Customer Experience Best Practices Journ… · • Linking your surveys and questions to areas of the map that matter most to your customers • Aligning operational metrics to the

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How Journey Mapping Drives Action and RetentionCustomer Experience Best Practices

Kerri K. NelsonCEO & President

#Pulse2017

©2017 Gainsight. All Rights Reserved.©2017 Gainsight. All Rights Reserved.

We will cover the following in this journey mapping session

• Steps to building a journey map – Best Practices and Learnings

• Identifying and prioritizing Moments of Truth and Pain Points to action

• Engaging team members to own actions and deliver results


Why do journey mapping?

• Trying to determine where to invest resources and money to make improvements

• There are cross-functional tensions as to what to focus on and who does what

• Your CX actions are not improving retention of customers


Steps to building a journey map – Best Practices and Learnings

Spanning 14 years


What a Journey Map is NOT…

• …Business process mapping – Journey Maps capture the outcomes (good and bad) that are experienced by customers as a result of internal business processes

• …A one-off exercise with an end-date - it is a discipline that helps prioritize and underpin projects

• … “Just another project” – Journey Mapping is not about telling you what you already know. It’s about creating the right end-to-end framework and backdrop to work from

• … “A Marketing initiative!” – No, it will fail if it is not truly cross-functional

• …Only about the map! It is about what you do with it. The map will pose new questions and highlight new opportunities for the business



• A visualization of the end-to-end journey that customers experience over time

• A way to capture the outcomes of interactions at each stage of the journey

• A way to capture the customer’s perspective and how it feels to be a customer

• A framework through which survey data can be linked and insights developed to help drive business improvement activity

A Journey Map is a catalyst, not a conclusion – it’s a means to an end


Let’s start with a generic view


Step 1: Ensure internal alignment

Business Owners:

What you learnü Multiple Ownersü No Ownerü Lack of clear hand offs


Step 2: Bring in your customer’s voice



• Linking your surveys and questions to areas of the map that matter most to your customers • Aligning operational metrics to the journey • Measuring the performance over time


Moments of Truth

• Emotion – The customer is emotionally engaged or in a vulnerable state

• Importance – The customer feels that a lot is dependent on the outcome

• Involvement – The customer is personally invested in the outcome

• Value – The customer needs to feel special or appreciated at this point

• Expectation – Customer expectations are heightened


Pain Point

• Requires the customer to use more effort than expected

• Creates stress, uncertainty and worry

• Make them feel let down - undermines their status/feeling of being valued

• Negatively affects other points in the overall consumer experience

• Undermines loyalty and commitment

• Reveals a serious gap between expectation and reality



• Drive specific operational improvement actions – both short and long term

• Prioritize areas of the journey that need attention• Helps form the linkage between expectations and outcomes


Step 3: Linking what a customer “does” with what they “say”

4

KeyMoment of Truth and Pain Point

Pain Point

Moment of Truth

2. On Boarding

1. Setting Expectations

3. Issue Resolution

4. Self Help


Validate with financial data to ensure focus and impact of actions

Opportunity Areas in order of impact

Cancellation % Impact

1. Issue Resolution: Asking for help via phone

2. Setting Expectations: Matching business need with solution

3. Onboarding: Learning how to use solution

4. Self Help: Seeking help online

23%

20%

9%

2%

Source: historical cancel data; customer interviews; exit survey data


Now its time to build a scorecard to track your high impact areas of focus

NPS

ImplementationEasy Hard

Low

High


Engaging your team members on top priorities

NPS

ImplementationEasy Hard

Low

High


Best practices to building an impactful scorecard

• Red / Green only to rate progress

• 8-10 metrics to stay focused on high impact outcomes

• Metrics must be “outside in” --- what matters to your customers

• High will owners accountable for the plans


Engaging team members

• Recognize successes and best practices

• Create a cross – functional Steering Team to help support and remove barriers

• Create “champions” across your company to be the voice of your customers

• Communicate, Communicate, Communicate

February 2013 Highlights

Here are some of the ways we are partnering together to improve our Customers’ experience with us:

Inside Customers First with Jerre and Kerri: Jerre and Kerri hosted sessions a few weeks ago from Penang,

Malaysia. These sessions were attended through Web ex by many of our global colleagues. You can: Read about topics covered or View

the WebEx recording. Mark your calendars! Our next Inside Customers First will be held from our Englewood, Colorado. U.S., office in April.

Colleague Survey Feedback: Many colleagues provided feedback on our January Inside Customers First session. Over 581 colleagues attended (in person or through Web ex). Twenty-four percent of attendees responded to our survey and the results included:

• 95 percent believe that attending Inside Customers First is a good use of their time• 95 percent have a better understanding of Customers First• 97 percent are

Dear Colleagues, Today I want to share some of the highlights from our

daily Customers First surveys, called “Touch Point”

surveys. These customer surveys are in addition to our

quarterly surveys that determine our overall Customer

Delight score. On our “Touch Point” surveys, we ask our

customers to rate us on their interactions with Customer

Care Tier 1 & 2 (phone and email support), Customer

Care Tier 3 (product training) globally and Inside Sales

for Americas. We know there is a strong link between our interactions,

Customer Delight and shareowner returns. We also know

that focusing on our customers' needs at each and every

interaction drives higher Customer Delight. To improve

our customers’ experience, we need to continue

increasing our responsiveness and decreasing the effort

customers need to put forth. Here are some examples of

how we’re working to improve our daily interactions with

customers: Customer Care Tier 1 and 2 2012 Results: • One of the key metrics for driving Customer

Delight is first contact resolution (FCR). We ended 2012 with a 70 percent FCR which is

better than “best in class” companies globally.

• Three other categories important to Customer

Delight are “Ease of Reaching Rep” at 89 percent and “Issues Resolved to Satisfaction”, at

78 percent, both up year over year; and “Knowledge of Rep”, which was up five points to

84 percent.• Our teams made it easier for customers to find

the help they need: The Americas CoE now has

one phone number that is answered by a person,

not a menu system; the EMEA team covers over

six languages; and APAC has its first ever Customer Care team in Penang, Malaysia, covering six languages. Customer Care Tier 3 (global product training) 2012

Results:


Questions for Discussion

• What have you done to date that has worked?

• Based on today’s discussion, what might you do differently?

• What strategies have you used to engage your team members?


THANK YOU


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Customer Experience Best Practices Journ… · • Linking your surveys and questions to areas of the map that matter most to your customers • Aligning operational metrics to the