Frequently asked questions about customer journey mapping

FAQs about Experience Mapping: A suitecx briefing

July 2014

©2014 suitecx – ConfidenBal

IntroducBon

• Over the years we have been asked a lot of quesBons around experience and journey mapping. Some of them address what are the triggers and reasons for mapping, others speak to how do we plan for it and what do we expect to see.

• This document answers a number of quesBons about: • What

• Why

• Who

• How

• It presents some Case Studies and Tricks of the Trade as well

• We hope this clarifies some things for you and adds to the conversaBon

2


What Is Customer Journey Mapping?

• The visual representaBon of the alignment of the organizaBon to the customer needs to create relevant, engaging and rewarding experiences that connect the brand with the customer.

• And it is representaBve of: • Where the customer touches the brand

• Where the brand touches the customer

• Where they interact with each other

• The mul7ple interac7on points of a customers’ engagement with the brand

• Why the customer is seeking contact with the brand

• The customer expecta7ons of their experience with the brands


COLLABORATIVE AND ‘SOCIAL’ •  Shared tool in ‘3D’ so you can

visualize behavior and processes •  Can be reused strategy to execuFon •  SaaS model provides easy, cost

effecFve access across mulFple users

DYNAMIC VS. STATIC •  Enables conFnuous adaptaFons over Fme

to drive strategy, planning and tacFcs. •  Provides a live “Dashboard’ that can

reflect trends and progress •  Highly configurable

INFORMATION CONSOLIDATION •  Performance and operaFonal

data in once place •  Presents raFonal and emoFonal

informaFon •  Data & arFfacts can be aUached

VISUALIZE AND MANAGE THE PATH TO PURCHASE AND EXPERIENCE •  Creates a visualizaFon of your touchpoints and relevant

informaFon •  Shows where and when customers experience saFsfacFon/

pain points •  Filters can easily present different views

What do tools/technology brings to the table ?


What business problems are you typically trying to solve with journey mapping?

5

Decline of revenue due to known causes such as

-‐fewer sales

-‐less volume

-‐ churn

-‐poor reten7on

-‐ compe77ve inroads

etc.

Unknown revenue declines

Economic challenges such as

recession or disrup7ve service

models

Know they are having experience issues but don’t know how to address them:

-‐ NPS declines

-‐ CSAT declines

-‐ Complaint increases

C-‐Level challenges to Sales/Marke7ng or Service requests for funds where there is no clear

business case/value.


The big issue….

27% OF LOST CUSTOMERS ARE LOST FOREVER

Sources: Oracle: Global Insights on Succeeding in the Customer experience era Feb 2013 CISA Magazine


Fully understand exis7ng customer behavior across the en7re experience & lifecycle

Evolve and deepen the science of customer insight and their needs through disciplined data management and analy7cs to drive loyalty and differen7ated products and services

Develop 360o customer view to generate ac7onable insights and tac7cs and treat customers differently

Drive increased sustainable strategic opportuni7es to enhance customer advocacy & op7mize ROI

Forward thinking companies journey/experience maps to:

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What business problems are you typically trying to solve with journey mapping?


What kind of process do you use when journey mapping? Describe the steps you take?

•  Growing our base of affluent customers by con7nuing to engage their interest and sa7sfy their needs.

•  Be the US’s preferred and most respected loyalty brand as recognized by its members

