Post on 21-Jan-2018
London | Norwich | Singapore
UX Strat 2017Selling experience strategy internally and externally
Tim Loo Strategy DirectorPhil Morton Principal Consultant
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The Chatham House RuleWhen a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.
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Real life scenarios and examples- keeping it real and practical
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Who we are
Executive Director (Strategy) at Foolproof, leading the Experience Strategy practice. Long time supporter of UX Strat. Didn’t even get past one episode on MasterChef.
Principal Consultant at Foolproof, leading complex design projects for global clients such as PlayStation and HSBC. Once went on holiday to Turkmenistan.
Tim Loo Phil Morton
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What you’ll learn:Approaches and techniques to find, create and win opportunities to do experience strategy work
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Contents
1. Introduction
2. What we mean by experience strategy
3. Selling experience strategy
— Know and understand your customers
— Make your product accessible, buyable and above all, essential
— Unlock your inner salesperson
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Selling experience strategy
So what exactly do we mean by this?
It can be at different levels (Ben Judy diagram)
Source: UX STRAT USA: Ben Judy, "Mission-Based UX Strategy: One Year Later”https://www.slideshare.net/UXSTRAT/ux-strat-usa-ben-judy-missionbased-ux-strategy-one-year-later
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Selling experience strategy
So what exactly do we mean by this?
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experience strategy1. a long-term plan to align every
customer touch-point with your brand position & business strategy
2. other definitions are available
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§ Who are our target customers?
§ What’s the current customer story, priorities and pain-points, metrics?
§ What’s our vision for the holistic experience?
§ What are our guiding principles for target experience?
§ What are our future customer stories & outcomes?
§ What are the experience gaps between today’s experience and our future customer stories?
§ What specific initiatives and projects do we need?
§ What enablers and capabilities are required to support these initiatives?
§ What are the gaps between the vision and reality?
§ How will we prioritise & trade-off to create focus?
§ What’s our roadmap for change and innovation?
§ What are key performance indicators and targetsfor transforming the experience?
§ How will we incentivise the right behaviours?
CURRENT STATE EXPERIENCE
EXPERIENCE VISION & PRINCIPLES
INITIATIVES, ENABLERS & CAPABILITIES
EXPERIENCE ROADMAP
EXPERIENCE TARGETS & KPIs
1. Where are we today?
2. Where do we want to get to?
4. What do we need to do?
5. What’s our plan?
3. What are our measures of success
On your own (or with your colleagues):
You have 10 minutes.
§ Why have you pursued UX strategy in your organisation or for your clients?
§ In your own efforts to advance UX strategy in your organisation or clients, what has been effective?
§ What have been the biggest challenges?
Team task: Sharing your experience
being clever
making shit happen
strategy frameworksmethodology & toolkitUX design skills
finding the right sponsorgetting buy-in
managing politicsinternal communication
business casesKPIs & dashboardsprogramme office
target operating modelchange management
compensation & incentivesorganisational design
enterprise architectureculture change
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Selling experience strategy1. Know and understand your customers2. Make your product accessible, buyable
and above all, essential 3. Unlock your inner salesperson
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Selling experience strategy1. Know and understand your customers2. Make your product accessible, buyable
and above all, essential 3. Unlock your inner salesperson
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strategy
STRATEGICGOALS
STRATEGIC PROGRAMMES
PROJECTS (TACTICS)
goal A goal B goal C
programme X programme Y programme Z
project Q
WORKSTREAMSTASKS
BUSINESSSTRATEGY
COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013 2014 2015 2016
Boil down the organisation’s strategy & goals
Shell Commercial Fleet CONFIDENTIAL 42March 2015
The evidence is clear: our Commercial Fleet customer experience, either creates value or destroys value in terms of customer margin, volume & tenure. Delivering superior customer experience matters.
And it makes a big difference for our own satisfaction, motivation and pride in our commercial offering.
In 2015, we need to commit to and create real change in the way we think about and deliver customer experience
TRANSFORMING OUR CUSTOMER EXPERIENCE
FUNCTIONALRELATIONSHIPWITHCYCLING
LIKES/NEEDSDECISIONSUPPORT
SELFDIRECTEDCONSUMER
PASSIONATEABOUTCYCLING
Boil down the organisation’s strategy & goals
GENERALRETAIL
GENERALONLINERETAILERS
SPECIALISTONLINEONLY
FUNCTIONALRELATIONSHIPWITHCYCLING
LIKES/NEEDSDECISIONSUPPORT
SELFDIRECTEDCONSUMER
PASSIONATEABOUTCYCLING
SPECIALISTCHAINSTORES
SPECIALISTINDEPENDENT
SHOP
SPECIALISTCHAINSTORES
SPECIALISTINDEPENDENT
SHOPGENERALRETAIL
GENERALONLINERETAILERS
SPECIALISTONLINEONLY
Theapproachablespecialist
FUNCTIONALRELATIONSHIPWITHCYCLING
LIKES/NEEDSDECISIONSUPPORT
SELFDIRECTEDCONSUMER
PASSIONATEABOUTCYCLING
“we want to be the most admired company” “improved speed &
transparency”
“increased customer engagement”
“helps us unlock the value of data”
“our existing clients expect better experiences”
“could save us a huge amount of money”
“increased colleague productivity” “increased access across
functions and geographies”
“we need to innovate to access new markets and
customers”
Source: Stakeholder interviews and workshops (March & April 2017)Tune your ear to the language of management
“howcanwegetourteamtodoingthingsina
differentway”“we’vebeenthroughalot
ofchangealready”
“ourcustomerinsightandunderstandingissiloed &
fragmented”
“whoexactlyisthecustomer?”
