COMMUNICATION CCR-2
helping multiple teams to understand the big picture from the customer’s perspective and create a shared understanding of the experience. They create alignment across your
business and help drive customer- centric change from product teams and business unit leads to IT operations and then out to marketing, sales and service. These groups are usually hindered by poor exchange of information, bad assumptions, lack of common standards, and duplication of effort. Journey mapping helps to better
understand the CX including all the journey steps and touchpoints along the way to achieving their goals. By exposing the gaps between the user’s expectations and perceptions at key steps in the journey, they inform the ecosystem (applications, touchpoints, and devices), participants (partners), process steps, and influencers (social media) that enable the customer journey. There is typically a complex set of relationships at play. Journey maps are instrumental in
identifying latent user needs and pain. Correctly applied, they: t Surface customer-centric insights into back-office and customer-facing systems that inform opportunities and drive business value. t Deliver the context needed to support solution ideation and the validation, prioritisation, design, and testing of solutions for each idea. t Inform where to apply more effort, personalisation, consistency or proactive communication.
Making a start How do you identify the right areas to focus on when deciding which customer
MAKE YOUR CUSTOMERS FEEL BETTER
We are all customers. We know exactly how it feels when a company we interact with has thought about us and what we need from them, where the people we deal with are informed and friendly and everything just works. Less positively, we all remember, and we will tell others, when we encounter a
company that makes things difficult. So, how do you become the company that makes people feel better? You ask
customers for feedback and act on what they tell you! Here are a couple of examples of ways to measure customer feedback:
t Net Promoter Score – it is basically the result of asking your customers one question: ‘how likely are you to recommend our business to others?’ Customers give you a score from one to 10 and you calculate your overall performance by subtracting one group of numbers from another. It will tell you what people think, but it is missing the ‘why’, which, for most businesses, is what they need to make the improvements customers expect. t Customer Effort Score (CES) – everyone is busy, they have less time and expect experiences to be simple and convenient. If they can, customers will shop around if they think that you are making it difficult for them. CES provides you with insight into how easy or difficult you are and it enables you to pinpoint the areas you need to improve in order for customers to be happier. You should always think about the end result; what type of change could you
make from the information you are given by your customers that will make the biggest difference to them and to the people you have dealing with your customers? For those of you adhering to the Financial Conduct Authority's outcomes, CES would be perfect for you.
Sandra Thompson, founding director, Exceed all Expectations E-mail:
sandra@exceedallexpectations.com
As a change-management tool that
brings a customer perspective to operations, journey maps can support a wide range of strategic and tactical objectives, from transforming multi- channel experiences to identifying and resolving specific customer pain points. Rather than just starting with the low- hanging fruit, you need to illuminate the big picture to set the foundation for a broader perspective. To create this framework and level the playing field, first identify all your
The ultimate purpose of the exercise is to find flaws, weaknesses, and opportunities for improvement in the current process
journeys to map? Some journeys will be obvious to everyone as there are known problems and executive buy-in is easy, but you need to take a step back to identify which journeys really are most important and to ensure your efforts are aligned with long-term, strategic planning.
July 2015
customer journeys at a high level. This aggregate view of journeys effectively summarises how your customers interact with your company. From this global perspective, you can see how all the journeys fit together, how they inform the broader experience, and how they fit into your CX vision and strategy.
www.CCRMagazine.co.uk You can next start to apply prioritisation
criteria and review early metrics to identify which journeys matter most to your customers and present the greatest opportunity to reduce pain and create delight. When evaluating where to start, work to factor in your goals as well as cost, revenue, brand reinforcement, retention, satisfaction, or other KPI-based benefit drivers as selection criteria. Creating a weighted matrix for
prioritisation has the benefit of providing transparency and alignment across the organisation to focus on common goals. Scoring opportunities by effort and value is another clear route to prioritisation. CCR-2
Frank Sherlock is business development director of Genesys E-mail:
frank.sherlock@
genesys.com
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