Mapping the Customer's Journey - The Road to Success
•
5 likes•1,749 views
The document discusses customer journey mapping. It describes a presentation where Mari Bentvelzen of Simply Measured discusses how she improved her company's customer experience and success through developing a customer journey map. Jeremy Goldsmith of Return Path then discusses customer journey mapping as a process to understand a customer's experience by mapping their interactions and touchpoints with a company. Key steps in the customer journey mapping process include mapping the basic experience, evaluating customer attitudes, focusing on important moments, adding detail, and brainstorming improvements.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Mapping the Customer's Journey - The Road to Success
Similar to Mapping the Customer's Journey - The Road to Success (20)
More from Gainsight
More from Gainsight (20)
Recently uploaded
Recently uploaded (20)
Mapping the Customer's Journey - The Road to Success
- 1. ©2015 Gainsight. All Rights Reserved. Mapping the Customer's Journey: The Road to Success Moderator: Marie Sahrman at Gainsight Jeremy Goldsmith, Senior Director at Return Path Mari Bentveltzen, VP CSM at SimplyMeasured
- 2. ©2015 Gainsight. All Rights Reserved. VP of Account Services and Customer Success Mari-Frances Bentvelzen Simply Measured
- 3. ©2015 Gainsight. All Rights Reserved. Customer Journey Map & Customer Success A Customer Journey Map lays out the stages of your customer’s lifecycle. It will enable you to improve your customer experience through helping you best understand how customers are interacting with you and what areas to invest in going forward. What happens when you don’t have a solid foundation to complete a Customer Journey Map?
- 4. ©2015 Gainsight. All Rights Reserved. How my story began • Infinite user data, but no analysis & insights • Wide range of user personas • Customer expectations vs. reality • Varied Time to First Value • Inconsistent customer experience
- 5. ©2015 Gainsight. All Rights Reserved. Brilliant Basics • Infinite user data, but no analysis & insights • Wide range of user personas • Customer expectations vs. reality • Varied Time to First Value • Inconsistent customer experience • Segment and target specific data sets • Define provisional persona’s • Align with Functional leaders • Identify quick wins & create plan to get there • Define customer lifecycle
- 6. ©2015 Gainsight. All Rights Reserved. Data or It Didn’t Happen • User data By customer segment Placement in lifecycle Power-users Number of renewals Churned customers • Marketing Data Email bounce details Who is engaging and with what content? • Churn Data By segment By reason (and secondary reason) • Product feedback • NPS or Csat • Service/Support Tickets
- 7. ©2015 Gainsight. All Rights Reserved. Provisional Personas • Marketing • Customer Success • Sales • Product Support • Engineering • Product Management Who Participated? Encapsulate the organization’s beliefs based on their domain expertise and gut feeling about who is using our product and what is motivating them to do so.
- 8. ©2015 Gainsight. All Rights Reserved. Alignment Awareness Interest Consideration Decision Adoption Loyalty Account Services Marketing Sales “Drive rapid & sustainable growth through integrated decision making and provide strategic direction to the front of the house teams and clarity to key stakeholders about the state of the business” • Understand & agree about how to work together • Set expectations for customer hand-off • Establish product feedback loop • Executive sponsors for top customers (sales funnel through churn) • Provide a framework about what success of the customer means at your organization Product
- 9. ©2015 Gainsight. All Rights Reserved. Time to First Value • Clear definition of value • Make sure it’s measurable • On-Boarding consistency Persona Industry Segment • Executive sponsor • Have a plan for the when your initial plan fails • Go beyond TTFV - Reinforce of best practices • Collect feedback (quantitative and qualitative) • Implement training webinars - #efficiency • New user adoption
- 10. ©2015 Gainsight. All Rights Reserved. Define your Customer Lifecycle Enterprise Mid-Market Agency Automated ($) • Segment your customers • Create Lifecycle distinction per segment • Utilize your user data at different stages • Simple Playbooks for your team • Ongoing education strategy • Integrate customer learning check points – seek input & understanding Create a reliable and differentiated experience
- 11. ©2015 Gainsight. All Rights Reserved. Simply Measured today • Increased retention rates • Increased upsell rates and ACV • Better understanding of user behavior • Consistent customer experience, and depth of data for for detailed Customer Journey Map • Increase in NPS scores quarter over quarter • Strategic Alignment across departments Retention Initiatives Up-sell Initiatives Account Services/Customer Success Customer Segmentation Segmented Customer Lifecycle Mapping TTFV Definition (data) Bi-Annual BR’s Strategic Account Planning Playbooks Customer Continuing Education Automation Dedicated Up-sell team & workflow Customer Segmentation Bi-Annual BR’s CSM sales training Segmented Drip Campaigns Company-wide Sales Qualification Sales SLA’s Product Feedback Process Executive sponsor management Holistic Customer Journey Voice of the Customer Pricing & Packaging New products
