This document outlines the process for conducting a customer experience audit. It involves diagnosing the current customer experience through interviews, surveys, and observations. The customer journey is then mapped from the customer's perspective to identify gaps between channels. Insights are provided on what needs to be improved. Finally, an improvement plan is created to fill the gaps and provide a unified customer experience across touchpoints. The audit typically takes 2-12 weeks depending on the scope of the client organization. Case studies demonstrate how the process has driven brand loyalty and a 360-degree view of the customer.

1. 1
growth through Multi-Channel innovation
Customer Experience Audit

2. Agenda
Background
How
we
do
it
Timing
Creden6als

3. Customer
Experience
Audit
• What
– Understand
how
the
customer
interacts
with
your
client’s
brand
from
the
customer’s
point
of
view
– Iden6fy
the
key
pain
points
that
need
to
be
addressed
in
communica6ons
• When
– Pitch
new
business
– Contract
renewal
– Create
brand
differen6a6on
– ShiH
spending
• Benefits
– Start
new
conversa6on
– Help
unify
communica6ons
across
channels
– Reinforce
your
posi6on
as
a
thought
leader
– Create
more
long
term
s6ckiness

4. Age
of
the
Empowered
Customer
Always
on
Always
Connected
On
the
move
Opinionated
47%
of
customer
experience
is
dependent
on
sales
and
marke6ng*
*Aberdeen
2013
Amplified
Voice

5. Why
Customer
Experience?
Customer
experience
includes
every
interac6on
a
customer
has
with
a
company.
The
challenge
is
to
improve
how
customers
feel
about
their
experiences
and
how
they
share
that
informa6on
with
others.

6. Why
Customer
Experience?
*Right
Now
Technologies
Annual
Customer
Experience
Impact
Report:
2011-­‐89%
of
customers
walked
away
following
a
poor
customer
experience
and
began
doing
business
with
a
compe6tor
who
is
one
click
away
Create
differen6a6on
to
avoid
having
customers
walk
away
and
do
business
with
compe6tors*

7. *Cost
of
replacing
exis6ng
customers
is
5
to
10
X
more
than
keeping
exis6ng.
Not
providing
the
right
experience
is
cos6ng
your
client
money*
Why
Customer
Experience?

8. Customer
Experience
applies
to
B2B
and
B2C*
*Zen
Desk
survey:
impact
of
poor
customer
service
experience
on
B2B
customers
was
66%
stopped
buying
aHer
a
single
bad
customer
service
interac6on.

9. What
causes
a
poor
experience?
Between
sales
and
marke6ng
Between
communica6on
channels(web,
call
center,
mobile
Between
tools
&
process
which
do
not
fit
together
easily
Gaps

10. The
Customer
Experience
Gets
Lost…
…and
no
one
is
responsible
for
fixing
it

11. Agenda
Background
How
we
do
it
Timing
Creden6als

12. What
is
Customer
Experience
Design?
Diagnos6c-­‐where
are
you
now
Insight:
What
we
need
to
fix
Improvement
Plan-­‐
how
we
implement
Current
Customer
Experience/
Journey

13. Diagnos6c
Understand
the
path
to
purchase
from
the
Organiza6on’s
point
of
view

14. Diagnos6c
Execu6ve
Interviews
Custom
Surveys
Voice
of
the
Customer
Voice
of
the
Ins6tu6on
Voice
of
the
Employee
On
site
observa6on
Industry
Comparison
SoHware
Tools:
Suite
CX
Enables
informa6on
to
be
customized
and
rolled
up
in
any
way
the
Organiza6on
needs
it.
It
also
enables
comparison
to
industry
norms.
suitecx

15. Map
the
Customer
Experience/
Journey
Understand
the
customer
experience
from
the
Customer’s
point
of
view

16. Current
Customer
Experience
Journey
Iden6fy
and
collect
all
the
touches
Organize
the
experience
by
channel
Frequency,
segment,
etc.
Consolidate
the
data
by
segment

17. Tell
the
Customer
Story
“As
is”
and
“To
be”
Map
the
journey
Show
the
disconnects
Create
a
visual
mini
story
to
Demonstrate
the
current
and
Future
state
Get
buy
in
from
the
ins6tu6on

18. Insight
–What
Needs
To
Be
Fixed

19. Provide
a
Roadmap
for
Filling
the
Gaps
Iden6fy
list
of
gaps
Organize
gaps
into
categories
Work
session
to
discuss
and
priori6ze
Final
Roadmap
for
fixing
gaps
High
level
business
case