•  To build a winning network of customer and supplier rela7onships

•  To generate strong and sustainable cash flow growth

•  Be recognized as a leader and posi7ve force in the community

Best Prac7ces

SWOT Analysis

Compe77ve Landscape

Organiza7on

Process

Informa7on

Technology

Impact on Revenue

Ease of Implementa7on

Customer Sa7sfac7on

Time to Implement

Cost to Achieve

Vision Assessment Ini7a7ve Priori7za7on Roadmap

Mapping is oèn part of a larger planning process


•  Set the map’s scope and scale

•  Create interview material, and idenFfy interviewees

Scope

• Schedule and execute interviews

• Gather and review documentaBon

Gather Data

• Plot customer interacBons on map • Refine and validate informaBon flows

• Overlay metrics, customer data & collateral

Map

• Refine and validate IdenFfy, analyze and prioriFze opportuniFes

Ideate

• IdenFfy deep drill needs

• Conduct deep drills, analyze results

Deep Drills

• Analyze Map • Develop recommendaBons and compile roadmap for change

Strategize


9

Our experience mapping methodology



Customer Experience Improvement Strategy

Organizational Change

Map

Design framework Plot customer interacBons on map;

refine & validate Overlay metrics, customer data &

collateral

10-20 Days* 25-30 Days*

Typical approach for most customer journey mapping

Part 1 Current state

Part 2 Experience Mapping

Part 3 Recommendations

* Typical work effort will vary based on scope with lag 7me for rounds of review

Plan • Set the Scope • Understand the objecBves • Ensure resources

Gather • Interview • Capture data, arBfacts, documents • Ethnographic research • SegmentaBon

Map • Design framework • Plot customer interacBons on map; refine & validate • Overlay metrics, customer data & collateral

Outputs • IdeaBon • Deep Drills • PrioriBzaBon • ValidaBon

Roadmap • Bucket prioriBzed into IniBaBves • RecommendaBons Roadmap

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What makes companies decide to start using journey mapping? What are the triggers?

• Marketers need to deal with broader issues: • Shortened consumer acen7on spans

• Demand for transparency

• Ubiquitous connec7vity and access • Tradi7onal channel fa7gue

• Consumers view the enBrety of the experience across all touchpoints as one connected experience

Experiences Brick and Mortar

Website

Member Service

Social

Product Demos

Online Reviews

Media

Targeted Messages

POP Displays

Samples

Events

Guerrilla Tac7cs

WOM

Sponsorships

Delivering great experiences requires empathy – seeing what the customers see, feeling what

the customer feels.

But delivering great experiences also requires deep self-‐awareness. Awareness of who you are as an organiza7on, of your purpose, values,

strengths and weaknesses.


What makes companies decide to start using journey mapping? What are the triggers?

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The value a customer represents in order to idenFfy: •  Who to invest/divest in •  What needs they have that the

organizaBon can meet/address •  How the organizaBon can meet

these needs through interacBons •  Where changes need to occur in

the organizaBon to deliver upon the strategy

One of the triggers is helping to develop a customer strategy to help them make choices about op7mizing the alloca7on of resources to get, keep and grow customers

In order to do this, an enterprise needs to understand:


Do you define the purpose of journey mapping efforts?

Business Impact

Strategy Drives Tactics

Marketing and Technology

are Fully Leveraged

§  Know where the business is headed and why §  Results are measured and rationalized against strategic goals §  Can make adjustments as necessary based on desired future outcomes §  Infrastructure supports business needs §  ROI is known and improved

§  CRM solutions are leveraged §  Activities are coordinated within the strategic framework §  Time to market is reduced §  Business results are measurably improved

§  Today’s activities inform and support tomorrow’s plans and activities §  Ability to leverage learning's more broadly §  Know what we still need to learn…and how we will learn §  Can make decisions based on known facts and planned hypotheses §  ROI is known and improved in the short term and the long term

Short Term and Long

Term Goals are

Synchronized

Yes -‐ A Clearly Defined Vision Drives Rela7onship Op7miza7on


Do you define the purpose journey mapping efforts?

Learning & Change Management

Business Strategy

Member Experience

Strategy and Design

Process Redesign

Member Value

Creation & Loyalty

Performance Impact &

ROI Metrics

Technology

& Enablement

Organizational Alignment

Relationship Optimization Framework

Rela7onship Op7miza7on Includes Member Experience Design


Some DefiniBons

• Experiences: The sum of what the customer takes away from the interacBons they've had with you. A memorable event – with a beginning, middle, and end. • Customers always have an experience (good, bad, or indifferent)

• InteracFons: The acBviBes in which customers engage. Any business supports dozens, if not hundreds of interacBons.

