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Pre-11: Journey Mapping: Creating an Effortless Customer Experience (Nicole Newton)

Journey Mapping Creating an Effortless Customer Experience

Nicole Newton

© 2017 Heart of the Customer Page 3

Agenda

Journey Mapping:

Best Practices Survey Results

Introduction to Journey Mapping Process

Journey Mapping Hand-on Exercises

Future State & Action

Planning

Q&A

© 2017 Heart of the Customer

Time Item Length Content

9:00 – 10:15 Introductions & Objectives 75 min Journey Mapping Overview, Case studies (20)

CJM Best Practices study (15)

Identify Who, What to Map (20)

Goals, Triggers (20)

10:15 – 10:30 BREAK 15 min

10:30 – 12:00 Let’s Get Mapping! 90 min Quick Share from tables (20)

Customer Steps (25)

Interactions (15)

What I Say / What I Think (15)

Emotions & levels (15)

12:00 – 12:45 LUNCH

12:45 – 2:00 Critical Moments 75 min Pain Points (15)

Voting on Customer Steps (10)

Identify & write Critical Moments (25)

Quick Share from tables (25)

2:00 – 2:15 BREAK 15 min

2:15 – 3:15 Future State & Action Planning 60 min Empathy Mapping / Future State (30)

Action Planning (30)

3:15 – 3:30 Wrap Up and Questions 15 min Q & A

Journey Mapping Agenda 9:00 – 3:30

Who is Nicole?

Nicole Newton, CCXP• Customer Strategy Consultant, Heart of the

the Customer

• Customer Journey Mapper

• Instructor, Speaker

• Certified Customer Experience ProfessionalProfessional


A journey is your customer’s end-to-end experience as they see it.

Managing the Overall Journey is Critical

“Journeys are 30% more strongly correlated with business outcomes” than measuring individual touch points.

– McKinsey Consulting

Companies have long emphasized touch points... But the narrow focus on maximizing satisfaction at those moments can create a distorted picture, suggesting that customers are happier with the

company than they actually are. It also diverts attention from the bigger—and more important—picture: the customer’s end-to-end

journey.

- The Truth about Customer Experience, Harvard Business Review


What is Customer Experience?

The perception that customers have

across all of their interactions with your

organization.

First question: What’s a journey?

A journey is the end-to-end experience accomplishing a goal from your participant’s view.


Journey examples

Signing up for t-ball

Starting a business

Choosing wine

as a gift

Paying a ticket

Pay a bill

Journeys often

have steps that

don’t include

you, but are

still important

Ne

w C

ab

le B

uye

r

He

althcare

Pa

tien

ts

No

n-P

rofit M

em

be

rs


Barckley Toole

20 years with The Coca-Cola Company

12 years managing IT Help Desk

29 years delivering customer service

What Journey Should We Map – thoughts from Barckley Toole

The Coca-Cola Global Support Center• Support North American bottling and global corporate

operations

• 76,000 internal users, 98,000 external users

• 650,000 contacts annually• 60% phone, 35% chat, 5% email and web ticket

• English, French, Spanish, Japanese, Mandarin, Portuguese

• 6 delivery centers across Mexico, Romania, India, Philippines,

and China• L1, L1.5, and L2, Escalation, and Total Case Management

support services• 75% contacts resolved on first call

• 82% of all contacts resolved at help desk• 94% of all contacts satisfied with service

• 90% of all contacts recommend the service• Fully outsourced complimented with 5 TCCC employees to

lead the service


The 3 Keys to Customer Experience

Experience

Experience Easy Emotion

The

Beginning

The Peak

Point of PainThe Ending

THREE CRITICAL

MOMENTS

“The Peak-End Rule: the

[experience] rating was

well predicted by the

average of the level of

pain reported at the worst

moment of the

experience and at its

end.”

HEX

ends on

a high

note.

What are your hours of

operation?

How can you

reduce waiting

in your

experience?

xxx


Discovery

•Virtual Kickoff

•Stakeholder interviews

•Hypothesis Mapping Workshop

Customer Insights

•Protocol development

•Customer interviews

•Create journey map(s)

Action

•Insights Workshop

•Action Workshop

Path to Value


Interview key stakeholders to collect information on customer needs and ensure buy-in.