- 12. ©2015 Gainsight. All Rights Reserved. THANK YOU
- 13. ©2015 Gainsight. All Rights Reserved. Sr. Director, Customer Experience Return Path Jeremy Goldsmith Jeremy Goldsmith Mapping the Customer’s Journey The Road to Success
- 14. ©2015 Gainsight. All Rights Reserved. Customer Journey Mapping
- 15. ©2015 Gainsight. All Rights Reserved. A Story
- 16. ©2015 Gainsight. All Rights Reserved. The Age of the Customer
- 17. ©2015 Gainsight. All Rights Reserved. Connected Experience The “Connected Experience” • Touchpoints connect to one another • Seamless transition from one to the next • Regardless of modality • Leave a similar perception • Connect to a brand strategy Easy, personalized, You’re a VIP
- 18. ©2015 Gainsight. All Rights Reserved. Customer Journey Mapping
- 19. ©2015 Gainsight. All Rights Reserved. cus·tom·er jour·ney map • Visually illustrates customers’ processes, needs, & perceptions throughout their interaction and relationship with an organization • Helps you answer: • What is the current experience? (understand & diagnose) • What should it be? (redesign, create new) • How do we implement? (blue print) • How can we communicate the experience? (orient, train, align)
- 20. ©2015 Gainsight. All Rights Reserved. CX Journey Mapping Process
- 21. ©2015 Gainsight. All Rights Reserved. Customer Journey Mapping Steps • Map out the basic experience • Evaluate attitudes • Pick area of focus (Moment of truth) • Based on customer & business impact • Zoom in • Add detail to understand • Brainstorm improvements • Create business case Steps
- 22. ©2015 Gainsight. All Rights Reserved. CX Strategy Canvas
- 23. ©2015 Gainsight. All Rights Reserved.
- 24. ©2015 Gainsight. All Rights Reserved. PEOPLE THINGS BACKSTAGE SUPPORT BEHAVIORS ATTITUDES PEOPLE THINGS ONSTAGE EXPERIENCE Select a specific customer persona to map CREATE INITIAL MAP Behaviors, Attitudes and Experiences
- 25. ©2015 Gainsight. All Rights Reserved. Customer Journey Mapping Workshop
- 26. ©2015 Gainsight. All Rights Reserved. Examples of Journey Maps
- 27. ©2015 Gainsight. All Rights Reserved. Examples of Journey Maps
- 28. ©2015 Gainsight. All Rights Reserved. Return Path Example
- 29. ©2015 Gainsight. All Rights Reserved. • DesigningCX.com • TouchpointDashboard.com • Doug Dietz TED Talk - video Resources
- 30. ©2015 Gainsight. All Rights Reserved. THANK YOU
Editor's Notes
- If your customer doesn’t see value from your product or service, there low switching costs, lots of options Low Barrier To Entry Fast customer acquisition Revenue growth potential You know so much more about your customer Speed of innovation Lower barrier to exit Large customer volumes Revenue growth expectations Multiple sources of data to manage Competitive landscape & fickle customer base ----- Meeting Notes (3/26/15 16:06) ----- Try to find a good slide to quantify the impact. Got to address this now. ----- Meeting Notes (3/26/15 16:32) ----- Change to circles Pay as you go pricing
- VP of Account Services & CS at Simply Measured – 5 teams (AM, CS, Support, PS, and Customer Edu) – responsible for all revenue after initial sale (retention, upsell, PS) I attend a lot of CS leadership events and what I find valuable is when I get insight into WHAT other companies are implementing and HOW are doing it, so that is what I am going to spend some time talking about today. I hope you walk away with with some valuable insights that may be useful to you and your team
- When I first came to SM one of my first orders of business was going to be to start the process of completing a Customer Journey Map. Within the first few weeks I realized that if we embarked on that journey there would be many places where we would have missing information We were not yet at a place in our evolution as a company to complete a useful and thorough Journey Map. Understand what you do have and where you can begin to lay a solid foundation
- There were a lot of things to tackle but I decided to focus on 5 that I believed could really drive our business forward and create a consistent and differentiated experience for our customers and fill in the holes needed to create a holistic customer journey map. PART I Infinite User Data – we are a data company and had no shortage of data, but no deep analysis had been done and there were no insights Wide Range of user personas- We are a social analytics tool that helps brands plan and measure their social landscape and our range of users spans the Marketing Suite - in one day I would be talking to a data analyst at a CPG company and later in the day a CMO at a tech company Customer expectation vs. reality – no defined parameters for term length, inconsistent training for the sales team, no dedicated UI/UX functional head, limited customer feedback being looped back to the product team Varied TTFV – No formal onboarding process, AM team doing it all and doing it differently. Inconsistent customer experience – There was no formal customer lifecycle