• Engagement Points – can be inbound/outbound/interacBve – human or automated • An experience point is where emo7ons, process, systems, data all intersect -‐ oèn the ‘fault line ‘between the company and the customer


How do you prepare and plan for journey mapping?

Ensure you have enough of the right resources

Iden7fy the data sources

Set the scope

Understand the objec7ves

We help at every juncture of the process: Planning and Pre-‐work


How do you prepare and plan for journey mapping?

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Do we agree on approach and outcome?

Do we agree on scope and scale?

As is? To be? Have we iden7fied all key stakeholders

Who should own and drive this

project?

Do we need outside help?

How do we best highlight results?

What are the interdependencies? Project sequencing?

What is the risk of not doing this

project?

Are there any 7ming or resource

issues?

Who will own con7nuous

improvement?

?

Ques7ons we ask the team before star7ng


How do you map the journey itself?

Complete data gathering

Conduct interviews with employees, mgt and customers

Capture insight from all touch-‐points (ethnography, research & social media)

Finalize interview list & data gathering targets

We help at every juncture of the process: Data Gathering



Overlay other relevant informa7on based on business objec7ves

Refine map & iden7fy poten7al problem areas

Dra` ini7al map and add in informa7on

Set map parameters based on customer path to purchase

We help at every juncture of the process: Crea7ng the Maps



Validate the customer story by showing the journey. Discuss in breakout sessions with different internal teams

Review recommenda7ons and focus on largest pain points. Priori7ze list and iden7fy future state.

Compare employees versus customers. Discuss pain points and moments of truth.

Review map with team for opportuni7es and threats. Look for gaps & unusual results.

We help at every juncture of the process: Outputs and Valida7on


How do you ideate and prioriBze opportuniBes generated during journey mapping?

21

The tool set helps to organizes findings and recommenda7ons



We put it into a format that supports priori7za7on



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The priori7za7on process cumulates in a Roadmap



Project DescripBon

DescripBon of the iniBaBve

Dependencies

Prerequisite

Resources

•  Resource name 1 •  Resource name 2 •  Resource name 3

Benefits

1.  Step 1 2.  Step 2 3.  Step 3 4.  Step 4 5.  Step 5

Key ImplementaBon Steps

Impact/Feasibility }  Based on PrioriBzaBon

Expected DuraBon

}  From Roadmap

Expected Costs

}  EsBmate

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Each Roadmap ini7a7ve has a suppor7ng charter


¨  DocumentaBon of each interacBon point

¤  Wide variety of emo7onal/ra7onal data points

¤  Holis7c view of the company, employee & customer experience

¤  Flow across the path to purchase

¨  Clear presentaBon of what's working – what's not – why not

¤  Data driven specifics

¤  Gaps and opportuni7es between each

¤  Barriers to conversion

¤  Revenue Accelera7on

¨  Strategic insights ¨  AcBonable tacBcs ¨  CollaboraBve planning vehicle

¨  Engagement of key stakeholders across divisions and business units

¨  Improved adsorpBon of informaBon ¨  Forum for breaking down silos

¤  Realiza7on that customers view and experience the whole brand and not divisions or business units

¤  As such, need for greater collabora7on and coordina7on where customers are cumng across different parts of the organiza7on

¨  RaBonalizaBon of company, employee and customer needs

¨  EmoBonal buy in through visual storytelling

How do you embed journey mapping within the organizaBon?

INTANGIBLE TANGIBLE

Once companies understand the renewable benefits of mapping they make it a part of con7nuous improvements programs


How do you track the progress they are making as a result of the journey mapping

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Each map has mul7ple levels of sta7s7cs and metrics that can be saved and compared


Do you update their journey maps regularly to reflect progress, changing needs?

