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Do you suspect problems with your customer experience because usage has dropped? Have you heard from customers that your processes aren't user-friendly, consistent, or reliable? Use a market research technique called Customer Experience Mapping to help you understand how your customers interact with your processes. The webinar is presented by Kathryn Stevens, Client Services Director at Hansa GCR. It covers: - Process understanding and process preference - Rational and emotional reactions to customer experience - The infrastructure, process, and outcomes of the Experience Mapping approach The Experience Mapping webinar/PPT also includes a detailed case study example using this method. Watch and learn how to unlock the gateway to your customer mindset. Don't miss our next free webinar. Register here: http://hub.am/XwTIKo www.HansaMarketing.com @Hansa_Tweets
Citation preview
Entire Contents © 2013 Hansa|GCR; Confidential and Proprietary.
Experience�Mapping:�How�Do�Your�Customers�Relate�to�Your�Processes?
(Can�you�get�there�from�here?)
February 2013
Kathryn�Stevens,�Director,�Client�Services• An�experienced�qualitative�and�quantitative�researcher�with�more�than�two�
decades�of�brand�and�customer�experience�background.• Significant�domestic�and�international�research�experience�identifying�and�
understanding�customer�segments�and�customizing�unique�approaches�to�customer�types.
Meeting�Agenda
• Why�experience�mapping?
• It’s�their�world�…
• Two�lenses:�Process�understanding�and�process�preference.
• It’s�complex:�Rational�and�emotional�customer�experience.
• Where�do�I�begin?�Unlocking�what�the�customer�knows�about�your�processes.
• Case�example�of�how�this�method�has�revealed�strengths�and�vulnerabilities,�enablers�and�barriers.
• What�Do�I�Get?:�Case�study�outcomes.
• Discussion�and�time�for�Q&A�at�the�end�of�the�session.
3
4
Our�History• We�help�our�clients�build�deeper,�more�profitable�customer�relationships�by�better�understanding�their�customers�and�creating�a�compelling,�differentiated�customer�experience.
• Founded�in�1979,�we�are�part�of�a�global�group�with�1,100+�professionals�offering�a�variety�of�services�including�Creative�Communication,�Data�Analytics,�Brand�Consulting�and�Interactive.�
• We�bring�research�and�thought�leadership�in�four�key�areas:�• Customer�Relationship�Equity• Brand�Equity• Product�and�Service�Innovation• Market�and�Customer�Segmentation
Our�Philosophy
5
The�brand�is�the�essence�of�the�customer�relationship.�The�brand�is�a�head�and�heart�promise�executed�through�the�customer�experience.
The�brand�is�the�experience.The�experience�is�the�brand.
6
Why�Experience�Mapping
Why�Experience�Mapping?Gateway�to�the�customer�mindset. Your�processes�for�interacting�with�customers�make�sense�to�you—or�they�should.�(If�not,�that’s�a�different�topic�entirely.)�But�how�do�you�know�these�processes�make�sense�to�the�customer?
• What�works—where�and�when?�You�have�a�process�that�works�fairly�well,�most�of�the�time�for�most�of�your�customers.�How�do�you�find�the�trouble�spots�and�improve?
• How�do�you�take�a�read�on�how�your�processes�represent�your�business?You�have�a�process�in�place.�You�know�customers�use�it,�but�you’re�not�sure�how�well�it’s�received.�How�do�you�take�a�broadͲbased�read�on�how�you’re�presenting�yourself�to�the�customer�base?
• How�do�you�implement�a�new�process?�You�need�to�know�what�customers�expect�or�would�like�to�expect�when�they�contact�you.�How�do�they�interact�now—and�how�do�they�like�the�status�quo?�How�would�they�react�to�a�new�approach?
7
8
It’s�Their�World
It’s�Their�World:�Through�the�Looking�Glass
9
Your�world�... The�customer’s�world�...