20. Create
an
Improvement
Plan
Iden6fy
the
new
work
and
create
the
business
case

21. Agenda
Background
How
we
do
it
Timing
Creden6als

22. Approximate
Timing
• For
new
business
pitch
–
usually
2
weeks,
• For
one
brand
with
mul6ple
channels
in
North
America
:
call
center,
email,
print,
direct
mail,
social
media,
mobile-­‐
usually
4
weeks
• Usually
6
weeks
For
mul6ple
brands/
divisions
of
a
large
company
• Or
global
engagements
usually
12
weeks

23. Agenda
Background
How
we
do
it
Timing
Creden6als

24. Challenge/Opportunity
Results
Case
Study:
Customer
Journey
Mapping
§ Communicated
to
company
the
customer
experience
that
drives
brand
loyalty,
resul6ng
in
shared
value
for
the
customer
and
the
company
§ Showed
the
need
to
integrate
more
data
to
Develop
a
360
view
of
the
customer
to
deliver
what
they
need,
when
they
need
it,
and
how
they
want
it
§ Helped
modify
the
brand
posi6oning
to
make
the
brand
more
personal
and
focus
on
how
joining
will
benefit
the
member
and
their
community.
§ Iden6fy
“quick
wins”
while
working
towards
the
long
term
strategy.
§ Began
the
change
management
process
to
get
the
organiza6on
on
board
to
make
the
changes
necessary
to
meet
the
needs
of
the
younger
more
tech
savvy
consumers.
Approach/Solu6on
§ Organiza6onal
assessment
across
Brand,
Marke6ng,
Advocacy,
and
Customer
Service
to
determine
gaps
in
CRM
efforts
§ Created
Touch-­‐map
based
on
current
communica6ons
to
fully
understand
current
customer
experience
across
direct
mail,
email,
web
and
social
media
§ Supplemented
journey
map
with
3
minute
videos
to
show
the
before
and
aHer
experience
of
the
member.
§ Developed
detailed
improvement
plan
covering
customer
acquisi6on,
reten6on,
renewal
and
winback.
§ Created
a
technology
roadmap
and
business
case
to
show
how
improvements
would
impact
company
and
members.
Company
was
not
growing
as
expected,
and
was
not
aorac6ng
younger
consumers.
Consumers
opinion
of
the
brand
was
declining.
Renewal
rates
were
declining
slightly.
The
Customer
Experience
group
realized
that
what
was
needed
is
a
complete
audit
of
the
current
experience
from
the
customer
perspec6ve.
Wanted
to
grow
the
membership,
while
retaining
exis6ng
consumers
who
were
aging
and
mostly
off
line
with
the
younger
on
line
audience.
24
5"
Project"Plan"
Member
Knowledge &
Experience
Assessment
CRM Strategy
Organizational Change
Benchmarking,,
Best,Prac0ces,
Future,Needs,,
&,Gap,Analysis,
Member,,
Experience,
Design,
CRM,Strategy,,
&,Framework,,
Strategic,
Road,Map,
&,Quick,
Wins,
Implementa0on,,
Plan,&,Business,Case,,,
40"Business"Days"
"
30"Business"Days"
"
30"Business"Days"
"
Deliverables:,
• "Benchmarking"
• "Needs"Assessment"
• "Strategic"Findings"
Deliverables:,
• "Journey"Maps"
• "Strategic"Framework"
• "RecommendaDons"on"Future""
""State"Improvements"
Deliverables:,
• "Road"Map"
• "Business"Case""
• "Quick"Win"""
• "ImplementaDon"Plan"and""
""Requirements"
Phase,1:,,,
Discovery,
Phase,2:,,,
Strategy,Development,
Phase,3:,,,
PreMImplementa0on,
We,Are,Here,
6"6"
SEGMENT"6"AS"IS"
Emo$onal(
Emo-onal"End"State"
Annoyed:"Signifies"that"the"member"is"feeling"a"sense"
of"frustra-on"with"his"unsuccessful"experience."
Experience(
Experience"End"State"
Annoyed:"Signifies"that"the"member"is"feeling"a"sense"
of"frustra-on"with"his"unsuccessful"experience."
4"4" 16#16#
Recommenda,ons#Hierarchy#To#
Achieve#End#State#
Data#
Collec,on#
Ac,onable#
Segmenta,on#
Metrics/#
Analy,cs#
Website#
Improvements#
Content#
Management#
Execute#on#New#Renewal#
Program#
Cross#Channel#
Experience#
Plan#and#Use#Member#
Feedback#
Leadership/Governance#
Change#Management#
Make#Renewal#Content#
Clear#
Partners#Part#Of#Brand#
Story#
Join/Acquire#
Engage/Retain#
Renew#
Founda,onal#
Make#The#AARP#Story##
Personal#
Make#Brand#Promise#
Ac,onable#
Remember/Use#
Member#Preferences#
Increase#Quality#
Governance#