- We have a wide range of customers from tech and finance, to retail and CPG – Whatever we did had to drive customer value and adoption for a widely different customer base while simultaneously achieving our business goals With that in mind, we focused on 5 initiatives designed to achieve business results, drive customer satisfaction, and lay a strong foundation for a holistic and complete Journey Map PART II 1. Segment and Target – With such a large amount of data and a wide variety of users and customer industries, we decided to start with a few focused areas and build from there 2. Provisional personas – Understand how all of the different teams define our customers and how they interact with them. My team and I talk to customers on a daily basis, but what were the experiences and perceptions of other teams? 3. Functional leaders – Get aligned with the functional leaders on your team. They all know what the Customer Success department is but is everyone aligned on what “success of the customer” means to our company? 4. Time to First Value - Identify quick wins and create a plan to get there – What behaviors do you need your customer to demonstrate or actions they need to perform to get value from your product? 5. Customer Lifecycle – Use the persona and user data to create a consistent baseline lifecycle for the first contract term (then build and iterate)
- Simply Measured is at our core a data company, and we are all huge data nerds. So when it comes to data, we have it in spades. We have a mantra that holds true for me as well “Data or it Didn’t Happen” With that said, in taking a look at our user data, it was certainly plentiful. We started with a focused effort looking at our user data through 3 different lenses. 1. User Data – As I mentioned earlier we have a wide variety of customers that are using SM to plan and measure across their social channels. How is a retail customer using our product differently that a banking institution or an airline? What is a customer doing at their 3 month mark vs their 10 month mark? What makes someone a “power –user”, what do customers who have been with you do differently than those that have churned? - This data allowed us to make some really impactful decisions about user adoption, on-going customer education, and was invaluable to our product team to influence the product roadmap. 2. Marketing Data – At SM we take pride in being thought leaders in our industry and produce a ton of awesome content. Marketing had all the juicy data on who was downloading or opening what content and we were utilizing it on our sales efforts but it was not making our way to the CS team. I was able to get notification on what emails were bouncing which helped identify potential red flags for our champions and power users leaving a company AND gave us valuable insight into what our customers where interested in, my team could take that data and use it to drive additional value through focused topical discussions. 3. Churn Data – This is a tricky one, because churn is typically a combination of a variety of different factors, but usually there is one that is heavily weighted more than the others. In looking at this data it allowed us to identify some behaviors that churned customers did not demonstrate that our healthy long term customers were and build new infrastructure and process around driving those behaviors. In addition to user data, there was some missing data sets that either were in disparate systems or data was not being captured. -Product Feedback – While there was most definitely customers outreach from the product team to gather feedback about new and upcoming realsese, my team is in a unique position in that we interact with out customers daily. I found that my team had some great feedback but it seemed that the most important issue was the most recent customer who was the loudest or largest. There was no system that was quantifying our feedback. Giving my product team the feedback that 28% of our customer base that represents X% of our revenue has requested a certain feature is certainly more powerful than “a lot of customers have recently been asking for X” -Csat – When I came to SM there was no official process for Csat surveys, they were most typically used for soliciting product feedback after a new release. Having a systematic way to solicit feedback from your customers is crucial. The good is awesome, but you need to know if you are getting better. The Bad is also great so that your team can be proactive in intervening with those customers. -Support Tickets – we were answering them, but unfortunately we were using a platform that did not allow us to extract metrics easily - I needed to be able to quantify issues and spot potential issues easily.
