPERIENCE   •  Creates  a  visualizaFon  of  your  touchpoints  and  relevant   informaFon   •  Shows  where  and  when  customers  experience  saFsfacFon/ pain  points   •  Filters  can  easily  present  different  views     What  do  tools/technology  brings  to  the  table  ?  
  • 5.
    ©2014  suitecx  –  ConfidenBal   What  business  problems  are  you  typically  trying  to  solve  with  journey  mapping?     5   Decline  of  revenue     due  to  known   causes  such  as   -­‐fewer  sales -­‐less  volume -­‐  churn -­‐poor  reten7on   -­‐  compe77ve   inroads etc. Unknown  revenue   declines Economic   challenges  such  as   recession  or   disrup7ve  service   models Know  they  are   having  experience   issues  but  don’t   know  how  to   address  them: -­‐  NPS  declines -­‐  CSAT  declines -­‐  Complaint   increases C-­‐Level  challenges   to  Sales/Marke7ng   or  Service  requests   for  funds  where   there  is  no  clear   business  case/value.
  • 6.
    ©2014  suitecx  –  ConfidenBal   The  big  issue….     27%  OF  LOST  CUSTOMERS  ARE  LOST  FOREVER     Sources:  Oracle:  Global  Insights  on  Succeeding  in  the  Customer  experience  era  Feb  2013                                                    CISA  Magazine
  • 7.
    ©2014  suitecx  –  ConfidenBal   Fully  understand  exis7ng  customer  behavior  across  the  en7re  experience  &   lifecycle Evolve  and  deepen  the  science  of  customer  insight    and  their  needs   through  disciplined  data  management  and  analy7cs  to  drive  loyalty  and   differen7ated  products  and  services Develop  360o  customer  view  to  generate  ac7onable  insights  and  tac7cs   and  treat  customers  differently Drive  increased  sustainable  strategic  opportuni7es  to  enhance  customer   advocacy  &  op7mize  ROI Forward  thinking  companies  journey/experience  maps  to:   7   What  business  problems  are  you  typically  trying  to  solve  with  journey  mapping?  
  • 8.
    ©2014  suitecx  –  ConfidenBal   What  kind  of  process  do  you  use  when  journey  mapping?  Describe  the  steps  you  take?     •  Growing  our  base  of   affluent  customers  by   con7nuing  to  engage  their   interest  and  sa7sfy  their   needs. •  Be  the  US’s  preferred  and   most  respected  loyalty   brand  as  recognized  by  its   members •  To  build  a  winning  network   of  customer  and  supplier   rela7onships •  To  generate  strong  and   sustainable  cash  flow   growth •  Be  recognized  as  a  leader   and  posi7ve  force  in  the   community Best  Prac7ces SWOT  Analysis Compe77ve  Landscape Organiza7on Process Informa7on Technology Impact  on  Revenue Ease  of  Implementa7on Customer  Sa7sfac7on Time  to  Implement Cost  to  Achieve Vision Assessment Ini7a7ve Priori7za7on Roadmap Mapping  is  o`en  part  of  a  larger  planning  process
  • 9.
    ©2014  suitecx  –  ConfidenBal   •  Set  the  map’s   scope  and   scale   •  Create   interview   material,  and   idenFfy   interviewees   Scope • Schedule  and   execute  interviews   • Gather  and  review   documentaBon   Gather   Data   • Plot  customer   interacBons  on   map   • Refine  and   validate   informaBon   flows   • Overlay   metrics,   customer  data   &  collateral      Map   • Refine  and   validate   IdenFfy,   analyze  and   prioriFze   opportuniFes   Ideate   • IdenFfy  deep   drill  needs   • Conduct   deep  drills,   analyze   results   Deep   Drills   • Analyze  Map   • Develop   recommendaBons  and   compile  roadmap  for   change   Strategize   What  kind  of  process  do  you  use  when  journey  mapping?  Describe  the  steps  you  take?   9 Our  experience  mapping  methodology
  • 10.
    ©2014  suitecx  –  ConfidenBal   What  kind  of  process  do  you  use  when  journey  mapping?  Describe  the  steps  you  take?   Customer Experience Improvement Strategy Organizational Change Map     Design  framework   Plot  customer  interacBons  on  map;   refine  &  validate   Overlay  metrics,  customer  data  &   collateral       10-20 Days* 25-30 Days* Typical  approach  for  most  customer  journey  mapping Part 1 Current state Part 2 Experience Mapping Part 3 Recommendations *  Typical  work  effort  will  vary  based  on  scope  with  lag  7me  for  rounds  of  review Plan • Set  the  Scope • Understand  the   objecBves   • Ensure  resources   Gather • Interview   • Capture  data,  arBfacts,   documents   • Ethnographic  research   • SegmentaBon   Map • Design  framework   • Plot  customer   interacBons  on  map;   refine  &  validate   • Overlay  metrics,   customer  data  &   collateral   Outputs   • IdeaBon   • Deep  Drills   • PrioriBzaBon     • ValidaBon   Roadmap   • Bucket  prioriBzed  into   IniBaBves   • RecommendaBons   Roadmap   10  
  • 11.