Benefits of leading a Hypothesis Mapping Session

• It engages the team

• It builds a journey focus

• It helps you understand where internal thinking may be getting in the way.

Discovery Phase: Hypothesis Mapping Value


Hypothesis Mapping workshop


20%

15%

28%

5%

2%

30%

Very successful

4

3

2

Not at all successful

Too soon to tell

Thinking of your last journey mapping project, how successful was it?

The journey mapping challenge

29%

21%

40%

7%

3%

Very successful

4

3

2

Not at all successful

Thinking of your last journey mapping project, how successful was it?

Half of all survey participants did not rate their

journey mapping experience as successful.

The overwhelming reason?

A lack of action taken.


Other (please specify) Count

Customer validation sessions 1

Driving improvement actions 1

Financially viable options 1

Getting commitment to investing in changes/ improvements identified through mapping

1

Having a good JM software tool 1

Produce actionable insights via visually appealing map as tools in the final output(s)

1

Socializing the map 1

Thorough and reliable customer data 1

Using employee input and customer input (validation) 1

engaging others effectively 1

presentation to the right people who can make change 1

Total 11


Actually using the map to drive action 1

Total 1


Total 0

What do you see as most important for a successful journey mapping initiative?

n=76; participants could select up to three items

60%

53%

43%

32%

25%

17%

8%

8%

8%

0%

19%

Involving broad cross-functional teams

Involving customers in the process

Selecting the right journey to map

Executive sponsorship

Use of customer personas

Customer verbatims

Sales/field involvement

Graphically-designed/visually appealing maps

Creating customer videos or audios

Running a project quickly

Other (please specify)

In-House: What do you see as most important for a successful journey mapping initiative? n=53


What do you map?

Whom do you map?

Whom do you include?

Three Key Questions to Think About in Journey Mapping


What do you map?

Whom do you map?




What type of journey did you map?

n=76

60%

54%

42%

37%

35%

16%

5%

End-to-end customer journey

Setup/onboarding

Product/service usage

The purchase process

Customer support

Pre-sales/awareness

Other (please list)

In-house: Which of these best describe the types of journeys you mapped? (select all that apply)n=57


What do you map?

Whom do you map?




What do you map?

Whom do you map?




Before mapping begins…

CONSIDER QUESTIONS

• Who’s journey is being mapped –

Person, Persona, Title

• What ecosystem or journey is

being mapped – start & finish

• What are existing assumptions

and orthodoxies we hold or

believe?

• What is to be done with the

gathered information?

WORKSHOP PLANNING

• Clear objectives

• Cross-functional participants

• Honest, open communication

(ask, don’t tell)

• Primary facilitator

• Scribes

• Materials


TABLE PRACTICE: WHAT JOURNEY TO MAP

Work as a table to identify a customer journey to map. Some ideas:

• Service Desk interaction (security request, new computer set up, etc.)

• Onboarding a new analyst

• Purchasing a new computer or washing machine

• Ordering a pizza

• Selecting presentations to attend at HDI

Determine where the journey starts and where it ends


TABLE PRACTICE: WHO’S JOURNEY IS IT?

Work as a table to create a description of the customer, or target for the journey mapping exercise. Some considerations:

• Can be a customer segment or type of customer

• Be specific – give the customer a name

• Develop any background information or demographics that may be helpful


TABLE PRACTICE: GOALS

Work as a table to get inside the head of this target customer.

Record this customer’s overall Goals, including:

• What they are trying to accomplish in their work

• Personal goals, as relevant

• Think about unspoken goals (trying to get my boss’s job!)


TABLE PRACTICE: TRIGGERS

Work as a table from the customer’s standpoint to identify the Triggers that start the journey.

Then select one trigger reason that will cause the customer to start the journey you are about to map.