- My team was interacting with customers each day, but what about the others? What was the prospective of Sales and Marketing at the different times they interacted with the customers. What about product and engineering who don’t have the opportunity to interact with customers often? We decided to get a variety of people from different functional teams together to do a provisional persona exercise (their identifiers (persona), their behaviors, Questions they ask, and needs/goal) We wanted to understand who our users are, what’s important to them, and how different teams are interacting them. This ended up being a really eye opening experience for the participants in the room and laid the groundwork for the team to complete a detailed map of our varied personas. Marketing – are we creating the “right” content, are we sending it to the right people? Sales – Are we selling our solution to solve a pain point for the persona that is buying?
- Aligning with other functional leaders is one of the most valuable things that you can do. I know it sounds simple and easy, but when I say align I mean go beyond “team spirit” Marketing, Sales and Account Services go hand and hand at SM – to be honest at the beginning I felt that at times I would get a bomb hurtled over the fence and my team was scrambling to ensure that it did not explode. It was a function of not really understanding how we our teams functioned together. Myself along with the VP’s of Sales and Marketing had an offsite to discuss how we wanted to work together and what that meant. It was a great opportunity for us to get clarity on what we need to change and why - Expectations for customer hand-off (why incorporating those into the Sales SLA’s was important) - Establish a clear product feedback loop that was inclusive of why we were losing sales that were product related - Gain commitment from the others to be executive sponsors for clients beyond the sale (at the time it was me and our CEO) Create a framework about what success of the customer means to SM (this is different than the CS team) This really allowed us to understand how to best work together, ensured that we were creating cohesive strategies, and the concept of the success of the customer when beyond just my team.
- - Time to first value – does your definition of value map to that of your customer’s? Does value mean the same thing to different users? - Set expectations for customers about what to expect during on-boarding and have a way to measure it– (Does the user data reflect expected behaviors? Based on our data analysis we have created 10 benchmark behaviors that we would like a user to demonstrate within the first 60 days if they are a main user, or power user and are working on similar behavior based analysis for other users) -On-boarding Consistency – Utilize your user data and your personas to ensure you are giving the right people the right message at the right time – I know it sounds simple, but you will find yourself adjusting the messaging the more you learn about your customers and as your product evolves. - Executive sponsorship – You obviously can’t do this for all of your clients but it is important and impactful that you do it for some - get executives involved from the beginning of the sales cycle (our VP of Sales was so pumped when I suggested creating a process that involved the sales team) – call your customer in the first 90 days to solicit feedback and just listen to the customer. - Always have a plan B – You are designing this experience to work for most customers, what happens when it doesn't work?.....and it will happen (example – Large Enterprise Customer - MC) - Reinforce - Once we implemented an on-boarding and training process and content, we found that we needed to reinforce it - WE used our findings from our user data to create Drip campaigns to reinforce “sticky” features - Collect feedback not just with NPS or surveys – pick up the phone, visit - Webinars really were a key win for us in terms of scale and efficiency - What about all the additional users that come aboard mid contract term? – We have created a separate and distinct on-boarding process for new users that were no part of the initial on-boarding. Best thing I ever did was create a separate on-boarding and customer education team. Our team lead has a background in adult learning and had been invaluable in leading the charge to ensure that our customers have a successful on-boarding and opportunities for continued education throughout for customers throughout their time at SM.