“howdowesimplifywhenwehavesucha
diverserangeofcustomers?”
“it’sdifficulttoengageandaccesscustomers”
“digitalcanbequitethreatening”
“ourbusinessecosystemiscomplicatedandweusethisanexcuse”
“we’regoodatproductsbutnotsogoodat
services”Source: Stakeholder interviews and workshops (March & April 2017)Tune your ear to the language of management
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Map your stakeholders and their goals to identify potential
sponsors and blockers
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experience strategy1. a long-term plan to align every
customer touch-point with your brand position & business strategy
Who owns this?Who owns this?
Who owns this? Who owns this?
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ORI
ENTA
TIO
N
SUPPORTIVE
NEUTRAL
RESISTANT
HIGHMEDIUMLOW
CRITICALITY TO SUCCESS
1. Identify advocates
2. Convert neutrals
3. Be prepared for detractors
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Understand how the organisation’s strategy and
planning cycle work
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Q2
Many organisations have a planning and budgeting window in the third quarter for next year
Q3 Q4 Q1 Q2 Q3 Q4
Sometimes opportunistic expenditure can happen before
the end of the year
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Be opportunistic – use existing work/projects to get in front of
key stakeholders
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Strategist checklist: know and understand your customers
q Boil down the organisation’s strategy & goalsq Tune your ear to the language of managementq Map your stakeholders and their goals to
identify potential sponsors and blockersq Understand how the organisation’s strategy
and planning cycle worksq Be opportunistic – use existing work/projects
to get in front of key stakeholders
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q Boil down the organisation’s strategy & goalsq Tune your ear to the language of managementq Map your stakeholders and their goals to
identify potential sponsors and blockersq Understand how the organisation’s strategy
and planning cycle worksq Be opportunistic – use existing work/projects
to get in front of key stakeholders
§ How could you apply these to current work/ challenge?
§ What could you do tomorrow?
Strategist checklist: know and understand your customers
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Selling experience strategy1. Know and understand your customers2. Make your product accessible, buyable
and above all, essential 3. Unlock your inner salesperson
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Start with a universal truth
Shine a light on what it’s like to be a customer
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Form an opinion of what the organisation should change
to achieve their goals
69 | Selling strategy, September 2017Explain what they should change in terms the business understands
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Your plan shouldn’t be to make a PowerPoint
It should be to make a thing
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VISION STATEMENT§ An inspirational ambition that will
inform how the experience engages and delivers value
EXPERIENCE DESIGN PRINCIPLES§ How the vision will be executed.§ Core values of the user experience.§ Informed by research.§ The design principles should also
be inspirational and directive.
FUTURE CUSTOMER STORIES § Customer narrative of future
outcomes inspired by the vision and executed through the design principles.
vision statement
experience design principles ideal customer journeys
VISION PROTOTYPE§ A tangible, sometimes
clickable expression of our vision
§ Options include videos, clickable prototypes, experiential spaces
§ Can be used by senior stakeholders and customers
ATHING
ABSTRACT CONCRETE
vision prototype
IDEAL CUSTOMER JOURNEYS§ Mapping out how the future ideal
end to end journeys plays out
future customer stories
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Strategist checklist: Make your product buyable
q Clearly articulate what it’s like to be a customer today
q Explain what must change about the experience for the organisation to meet its goals
q Create a plan to make a thing – a tangible articulation of the strategy
q Explain how the work will create value
q Plan for deliverables that will go viral
§ What is the product you’re selling?
§ How can you make it accessible, essential and buyable?
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Selling experience strategy1. Know and understand your customers2. Make your product accessible, buyable
and above all, essential 3. Unlock your inner salesperson
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Your credibility
Your ideas and their relevance
Love the idea and love you doing this
Nice ideas, but we don’t trust you to do it
We like you but your ideas are not relevant
We don’t like you or your ideas!
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Would you like a strategy?
Oh, we have plenty of those
Sorry, did I say strategy? I meant plan
A plan? We need a plan!
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Strategist checklist: Unlock your inner salesperson
q Make the time to rehearse & practice selling your ideas and strategy product
q Always to be prepared to pitch at any moment
q Make it easy for others to sell - high quality sharable assets to bring your pitch to life
q Pay it forward – be generous with your time and ideas to build relationships & goodwill
q Don’t do this alone – build the power of the team
§ How could you apply these to current work/ challenge?
§ What could you do tomorrow?