Let’s Get Mapping

USE “SWIM LANES” TO MAP CUSTOMER JOURNEYS

• CUSTOMER STEPS

• CUSTOMER-FACING INTERACTIONS

• CUSTOMER SAYING & THINKING

• CUSTOMER EMOTIONS

• PAIN POINTS

• CRITICAL MOMENTS


Map may look like this

What Michael Thinks

What Michael Does

What Michael Says

Michael’s Att itude and Emotions

Who Michael Interacts with

Systems Michael Interacts with


TODAY WE WILL USE “SWIM LANES” TO MAP THE CUSTOMER’S JOURNEY

Customer Steps. This is the primary activity row that begins the customer journey mapping workshop. Ask participants to work together to identify the steps the customer goes through to complete the journey. Include all steps, even if they are inactive steps like “waiting.” The step should contain a verb, and can start with “I” to remind everyone that this is from the customer’s point of view. One step per post-in note.

Customer-Facing Interactions (People & Systems). Identify who (individuals, departments, etc.) and what (technology, websites, etc.) customers are directly interfacing with throughout their journey.

Thinking & Saying. Document what customers are thinking and saying throughout their journey. These can be mapped in the same post-it color, adding quotes around what the customer is “saying” to differentiate.

Emotions. For all customer steps, indicate the emotions that the customer is experiencing. Indicate if the emotions are positive or negative.

Pain Points. For all customer steps, identify the pain points customers are experiencing (or can experience) throughout the process.

Hypothesis Mapping – Swim Lanes


TABLE PRACTICE: MAPPING CUSTOMER STEPS

• Start with Triggers to start process

• Map in terms of customer: “I” not “they”

• Individual post-its for each step

• Categorize into customer step phases


TABLE PRACTICE: MAPPING CUSTOMER-FACING INTERACTIONS

• People directly interacting with customer

• Systems / tools directly interacting with customer

AND A COMMENT ABOUT BEHIND-THE-SCENES ACTIVITIES……

• Document the (company) Objectives at each phase

• People or departments operating behind the scenes to create customer outcomes

• Systems and/or tools operating behind the scenes to create customer outcomes


TABLE PRACTICE: MAPPING WHAT IS SAID & THOUGHT

• For each customer step, document what the customer is saying (use “quotes” )

• For each customer step, document what the customer is thinking


TABLE PRACTICE: MAPPING CUSTOMER EMOTIONS

• For each customer step, document customer emotions and attitudes

• Identify positive and negative emotions

• Determine severity or intensity – can use a numeric scale


Emotions Wheel (handout available at table)


TABLE PRACTICE: MAPPING PAIN POINTS

• For each customer step, identify pain points (one per post-it note)


Identify the critical moments within the customer journey using these steps:

• Vote on important Customer Steps. Using dots, ask participants to vote in the Customer Steps row only to identify the most important steps in the customer journey. What are the customer steps that can determine if the customer will continue through the process, exit the process, or have the opportunity to be most delighted? Give each participant the same number of dots, one dot for each 5-7 customer steps.

• Identify Critical Moments. Talk through the Customer Steps where the most dots appear, and determine if this is indeed a critical moment in the customer journey.

• Write Critical Moment statements. For critical moments identified (typically 3-5 moments), use the larger post-it notes to write out a full statement about what the Critical Moment is, remembering to phrase it from the customer’s point of view.

Developing Critical Moments

SALLY

PAIN GAIN• I cannot find it in my store• Too expensive• I’m tired of yogurt• Is 16g a lot of sugar?

• I feel good eating this• This tastes homemade• Retro!

