Customer journey mapping workshop, 2017
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Customer journey mapping workshop, 2017
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Customer journey mapping workshop, 2017
- 1. Workshop: Mapping the Customer Journey Who am I?
- 2. Agenda i. Customer experience – what is it? ii. Introduction to Customer Journey Mapping (CJM) iii. Workshop i. Context analysis ii. Identify personas iii. Prepare some CJMs iv. Identify opportunities to change iv. Outputs and next steps 2
- 3. 3 Context
- 4. If marketing has one goal, it’s to reach consumers at the moments that most influence their decisions. - Court, Elzinga, Mulder, Vetvik
- 5. of consumers switched brands or business due to poor customer service Some 82% of those who switched said the brand could have done something to stop them. (Accenture Global Consumer Pulse Survey) 66% Consumers switching due to poor customer service
- 6. Competing on Customer Journeys Source: https://hbr.org/2015/11/competing-on-customer-journeys November 2015
- 7. Strategic priorities in 2017 – Client side marketers Source: Econsultancy, Quarterly Digital Intelligence Briefing: 2017 Digital Trends
- 8. Strategic priorities in 2017 – Agency marketers 8 Source: Econsultancy, Quarterly Digital Intelligence Briefing: 2017 Digital Trends
- 10. Where does your organisation place the highest emphasis in terms of improving the customer experience? 22 October 2020 10 3% 1% 2% 4% 6% 9% 18% 25% 32% None of the above Making our experience as fun/fulfilling as possible Making our experience as mobile-friendly as possible Making our experience as fast as possible Making our experience as consistent as possible across channels Making our experience as safe and reliable as possible Making our experience as easy to understand as possible Making our experience as personalised and relevant as possible Making our experience as valuable as possible Econsultancy / Adobe Quarterly Digital Intelligence Briefing
- 11. Experiences as…. • …valuable as possible • …personalised and relevant as possible • …easy to understand as possible • …consistent as possible across channels 22 October 2020 11
- 12. 22 October 2020 12
- 13. 22 October 2020 13
- 14. 14 Customer ‘journey’ and ‘touchpoint’ maps are crucial – multi-channel
- 15. Customer journey mapping 22 October 2020 15
- 16. 22 October 2020 16
- 17. 22 October 2020 17
- 18. 22 October 2020 18
- 19. Elements of the customer journey Each element may have multiple touchpoints • Website • Phone call • Face to face • Email • Post etc.
- 20. What is Customer Journey Mapping?
- 21. Moments of truth……….. ….the gaps between the desired CX and the one actually received indicate where actions need to be focused 22 October 2020 21
- 22. Where are the zero moments of truth? 22 October 2020 22
- 23. Exercises 22 October 2020 23
- 24. 1. Situation analysis: Persona mapping 1. Who is your customer(s)? 1. What is their personal / business situation? 2. How might their situation change? What do they need to achieve? 5 minutes 22 October 2020 24
- 25. 2. Situation analysis: Plotting the Customer Decision Journey 1. On a horizontal line, list the actions your customer(s) need to take to reach their outcome? • Start before the moment he / she decided to use your service. 2. Underneath each action, list the touchpoints / channels (not just your touchpoints) • Goal is to discover the landscape from your customer’s point of view 3. What are the most important moments of truth / potential friction points? • Highlight and grade the MoTs (0 – 10) • These are where subsequent actions should be focused • Is there a particular touchpoint where customers choose NOT to work with you? Why? Time: 15 mins 25
- 26. 3. Situation analysis: service delivery and importance 1. Underneath each touchpoint, write down who delivers the service, if anyone. • You can also include who supports the people delivering the service? • Back office functions? Who influences / manages these functions? • Goal is to get a picture of the working organisation. Time: 10 mins 22 October 2020 26
- 27. 4. Opportunities for improvement / innovation? 1. For each moment of truth, what opportunities are there to make improvements (in an ideal world)? • Try to add these as a new line below the MoTs • Who needs to be involved? 2. Can you map new / ideal customer journeys? • What would an ideal customer experience look like? • Can you align customer goals with the different action / behavioural stages? Time: 10 minutes 22 October 2020 27
- 28. 5. Recommendations and roadblocks • What do you need to deliver the ideal customer experience? • Use the urgency / importance matrix • Budget • Resources • Team structures • Training etc. Time: 10 mins 22 October 2020 28
- 29. 6. Other questions to consider • Is anyone responsible for customer experience? • What is your current process for evaluating CX? • Is your customer aware of how you can support them? • Can this process be run again with other stakeholders involved? 22 October 2020 29
- 30. In closing • Can / should any of the outputs of this session be collated and reported back? • Who should take responsibility for this? • Put yourself in your customer’s shoes • Good journey maps can be shared, without embarrassment with your underlying customer • Remember – there is no standard blueprint 22 October 2020 30
- 31. Thank You Continue the conversation sean.donnelly@econsultancy.com @Seanog1982
Notes de l'éditeur
- Discussion is a powerful mechanism for active learning A well-facilitated discussion allows the participant to explore new ideas while recognizing and valuing the contributions of others. As we go through todays session, you guys have all of the right answers. The goal here is to create discussion in a safe environment to share thoughts. That means that everyone’s input is valuable. Now, I don’t know who everyone is so can I ask you to write a card with your name and your job title or functional area on your desk. A challenge with workshops is that it’s not up to me to do all of the talking. This will rely on your participation.