    ©2014  suitecx  –  ConfidenBal   What  makes  companies  decide  to  start  using  journey  mapping?  What  are  the  triggers?   • Marketers  need  to  deal  with  broader  issues:   • Shortened  consumer  acen7on  spans   • Demand  for  transparency • Ubiquitous  connec7vity  and  access • Tradi7onal  channel  fa7gue • Consumers  view  the  enBrety  of  the  experience  across  all   touchpoints  as  one  connected  experience   Experiences Brick  and  Mortar Website Member  Service Social Product  Demos Online  Reviews Media Targeted  Messages POP  Displays Samples Events Guerrilla  Tac7cs WOM Sponsorships Delivering  great  experiences  requires  empathy   –  seeing  what  the  customers  see,  feeling  what   the  customer  feels.   But  delivering  great  experiences  also  requires   deep  self-­‐awareness.  Awareness  of  who  you  are   as  an  organiza7on,  of  your  purpose,  values,   strengths  and  weaknesses.  
  • 12.
    ©2014  suitecx  –  ConfidenBal   What  makes  companies  decide  to  start  using  journey  mapping?  What  are  the  triggers?   12 The  value  a  customer  represents  in   order  to  idenFfy:   •  Who  to  invest/divest  in   •  What  needs  they  have  that  the   organizaBon  can  meet/address   •  How  the  organizaBon  can  meet   these  needs  through  interacBons   •  Where  changes  need  to  occur  in   the  organizaBon  to  deliver  upon   the  strategy   One  of  the  triggers  is  helping  to  develop  a  customer  strategy  to   help  them  make  choices  about  op7mizing  the  alloca7on  of   resources  to  get,  keep  and  grow  customers In  order  to  do  this,  an   enterprise  needs  to   understand:
  • 13.
    ©2014  suitecx  –  ConfidenBal   Do  you  define  the  purpose  of  journey  mapping  efforts?     Business Impact Strategy Drives Tactics Marketing and Technology are Fully Leveraged §  Know where the business is headed and why §  Results are measured and rationalized against strategic goals §  Can make adjustments as necessary based on desired future outcomes §  Infrastructure supports business needs §  ROI is known and improved §  CRM solutions are leveraged §  Activities are coordinated within the strategic framework §  Time to market is reduced §  Business results are measurably improved §  Today’s activities inform and support tomorrow’s plans and activities §  Ability to leverage learning's more broadly §  Know what we still need to learn…and how we will learn §  Can make decisions based on known facts and planned hypotheses §  ROI is known and improved in the short term and the long term Short Term and Long Term Goals are Synchronized Yes  -­‐  A  Clearly  Defined  Vision  Drives  Rela7onship  Op7miza7on  
  • 14.
    ©2014  suitecx  –  ConfidenBal   Do  you  define  the  purpose  journey  mapping  efforts?     Learning & Change Management Business Strategy Member Experience Strategy and Design Process Redesign Member Value Creation & Loyalty Performance Impact & ROI Metrics Technology & Enablement Organizational Alignment Relationship Optimization Framework Rela7onship  Op7miza7on  Includes  Member  Experience  Design
  • 15.
    ©2014  suitecx  –  ConfidenBal   Some  DefiniBons   • Experiences:  The  sum  of  what  the  customer  takes  away  from  the  interacBons   they've  had  with  you.  A  memorable  event  –  with  a  beginning,  middle,  and  end.     • Customers  always  have  an  experience  (good,  bad,  or  indifferent)   • InteracFons:  The  acBviBes  in  which  customers  engage.  Any  business  supports   dozens,  if  not  hundreds  of  interacBons.       • Engagement  Points  –  can  be  inbound/outbound/interacBve  –  human  or   automated   • An  experience  point  is  where  emo7ons,  process,  systems,  data  all  intersect  -­‐  o`en  the  ‘fault  line   ‘between  the  company  and  the  customer
  • 16.
    ©2014  suitecx  –  ConfidenBal   How  do  you  prepare  and  plan  for  journey  mapping?     Ensure  you  have  enough  of  the  right  resources Iden7fy  the  data  sources Set  the  scope Understand  the  objec7ves We  help  at  every  juncture  of  the  process: Planning  and  Pre-­‐work
  • 17.
