Approaches to journey mapping cxpa 2106

Approaches
to
Customer

Experience/Journey
Mapping
A
SuiteCX
Roundtable

©2016
SuiteCX– Confidential
What
we
will
cover
today
•Over
the
years
we
have
been
asked
a
lot
of
questions
around
experience
and
journey

mapping.

Some
of
them
address
what
are
the
triggers
and
reasons
for
mapping,
others

speak
to
how
do
we
plan
for
it
and
what
do
we
expect
to
see.
•This
document
addresses
a
few
of
the
questions
we
have
heard
over
the
years:
• What
business
aspects
can
you
address
using
journey
mapping
efforts?
• What
outputs
can
be
derived
from
CJM?
• Definitions
– what
IS
CJM?
• Approaches
to
mapping
with
case
studies
• What
skills/tools
do
you
need
to
do
this
type
of
work?
• Pitfalls
to
be
aware
of
in
any
approach
2

©2016
Customer
journey
mapping
often
can
help
provide
the
information
required
to

solve
many
business
problems

3
Decline
of
revenue

due
to
known

causes
such
as

-‐fewer
sales
-‐less
volume
-‐ churn
-‐poor
retention

-‐ competitive

inroads
etc.
Identifying
the

reasons
for

unknown
revenue

declines
Economic

challenges
such
as

recession
or

disruptive
service

models
Know
they
are

having
experience

issues
but
don’t

know
how
to

address
them:
-‐ NPS
declines
-‐ CSAT
declines
-‐ Complaint

increases
C-‐Level
challenges

to
Sales/Marketing

or
Service

requests
for
funds

where
there
is
no

clear
business

case/value.

©2016
Fully
understand
existing
customer
behavior
across
the
entire
experience
&

lifecycle
as
inputs
to
strategic
planning
Evolve
and
deepen
the
science
of
customer
insight

and
their
needs

through
disciplined
data
management
and
analytics
to
drive
loyalty
and

differentiated
products
and
services
Develop
360o customer
view
to
generate
actionable
insights
and
tactics

and
treat
customers
differently
Drive
increased
sustainable
strategic
opportunities
to
enhance
customer

advocacy
&
optimize
ROI
4
It
also
can
be
used
for
many
strategic
purposes

©2016
Customer
insight
to

drive
who
to

invest/divest
in,
what

needs
they
have
that
the

organization
can

meet/address
and

where
changes
need
to

occur
in
the
organization

to
deliver
upon
the

strategy
Let
you
see
exactly
the

‘white
space’
is
and

allows
you
to
ID
the

audience’s
need.

Provides
insights
and

detail
determine
table

stakes
and
to
define

GTM
strategy
and

prioritize
companies

development
schedule
Support
prioritization
to

highlight
what’s
most

important’
to
your

customers,
and

understand
what

creates
or
detracts

from
value
&
drives

retention
and

advocacy
Guides
UX
insights
from

VOC/VOE
and
path

to
purchase,
critical

moments
of
truth,

listening
posts,

conversion
points

and
other
key
design

elements
Experience/Journey

driven
campaigns

enable
triggered,

targeted,
and
time

based
messaging,

offers
and

engagement
Outputs/use
cases
for
CJM
Strategic Planning
…supports strategy through execution to build customer value
Precision MarketingUX
InputsTactical ThrustsNew Products
5

©2016
Definition:
What
Is
Customer
Journey
Mapping?
Definition
The
visual
representation
of
the
alignment
of
the
organization
to
the
customer
needs
to
create
relevant,

engaging
and
rewarding
experiences that
connect
the
brand
with
the
customer.

• It
is
representative
of:
• Where
the
customer
touches
the
brand
• Where
the
brand
touches
the
customer
• Where
they
interact
with
each
other
• The
multiple
interaction
points
of
a
customers’
engagement
with
the
brand
• Why
the
customer
is

seeking
contact)

with
the
brand
• The
customer
expectations
of
their
experience
with
the
brands

Terminology
• Experiences:
The
sum
of
what
the
customer
takes
away
from
the
interactions
they've
had
with

you.
A
memorable
event
– with
a
beginning,
middle,
and
end.

