Experience Mapping: How Your Customers Relate to Your Processes
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Transcript of Experience Mapping: How Your Customers Relate to Your Processes
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.
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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
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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.
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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?
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It’s�Their�World
It’s�Their�World:�Through�the�Looking�Glass
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Your�world�... The�customer’s�world�...
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Two�Lenses
Two�LensesImportant�overarching�questions.�Do�customers�understand�your�processes?�How�do�customers�prefer�to�interact�with�you?�
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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.
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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.
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Rational�and�Emotional�Sides�of�Customer�Experience
What�Do�You�Need�to�Know?The�Deepest�Customer�Relationships�Are�Head�and�Heart�Relationships
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• 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?
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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.
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= ?
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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�…
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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.
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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.
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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
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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.
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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.
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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?”�
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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.”
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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.”
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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.
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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