    ©2014  suitecx  –  ConfidenBal   How  do  you  prepare  and  plan  for  journey  mapping?     Do  we  agree  on   approach  and   outcome? Do  we  agree  on   scope  and  scale? As  is?    To  be? Have  we  iden7fied   all  key  stakeholders Who  should  own   and  drive  this   project? Do  we  need  outside   help? How  do  we  best   highlight  results? What  are  the   interdependencies? Project  sequencing? What  is  the  risk  of   not  doing  this   project? Are  there  any   7ming  or  resource   issues? Who  will  own     con7nuous   improvement? ? Ques7ons  we  ask  the  team  before  star7ng
  • 18.
    ©2014  suitecx  –  ConfidenBal   How  do  you  map  the  journey  itself?     Complete  data  gathering   Conduct  interviews  with  employees,  mgt  and  customers Capture  insight  from  all  touch-­‐points  (ethnography,  research  &  social  media) Finalize  interview  list  &  data  gathering  targets We  help  at  every  juncture  of  the  process: Data  Gathering
  • 19.
    ©2014  suitecx  –  ConfidenBal   How  do  you  map  the  journey  itself?     Overlay  other  relevant  informa7on  based  on  business  objec7ves Refine  map  &  iden7fy  poten7al  problem  areas Dra`  ini7al  map  and  add  in  informa7on Set  map  parameters  based  on  customer  path  to  purchase We  help  at  every  juncture  of  the  process: Crea7ng  the  Maps
  • 20.
    ©2014  suitecx  –  ConfidenBal   How  do  you  map  the  journey  itself?     Validate  the  customer  story  by  showing  the  journey.  Discuss  in  breakout  sessions  with  different   internal  teams Review  recommenda7ons  and  focus  on  largest  pain  points.  Priori7ze  list  and  iden7fy  future  state. Compare  employees  versus  customers.  Discuss  pain  points  and  moments  of  truth.   Review  map  with  team  for  opportuni7es  and  threats.  Look  for  gaps  &  unusual  results.   We  help  at  every  juncture  of  the  process:   Outputs  and  Valida7on
  • 21.
    ©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?     21   The  tool  set  helps  to  organizes  findings  and  recommenda7ons
  • 22.
    ©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?     We  put  it  into  a  format  that  supports  priori7za7on
  • 23.
    ©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?     23   The  priori7za7on  process  cumulates  in  a  Roadmap
  • 24.
    ©2014  suitecx  –  ConfidenBal   How  do  you  ideate  and  prioriBze  opportuniBes  generated  during  journey  mapping?   Project  DescripBon   DescripBon  of  the  iniBaBve   Dependencies   Prerequisite Resources   •  Resource  name  1   •  Resource  name  2   •  Resource  name  3   Benefits   1.  Step  1   2.  Step  2   3.  Step  3   4.  Step  4   5.  Step  5   Key  ImplementaBon  Steps   Impact/Feasibility   }  Based  on   PrioriBzaBon     Expected   DuraBon   }  From  Roadmap   Expected  Costs   }  EsBmate   24   Each  Roadmap  ini7a7ve  has  a  suppor7ng  charter
  • 25.
    ©2014  suitecx  –  ConfidenBal   ¨  DocumentaBon  of  each  interacBon  point   ¤  Wide  variety  of  emo7onal/ra7onal  data  points ¤  Holis7c  view  of  the  company,  employee  &  customer   experience   ¤  Flow  across  the  path  to  purchase ¨  Clear  presentaBon  of  what's  working  –  what's  not   –  why  not   ¤  Data  driven  specifics ¤  Gaps  and  opportuni7es  between  each ¤  Barriers  to  conversion ¤  Revenue  Accelera7on ¨  Strategic  insights   ¨  AcBonable  tacBcs   ¨  CollaboraBve  planning  vehicle   ¨  Engagement  of  key  stakeholders  across   divisions  and  business  units   ¨  Improved  adsorpBon  of  informaBon   ¨  Forum  for  breaking  down  silos   ¤  Realiza7on  that  customers  view  and  experience   the  whole  brand  and  not  divisions  or  business   units ¤  As  such,  need  for  greater  collabora7on  and   coordina7on  where  customers  are  cumng  across   different  parts  of  the  organiza7on ¨  RaBonalizaBon  of  company,  employee  and   customer  needs   ¨  EmoBonal  buy  in  through  visual  storytelling   How  do  you  embed  journey  mapping  within  the  organizaBon?     INTANGIBLETANGIBLE Once  companies  understand  the  renewable  benefits  of  mapping  they  make  it  a  part   of  con7nuous  improvements  programs
  • 26.
