TextText@brilliantnoise @amayfield @craigmenzies brilliantnoise.com

Craig Menzies Experience Director April 16, 2015

Essentials Workshop

Antony Mayfield Founder & CEO

Transforming customer experience is really hard…

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We need a simple definition

How customers perceive their

interactions with your company.

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Source: Forrester Research

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Source: ACCENT Marketing Survey 2014

What is the key to gaining repeat customers?

- 90% personalised interactions with brands drive their purchase decisions

- 86% important to have a positive experience post-purchase

- 50% interact with brands after a purchase

"CMOs today need to spend time to

understand and engage customers across the

entire lifecycle, not only pre-purchase.”

"When CMOs consider the entire lifecycle, they

can maximize return on investment."

“We know there are bad experiences everywhere, but

we don’t know what they are and where to start.”

“We have done planning and strategy work, but now we

just need to do something.”

“We have a plan but we don’t have the budget to do

anything.”

“Our people and systems are obstacles to making

improvements to our customers’ experience.”

Customer Experience: The problems and pain

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Our advice? Adopt a digital mindset.

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When thinking ‘digital’, everything we do:

- directly addresses known problems or pain

- creates tangible and pragmatic actions

- is simple, easy to understand, effective and valuable

- is based on frameworks that are helpful, not unnecessarily complex

- returns value quickly and measurably

- is measurable and reproducible

What is a ‘Digital Mindset’ for CX?

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#1 Get simple. Just learn.

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Learn through user-centred design thinking.

#2 Follow a map. A simple one.

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Remember this?

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Customer decision journey

Model first published Harvard Business Review

Bond

Advocate

Enjoy

Buy

Evaluate

Consider

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Customer centric planning - digital channels

Customer Goal: Buy a return flight to New York for a shopping trip

Search Engine

Brand website

Price Comparison

Social Media

Consider Evaluate Buy Bond Advocate

1 3

7 8

9 102

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4 6

And the entire digital ecosystem

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Customer journey mapping - omnichannel

Source: eConsultancy

And the omni-channel ecosystem.

#3 Think micro. Do macro.

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"Thirty years ago my older brother, who was ten years old at the time, was trying to get a report on birds written that he'd had three months to write. It was due the next day.

We were out at our family cabin in Bolinas, and he was at the kitchen table close to tears, surrounded by binder paper and pencils and unopened books on birds, immobilized by the hugeness of the task ahead.

Then my father sat down beside him, put his arm around my brother's shoulder, and said, 'Bird by bird, buddy. Just take it bird by bird.'"

- Identify an issue or opportunity

- Get the right people on board

- Plan a set of actions

- Benchmark and document the current state

- Run a pilot

- Benchmark and document the results

- Write it up as a professional case study for future investments

- Repeat

The “Pilot and Scale” Approach

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Ok, time to work!

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Understanding your

customer’s journey

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"You’ve got to start with the customer experience and work back toward the technology - not the other way around.” 

Steve Jobs

“People don’t always remember what you say or even what you do, but they always remember how you made them feel.”

Maya Angelou

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Mapping the journey isn’t just about the map itself.

Customer Journey Mapping Benefits: - Brings people together who

often never talk or collaborate

- Builds a strong sense of the

scale and scope of the problem

from the customer’s

perspective

- Creates a blueprint for

prioritization and planning of

improvements

- AND…

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To the walls (or windows, or floors…)

Exercise: Mapping the customer journey

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Went where? And then? Spoke to? Tried that? Success?

Despair?

Channel? Channel?

Goal?

Exercise: Add channel crossing

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Went where? And then? Spoke to? Tried that? Success?

Despair?

Channel? Channel?

Goal?

Brand

moment?

Went where? And then? Spoke to? Tried that? Success?

Despair?

Channel? Channel?

Goal?

Exercise: Add emotional state

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Emotional

state?Emotional

state?“Moment

of truth”?

Content

moment?

Advanced: Add internal mechanisms

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Went where? And then? Spoke to? Tried that? Success?

Despair?

Channel? Channel?

Internal system?

Internal person?

Internal process?

Partner?

Technology? Internal person?

Database?

CRM? Database? Policy?

Visible to customerInvisible to customer

Goal?

Source: Forrester Reseach

Went where? And then? Spoke to? Tried that? Success?