10
Two�Lenses
Two�LensesImportant�overarching�questions.�Do�customers�understand�your�processes?�How�do�customers�prefer�to�interact�with�you?�
11
Do�your�customers�understand your�processes�well�enough�to�navigate?�
Consider�a�process�the�customer�has�to�follow�every�time�they�execute�a�certain�transaction�with�you.�
Ask�yourself:
Can�they�access�you�successfully�by�phone�or�email�to�place�an�order,�make�an�appointment?�
Has�the�process�ever�failed�them—
how,�when�and�why?�
How�do�you�find�out�whether�customers�know�all�the�steps?
Potential�problem:�the�customer�lacks�awareness.
What�do�customers�prefer to�encounter�when�they�engage�with�you?
Just�because�a�customer�uses�your�process�successfully,�does�not�necessarily�mean�they�like�it.�
Ask�yourself:
Does�the�initial�screen�or�prompt�insist�on�giving�information�they�don’t�need�or�want?�
Does�it�take�too�long�to�get�to�the�point?�
Do�you�offer options�your�customers�want?
Potential�problem:�the�customer�dislikes�the�process�or�parts of�the�process.
How�Does�It�Help?Why�does�experience�mapping�make�a�difference?�You�may�have�heard�from�customers�that�your�processes�aren’t�user�friendly�or�consistent�or�100%�reliable.�Or�maybe�you�haven’t�heard�anything�at�all�but�you�suspect�problems�because�usage�has�dropped.�Possibly�it’s�been�awhile�since�you’ve�taken�a�pulse�of�how�well�your�processes�are�keeping�up�with�industry�standards�or�customer�needs.
12
Experience�mapping�will�help�you:
¾ Diagnose�specific�pain�points�or�frustrations.
¾ Better�understand�the�customer’s�world.
¾ Observe�where�customers�give�up�on�the�process�and�disappear.
¾ Learn�what�the�customer�doesn’t�know�about�your�processes.
¾ Discover�where,�when�and�how�processes�break�down�altogether.
13
Rational�and�Emotional�Sides�of�Customer�Experience
What�Do�You�Need�to�Know?The�Deepest�Customer�Relationships�Are�Head�and�Heart�Relationships
14
• Cognitive
• Calculative
• Intellectual
• Functional
• Cost
• ROI
• Performance
• Technical
• Behavioral
design
• Emotional
• Ego
• SelfͲimage
• Social�/�peerapproval
• Trust
• Identification
• Fear
• Aesthetics
(e.g.,�look�and�feel)
For�example:
• Bargain• Deal• Value• Quality• Quantity
For�example:�• Reduced�hassle
• At�ease• Coolness
Sensory�Experience:�Taste,�touch,�smell,�hearing,�sight,�temperature
Customers�Evaluate�with�Both�Reason�and�Emotion
Two�things�to�know�about�every�customer�interaction.�Following�on�the�two�lenses�of�understanding�and�preference�is�a�deeper�understanding�of�how�customers�perceive�and�process�their�interactions�with�you.�
• Rational.�Understanding�the�Head�aspect�of�the�way�customers�react�to�a�process�involves�intellectual�issues.�– Is�the�process�efficient—does�it�save�time,�or�at�least�not�
waste�time?
– Does�the�process�save�me�money?
– Does�the�process�lead�to�a�quality�outcome?
• Emotional.�Uncovering�the�emotional�factors�reveals�what�the�customer’s�Heart�dictates�about�navigating�your�process.– Does�working�through�the�process�make�me�feel�good�
about�myself�and�the�process?
– Do�I�dread having�to�do�this?
– Do�I�trust I’ve�achieved�what�I�need�at�the�end�of�the�process?
15
What�do�I�know�or�need�to�know?
How�does�it�make�me�feel?
The�Customer�Experience�Is�Rational�and�Emotional
You�provide�an�800�number.�Your�system�answers�the�call.��And�then,�“All�our�customer�service�representatives�are�busy,�but�your�call�is�very�important�to�us.�Please�stay�on�the�line.”�Every�30�seconds,�customers�hear�how�important�they�are.