    ©2014  suitecx  –  ConfidenBal   How  do  you  track  the  progress  they  are  making  as  a  result  of  the  journey  mapping   26   Each  map  has  mul7ple  levels  of  sta7s7cs  and  metrics  that  can  be  saved  and  compared
  • 27.
    ©2014  suitecx  –  ConfidenBal   Do  you  update  their  journey  maps  regularly  to  reflect  progress,  changing  needs?   27   Yes,  they  clone  them  and  then  update  them  to  reflect  changes/improvements/innova7onal Mul7-­‐media  roll  up Story  roll  up
  • 28.
    ©2014  suitecx  –  ConfidenBal   Do  you  update  their  journey  maps  regularly  to  reflect  progress,  changing  needs?   28   Yes,  they  annotate  them  and  then  update  them  to  reflect  changes/improvements/innova7on
  • 29.
    ©2014  suitecx  –  ConfidenBal   What  stakeholders  are  involved  in  journey  mapping?     • We  have  found  that  the  broader  the  cast  for  a  project  that  is  transformaBonal,  the  more   likely  it  is  to  succeed.   • In  the  same  vein,  for  change  management  and  key  insights,  we    like  to  have  stakeholders  at   each  level  inBmately  involved  in  the  project.    TransformaBon  is  difficult,  if  not  impossible   without  clear,  vocal  leadership  support.   • Our  typical  project  has  the  following  roles/responsibiliBes   • Governance  Team/Key  Leadership • Key  Stakeholders • Day  to  Day  Working  Team  with  representa7ves  from  Sales,  Marke7ng,  HR,  IT,  Opera7ons,   Service  as  well  as  Voice  of  the  Customer  (surveys  or  directly) • Ad  Hoc  SME’s  and  3rd  Party  Providers Note:  A  benefit  of  the  toolset  allows  for  people  to  annotate,  comment  and  par7cipate  even  if   they  are  not  able  to  be  involved  day  to  day  or  are  remote. 29  
  • 30.
    ©2014  suitecx  –  ConfidenBal   How  effecBve  a  tool  has  journey  mapping  been  in  the  work  you  do  with  clients?     • Journey  mapping  and  the  resulBng  Roadmaps  that  result  from  them  have  been   instrumental  in  many  ways:   • Increasing  revenue  directly  by  elimina7ng  barriers  to  purchase  or  repurchase • Shortening  path  to  purchase • Correc7ng  ineffec7ve  or  nega7ve  touches • Visualizing  complex  data  from  mul7ple  sources • Iden7fying  barriers  to  reten7on • Enhancing  engagement  and  advocacy • Enabling  a  company’s  ability  to  hear  and  act  upon  the  voice  of  your  company,  customer  and   employees   • Create  targeted,  personas  driven  contact  strategies  and  plans • Develop  evidence  based  business  cases  and  plans 30  
  • 31.
    ©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     • No,  we  find  that  each  client  has  a  disBnct  need  for  visualizaBon  and  though  many  like   ‘storytelling’,  even  those  views  can  be  quite  varied.      Some  examples  follow  over  the  next   five  slides.   31  
  • 32.
    ©2014  suitecx  –  ConfidenBal   Case  Study  -­‐  NaBonal  membership  based  organizaBon   §  2015  planning  will  include  new  programs  and  processes   §  AddiBonal  mapping  projects  underway  to  fine  tune  experience  for  different  personas  and  interest  groups   §  Mapped  touches  as  is  by  mul7ple  views  as  compared  to  DMA  standards §  Created  customer  journeys  for  top  customer  ‘jobs’  and  interests  to  ID  reason  for  joining,  renewing,  MOT’s  and  Pain  Points §  Developed  different  scenarios  for  customer  personas  and  touch  op7ons  to  becer  op7mize  experience  and  resul7ng  renewal §  Created  several  new  member  and  renewing  member  programs  integrated  across  departments Client  experiencing  downturn  in  renewals   for  membership Dona7ons  and  pledges  decreasing Strategy  team  concerned  about  ability   to  acract  and  retain  new  members   who  increasingly  eschew  ‘joining’   organiza7ons Realized  that  ‘engagement’  may  not   mean  touches  –  needed  to  see  what   that  meant Departments  were  not   coordina7ng  touches  or  messaging Members  gemng   Challenge/Opportunity Results Approach/Solu7on
  • 33.