- Segment - Lifecycle distinction per segment – Not all customers are created equal, it doesn’t make sense to interact with them the same way – this was very apparent in our business segments, which lead 4 distinct business segments that all have a slightly different lifecycle and playbooks - Utilize data – I am not sure if you noticed but I talk about data A LOT, not only because SM talks data all day, but it is an invaluable piece to the strategy and infrastructure of my team - Playbooks – As you scale, you want to be as efficient as possible– find a way to create as much ready content, directional messaging, FAQ’s…etc as you can to allow your CS team to spend less time on administrative and reactive task. - Ongoing education – reinforce behaviors/adoption and provide additional customer value. We have implemented vertical and persona specific webinars to provide insight not just into our tool, but into industry trends and best practices - Customer learning check points – customer feedback is important and your teams are best poised to ensure that it is evangelized within your organization.
- These 5 points are not the only items that we focused on, but were certainly the most valuable. Everything that we have accomplished in the last 14 months has been in service of trying to create a reliable and differentiated customer experience. What I have talked about today worked for SM at the time in our evolution and our focus has driven some great business results (including increased retention rates, & upsell rates, better insight into how different customers and personas are using our product, created a consistent customer experience and paved the way for us to move on to new initiatives (orange and red). All of this initial work has set a great foundation for us to embark on a holistic and thorough Journey Mapping process that kicked off last month. With this presentation I wanted to provide a brief overview of some of the strategies and processes that we implemented at SM. In creating and implementing much of what we did, there were definitely some things that failed and others that were wildly successful. We continue to use data to iterate on initiatives and review our strategies to ensure that what worked for us with 500 customers will work for us at 1500 customers. As I mentioned in my introduction, my intent today with this presentation was to I was to provide insight into WHAT SM implemented and HOW we did it. I hope that there may have been some good insights that are valuable to you and your team in your customer success journey. Thank you!
- Intro I'm Jeremy Goldsmith - Sr. Director, Customer Experience at Return Path Return Path is an email analytics company Here to talk to you about Customer Journey Mapping I'm going to talk to you for 15 minutes about what Customer Journey Mapping is Mari Bent-vel-zen is going to share some learnings about how her company progressed and prepared for successful journey mapping Then we'll have 10 minutes for questions - so hold your questions for the end if you can I can't train you on how to use Journey Mapping in 15 minutes - but I'll introduce the concepts
- Question How many of you have heard of Customer Journey Mapping before? How many of you have tried to implement it at your organization?
- I want to tell you a story It's a travel story I was flying from Denver to Los Angeles, and I needed a car to get around I decided to book a red convertible - why not in LA, right? When I arrived at LAX, I picked up my bag, walked outside and jumped on the rental car shuttle. Only 1 minute wait - timed nicely When I got to the rental car place - I walked off the shuttle and a friendly woman greeted me and asked my name. She looked on a clipboard and said "okay Mr. Goldsmith, your red convertible is all ready for you with the keys in it. I just need to see your driver's license and swipe your credit card and you'll be all set." It was like I was in a commercial! I walked over and my car was parked under a sign that said "Goldsmith" on it - easy to find. I felt like a VIP. The keys were in it, and I drove away. Easy as pie. I thought: "That was one of the most pleasant travel experiences I've ever had. No waiting. Friendly, personalized service. No mistakes or hassle - trying to sell me on a full tank of gas. Excellent!" I would totally rent a car from this company again! How many of you have had an experience like this? (It just blew you away.) Part Two I had some free time that day, so I decided to hit the beach. I was tired from traveling and wanted to feel some sand between my toes. So I went to Santa Monica, which is about 45 minutes from LAX. Driving around in Santa Monica, the car broke down. It wouldn't start. So I called their assistance number - and it took about 10 minutes to get to a real person. Then a somewhat unfriendly person immediately asked for my reservation number. It took me a while to find it. They said I wasn't in their system yet - "Did you just rent the car?" Oh - if it was in the last 2 hours, it's not in our system yet. So we don't have any record of you. You’ll have to call back. Like this was my fault! Geez. Long story short – so after lots of hassle and about 3 hours of waiting, they came out, couldn’t fix my car and had to replace it. And do you think I drove away in a red convertible? No, of course not! This part was much less pleasant. At least I was stuck in a nice spot! Definitely not the same excellent experience I had at the beginning of the story. How many of you have had an experience like THIS? (more of us) Disconnected Experience So this is an example of a "Disconnected Experience" While the first part - picking up my car - was excellent, well orchestrated, and clearly a lot of work had gone into it. The second part - responding to a break down - was lowsy. This clearly impacted my impression of the rental car company - maybe I would think twice about renting from them again.