Your�customer�places�a�takeͲout�lunch�order�online�and�receives�a�pickͲup�time.�When�he�arrives�to�retrieve�the�order,�it’s�not�ready.�Five�minutes�later,�he�receives�his�order�and�learns,�“this�one�is�on�the�house�because�you�had�to�wait.”
Your�customer�goes�to�the�express�checkout�lane�with�two�items.�The�person�ahead�has�six�items,�a�coupon�for�each�item�and�a�debit�card�that�refuses�to�work.
16
= ?
17
Where�Do�I�Begin?
Where�Do�I�Begin?The�infrastructure.
Focus�groups�with�customers�who�have�shared�a�customer�experience.
Focus�group�advantages.
¾ Enables�access�to�customers�who�have�had�a�variety�of�experiences—those�who�have�completed�a�process�and�those�who�have�disengaged�along�the�way.
¾ A�qualitative�approach�allows�customers�to�think�deeply�and�independently.�
¾ The�focus�group�setting�fosters�sharing�and�collaboration,�highlights�differing�points�of�view�through�full�group�and�smaller�group�exercises.
¾ Group�discussions�offer�drill�down�opportunities�for�select�topics.
¾ Stakeholders�observe�customers�navigate�the�process.
Where�Do�I�Begin?
The�process�in�five�steps:
1. WarmͲup�discussion�about�expectations�of�customer�service.
2. Working�individually,�customers�recall�everything�that�happened.
3. Small�group�team�exercise�sharing�and�organizing�the�individual�experiences.Each�team�produces�a�stepͲbyͲstep�experience�map.
4. Individuals�review�the�experience�maps.
Indicate�how�each�customer�touchpoint�on�the�experience�maps�made�them�feel.
5. Full�group�discussion�of�the�successes�and�pain�points�of�the�process�with�recommendations�for�process�improvement.
Where�Do�I�Begin?Review�the�experience:�start�with�the�
granular�and�layer�on�detail�and�nuance.
An�example�…
20
Write�down�everythingyou�remember�on�a�
series�of�PostͲIt�notes.
Indicate how�each�step�made�you�feel.
Group�the�notes�into�shared�experiences.
Working�with�a�team,�place the�notes�on�a�wall�in�
any�order.
Place�the�groupednotes in�order.
Give�each�category�of�notes�a�name.
21
Case�Study
Case�Study:�Service�InterruptionIndustry:�Technology�Services�
Business�challenge:�Service�interruptions�happen—caused�by�unforeseen�natural�occurrences�and�occasionally�by�the�service�provider�itself�when�a�planned�interruption�is�essential�to�service�maintenance.�What�can�the�service�provider�do�to�make�the�interruption�as�palatable�as�possible�for�customers?�
Assumption�from�the�outset:�almost�no�one�is�going�to�be�delighted�at�the�way�a�service�interruption�is�handled—they’re�too�tied�to�the�base�of�needing�that�service.�The�question,�then,�is�how�does�the�service�provider�help�customers�make�the�best�of�a�perceived�bad�situation�without�making�enemies�in�the�bargain?
Approach:�Focus�groups�with�individuals�who�have�experienced�an�interruption�in�service.�Combination�of�individual,�full�group�and�small�group�exercises�to�develop�experience�maps�that�show�the�steps�in�the�experience,�how�customers�perceive�each�step�both�emotionally�and�rationally,�and�the�potential�for�improvement.
22
The�universe:Residential�and�commercial�customers.
The�shared�situation:�Experienced�a�service�interruption�in�the�past�six�months.
1. Expectations�of�customer�service.�A�general�question�or�two�about�perceptions�of�customer�service�help�focus�exercises that�follow.
2. Individual�exercise�recalls�everything�that�happened.�Each�customer�has�a�pad�of�PostͲIt�notes.�Working�one�step�per�note,�they�write�what�happened.�The�rule:�limit�the�steps�to�direct�interactions�with�the�provider.