    ©2014  suitecx  –  ConfidenBal   Napa-­‐wide  Agribusiness  Customer  DiagnosBc/Touchmap   §  Immediate  improvement  in  Sales/MarkeBng  relaBonship  leading  to  higher  uBlizaBon  of  each  other’s  capabiliBes   §  SegmentaBon  schema  adopted  to  help  manage  sales  resources  and  drive  lead  nurturing  email  programs,  training,  events   §  New  SAP  soluBon  design  in  blue  print  phase     §  Assetlink  DAM  system  implemented   §  Prototype  Program  taken  to  Europe  and  South  America     §  Organiza7onal  assessment  across  Sales,  Marke7ng  and  Service  to  determine  gaps  in  CRM  efforts §  Created  Touchmap  to  fully  understand  grower  through  retailer  and  distributor  journey §  Developed  ini7a7ves  to  close  gaps  (OPIT)   §  Developed  requirements,  RFP’s  and  managed  bid  processes  for  SFA,  MRM,CRM  solu7ons §  Developed  Sales  and  Marke7ng  Training  for  Segmenta7on  and  1:1  Marke7ng  concepts Client  had  several  failures  to  launch  CRM   programs Sales/Marke7ng  not  in  agreement  on  how   to  proceed Realized  technology  plan  would  not   work  without  a  Go-­‐to-­‐Market  Strategy   and  clearer  understanding  of   Marke7ng/Sales  Needs/Objec7ves   Business  Requirements Concern  about  aliena7ng  Resellers   kept  them  from  collec7ng  relevant   end  user  data    -­‐  Sales  and   Marke7ng  o`en  blind  in  trying  to   create  lead  nurturing  programs Challenge/Opportunity Results Approach/Solu7on
  • 34.
    ©2014  suitecx  –  ConfidenBal   Customer  experience  improvement     §  Immediate  improvement  of  revenue  due  to  decreased  drop  off   §  Improved  experience  comments/survey  results   §  Drove  business  case  for  markeBng  automaBon  tools   §  Conducted  company-­‐wide  diagnosBc  with  PaBent,  Employee  and  InsBtuBonal  inputs   §  Created  Experience  Map  to  fully  understand  paBent  journey   §  Developed  iniBaBves  to  close  gaps  (OPIT)     §  Developed  requirements,  RFP’s  and  managed  bid  processes  for  markeBng  automaBon  soluBon   §  Developed  Sales  and  MarkeBng  Training  for  SegmentaBon  and  1:1  MarkeBng  concepts   Client  experiencing  growing  pains     Focus  on  acquisiBon  lep  PaBents  feeling   neglected   Needed  a  customer-­‐centric  data  and   markeBng  automaBon  soluBon  to   beser  track  and  retain  current   PaBents,  deliver  triggered  campaigns   and  monitor  likelihood  to  churn   Needed  to  drive  automaBon  and   consistency  across  mulBple   storefronts,  online  and  across   communicaBons  channels   Challenge/Opportunity   Results   Approach/SoluBon  
  • 35.
    ©2014  suitecx  –  ConfidenBal   B2B  Buyer  Journey  and  Analysis   Challenge/Opportunity Results §  Leadership  saw  the  level  of  complexity  of  the  different  cons7tuents  and  were  able  to  develop  addi7onal  strategies §  Map  now  being  used  to  deepen  understanding  of  rela7onships  across  LOB’s  as  well  as  customers §  Salesforce  tool  being  mapped  to  different  use  cases  based  on  insights §  Communica7ons  now  being  mapped  more  closely  to  derive  addi7onal  insights Approach/Solu7on §  Through  interviews  of  all  Ins7tu7on/Employee/Customers  created  a  complex,  mul7-­‐faceted  buyer  journey  map §  Highlighted  pain  points,  moments  of  truth  and  key  interac7on  points  for  use  in  crea7ng  Salesforce.com  processes §  Iden7fied  opportuni7es  to  improve  rela7onships  with  Eye  Care  Professionals  in  many  different  ways Eye  Care  Professional/Op7cs  division  of  VSP   desired  to  move  towards  more  sales/marke7ng   automa7on  but  didn’t  understand  buyer   journey Complex  set  of  influencers  and  buyers   made  development  of  a  set  of  use   cases  and  programs  difficult  without   customer  insight Business  wanted  to  start  to  message   customers  with  the  right  type  of  message,   appropriate  7ming  and  offers
  • 36.