Despair?

Channel? Channel?

Internal system?

Internal person?

Internal process?

Partner?

Technology? Internal person?

Database?

CRM? Database? Policy?

Visible to customerInvisible to customer

Goal?

Advanced: Rate the experience

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All is good. Easy. Useful.No joy, indifferent or difficult.Obstacle to goal completion. Full stop.

Source: Forrester Reseach

What is strategy?

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“A hallmark of true expertise and insight is making a complex subject understandable. A hallmark of mediocrity and bad strategy is unnecessary complexity—a flurry of fluff masking an absence of substance.”

Richard Rumelt, Good Strategy Bad Strategy: The Difference and Why It Matters

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Definitions Strategy

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- Guides an organisation toward a

specific outcome using a consistent

set of perspectives and policies.

- It is a “system of advantage” (Cynthia

Montgomery).

- “a coherent set of analyses, concepts,

policies, arguments, and actions that

respond to a high-stakes

challenge.” (Richard Rumelt)

An abused word.

Used to denote status.

Poorly understood.

Lacks consistent understanding.

The problems with strategy

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Strategy is not….

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- Goals.

- Numbers.

- Correct.

- Ambitious vision.

Strategy must….

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- Be clear - unambiguous and easy to

understand and explain to a non-

strategist.

- Have integrity - avoiding wishful thinking.

- Be coherent and consistent.

- Understood by decision-makers at all

levels.

- Be present as policy at all levels (from

business plans to job descriptions).

You can tell very quickly by looking at strategy document whether

there are issues or whether it is basically sound in its structure.

• There is context - the current state, including the market.

• It is clear about the customer (or user, stakeholders who the

organisation serves or must win over).

• You can explain it concisely to anyone.

• You can see what will not be done.

How to tell if you have a strategy or not

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How we approach strategy development

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Challenge (Discover, Diagnose, Articulate):

- We’re losing customers, even though the original problem has

already been solved

- Staff morale is dropping fast

- HQ staff are out of touch with the customers

The Vodafone Australia ‘Break in’

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Strategy (Policies, Principles, Constraints):

- Adopt impactful emotional moments to make HQ staff

understand

- Focus on staff throughout the company, not just customer

service advisors

- Staff members have friends and family - utilise this extended

network to win back or save customers

The Vodafone Australia ‘Break in’

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Actions (Ideate, Prioritise, Plan):

- Stage a break in!

- Bring staff together in dialogue

- Issue a set of tools to all staff to carry in their pockets (literally)

The Vodafone Australia ‘Break in’

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Building on your customer journey mapping

- An issue that came to the foreground for your customer in the

previous exercise

- Nominate a “scribe” to write on the flipchart

- document ideas as we go through stages (bonus points for

legible handwriting. Extra bonus points for the best doodles!)

- at the end, nominate someone to briefly present your findings

(including your thoughts on the customer journey mapping)

Exercise: Just one thing

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Making the case

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“Stories are just data with a soul.”

Brene Brown. TED talk.

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How to measure….

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- Perception metrics.

- Descriptive metrics.

- Outcome metrics.

- Benchmark using CX

core principles

Source: Forrester Research

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The Temkin Experience Ratings are

based on evaluating three elements

of experience:

- Success: How well do

experiences meet customers’

needs?

- Effort: How easy is it for

customers to do what they

want to do?

- Emotion: How do customers

feel about the experiences?

“Tell me and I'll forget; show me and I may remember; involve me and I'll understand”

Chinese proverb

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Title Page

4883

Article source: Forrester Research, Craig Menzies, May 2008 “Case Study: How Credit Suisse Made Customer Experience Matter”

Gets executives to green light customer experience

Case studies and good stories are golden

- Identify a customer need or issue

- Measure the current state

- Propose a solution

- Bring the right people together with the right authority

- Implement the solution

- Measure the results (with a time parameter)

- Document and publish the results

- Use the language of the FD and the business

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- The hard work is making large complex initiatives simple and

manageable (it’s human behaviour!)

- Good stories resonate and reverberate

- Immersion and inclusion is the key to influencing

- Digital mindset helps cut through the complexity

- Remember: do it ‘bird by bird’

Round-up and takeaway thoughts

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Thank Youbrilliantnoise.com @craigmenzies craig@brilliantnoise.com