27

Yes, they clone them and then update them to reflect changes/improvements/innova7onal

Mul7-‐media roll up

Story roll up


Do you update their journey maps regularly to reflect progress, changing needs?

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Yes, they annotate them and then update them to reflect changes/improvements/innova7on


What stakeholders are involved in journey mapping?

• We have found that the broader the cast for a project that is transformaBonal, the more likely it is to succeed.

• In the same vein, for change management and key insights, we like to have stakeholders at each level inBmately involved in the project. TransformaBon is difficult, if not impossible without clear, vocal leadership support.

• Our typical project has the following roles/responsibiliBes • Governance Team/Key Leadership

• Key Stakeholders • Day to Day Working Team with representa7ves from Sales, Marke7ng, HR, IT, Opera7ons, Service as well as Voice of the Customer (surveys or directly)

• Ad Hoc SME’s and 3rd Party Providers

Note: A benefit of the toolset allows for people to annotate, comment and par7cipate even if they are not able to be involved day to day or are remote.

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How effecBve a tool has journey mapping been in the work you do with clients?

• Journey mapping and the resulBng Roadmaps that result from them have been instrumental in many ways: • Increasing revenue directly by elimina7ng barriers to purchase or repurchase

• Shortening path to purchase • Correc7ng ineffec7ve or nega7ve touches • Visualizing complex data from mul7ple sources

• Iden7fying barriers to reten7on • Enhancing engagement and advocacy

• Enabling a company’s ability to hear and act upon the voice of your company, customer and employees

• Create targeted, personas driven contact strategies and plans • Develop evidence based business cases and plans

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Do you have a common type of journey map and format you use?

• No, we find that each client has a disBnct need for visualizaBon and though many like ‘storytelling’, even those views can be quite varied. Some examples follow over the next five slides.

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Case Study -‐ NaBonal membership based organizaBon

§  2015 planning will include new programs and processes §  AddiBonal mapping projects underway to fine tune experience for different personas and interest groups

§  Mapped touches as is by mul7ple views as compared to DMA standards §  Created customer journeys for top customer ‘jobs’ and interests to ID reason for joining, renewing, MOT’s and Pain Points §  Developed different scenarios for customer personas and touch op7ons to becer op7mize experience and resul7ng renewal §  Created several new member and renewing member programs integrated across departments

Client experiencing downturn in renewals for membership Dona7ons and pledges decreasing

Strategy team concerned about ability to acract and retain new members who increasingly eschew ‘joining’ organiza7ons

Realized that ‘engagement’ may not mean touches – needed to see what that meant

Departments were not coordina7ng touches or messaging

Members gemng

Challenge/Opportunity

Results

Approach/Solu7on


Napa-‐wide Agribusiness Customer DiagnosBc/Touchmap

§  Immediate improvement in Sales/MarkeBng relaBonship leading to higher uBlizaBon of each other’s capabiliBes §  SegmentaBon schema adopted to help manage sales resources and drive lead nurturing email programs, training, events §  New SAP soluBon design in blue print phase §  Assetlink DAM system implemented §  Prototype Program taken to Europe and South America

§  Organiza7onal assessment across Sales, Marke7ng and Service to determine gaps in CRM efforts §  Created Touchmap to fully understand grower through retailer and distributor journey §  Developed ini7a7ves to close gaps (OPIT) §  Developed requirements, RFP’s and managed bid processes for SFA, MRM,CRM solu7ons §  Developed Sales and Marke7ng Training for Segmenta7on and 1:1 Marke7ng concepts

Client had several failures to launch CRM programs Sales/Marke7ng not in agreement on how to proceed

Realized technology plan would not work without a Go-‐to-‐Market Strategy and clearer understanding of Marke7ng/Sales Needs/Objec7ves Business Requirements

Concern about aliena7ng Resellers kept them from collec7ng relevant end user data -‐ Sales and Marke7ng oèn blind in trying to create lead nurturing programs