    ©2014  suitecx  –  ConfidenBal   SegmentaBon  and  precision  markeBng  plan   Challenge/Opportunity Results §  New  program  very  successful §  Added  new  email  marke7ng  capabili7es  (staff  and  technology)  to  leverage  knowledge §  Increased  sales  star7ng  to  build Approach/Solu7on §  Completed  a  full  segmenta7on  study  including  all  facets  of  data §  Iden7fied  top  3  segments  with  highest  Life7me  Value  and  further  researched  needs/behavior  online  and  offline §  Blended  with  Deluxe  segmenta7on  data  to  ID  cross  over  sales  opportuni7es §  Developed  a  buyer  journey  and  buyer  personas   Mid-­‐sized  division  of  Deluxe  prints  focusing  on   business  prin7ng  needed  a  more  focused   growth  and  upsell/cross  sell  capability No  clear  understanding  of  what  was  working   (not  working)  on  online  path  to  purchase Wanted  best  prac7ces  for  email  revenue  li` Precision  Marke7ng  to  improve  sales  without   increasing  marke7ng  budget  sign Wanted  to  incorporate  parent  company   segment  knowledge
  • 37.
    ©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     •  No,  Customer  experience  maps   have  many  opBons:   •  Simple  templates  to  present  a  7me   based  customer  interac7on  ‘story’   to  help  bring  it  to  life. •  More  complex  templates  to   present  customer  story  as  well  as   company  process  to  ID  gaps  or   issues  affec7ng  customer   experience 37  
  • 38.
    ©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     • Flow  chart  views  are  good  for  drill  downs  and   scenario  planning   • Block  and  text  views  with  picture,  video  or   direc7onal  info  can  present  variable   informa7on. • They  also  are  databases  which  can  hold   addi7onal  informa7on/data • Flow  charts  give  you  another  dimension  to   present  paths  to  purchase,  cri7cal  paths  or   cross  channel/organiza7on  flows • Can  be  used  to  present  six  sigma  or  lean   sigma  flows • Can  be  used  to  present  branching  or   decision  point  flows 38  
  • 39.
    ©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     39   Story  elements  can  be  ‘rolled’  up  for  big  picture  visuals
  • 40.
    ©2014  suitecx  –  ConfidenBal   Do  you  have  a  common  type  of  journey  map  and  format  you  use?     • An  ‘inventory’  of  all  touches  is  a  basis  of  analysis  to  ID   ALL  touches   • Can  be  arrayed  by  lifecycle  or  weeks  in  year • By  Organiza7on,  or  Channel  or  other  ‘rows/swim   lanes’ • Allows  for  back  highlights  to  provide  added   dimensions • All  7tles  can  be  configured  on  screen • Simple  selec7on  and  build  out  of  touches  using  pre-­‐ configured  icons  and  basic/advanced  edit  capability • Can  be  filtered  and  saved  to  ID  any  element 40  
  • 41.
    ©2014  suitecx  –  ConfidenBal   Outbound  90% Inbound   10% Interac7v e   0% Do  you  have  a  common  type  of  journey  map  and  format  you  use?     Current  touch  stats   Ideal  State   Inbound   30% Interac7ve   25% Trigger   30% Outbound   15% • The  grid  view  is  useful  to  display  informaBon  holisBcally   • Total  number  of  touches  over  7me  to  determine  spam  or   touch  fa7gue  issues • Quick  view  of  what's  working  –  what's  not • Touches  at  key  rela7onship  juncture  –  are  you  was7ng   money  with  overlapping  messages • Timing • Cadence • Channel  over/underlap • Departmental  messaging  gaps/overlaps • Saved  for  future  use  for  stories,  contact  strategies  etc.
  • 42.
    ©2014  suitecx  –  ConfidenBal   Consumer  Mapping What  kind  of  obstacles  to  effecBve  journey  mapping  do  you  come  across?     42 Mapping  only  outbound   Does  not  address  the    whole  customer   Experience.  Omits  ini7a7on  points  as   Well  as  feedback  loop.   Solu&on:  Map  ALL  interac&ons  to  get  a   full  picture No  clear  view  of  outcomes   Interes7ng  collec7on  of  facts  that   are  not  ac7onable.  No   understanding  of  how  they  connect. Solu7on:  Focus  on  ac7onable   insights  and  the  ini7al  objec7ves  .     Organiza7onal  Alignment   Need  the  full  coopera7on  and  access  to   the  staff  across  the  organiza7on  to  be   sure  the  right  informa7on  is  collected   and  shared. Solu7on:  Be  as  deep  and  wide  as  possible   Process  Only  Maps    Provides  lots  of  data  but  no  real  insight  into   the  emo7ons  of  the  employees  or  customers   limi7ng  ac7onable  insights.       Solu7on:  Be  sure  to  add  emo7onal  inputs,   ethnographic  research  and  VOC  /VOE.     Common  Pisalls  of  Customer   Experience  Mapping
  • 43.
