The document discusses the importance of understanding the customer journey and using customer insights to drive business growth. It provides examples of how Halifax General Insurance and McCarthy & Stone improved conversion rates and sales by mapping customer journeys and addressing pain points. The document also stresses the importance of putting customers at the heart of business decisions and embracing organizational change to align with customers' emotional experiences. Failing to understand customers can lead companies to make incorrect assumptions. Understanding the customer journey across all channels is vital as customer expectations increase around convenience and service.

1. Insight | Design | Transformation
Customer Journey driving growth for
companies large and small
24th February 2014

2. Today
What is Customer Journey and why it matters
1. Improving conversion to sale
2. Aligning the sales and marketing journey with customer’s
emotional journey
3. Putting customer insight at the heart of business decision
making (customer driven transformation)

3. 1. Improving conversion and retention
Halifax General Insurance
 Finite resource
 Needed to know how best to improve conversion
Mapped the multi-channel customer journey

4. Customer Journey maps:
Process

5. Broad brush

6. Deep dive
Your details
Property,
address &
Discounts
67%
Payment
Details
Summary of
Cover &
Details
Contact
Details
Conditions
of quote
Human
10k
Aggregators
Your
quote
Save
TSC
calls
PRM block
xK
Quote s
Twice weekly
NTU email
Recalculate
5.2/person
Sales
5% 6% 12%
54% 14% 9% 18%
Sales
NTU cK
Underwriting
Error yK
2k
Underwriting
Error 15K
5k
PRM block
5K
NTU cK
4,444
(Aggregator
999)
455
222k 22k
2k
2k
222 200
All numbers have been changed

7. Project design must be tailored to
the company
1. Cross functional collaboration and senior sponsorship
2. Staff perspective
3. Existing MI
4. Voice of the customer
5. Collaborative design
6. Prioritise potential changes
7. Mix of quick and slow wins
8. Test your solutions

8. The prize can be huge
 For Halifax GI 38 quick-wins with potential to generate
15% incremental sales plus 15 long term opportunities
- Contact strategy 40%
o Increasing frequency, following up Client contacts
- Cross functional thinking 36%
o Using their portfolio of brands more effectively, brand consistency,
product consistency
- Better use of technology 24%
o Fixing broken web functionality, making online underwriting more
flexible, greater use of email and SMS
 11 were prioritised for implementation

9. 2. Responding to customers’
emotional journey
McCarthy & Stone, Stannah Stairlifts
 Selling flats and lifts
 To people who are choosing how to live the rest of their
life
 The biggest competitor for both companies is the same

10. Both selling to a fast changing
demographic


11. Understanding the emotional
journey is relatively easy
 Screening to identify different customer types
 Shadowing
 Ethnographic research
 Influencer and user
 At different stages in the journey

12. But change can be wide reaching
and inconvenient
 Product fit
 Fostering staff behaviour that will build empathy
 Capturing new, relevant information
 Changing contact strategy
 Providing relevant information
 Relaxing control; connecting prospects to customers like
them

13. Requiring a cast iron business
case
 Rosetta Stone, an online language company
 Customers wanted the convenience of online plus face-to-
face exposure to build confidence and to measure
their progress
 Huge change and added complexity for the company and
their investors. They piloted
- Online coaching sessions
- Peer-to-peer game nights
 Customers who consume these new offerings are:
- More satisfied
- Twice as likely to use the product they bought
- Five times more likely to renew

14. 3. Putting customers at the heart
of business decision making
 Many companies miss-understand their customers and
fail to respond to customer needs
- Received wisdom
- Vested interest
- Internal drivers
“Our customers are stuck in the stone-age.
They don’t get digital.”
“They’re the awkward squad. They’re just complaining to
try and get moved to a better house.”

15. Making friends and influencing
people
AXA Wealth
 Win and keep senior sponsorship
 Robust evidence
 Create a Customer Journey strategy
 Healthy mix of quick and longer term wins
 Socialise
- Customer Experience Forum
- One to ones
- Workshops
- Free, specialist support for aligned projects
 Not a data or IT silver bullet

16. Associated with:

17. Customer Journey: The total
customer experience
 Over time
 Via all channels
 A specific task (say buying a product) or the entire
customer lifecycle

18. Customer experience: ever more
important
 85% would pay up to 25% more to guarantee superior
customer service
 82% of people have stopped doing business with a
company due to poor customer service
 79% have told others about poor customer experiences

19. Ever more difficult to manage
 Channel proliferation
- A multichannel customer can be worth four times as much as
one that only shops either on, or offline.
 The speed of change
A fad or a trend?
A one-off problem or an
underlying issue?

20. How good Customer Experience
builds advocacy
‘It’s easy’
‘It’s for me’
‘It’s always
good’
‘It’s distinct’

21. 5 Principles
1. Insight not assumption
2. Insight to generate action, not to justify inaction.
3. Cross functional alignment with the brand promise in terms
of their ambition and delivery.
4. The customer journey must work as well for providers as it
does for customers.
5. Think people, process and technology

22. Our contact details
Customer Journey Consultancy
The Innovation Centre
Broad Quay
Bath BA1 1UD
(0845) 83 83 159
Martin.wright@customerjourney.uk.com
Stephen.grey@customerjourney.uk.com

23. Q&A
 What is the most important principle to remember when
thinking about Customer Journey / Experience?
- Robust insight – Cross functional alignment with the brand
promise in terms of their ambition and delivery.
 Is Customer Journey really suitable for small companies?
- Small businesses don’t always recognise the need to develop
and deliver a customer strategy as a growth-enabler. The
reality is that customer journey will help to focus skills and
energy to positive effect, protecting what is already in place.
- Success for large and small companies alike depends in part on
having a service strategy and a plan about how you want to
treat your customers. This isn’t just about efficiency; it’s about
making sure that they experience the best you can provide
whether they deal with you on-line, in person or via the
telephone or mail.