Results

Approach/Solu7on


Customer experience improvement

§  Immediate improvement of revenue due to decreased drop off §  Improved experience comments/survey results §  Drove business case for markeBng automaBon tools

§  Conducted company-‐wide diagnosBc with PaBent, Employee and InsBtuBonal inputs §  Created Experience Map to fully understand paBent journey §  Developed iniBaBves to close gaps (OPIT) §  Developed requirements, RFP’s and managed bid processes for markeBng automaBon soluBon §  Developed Sales and MarkeBng Training for SegmentaBon and 1:1 MarkeBng concepts

Client experiencing growing pains Focus on acquisiBon lep PaBents feeling neglected

Needed a customer-‐centric data and markeBng automaBon soluBon to beser track and retain current PaBents, deliver triggered campaigns and monitor likelihood to churn

Needed to drive automaBon and consistency across mulBple storefronts, online and across communicaBons channels


Results

Approach/SoluBon


B2B Buyer Journey and Analysis


Results §  Leadership saw the level of complexity of the different cons7tuents and were able to develop addi7onal strategies §  Map now being used to deepen understanding of rela7onships across LOB’s as well as customers §  Salesforce tool being mapped to different use cases based on insights §  Communica7ons now being mapped more closely to derive addi7onal insights

Approach/Solu7on §  Through interviews of all Ins7tu7on/Employee/Customers created a complex, mul7-‐faceted buyer journey map §  Highlighted pain points, moments of truth and key interac7on points for use in crea7ng Salesforce.com processes §  Iden7fied opportuni7es to improve rela7onships with Eye Care Professionals in many different ways

Eye Care Professional/Op7cs division of VSP desired to move towards more sales/marke7ng automa7on 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 7ming and offers


SegmentaBon and precision markeBng plan


Results §  New program very successful §  Added new email marke7ng capabili7es (staff and technology) to leverage knowledge §  Increased sales star7ng to build

Approach/Solu7on §  Completed a full segmenta7on study including all facets of data §  Iden7fied top 3 segments with highest Life7me Value and further researched needs/behavior online and offline §  Blended with Deluxe segmenta7on data to ID cross over sales opportuni7es §  Developed a buyer journey and buyer personas

Mid-‐sized division of Deluxe prints focusing on business prin7ng needed a more focused growth and upsell/cross sell capability

No clear understanding of what was working (not working) on online path to purchase Wanted best prac7ces for email revenue li`

Precision Marke7ng to improve sales without increasing marke7ng budget sign Wanted to incorporate parent company segment knowledge



•  No, Customer experience maps have many opBons:

•  Simple templates to present a 7me based customer interac7on ‘story’ to help bring it to life.

•  More complex templates to present customer story as well as company process to ID gaps or issues affec7ng customer experience

37



• Flow chart views are good for drill downs and scenario planning • Block and text views with picture, video or direc7onal info can present variable informa7on.

• They also are databases which can hold addi7onal informa7on/data

• Flow charts give you another dimension to present paths to purchase, cri7cal paths or cross channel/organiza7on flows • Can be used to present six sigma or lean sigma flows

• Can be used to present branching or decision point flows

38



39

Story elements can be ‘rolled’ up for big picture visuals



• An ‘inventory’ of all touches is a basis of analysis to ID ALL touches • Can be arrayed by lifecycle or weeks in year • By Organiza7on, or Channel or other ‘rows/swim lanes’

• Allows for back highlights to provide added dimensions

• All 7tles can be configured on screen • Simple selec7on and build out of touches using pre-‐configured icons and basic/advanced edit capability

• Can be filtered and saved to ID any element

40


Outbound 90%

Inbound 10%

Interac7ve 0%


Current touch stats

Ideal State

Inbound 30%

Interac7ve 25%

Trigger 30%

Outbound 15%

• The grid view is useful to display informaBon holisBcally • Total number of touches over 7me to determine spam or touch fa7gue issues

• Quick view of what's working – what's not • Touches at key rela7onship juncture – are you was7ng money with overlapping messages

• Timing

• Cadence • Channel over/underlap • Departmental messaging gaps/overlaps

• Saved for future use for stories, contact strategies etc.