• First�I�…• Then�the�provider…• Then�I�…• Then�the�provider…
Case�Study�Steps�1�and�2Setting�the�Stage,�Individual�Recall
23
Write�down�everything you�remember�on�a�series�of�PostͲIt�
notes.
Case�Study�Step�2Recalling�the�ExperienceStimulated�by�the�challenge�of�recalling�the�service�interruption,�customer�reactions�vary.
• Most�recognize�service�interruptions�will�happen.
• Some�see�a�few�major�events:�the�service�stopped,�I�was�(or�was�not)�inconvenienced,�the�service�resumed,�life�as�usual.
• Some�see�a�chain�of�disappointments�or�accelerated�anxiety�waiting�for�information.�The�need�to�know�what�next?�is�very�strong.
24
Write�down�everything you�remember�on�a�series�of�PostͲIt�notes.
Case�Study�Step�3�OverviewSmall�Group�Interactions
• Small�group�team�exercise�to�share�and�organize�the�individual�experiences.�
Break�into�teams.
– Start�with�customers�spreading�their�notes�on�an�empty�wall.�
– Step�back�and�read�each�other’s�notes.
– Find�the�commonalities;�group�them.
• Each�team�produces�a�stepͲbyͲstep�experience�map�to�share�with�the�full�group.– Agree�as�a�group�on�the�order�in�which�the�steps�take�place.�
– Order�the�smaller�steps�within�each�major�category.
– Agree�on�a�name�for�each�category.
Result:�Each�team�has�a�draft�of�an�experience�map.
25
TIP:�Use�handheld�digital�recorders�to�capture�the�conversation�in�each�group,�tapping�into�candid�insights.
3b.�Group�the�notes�into�shared�
experiences.
3a.�Working�with�a�team,�
place the�notes�on�a�wall�in�any�
order.
3c.�Place�the�grouped notes in�
order.
3d.�Give�each�category�of�
notes�a�name.
Case�Study�Step�3a�Collaboration�As�customers�place�their�notes�on�the�wall,�they�observe�differences�across�the�level�of�detail,�but�also�commonalities�in�the�experience.
While�not�everyone�who�has�had�the�experience�will�have�made�the�same�interactions�with�the�service�provider�in�the�same�order,�most�share�some�common�elements�of�the�experience.
Groups�share�experiences�interacting�with�the�provider,�offering�valuable�insight�about�customer�mindset.
“Why�did�you�call�three�times?”
“How�did�you�know�you�should�call?”
“When�did�you�get�angry?”
“How�did�you�know�to�find�updates�on�the�interruption�on�the�provider’s�web�site?”�
26
3a.�Working�with�a�team,�placethe�notes�on�a�wall�in�any�order.
Photo of randomly placed notes
TIP:�Have�a�camera�available�to�capture�a�record�of�each�step�in�the�process.
Case�Study�Step�3bOrganizingA�volunteer�from�the�group�becomes�the�leader�to�facilitate�ordering�the�steps.�
Customers�discuss�different�approaches�to�handling�each�of�the�steps�and�explore�why�each�step�was�necessary—or�not.
“I�stopped�calling�after�I�realized�they�say�service�will�be�restored�within�the�hour�no�matter�how�long�the�interruption�has�been.”
Customers�mention�steps�they�might�not�have�been�aware�of�(valuable�information�for�the�provider).
“So,�it’s�really�important�to�call�the�provider�to�let�them�know�about�the�interruption�is?”
The�number�of�interactions�with�the�company�and�the�different�ways�to�interact�become�important.
“After�the�first�call,�I�just�stay�on�top�of�things�by�checking�the�provider’s�web�site.”
27
Photo of grouped notes.
3b, 3c. Group�the�notes�into�shared�experiences.
Case�Study�Step�3c,�3dCategorizing
The�number�of�steps�varies,�but�some�steps�are�universal,�and�the�order�in�which�they�occur�is�remarkably�consistent.