- Connected Experiences We’re now in the age of the customer Customers want companies to cater to them They don't care that the reservation system isn't connected to the roadside assistance system, Or that the rental car company is using a 3rd party service for repairs They want all touchpoints to be connected - regardless of how they interact with them (phone, web, mobile, brick-n-mortar, email) They just want it to work for them, to be easy and enjoyable And if they don't they will - what? - COMPLAIN (Twitter!). These are empowered consumers.
- Customers expect (and demand!) connected experiences with brands Define: a connected experience is one where the touchpoints connect to one another Customers seamlessly transition from one touchpoint to the next, regardless of how the touchpoint is delivered All leave a similar perception in the mind of the customer Connect to a brand strategy - "easy, personalized, you're a VIP"
- This is where Customer Journey Mapping can help help diagnose disconnected experiences help identify where you focus your efforts to fix them help align all the different parts of your company on making sure the fixes work for your customer help design whole new experiences too About Customer Journey Mapping Comes from Service Design Looks at the experience from the Customer's point of view
- Definition: "Visually illustrates customers’ processes, needs, & perceptions throughout their interaction and relationship with an organization“ Helps you answer What is the current experience? (understand & diagnose) What should it be? (redesign, create new) How do we implement? (blue print) How can we communicate the experience? (orient, train, align)
- Lots of different versions of Customer Journey Mapping I'm going to show you the process I'm familiar with, and I think is the best Similar to business process mapping, but includes the following elements: Persona (define your customer) Behaviors (what happened) On Stage Experience (people and things) Attitudes (what they thought - how they reacted) Back Stage Support (people and things)
- Steps Map out the basic experience Evaluate attitudes Pick area of focus (Moment of truth) Based on customer & business impact this is crucial - otherwise each department is optimizing it's own thing For me – maybe it was being made to feel guilty for just renting a car Zoom in Add detail to understand customer needs (functional, emotional) functionally - just wanted to get to the beach emotionally - I wanted to unwind, enjoy my small window of free time assess roles & processes - are they doing what they are intended to do to meet customer needs? frame your issue or opportunity Brainstorm improvements select innovation(s) new attitudes and behaviors that you'll create Create business case
- Output: CX Design Canvas - summarizes the journey map
- CX Hypothesis - which you can share with business folks decision makers
- Good to start with creating an initial map Persona Behaviors On stage (people & things) Attitudes Back stage (people & things) If you haven't done any journey mapping at your organization, this is a great place to start
- How to get started Read designingcx.com! Learn the basics attend a workshop if you can or hire a consultant Get people together Cross functional (departments) Cross role (from front-line to executive) Get Lots of sticky notes! Face to face is best hard to do with remote folks Training first on the process help from designingcx.com or consultant Then build initial maps start with personas & behaviors figure out which part of your experience to map - the most disconnected, where you have the biggest problems identify areas to improve Start by exposing people to the process can help build buy-in that the process is useful Gets people to open their eyes to how customers experience your brand Gets people thinking outside of their functional silo especially good to get executives involved! Then deep dive Build some journey maps You might find you're missing some basics personas understanding of the customer or customer lifecycle understanding of pain points
- Sharing the maps Put them up on walls Can turn into digital maps eventually
- Where to learn more DesigningCX.com - from Oracle - has GREAT resources This is where I learned this process - they've open sourced all their materials! TouchPointDashboard.com online journey map builder Doug Dietz TED talk how journey mapping helped redesign MRI experience for kids