Consumer Mapping

What kind of obstacles to effecBve journey mapping do you come across?

42

Mapping only outbound Does not address the whole customer Experience. Omits ini7a7on points as

Well as feedback loop. Solu&on: Map ALL interac&ons to get a

full picture

No clear view of outcomes Interes7ng collec7on of facts that

are not ac7onable. No understanding of how they connect.

Solu7on: Focus on ac7onable insights and the ini7al objec7ves .

Organiza7onal Alignment Need the full coopera7on and access to the staff across the organiza7on to be sure the right informa7on is collected

and shared. Solu7on: Be as deep and wide as possible

Process Only Maps Provides lots of data but no real insight into the emo7ons of the employees or customers

limi7ng ac7onable insights. Solu7on: Be sure to add emo7onal inputs, ethnographic research and VOC /VOE.

Common Pisalls of Customer Experience Mapping


What kind of obstacles to effecBve journey mapping do you come across? What are your strategies for overcoming those?

Obstacle: • Losing the forest for the trees. Some people get so deep into the data/issues that they cant see bigger, more impacuul paserns. SoluBon: • Help them see the bigger paserns and issues that float to the top. Simplify iniBal maps or hide elements for those lost in the weeds.

Obstacle: • Gevng leadership support – too busy or not aligned – this can be a death toll for a project SoluBon: • Get peers to pull leader into the mix and show where she/he can get value

Obstacle: • Skills of team may not be adequate to support project – staff doesn’t know how to approach a project SoluBon: • Train them and educate them through helping them visualize small parts of the whole

43


What skills and tools do you have to bring to the table, do you find missing when you journey map with clients?

Any technology sBll needs to have a strong team behind it – either client-‐side or supported by a partner

Technology allows you to becer express your findings

It shortens the 7me to present different views and opinions

It doesn’t imbue any knowledge or experience – that comes from you

It helps share, collaborate and present your insights and best prac7ces up and

down the corporate ladder

Provides company knowledge

Provides innova7on

Has a vision of what they want to achieve

Pulls in best prac7ces and achievable improvement

Knows the right ques7ons to the right people to uncover opportuni7es

Technology Team


Let you see exactly where and when

customers experience

satisfaction or pain points, moments of

truth and who is most impacted and how it affects your

bottom line

Present data/ metrics as well as the

effectiveness and value of targeted

member and prospect interactions

Support prioritization to highlight what’s most

important’ to your customers, and

understand what creates or detracts from value & drives

loyalty

Present how actions,

offers, redemption, accumulation affect

members

Show how operations and processes in

one area impact the entire organization

Benefits of visualizing the experience

Allows for collaboration and sharing to get everyone on the same page to:

and form the basis of a longer term strategic plan to build customer value


Tips For EffecBve Journey Mapping

• Put customer personas (segments) at the center of your maps to ensure that you understand their experience and can arBculate their behaviors/needs

• Capture the backstory that begins before you enter the stage

• IdenBfy the triggers into the experience (voluntary or propelled)

• And the moBvaBons triggering progress between stages

• Inventory touchpoints where interacBons occur -‐ physical, virtual, human


Tips For EffecBve Journey Mapping

• People’s behavior is acBvity focused – document it

• Connect the dots across mulBple touchpoints

• Highlight thoughts and feelings at each interacBon

• Capture quesBons running through a persona’s mind

• Highlight barriers and points of pain that block movement to next step

• Visualize emoBonal highs and lows, ‘moments of truth’

• Be on the lookout for hidden gems


A customer journey map starts from the customer’s star7ng point, mo7va7ons, and desired outcomes rather than the company’s

Allows for the inclusions of customer emo7ons and tells a story

Supports “art meets science”

Can visualize a broad range of insights, benchmarks, data

Doesn’t follow a strict set of rules (Six Sigma) though it CAN incorporate them

A framework and set of guiding principles rather than a rigid and inflexible process

How is customer journey mapping different than process improvement?