    ©2014  suitecx  –  ConfidenBal   What  kind  of  obstacles  to  effecBve  journey  mapping  do  you  come  across?     What  are  your  strategies  for  overcoming  those?   Obstacle:   • Losing  the  forest  for  the  trees.    Some  people  get  so  deep  into  the  data/issues  that  they  cant  see   bigger,  more  impacuul  paserns.   SoluBon:   • Help  them  see  the  bigger  paserns  and  issues  that  float  to  the  top.    Simplify  iniBal  maps  or  hide   elements  for  those  lost  in  the  weeds.   Obstacle:   • Gevng  leadership  support  –  too  busy    or  not  aligned  –  this  can  be  a  death  toll  for  a  project   SoluBon:   • Get  peers  to  pull  leader  into  the  mix  and  show  where  she/he  can  get  value   Obstacle:   • Skills  of  team  may  not  be  adequate  to  support  project  –  staff  doesn’t  know  how  to  approach  a   project   SoluBon:   • Train  them  and  educate  them  through  helping  them  visualize  small  parts  of  the  whole   43  
  • 44.
    ©2014  suitecx  –  ConfidenBal   What  skills  and  tools  do  you  have  to  bring  to  the  table,  do  you  find  missing   when  you  journey  map  with  clients?     Any  technology  sBll  needs  to  have  a  strong  team  behind  it  –  either  client-­‐side  or  supported   by  a  partner   Technology  allows  you  to  becer  express   your  findings It  shortens  the  7me  to  present  different   views  and  opinions It  doesn’t  imbue  any  knowledge  or   experience  –  that  comes  from  you It  helps  share,  collaborate  and  present   your  insights  and  best  prac7ces  up  and   down  the  corporate  ladder Provides  company  knowledge Provides  innova7on Has  a  vision  of  what  they  want  to   achieve Pulls  in  best  prac7ces  and  achievable   improvement   Knows  the  right  ques7ons  to  the  right   people  to  uncover  opportuni7es Technology   Team
  • 45.
    ©2014  suitecx  –  ConfidenBal   Let you see exactly where and when customers experience satisfaction or pain points, moments of truth and who is most impacted and how it affects your bottom line Present data/ metrics as well as the effectiveness and value of targeted member and prospect interactions Support prioritization to highlight what’s most important’ to your customers, and understand what creates or detracts from value & drives loyalty Present how actions, offers, redemption, accumulation affect members Show how operations and processes in one area impact the entire organization Benefits  of  visualizing  the  experience   Allows for collaboration and sharing to get everyone on the same page to: and form the basis of a longer term strategic plan to build customer value
  • 46.
    ©2014  suitecx  –  ConfidenBal   Tips  For  EffecBve  Journey  Mapping   • Put  customer  personas  (segments)  at  the  center  of  your  maps  to  ensure  that  you   understand  their  experience  and  can  arBculate  their  behaviors/needs   • Capture  the  backstory  that  begins  before  you  enter  the  stage   • IdenBfy  the  triggers  into  the  experience  (voluntary  or  propelled)   • And  the  moBvaBons  triggering  progress  between  stages   • Inventory  touchpoints  where  interacBons  occur  -­‐  physical,     virtual,  human  
  • 47.
    ©2014  suitecx  –  ConfidenBal   Tips  For  EffecBve  Journey  Mapping   • People’s  behavior  is  acBvity  focused  –  document  it     • Connect  the  dots  across  mulBple  touchpoints   • Highlight  thoughts  and  feelings  at  each  interacBon   • Capture  quesBons  running  through  a  persona’s  mind   • Highlight  barriers  and  points  of  pain  that  block  movement  to  next  step   • Visualize  emoBonal  highs  and  lows,  ‘moments  of  truth’   • Be  on  the  lookout  for  hidden  gems  
  • 48.
    ©2014  suitecx  –  ConfidenBal   A  customer  journey  map  starts  from  the  customer’s  star7ng  point,  mo7va7ons,   and  desired  outcomes  rather  than  the  company’s Allows  for  the  inclusions  of  customer  emo7ons  and  tells  a  story Supports  “art  meets  science” Can  visualize  a  broad  range  of  insights,  benchmarks,  data Doesn’t  follow  a  strict  set  of  rules  (Six  Sigma)  though  it  CAN  incorporate  them A  framework  and  set  of  guiding  principles  rather  than  a  rigid  and  inflexible   process How  is  customer  journey  mapping  different  than  process  improvement?  
  • 49.
  • 50.
