retention series
and enough power to ‘do the right thing’ can achieve some amazing things. However, don’t expect your staff to
automatically do what’s required. You need to spend as much time and effort on your staff engagement programme as you do on your members. Be clear and specifi c about what you expect them to do at each of the service touchpoints.
Don’t wait for your organisational alignment to change – put member experience fi rst and the organisation can catch up later. The three levers of staff performance
– measurements, incentives and recognition – need to be applied clearly and consistently throughout your member experience stages and channels.
EXPERIENCE DESIGN TOOLBOX
For each stage of your experience research, design and measurement project, choose a tool that will help you obtain the best possible outcome:
A. PERSONAS
Personas are fictional profiles of typical characters at your gym, representing shared needs and interests around which personalised experiences can be created. By collecting the various insights gained from member feedback and your own research, you can then create fictional members with photographs and ‘back stories’, highlighting the various common elements for each segment. Creating no more than 10 different personas will keep your project manageable. Well-designed personas move the focus of the service team from demographics and statistics to thinking about the needs of real people.
B. STORYTELLING
The aim is to create a ‘Day in the Life’ for a particular member segment or persona which describes, in story form, a typical day where the member might use your service (or not). You can write a short text-based story or use photos organised into a comic strip-style storyboard. Try to collect as many insights as possible about their typical day, bearing in mind that you should collect information about what the member is thinking and doing outside of your service interactions. A Day in the Life is used to put some context into where your service fits into their life, rather than simply looking at your touchpoints in isolation. This will help you to understand the everyday problems, and possible solutions, that are integral to tailoring your services for each persona.
C. EXPECTATION MAP
An expectation map lists all the key touchpoints in a particular service experience and records what a member expects to find when interacting with the service. Existing member feedback can be combined with face-to-face interviews to create a list of expectations for each stage. Expectation mapping helps to highlight the standards expected by the member versus what’s currently provided. This is particularly useful for consistent problem areas.
D. CUSTOMER JOURNEY CANVAS
Once your investigation and design ideas are settled, you can pull everything together and create a more formal ‘Experience Blueprint’ using the Customer Journey Canvas. This provides a detailed and structured visualisation of the experience, highlighting the touchpoints and channels (in person, email, website etc) involved. The Canvas provides space for detailed visualisation for the pre-, during and post-service periods (see chart, p46). You can download a copy for free at
http://thisisservicedesignthinking.com/
E. DESKTOP WALKTHROUGH
Before launching your new experience, you’ll need to try it out without too much disruption to existing operations. You can achieve this using a desktop walkthrough – a 3D model of the service environment (in this case, your facility) in which you play out the flow of events. You will need some simple Lego pieces to create the environment (the ‘stage’) and Lego characters to represent members and staff (the ‘actors’). Desired scenarios can then be acted out by moving the characters around the stage to simulate interactions. Walkthroughs allow for quick, interactive iterations of ideas, particularly when you want to look into the effectiveness of a proposed change in member experience. This will bring to life your prototype and allow key stakeholders to review and comment early in the change process – plus it’s great fun!
48 Read Health Club Management online at
healthclubmanagement.co.uk/digital january 2012 © cybertrek 2012
MAKE HAPPINESS YOUR METRIC
Even though experience involves thoughts and feelings, metrics are still required. While metrics like attrition and retention may provide a sense of member movement, they don’t provide any insight into member experience and its effect on loyalty.
PHOTO:
ISTOCKPHOTO.COM/OSTILL
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