About us

49


Suitecx Leadership Team

Valerie is a strategist and market development manager with more than 20 years of diverse experience delivering bocom-‐line results. She heads a marke7ng and customer experience management consultancy that focuses on coaching firms for both strategy and tac7cal execu7on. Her areas of exper7se include go-‐to-‐market strategy, precision marke7ng, demand genera7on, customer journey mapping and CRM/Marke7ng Automa7on selec7on and management.

Valerie Peck, CEO

Michael Hill, CTO

Anne Cramer, COO

Michael is a passionate and detailed senior level manager, product/service developer and technical strategist. Michael has over 25 years of PMO experience in Technology, Construc7on Technical Services, Technology Manufacturing, Start-‐ups, Government and Not-‐For-‐Profits. Tackling projects large and small and managing teams of up to 64 members and budgets of up to 14 million; Michael has delivered many business cri7cal solu7ons and strategic plans.

Anne is a seasoned strategy and management consul7ng professional with deep exper7se in crea7ng and implemen7ng data-‐driven, customer-‐centric business strategies. She is a specialist in managing large-‐scale projects around technology implementa7on, process improvement, acquisi7on and reten7on strategies. She has strong process and user experience focus. Anne has led projects and managed teams in a variety of industries including gaming and entertainment, retail, financial services, health care, and technology in the United States, Europe and other interna7onal markets.

Recognized for more than 20 years as one of the leading authori7es on customer-‐focused rela7onship management strategies, Dr. Martha Rogers, Ph.D. is an acclaimed author, business strategist and a founding partner of Peppers & Rogers Group, the world's premier customer-‐centric consultancy. An adjunct professor at the Fuqua School of Business at Duke University, Dr. Rogers is the co-‐director of the Duke Center for Customer Rela7onship Management.

Martha Rogers, PhD, Chair Board of Directors

©2014 suitecx – ConfidenBal 51

DRIVES IMPROVEMENT it allows for priori7za7on based

on cost, feasibility and importance to the customer,

providing the business case and project management founda7on

to push customer-‐driven ini7a7ves forward in the

organiza7on.

COLLABORATIVE We don’t “do it for you”, we “work

with you” and adapt to your environment

Organiza7onal Effec7veness Collabora7on is not just a buzz word. This so`ware allows mul7ple users to collaborate on a mapping

exercise. Individual departments can be responsible for their own customer experience, and they can also be held accountable when that experience overlaps with

other efforts.

Game Changing Design

Our so`ware allows for mul7ple users in a company to conduct

their own mapping exercise, using a living tool that can be used on an ongoing basis to help guide the business in a customer centric

manner

QUICK WINS &

LONG TERM IMPACT

We understand the need to put wins on the board

INNOVATION

We were at the incep7on of customer experience

mapping

HOLISTIC RECOMMENDATIONS People, Process, Data, Technology & Change

Management

WYSIWYG We won’t bait with experience and

switch to junior teams

SUSTAINABLE KNOWLEDGE

We aim to build self-‐sufficiency in our clients and

broaden the Customer Experience discipline

Its not a job –it’s our

PASSION!

Our Value ProposiBon: The Right Technology, The Right Team

suitecx.com @custoholic

Thank You

“Great customer experiences oèn exist in the space between knowing and an7cipa7ng needs. Data helps with both, but in very predictable ways (predictable is mostly good for the former, not the lacer). Intui7on, on the other hand, might as well be the most undervalued asset in business, and yet is what makes the difference between simply an7cipa7ng needs and redefining a category.” fastcompany