25. Challenge/Opportunity
Results
Case
Study:
Build
long
term
technology
roadmap
based
on
improved
customer
experience
§ Improved
customer
experience
by
adding
trays,
follow
up
messaging
and
beoer
integra6on
between
in
store
and
on
line.
§ Developed
3
year
road
map
to
transi6on
from
current
siloed
technology
to
integrated
plan.
§ Increased
trigger
marke6ng
campaigns
and
added
thank
you
for
new
purchases.
§ Integrated
the
planning
for
the
new
POS,
Digital
and
CRM
ini6a6ves
to
create
synergy
and
reduce
costs.
Approach/Solu>on
§ Assess
current
state
of
customer
rela>onship
including
channel,
contact
strategy,
organiza>onal
readiness,
data,
analy>cs,
technology,
metrics
etc.
Establish
benchmarks
and
iden>fy
gaps
against
best
prac>ces.
§ Develop
the
future
CRM
Vision
strategy
and
socializa>on
plan.
§ Map
the
current
customer
experience
and
iden>fy
pain
points,
strengths
and
weaknesses.
Focus
on
call
center,
retail,
on
line
and
email.
§ Make
sugges>ons
on
how
to
improve
the
customer
experience
and
priori>ze
based
on
cost
and
value.
§ Build
out
a
3
year
technology
roadmap
based
on
SAP
tools
to
help
transi>on
from
a
set
of
disparate
tools
to
a
fully
func>oning
interac>ve
CRM
system.
Helped
retailer
with
mul>ple
brands
develop
a
long
term
vision
and
roadmap
for
customer
rela>onship
management.
Elevate
the
customer
experience
to
build
rela>onships
Deepen
the
understanding
of
customers
through
beMer
data
management
and
analy>cs
Generate
ac>onable
insights
Drive
growth
and
profitability
through
loyalty
and
reten>on.
17
The Project Plan
Customer
Knowledge &
Experience
CRM Strategy
Organizational Change
Benchmarking
Best Practices
Future Needs
& CRM Strategies
Journey
Maps
CRM Strategy
& Framework
& Business
Case
Strategic
Roadmap
& Quick
Wins
CRM
Requirements
& RFP
21 Days 30 - 45 Days 30 Days
Deliverables:
•Competitive Benchmarking
•Needs Assessment
•Strategic Findings
Deliverables:
•Data Mapping
•Strategic Framework
•Recommendations
•Project Report Out
Deliverables:
•3 Year Roadmap
•Staffing Requirement
•Implementation Requirements
•RFP for CRM Solution Provider
Part 1:
Discovery
Part 2:
Strategy Development
Part 3:
Pre-Implementation

26. Case
Study:
NaQa-­‐wide
Agribusiness
Customer
Diagnos>c/
Touchmap
§ Immediate
improvement
in
Sales/Marke6ng
rela6onship
leading
to
higher
u6liza6on
of
each
other’s
capabili6es
§ Segmenta6on
schema
adopted
to
help
manage
sales
resources
and
drive
lead
nurturing
email
programs,
training,
events
§ New
SAP
solu6on
design
in
blue
print
phase
§ Assetlink
DAM
system
implemented
§ Prototype
Program
taken
to
Europe
and
South
America
§ Organiza6onal
assessment
across
Sales,
Marke6ng
and
Service
to
determine
gaps
in
CRM
efforts
§ Created
Touchmap
to
fully
understand
grower
through
retailer
and
distributor
journey
§ Developed
ini6a6ves
to
close
gaps
(OPIT)
§ Developed
requirements,
RFP’s
and
managed
bid
processes
for
SFA,
MRM,CRM
solu6ons
§ Developed
Sales
and
Marke6ng
Training
for
Segmenta6on
and
1:1
Marke6ng
concepts
Client
had
several
failures
to
launch
CRM
programs
Sales/Marke6ng
not
in
agreement
on
how
to
proceed
Realized
technology
plan
would
not
work
without
a
Go-­‐to-­‐Market
Strategy
and
clearer
understanding
of
Marke6ng/
Sales
Needs/Objec6ves
Business
Requirements
Concern
about
aliena6ng
Resellers
kept
them
from
collec6ng
relevant
end
user
data
-­‐
Sales
and
Marke6ng
oHen
blind
in
trying
to
create
lead
nurturing
programs
Challenge/Opportunity
Results
Approach/Solu6on