• Customers
always
have
an
experience
(good,
bad,
or
indifferent)

• Interactions:
The
activities
in
which
customers
engage.
Any
business
supports
dozens,
if
not

hundreds
of
interactions.

• Engagement
Points
– can
be
inbound/outbound/interactive
– human
or
automated
• An
experience
point
is
where
emotions,
process,
systems,
data
all
intersect
-‐ often
the
‘fault
line
‘between
the

company
and
the
customer
6

©2016
What
Makes
A
Good
Journey
Map?
•A
visualization
of
customer

interactions
through
many
filters

(emotional/rational)
organized
by
the

customer’s
perspective
•A
living
document
that
evolves
with

the
constantly
changing
organization
it

supports

•A
harmonized
reflection
of
the
Voice

of
the
Customer
as
well
as
the

Company
and
the
Employee
•Art
meets
science
with
a
dash
of

chemistry
•At
a
level
of
detail
that
makes
sense

for
the
purpose
Inspiration
to

consider
Discovery
Design
Purchase,

Deployment
Relationship
Advocacy
7

©2016
We
have
found
that
the
personality
of
a
company
often
influences
approach!
•Companies
accustomed
to
detail
and
rigor
in
their
approaches
to
strategy,
technology
and

execution
tend
to
do
more
rigorous
mapping
• Tend
to
have
six
sigma
“DNA”
and
Oversight/Governance
teams
• Their
approach
tends
to
lean
towards
collecting
ALL
of
their
interactions,
fleshing
them
out
with

data,
emotional
elements,
pain
points,
moments
of
truth
etc.
• Then
they
map
story
lines
or
processes
to
determine
gaps
or
opportunities
• Have
clear
‘questions’
they
are
asking
– hypothesis
based
-‐ Want
clear
outcomes
• Like
grids/swim
lanes
(touchpoints)
• Telco,
Financial,
Insurance,
Manufacturing
(B2B),
High
Tech
tend
to
fall
into
this
group
•Brand
driven
or
more
‘emotional’

• Tend
to
have
agency
driven
‘persona’
driven
story's
driving
their
marketing
• Want
to
visualize
quickly
and
then
identify
areas
of
interest
• Stories
lead
you
to
ideas/innovation
• Often
have
to
back
up
and
pull
in
data
to
move
forward
• Outcomes
not
as
clearly
articulated
• Like
workshops
and
fast
answers
(sticky
notes)
• CPG,
Pharma,
start-‐ups
tend
to
fall
into
this
group
8

©2016
Typical
project
approach
for
customer
journey
mapping
9
Customer Experience Improvement Strategy
Organizational Change
Map
Design
framework
Plot
customer
interactions
on
map;

refine
&
validate
Overlay
metrics,
customer
data
&

collateral
10-20 Days* 25-30 Days* 15-20 Days*
Part 1
Current state
Part 2
Experience Mapping
Part 3
Recommendations
*
Typical
work
effort
will
vary
based
on
scope

with
lag
time
for
rounds
of
review
Plan
•Set
the
Scope
•Understand
the

objectives
•Ensure
resources
Gather
•Interview
•Capture
data,

artifacts,
documents
•Ethnographic
research
•Segmentation
Map
•Design
framework
•Plot
customer

interactions
on
map;

refine
&
validate
•Overlay
metrics,

customer
data
&

collateral
Outputs
•Ideation
•Deep
Drills
•Prioritization

•Validation
Roadmap
•Bucket
prioritized
into

Initiatives
•Recommendations

Roadmap

©2016
But
there
is
so
much
more
to
an
‘approach’
Experience

Design
PAIN
OR
OBJECTIVE
STRATEGY
OR
NEW
PRODUCT
Approaches
UX
vs.
CX
Methodologies
Company

Personalities
Application
Consultancy/Marketing
Service
Providers
Agency
Map
All
Touches
–Hypothesis
Based/Planning
Quick
Fire/Problem
Solving/Story/Decision
Sciences
Six
Sigma/UX
/Data
And
Evidence
Based