- Let’s set the scene. We will start by highlighting some of the trends we are seeing in B2B space from some of our Digital Trends Surveys and other collected data over the last year.
- Those moments aren’t always the moment of purchase.
- Also, the focus on CX is important because missing out on customer retention can obviously hurt revenue growth! Increasing recognition that the wider journey is central to the customer’s experience of a brand — and as important as the products themselves in providing competitive advantage If we want to focus on CX, then we need to consider the wider customer journey………. Explosion of digital technologies over the past decade has created “empowered” customers so expert in their use of tools and information they can call the shots, Can educate themselves about the different products / options available without ever speaking to a salesperson Customers are increasingly educating themselves before making purchase decisions. For example, a recent survey by the CEB Marketing Leadership Council found that B2B customers had completed more than half of the purchase decision-making process before they had any direct contact with a company’s sales representative. Ceveat venditor / not caveat emptor In response, brands are scrambling to develop big data and analytics capabilities in order to understand their customers, their decision journey and wrest back control For much of this time, companies have been reacting to customers, trying to anticipate their next moves and position themselves in shoppers’ paths as they navigate the decision journey from consideration to purchase. November 2015, HBR published an updated model of McKinsey’s consumer decision journey to a more mature model. Recognition that missing out on customer retention is hurting revenue growth. A focus on product quality alone isn’t enough Leveraging emerging technologies, processes, and organizational structures, - companies restoring the balance of power and creating new value for brands and buyers alike. What’s interesting in this case is that by focusing on experience, brands can go some way towards encouraging their customers to become advocates and thereby remove any requirements by the customer to move back into the consideration and evaluation stage. Focus on experience – deliver customers directly into a “loyalty loop,” where they remain in an open-ended engagement with the firm Focusing on experience involves a number of activities. One of the big ones, especially if focusing on the entire customer journey is content…………..
- This chart is from one of our milestone reports, our annual digital trends briefing which we publish in association with Adobe. Fifth year of publishing this report which marketers can use to identify key strategic areas to focus on and indeed see a baseline that they can compare themselves against. Based on an online survey of 7,000 marketing, digital and ecommerce professionals, carried out in December 2015. 7,002 respondents in total The 2016 report reveals a true trend that is sweeping the corporate world. In 2014, customer experience emerged as one of marketers’ top priorities. In 2015, it dominated that list. Now looking at our Digital Trends 2016 report, CX remains the most exciting opportunity in 2016. This would suggest the companies are doing more than just paying lip service to CX. While the drumbeat of CX continues to sound, it is increasingly accompanied by an emphasis on data. Increasingly, a goal of the former sets the priority of the latter. This growing importance is transforming the approaches that companies are taking to how they structure their capability, use data, deploy and invest in technology. Many of the lower-scoring opportunities on this list are required for a great CX. In other words, businesses today are investing in the experiences they’re delivering to individual customers. That mandate is permeating everything else they do. Because……………….for consumers there is only one brand. They don’t think in terms of channels, paid, owned and earned.
- To improve the customer experience companies are looking at placing the highest emphasis on making the experience as valuable as possible
- CX driving competitive advantage Understanding how customers interact with you and mapping the journey across all touchpoints is key. Reverse engineering trust Great CX - the highest priority at Airbnb – BIG part of their culture. One thing that’s really helped is a storyboard they created that depicts the different steps someone goes through from the time they first hear about Airbnb to the time they leaves post-visit feedback. 15 frames- guest journey / 15 more host journey. Like RyanAir………………………..They used to just think about the website and the steps someone goes through to book……………. ………………………..but what the storyboard made clear is that they were missing the offline experience – and that’s an even more meaningful part of using Airbnb than booking a property. By looking at the storyboard they realised that there were important moments where they weren’t doing anything. Customers valued the whole experience. Storyboard was a galvanizing event in the company. Everyone knows that "frames" they are working serve. They took the idea from Walt Disney and was inspired by the lengths Disney went through in order to make Snow White. Thought it would be good just to show you the process they went through and the journey to get there to set the scene for next exercise and when you are thinking about perhaps creating your own storyboards in the future. Video: http://www.fastcompany.com/embed/4935ca542b354?poster=twistage%22 http://www.fastcompany.com/3002813/how-snow-white-helped-airbnbs-mobile-mission https://www.sequoiacap.com/article/visualizing-customer-experience/
- Customer experience as a competitive advantage CX feeds into their organisational structure AirBNB host tweeted about guests needing a stroller. AirBNB delivered a stroller to save the host worrying about this.