As�customers�work�through�this�phase,�they�identify�the�decision�points—when�to�call�customer�service�again,�when�to�look�for�help�from�family�and�friends.�
“By�the�time�we’d�waited�four�hours�for�the�service�to�resume,�we�realized�we’d�have�to�change�our�routine�for�the�evening.”
28
3c.�Place�the�groupednotes
in�order.
3d.�Give�each�category�of�notes�a�
name.
“We�had�to�cancel�the�plans�soon�enough�to�let�everyone�know�the�new�agenda.”
Category�names�can�identify�customer�pain�points.
Waiting�Around�for�Help
Kids�Upset�by�Change�in�Routine
TIP:�Use�different�colored�notes�to�show�category�names.
Case�Study:�Steps�4�and�5�OverviewGetting�the�Big�Picture
• Reassemble�into�the�full�group.�
Customers�review�the�experience�maps�and�indicate�how�they�feel�about�each�customer�touchpoint�on�the�experience�maps.�
Customers�individually�review�maps�from�all�groups.�– Customers�use�stickers�to�indicate�their�emotional�reaction�
to�each�step�where�they�interfaced�with�the�company.
• Full�group�discussion�of�the�successes�and�pain�points�with�recommendations�for�process�improvement.
– Wrap�up�the�discussion�with�overall�recommendations�for�the�top�three�changes�that�would�improve�the�process�in�the�future.
29
Indicate how�each�step�made�you�feel.
Outcomes.
Case�Study:�Step�4Identifying�Emotions
Emotional�reactions�have�been�part�of�the�conversation�all�along,�but�this�is�the�place�for�customers�to�focus�on�emotional�reactions�to�each�step�of�the�service�interruption.
Customers�work�individually�through�this�phase��without�discussing�what�they’re�doing.
In�many�cases,�the�same�interaction�generates�both�negative�and�positive�reactions.��
“I�had�to�wait�ten�minutes�to�get�to�a�human.�I�was�pretty�upset.”
“I�waited�ten�minutes,�which�was�reasonable�to�me�since�the�interruption�seemed�widespread.”
30
Indicate how�each�step�made�you�feel—happy�or�unhappy.
Case�Study�Step�5Outcomes
31
See what�the�customer�sees.
9 Gain�understanding�from�a�new�perspective.
Identify�specific�pain�points�and�delighters.
9 Recognize�opportunities�at�each�customer�touchpoint.
Understand�the�interplay of�rational�and�emotional�factors.
9 Anticipate�what�customers�will�tolerate�and�what�will�make�them�unhappy.
Recognize�the�turning�points
9 Learn�where�phases change�from�acceptance�to�a�need�for�action�to�unpleasantness—and�how�to�ease�the�pain�when�it�comes.
32
What�Do�I�Get?Case�Study�Outcomes
Key�decision�points�in�the�process:�A�critical�juncture�for�information�from�Provider�to�determine�next�steps.
The�Total�ExperienceMain�Pillars�in�the�Service�Interruption�Experience�
33
Service�OutHolding�Pattern�
<�2�hr.
DuringCoping�But�Concerned
2Ͳ3�hours
Service�back
Take�Immediate�Next�Steps
At�this�time,�people�realize�it’s�going�to�be�longer�than�a�“makeͲdo”�period�and�begin�a�plan�for�their�own�
immediate�next�steps.
People�call�friends�or�look�for�alternative�
resources
Customer�investigates�what�is�involved�in�the�
interruption.�
Talk�to�friends�and��neighbors�and/or�
contact�Provider�to�get�a�sense�of�what�is�involved�in�the�interruption.
Some�call�Provider�to�make�sure�Provider�is�aware,�look�online�for�interruption�coverage,�but�many�others�just�
wait�patiently.�
Assess�the�Situation
After�two�or�three�hours,�many�
customers�begin�gathering�
information�to�make�decisions�about�
what�they�need�to�do�next.
They�check�supplies�and�consider�the�
alternatives.�This�is�a�key�time�to�contact�
Provider�for�information.