Emotional/Persona/CX/Ethnographic
Based
Six
Sigma/UX/Systems
Design/SDLC
Agile
Campaigns/Web
Design/
Tech
Use
Cases
Brand
Ads/Digital/Social/
Campaign
Briefs
Fast
Paced/Good

Enough/Non-‐traditional
Detail
Oriented/

Conservative
Typical
‘coaches’
Drivers
10

©2016
Approach
– Research
based
– Deep
and
Wide

Use
Case
-‐ Driving
to
resolve
issues
Objectives
• Got
a
pain
point
?
Calls
for
an
inch
wide

-‐ mile
deep
to
flesh
out
the
pain
points,
moments
of
truth
and
then
convert

to
processes
or
comparisons
of
front
stage/back
stage
Approach
– Drill
down
• ID
every
touch
you
can
find
&
Identify
Marketing
Assets
&
Collateral
– content,
tools,
programs,
creative
and
annotate

with
MOT,
Pain
Points,
Data
etc.
• Pinpoint
“Gaps
&
Overlaps”
• Identify
and
document
Potential
Problems
or
Weaknesses
-‐ missing
or
inaccessible
data,
channel
silos,
organizational

barriers
Outcomes
• Specific
findings/recommendations
at
a
granular
level
• Actionable
opportunities
• Sufficient
depth
to
share/act
upon
with
others
Next
Steps
• Augment
with
Audience
user
research
and
mystery
shopping

• Pull
in
as
much
performance
data
as
possible
• Story
telling
process
(by
lifecycle/by
persona)
and
rolling
them
up
• Front
stage
/Back
stage
stories
to
bring
to
live
Tips
• Data
driven
analysis
on
acquisition,
retention,
churn
and
key
gaps
is
critical
to
support
the
mapping
activities
with
solid

proof
11

©2016
• The
company’s
commitment
to
getting
the
customer
experience
right
so
early
in
its
history,

the
company
realized
an
immediate
improvement
of
revenue
due
to
decreased
patient

drop
off.
Survey
results
showed
improvement
in
comments
around
the
patient
experience,

and
patient
referrals
were
on
the
rise.
• Implemented
a
marketing
automation
tool
was
selected
to
help
manage
the
new

comprehensive
segmentation
and
contact
strategy
across
lifecycle
stages
as
well
as
at
key

moments
of
truth.
• SuiteCX
was
the
repository
of
record
for
the
customer
experience,
enabling
East
Bay
Group

and
JumpstartMD
management
to:

• Conduct
company-‐wide
diagnostic
with
patient,
employee,
and
institutional
inputs
• Create
customer
journey
maps
fully
understand
the
patient
experience
across
all
lifecycle

stages
• Develop
initiatives
to
close
gaps
around
organization,
processes,
information
and
technology
• Develop
requirements,
RFP’s
and
managed
bid
processes
for
a
marketing
automation

solution
• Develop
sales
and
marketing
training
for
patient
segmentation
and
1:1
Marketing
concepts
C H A L L E N G E
/

O P P O R T U N I T Y
R E S U LT S
A P P R O A C H
/
S O L U T I O N
12
Case
Study
Identify
reasons
for
decreased
revenue
and
retention
JumpstartMD
was
experiencing

growing
pains
as
it
expanded

across
the
huge
Bay
Area

region.
However,
the
inordinate

focus
on
acquisition
and
growth

by
expansion
left
patients

feeling
neglected.
The
company

needed
a
customer-‐centric
data

and
marketing
automation

solution
to
better
track
and

retain
current
patients,
deliver

triggered
campaigns
and

monitor
likelihood
to
churn.
In

addition,
they
needed
drive

automation
and
consistency

across
multiple
storefronts
and

communications
channels.