- If the customer experience is the sum of every interaction a customer has with a brand, then it’s important to identify those touchpoints so we can organise the business around them. By mapping the ‘journeys’ or ‘touch-points’ and exposing this to the whole organization, everyone can start to understand how their role fits within that journey, Great way to expose gaps that might just be assumptions.
- We have all experienced the situation where you are told one thing before purchasing a service / product, whether that is by a sales person, reading through general marketing literature, or reading the company’s website, and then post sale receiving a completely different experience. It is as if you are dealing with at least two different organisations. Accenture: 68% goods returned because customer expectations not being met – not about being faulty.
- Sales and post sales funnel have traditionally stayed separate. Led to organisational and execution fragmentation – org silos, data silos, intertia of existing ecosystems One of the biggest challenges facing companies when they want to become customer focused is that their own organisation is based around functional silos. This is not only noticeable to customers as they are passed from function to function or person to person looking for service…………………. ……………..but also to companies themselves either when they look to start a customer improvement initiative and see how difficult it is to make changes. A customer wants to experience an organisation that provides a single seamless journey across all touchpoints from initial enquiry right through to any required post sales support. Whether we have a single customer view or not, our customers have a single company view Remove functional silos / organise around the customer
- Every time a customer contacts the organisation or its representatives, there is an opportunity for a customer “moment of truth”. These “moments of truth” are opportunities for the organisation to make a good or bad impression on the customer and are key moments in the customer journey.
- In this outline Customer Journey map I have listed what could be the key elements in the customer journey starting with Awareness and progressing through Purchasing right through to Renewal.
- CJM is mapping out the total customer experience across all touchpoints between the customer and the organisation, from initial contact, through purchasing, after sales support, and hopefully onto renewal / repurchase. It maps the experience that: you want to provide to the customer the customer would like to receive Way to put ourselves in the shoes of the customer In practice, CJM is a long process. The goal of today is to start thinking from your customer’s point of view.
- The gaps between the desired customer experience and the one actually received – the “moments of truth” – indicate where the actions need to be focused.
- Each element of the customer journey (e.g. Aware, Query …) will probably have a number of customer touchpoints such as accessing the website, or calling the organisation. Possible touchpoints (or opportunities for customer moments of truth) are illustrated here. Company needs to ensure the customer receives the quality of experience they require at each touchpoint…………….thereby providing positive customer moments of truth.
- We saw optimising Customer Experience is the single most exciting opportunity for 2016 wanted to look at how can Trend Micro improve the Customer Experience for their customers? Discussion and capture outputs for following questions: spending 10 mins on each part then we will have 5 mins feeding back. What are Trend Micro doing well around the Customer Experience you provide for your customers ? Online experience whether good – low bounce rate from search, people can find what they want, how well converting visitors to trial Conversion from trial to buy Do you have a single view of the customer and know their history when they call up High retention rate and repeat customers Able to upsell them well Good feedback and reviews (what is VoC showing) Referrals from customers Any incentives offered What are your competitors doing better? Or if you know others who you think you would like the CX to be more like what they are offering. This youtube video https://www.youtube.com/watch?v=-LW-0IG5muA https://www.youtube.com/watch?v=X0tmAk5DXAI Put yourself in the customer’s shoes, trying to understand what they need and how you can wow them Look at this https://www.youtube.com/watch?v=wXNeO06u-v0
- Could also consider listing roadblocks – although listing requirements takes in roadblocks.
- In practice mapping the CDJ is a much longer process. The goal of today was to start thinking from your customer’s point of view. CJMs are just tools to help you get a handle on how users are interacting with your site. They are useful for hypothesising on how to improve trouble spots. By taking the time to understand as much as you can bout your customers, you can go a long way towards making them happy……and growing your business. A good journey map should be something the organisation should share with the customer. It should be possible to hand it to those responsible for delivery of the journey and have them recognise the steps and be immediately clear what is expected of them and why. There is no standard blueprint for a CJM. If you want to build one, using high quality design principles, that’s fine. If you’d prefer to use smiley faces, that too is fine. It can be a work of art or it can be fairly rudimentary.