• Yogurt doesn’t cut it for a sweet snack

• Is it still good? It’s watery…

• Simple ingredients so I feel good feeding it to my children

• It’s what we do – come home, homework, special snack (share a moment)

SEE

SAY & DO

HEAR

THINK & FEEL• Gluten-free• Kids trying it too• A bunch of new / different and

packaging choices• Pudding does not look appetizing• What are the particles in this pudding• Label is short, fresh section of store• On the couch by myself, show is about to

start; dimmed lights

• I’m just going to have a bowl, I just ate that whole container

• This is really good – I’m saving it for me• Tweet: damn this is good

• Feel good eating fresh (Good treat for my kids & me

• Engaged & empowered

• My friends have never heard of this (it’s a secret find)

• Silence. Finally!• Is this cheating in a good way?• Dye free for the kids. REAL food not fake

• I need a break, a small way to pamper / take care of myself

• I’m not gonna say no to myself this time

• Zero-sum game: balancing self with others

• It’s kind of good for me (like chocolate & red wine)

• One cup for me, unless it’s been a rough day, then maybe two

• Really healthy for a sweet treat

NEW SNACK FOOD


TABLE PRACTICE: FUTURE STATE EMPATHY MAPPING

• Detail what you want your customers to THINK & FEEL, SAY & DO,

HEAR and SEE in a new, improved journey.


Gather team for 4 – 6 hours to:

• Identify any immediate required actions by (Company) to improve your customer experience.

• Identify other important improvement initiativeswhich should be implemented.

• Prioritize improvement activities, identify leaders, establish timeline.

Action Planning Workshop


Action Planning Example

Finally, the team conducted action planning to develop ideas to increase sales by at least $1 million, focusing on two categories: How to win the “Search” phase, and how to win in the rest of the journey.

The team developed a list of 47 possible actions, then prioritized five to focus on:

• Customer Advisory Board

• Invest free product into a real bank

so we can use it for customer demos, employee training, product development, and user experience

• We need a "Stevie Conlon" - or

several of them

• Change compliance message,

reposition thought leadership/value prop. Tell them what to do so they can execute quickly

• Networking events at conferences

Case Study


TABLE PRACTICE: ACTION PLANNING

• Select one Critical Moment

• Individually brainstorm potential solution ideas (2 minutes)

• Post ideas to flip chart

• Select 1 – 3 ideas to move forward


Moving Initiatives Forward

Identify initiatives

• Prioritize

• What are needed resources

• How do they fit with existing initiatives and strategy

Identify a Driver

• Who will lead the project? Who is sponsor?

• Determine team to support

Establish a Timeline

• Milestones


• Where will this be valuable for you/ your team / your organization

• Try components of the process

• Think in terms of your customer’s experience

QUESTIONS?

What to do next

Thank you for attending this session.

Please complete an evaluation form via the HDI conference website or HDI 2017 app.

FEELING WHEEL Developed by Dr. Gloria Willcox

Quick Reference: Hypothesis Mapping

Quick Reference: Hypothesis Mapping Page 1 of 3

Hypothesis Mapping can be used at the front end of a customer journey mapping exercise. The goal of this two to three-hour workshop is to collect inside-your-organization information relating to what is known about the customer journey. This quick reference guide is meant to be used as a checklist as you develop and implement your hypothesis mapping workshop. PREPARING FOR THE WORKSHOP

Journey Scope Agreement. Prior to hypothesis mapping workshop, determine the following:

Whose journey is being mapped – Can be a Person, Persona, Title or even an organization. To map an organization’s journey, multiple roles are typically needed to develop a comprehensive map.

What journey is being mapped. Define the journey, including the start and finish points.

Internal cross-functional roles to participate in the hypothesis mapping.

What existing assumptions and orthodoxies are held? Discuss the thoughts and biases each team member holds in advance, and document if possible.

What will be done with the gathered information? Document the team’s reasons for creating a

customer journey map.

Facilitator Role. The hypothesis map should document the customer experience as it is, not as others see it or they wish it to be. The facilitator should keep the following in mind when running a workshop:

This is not a criticism of current process - yet. The goal of the workshop is to document what the

current process is, what’s working well, and areas for improvement – to gain a shared understanding

of the journey.

Ask don’t tell. The facilitator’s role is to ask questions, not answer them. Challenge participants to dig

deeper with questions like, “How do you know that?” or “Is there any evidence that might suggest

other interpretations?” Effective facilitators resist the temptation to provide input, and instead guide

participants through the mapping process.

Be inclusive. Try to get input from all workshop participants, and be aware of who may be deferring to

the opinions of others in leadership roles. Ask participants to spend a few minutes working individually

to produce their own post-it notes prior to working with their group to post the notes to the work

space.