    ©2014  suitecx  –  ConfidenBal   Suitecx  Leadership  Team   Valerie  is  a  strategist  and  market  development  manager  with  more  than  20  years  of  diverse  experience  delivering   bocom-­‐line  results.  She  heads  a  marke7ng  and  customer  experience  management  consultancy  that  focuses  on   coaching  firms  for  both  strategy  and  tac7cal  execu7on.  Her  areas  of  exper7se  include  go-­‐to-­‐market  strategy,   precision  marke7ng,  demand  genera7on,  customer  journey  mapping  and  CRM/Marke7ng  Automa7on  selec7on   and  management. Valerie  Peck,  CEO   Michael  Hill,  CTO Anne  Cramer,  COO Michael  is  a  passionate  and  detailed  senior  level  manager,  product/service  developer  and  technical  strategist.   Michael  has  over  25  years  of  PMO  experience  in  Technology,  Construc7on  Technical  Services,  Technology   Manufacturing,  Start-­‐ups,  Government  and  Not-­‐For-­‐Profits.  Tackling  projects  large  and  small  and  managing  teams   of  up  to  64  members  and  budgets  of  up  to  14  million;  Michael  has  delivered  many  business  cri7cal  solu7ons  and   strategic  plans. Anne  is  a  seasoned  strategy  and  management  consul7ng  professional  with  deep  exper7se  in  crea7ng  and   implemen7ng  data-­‐driven,  customer-­‐centric  business  strategies.  She  is  a  specialist  in  managing  large-­‐scale  projects   around  technology  implementa7on,  process  improvement,  acquisi7on  and  reten7on  strategies.  She  has  strong   process  and  user  experience  focus.  Anne  has  led  projects  and  managed  teams  in  a  variety  of  industries  including   gaming  and  entertainment,  retail,  financial  services,  health  care,  and  technology  in  the  United  States,  Europe  and   other  interna7onal  markets. Recognized  for  more  than  20  years  as  one  of  the  leading  authori7es  on  customer-­‐focused  rela7onship  management   strategies,  Dr.  Martha  Rogers,  Ph.D.  is  an  acclaimed  author,  business  strategist  and  a  founding  partner  of  Peppers  &   Rogers  Group,  the  world's  premier  customer-­‐centric  consultancy.  An  adjunct  professor  at  the  Fuqua  School  of  Business   at  Duke  University,  Dr.  Rogers  is  the  co-­‐director  of  the  Duke  Center  for  Customer  Rela7onship  Management.   Martha  Rogers,  PhD,  Chair  Board  of  Directors
  • 51.
    ©2014  suitecx  –  ConfidenBal   51   DRIVES  IMPROVEMENT it  allows  for  priori7za7on  based   on  cost,  feasibility  and   importance  to  the  customer,   providing  the  business  case  and   project  management  founda7on   to  push  customer-­‐driven   ini7a7ves  forward  in  the   organiza7on. COLLABORATIVE   We  don’t  “do  it  for  you”,  we  “work   with  you”  and  adapt  to  your   environment Organiza7onal  Effec7veness Collabora7on  is  not  just  a  buzz  word.  This  so`ware   allows  mul7ple  users  to  collaborate  on  a  mapping   exercise.    Individual  departments  can  be  responsible  for   their  own  customer  experience,  and  they  can  also  be   held  accountable  when  that  experience  overlaps  with   other  efforts. Game  Changing  Design Our  so`ware  allows  for  mul7ple   users  in  a  company  to  conduct   their  own  mapping  exercise,  using   a  living  tool  that  can  be  used  on  an   ongoing  basis  to  help  guide  the   business  in  a  customer  centric   manner QUICK  WINS    & LONG  TERM  IMPACT We  understand    the  need  to   put  wins  on  the  board INNOVATION We  were  at  the  incep7on  of   customer  experience   mapping HOLISTIC  RECOMMENDATIONS People,  Process,  Data,   Technology  &  Change   Management WYSIWYG We  won’t  bait  with  experience  and   switch  to    junior  teams SUSTAINABLE  KNOWLEDGE We  aim  to  build  self-­‐ sufficiency  in  our  clients  and   broaden  the  Customer   Experience  discipline Its  not  a  job  – it’s  our   PASSION! Our  Value  ProposiBon:  The  Right  Technology,  The  Right  Team  
  • 52.
    suitecx.com   @custoholic   Thank  You   “Great  customer  experiences  o`en  exist  in  the  space  between  knowing  and   an7cipa7ng  needs.  Data  helps  with  both,  but  in  very  predictable  ways   (predictable  is  mostly  good  for  the  former,  not  the  lacer).  Intui7on,  on  the   other  hand,  might  as  well  be  the  most  undervalued  asset  in  business,  and  yet  is   what  makes  the  difference  between  simply  an7cipa7ng  needs  and  redefining  a   category.”        fastcompany