Reassess�the�
Situation�
Waiting�&�Coping
At�first,�customers�hunker�down�and�
endure�interruption.�
Many�tap�into�alternate�sources�and�prepare�to�ride�out�a�couple�of�hours.�Not�unsurprising,�two�hours�is�often�the�wait�time�given�by�Provider.
Up�and�Running
Service�is�back�on�and�people�resume�
normal�routines�and�shut�down�alternative�
resources.
While�service�is�still�out,�a�big�shift�occurs�for�many�customer�which�forces�them�to�
reassess�their�immediate�plan– and�consider�adopting�an�emergency�plan.�
This�varies�by�customer,�such�as�family�needs�or�
planning�for�the�next�day�or�several�days.
Reassess�the�
Situation
DecisionͲmakingDependent�upon�a�situation�change
Life�Resumes
Provider�and�Customer�Interractions
Service�Out During�an�Interruption Service�On
Current�Process
Fallout
Make�Longer�Term�Plan
Provide�Info�About�Collecting�Damages
Make�New�Info�
Available
Collect�Outage�Info
Provide�Initial�Info
Process�AutoͲupdate
Provide�AutoͲ
updates
Reassess�Situation
Up�and�Running�
Assess�Damage
Waiting�&�Coping
Reassess�Situation
Take�Immediate�Next�Steps
Assess�Situation
34Key�decisionͲmaking�point������������������������Indicates�a�key�difference�in�customer�process�
Contact�Provider
Contact�Provider
For
DamagesReceive�Info
Contact�Provider�
for�Updates
Receive�Initial�Info
Request�AutoͲ
updates
Receive�ProviderAutoͲupdates
Custom
er�Experience
Interactions
Provider�Actions
35
Rational�and�Emotional�Overtones
Service�Out During�an�Interruption Service�OnCurrent�Process
Fallout
Make�Longer�Term�Plan
Provide�Info�About�Collecting�Damages
Make�New�Info�
Available
Collect�Outage�Info
Provide�Initial�Info
Process�AutoͲupdate
Provide�AutoͲ
updates
Reassess�Situation
Get�Home�Running�
Assess�Damage
Waiting�&�Coping
Reassess�Situation
Take�Immediate�Next�Steps
Assess�Situation
35
0���������1413�����������25 0���������16 9������1 7���������18
Key�decisionͲmaking�point������������������������Indicates�a�key�difference�in�customer�process�
Contact��Provider
Contact�Provider
For
Damages
Receive�Info
Contact�Provider�
for�Updates
Receive�Initial�Info
Request�AutoͲ
updates
Receive�ProviderAutoͲupdates
Custom
er�Experience
Interactions
Provider�Actions
What�Do�I�Get?After�customers�have…
¾ Recalled�their�experience
¾ Shared�the�experience�with�a�peer�group
¾ Organized�the�experience�into�phases�and�named�the�phases
¾ Considered�how�each�phase�made�them�feel�…
…��the�exercises�generate�not�one�but�a�series�of�experience�maps�that�highlight�…
¾Main�pillars�of�the�experience,�compiled�from�the�maps�created�in�the�focus�groups.
Benefit:�You�have�an�overview�of�the�total�experience�in�the�eyes�of�the�customer.
¾ Interactions�between�service�provider�and�customers�both�proactive�and�reactive.
Benefit:�You�know�when�and�where�you�can�make�a�difference.
¾ Interactions�between�service�provider�and�customers�enhanced�with�emotional�reactions�at�each�touch�point.�
Benefit:�You�learn�about�the�interplay�of�emotional�and�rational�reactions.36
Entire Contents © 2013 Hansa|GCR; Confidential and Proprietary.
Kathryn�StevensDirector,�Client�Services
Hansa|GCR
Thank You!
Copies�of�today’s�presentation�are�available.To�receive�a�copy�please�email�me�or�Mary�Valenta�at�Hansa�Marketing�Services:
mary.valenta@hansaͲmarketing.com