Materials required. Items to include:

Wall working surface. Use either butcher paper (4’ tall by at least 8’ wide) or Self-Stick Easel pads. Have scissors on hand.

Post-it notes. Assorted colors. 3x3 work well for Steps, Emotions, Pain points. 3x5 preferred for Critical Moments

Markers (Sharpies, fine point, black) Dots (3/4” for voting)

Painter’s tape (1” to secure working surfaces to wall if needed)

Scotch tape (to secure post-it notes to paper for transport)



CONDUCTING THE WORKSHOP

Mapping the Customer Journey. The goal is to create a customer journey map that is detailed enough to take to someone who is unfamiliar with the customer, and allow them to understand the customer experience. Start the workshop by documenting the customer’s goals and the triggers that bring them to journey being mapped. Select activity rows (“swim lanes”) to use during workshop. Choose from the following, adjusting for time available:

Customer Steps. This is the primary activity row that begins the customer journey mapping workshop. Ask participants to work together to identify the steps the customer goes through to complete the journey. Include all steps, even if they are inactive steps like “waiting.” The step should contain a verb, and can start with “I” to remind everyone that this is from the customer’s point of view. One step per post-in note.

Customer-Facing Interactions (People & Systems). Identify who (individuals, departments, etc.) and what (technology, websites, etc.) customers are directly interfacing with throughout their journey.

Thinking & Saying. Document what customers are thinking and saying throughout their journey. These can be mapped in the same post-it color, adding quotes around what the customer is “saying” to differentiate.

Emotions. For all customer steps, indicate the emotions that the customer is experiencing. Indicate if the emotions are positive or negative.

Pain Points. For all customer steps, identify the pain points customers are experiencing (or can experience) throughout the process.

Developing Critical Moments. Identify the critical moments within the customer journey using two steps:

Vote on important Customer Steps. Using dots, ask participants to vote in the Customer Steps row only to identify the most important steps in the customer journey. What are the customer steps that can determine if the customer will continue through the process, exit the process, or have the opportunity to be most delighted? Give each participant the same number of dots, one dot for each 5-7 customer steps.

Identify Critical Moments. Talk through the Customer Steps where the most dots appear, and determine if this is indeed a critical moment in the customer journey.

Write Critical Moment statements. For critical moments identified (typically 3-5 moments), use the larger post-it notes to write out a full statement about what the Critical Moment is, remembering to phrase it from the customer’s point of view.

AFTER THE WORKSHOP

Transfer Hypothesis Map from wall to file. Summarize the mapping workshop information to a digital format. Excel works well to capture all data, PowerPoint is better for visualizing the journey to share.

Identify Next Steps. Potential work may include creating a plan for gathering customer data, documenting the internal activities throughout the customer journey, creating a future state Empathy Map or conducting Root Cause analyses on customer pain points. For journey maps to be successful, they should be used to drive change to improve the customer experience.



Hypothesis Journey Mapping Agenda

DATE

Time Item Length Content

9:00 – 9:15 Introductions & Objectives 15 min Customer Experience + Journey Mapping Overview, Case studies

9:15 – 9:30 Confirm Who and What is being mapped

15 min

9:30 – 9:50 Goals & Triggers 20 min

9:50 – 10:40 Start Mapping! 50 min Document customer steps, interactions, thinking & saying

10:40 – 10:55 Break 15 min

10:55 – 11:10 Emotions 15 min Add emotions to map, indicate positive / negative and intensity

11:10 – 11:30 Identify Pain Points 20 min Add pain points throughout journey

11:30 – 11:40 Voting 10 min Voting on difficult steps or define critical moments

11:40 – 12:10 Develop Critical Moments 30 min Identify and write critical moments

12:10 – 12:20 Wrap Up & Next steps 10 min

Documents

Pre-11: Journey Mapping: Creating an Effortless Customer .../media/HDIConf/Files/Copy... · A journey is your customer’s end-to-end experience as they see it. Managing the Overall