27. Challenge/Opportunity
Results
Case
Study:
Customer
Centric
Diagnos>c
and
Journey
Map
§ Lowered
overall
communica6ons
costs
while
improving
benchmark
scores
§ Increased
communica6ons
at
key
points
in
the
customer
lifecycle
(renewal)
while
reducing
them
where
they
were
not
as
important
§ Developed
a
communica6ons
calendar
to
improve
interac6ons
and
warning
to
brokers/contact
center
so
they
could
staff
accordingly
§ Created
new
data
flows
to
ensure
customer
journey
6ming
from
phase
to
phase
was
op6mized
Approach/Solu6on
§ Developed
a
mul6-­‐leveled
customer
journey
map
that
covered
every
touch
(B2B,
B2C
across
the
organiza6on.
§ Plooed
metrics,
data
flows,
customer
tes6monials,
collateral,
digital
interac6ons
across
full
lifecycle
§ Analysis
of
gaps
and
overlaps
–
created
ini6a6ves,
priori6zed
them
and
then
created
an
improvement
roadmap
Marke6ng
didn’t
actually
know
who
was
interac6ng
with
prospects
or
members
Results
from
required
polling
were
low
for
quality
of
communica6ons
Costs
to
acquire
new
members
was
skyrocke6ng
Costs
for
communica6ons
was
increasing
while
ROI
wasn’t
Marke6ng
didn't
know
when
different
departments
were
execu6ng
campaigns
and
as
a
result
the
contact
center
and
brokers
were
experiencing
feast
or
famine

28. Case
Study:
Experience
Mapping
Process
Development
§ Developed
process
framework
§ Created
detailed
Level
1-­‐4
Processes
for
banking
group.
§ Mapped
to
Corporate
Process
ini6a6ve
to
ensure
strong
connec6on
between
two
group’s
Process
Maps
and
Process
Narra6ves,
Interface
Requirements
etc.
Challenge/Opportunity
§ New
processes
developed
to
effec6vely
communicate
customer
experience
and
desired
processes
across
all
channels
§ Process
narra6ves
and
templates
replaced
all
other
tools
to
create
a
standard
approach
§ Higher
level
of
adop6on
and
improved
experiences
at
contact
center
and
branch
Approach/Solu6on
Gallup
Poll
indicated
that
there
were
major
gaps
in
customer
experience
for
loan
products
Weak
6e
between
customer
experience
desired
and
actual
experience
due
to
poor
communica6ons
Results
Internal
experience
group
needed
process
and
methodology
to
communicate
as
is
and
to
be
states

29. Case
Study:
B2B
Buyer
Journey
and
Analysis
Challenge/Opportunity
Results
§ Leadership
saw
the
level
of
complexity
of
the
different
cons6tuents
and
were
able
to
develop
addi6onal
strategies
§ Map
now
being
used
to
deepen
understanding
of
rela6onships
across
LOB’s
as
well
as
customers
§ Salesforce
tool
being
mapped
to
different
use
cases
based
on
insights
§ Communica6ons
now
being
mapped
more
closely
to
derive
addi6on
insights
Approach/Solu6on
§ Through
interviews
of
all
Ins6tu6on/Employee/Customers
created
a
complex,
mul6-­‐faceted
buyer
journey
map
§ Highlighted
pain
points,
moments
of
truth
and
key
interac6on
points
for
use
in
crea6ng
Salesforce.com
processes
§ Iden6fied
opportuni6es
to
improve
rela6onships
with
company
Professionals
in
many
different
ways
Company
desired
to
move
towards
more
sales/
marke6ng
automa6on
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
6ming
and
offers

30.
• Darcy
Bevelacqua
• Success
Works
•
darcybeve@yahoo.com
• 917
520-­‐0261
Undecided
on
your
customer
experience
direc6on
?
www.success-works.com
Contact us for help
Darcy Bevelacqua
Darcybeve@Yahoo.com
www.linkedin/in/darcybev
917 520-0261