©2016
Approach
– Research
based
– Outside
in
Use
Case
– Real
time
research
– CX
‘inside’
Objectives
• Wrap
your
arms
around
a
big
opportunity
• Identify
table
stakes
or
benchmarks
for
strategic
advantage
• Competitive
Research
– from
the
people
who
count
– your
customer
base
• Calls
for
a
balance
-‐ wide
enough
to
see
the
big
picture
and
just
deep
enough
to
flesh
out
the
key
elements
-‐ moments
of
truth

Approach
– Wide
first
then
some
drill
downs
• Map
as
many
‘benchmarked’
comparisons
as
possible
to
have
a
range
of
information
to
draw
from
• Personas
are
great
here
– especially
if
you
are
targeting
prospect
groups
you
don’t
know
well
• Pinpoint
key
moments
of
truth
– lifecycle,
friction
in
the
process,
personas
that
have
very
different
expectations
• Identify
and
document
to
provide
insights
to
the
whole
organization
– when
they
are
ready
for
it
• Lots
of
‘roll
ups’
and
front
stage/back
stage
insights
so
they
can
see
a
360
view
Outcomes
• ID
Actionable
opportunities
• Investment
guidance
– what's
table
stakes
– what's
nice
to
have
– what
not
to
focus
on
at
all
• Sufficient
depth
to
share/act
upon
with
others

Next
Steps
• Keep
augment
with
audience
user
research
and
updates
• Use
story
telling
process
(by
lifecycle/by
persona)
to
create
your
own
story
and
bring
it
to
life
• Keep
a
finger
on
your
competitors
pulse
• Spur
your
internal
teams
on
Tips
• Mapping
by
persona
as
a
great
way
to
research
your
competitors
when
developing
a
new
product/service
for
purposes
of
driving
design,

and
UX
13

©2016
• Bank
will
release
the
new
product
in
2016
with
most
of
the
CX
recommendations
intact
• Key
moments
of
truth
such
as
Account
Opening
will
not
only
rival,
but
exceed
current

competitive
best
practice
• The
new
product
– and
all
future
new
products
– will
be
grounded
in
this
focus
on
CX
• Bank
is
keeping
the
competitive
database
in
SuiteCX
up
to
date
to
use
for
other
Bank

projects
• Documented
the
current
customer
experience
across
eight
banking
competitors
• Mapped
the
customer
journey
from
Awareness
and
Funding
though
Account
Opening
and

Closing
• Compared
all
banks
across
four
targeted
personas
to
determine
the
pain
points
and

moments
of
truth
for
Millennials
vs.
Baby
Boomers,
for
example

• Identified
dozens
of
opportunities
to
provide
the
best
product
offering
and

customer

experience
from
the
moment
the
product
hits
the
market
C H A L L E N G E
/

R E S U LT S
A P P R O A C H
/
S O L U T I O N
14
Case
Study
New
product
development
with
CX
at
its
core
Bank
was
planning
to
enter
a

new
market
for
a
state-‐of-‐the-‐
art
banking
service
that
needed

to
met
the
highest
standards
of

customer
experience
as
well
as

product
offering
A
fresh
approach
needed
to
be

taken
to
allow
the
bank
to

launch
the
product
with
a

competitive
advantage

but

realistically
had
to
understand

what
it
had
to
do
– table
stakes

– vs.
what
might
be
nice
to
do.
In
an
ever-‐changing
market,
the

bank
had
to
build
a
product

that
would
be
flexible,
easy
to

use,
and
strongly
competitive

©2016
CX
design
=
UX
design
Or
what’s
the
difference?
•CX
design,
on
the
other
hand,
looks
at
the
entire
experience
and
requires
a
great
deal
of

business
skills
• A
customer
is
any
person
getting
in
contact
with
the
brand
whether
or
not
they
may
at

some
point
use
one
or
several
products
provided
by
the
brand
• The
customer’s
touch
points
with
the
brand
are
various
and
a
customer
may
become
user

of
several
different
products
or
services
at
some
point
across
her
journey.
UX
is
part
of
CX,

as
each
product
needs
to
be
user
friendly
•UX
-‐ User
involves
a
product
that
should
be
used
• Being
a
user
involves
a
product
that
should
be
used.
The
experience
surrounding
this
is

basically
limited
to
that
product,
may
it
be
an
app,
a
website,
or
a
physical
object
•The
customer
experience
as
a
whole
is
of
course
influenced
by
the
quality
of
the

experience
at
each
point
but
CX
is
especially
interested
in
the
entire
customer
journey
from

start
and
until
the
end
not
with
just
one
product
15

©2016
Approach:
Fast
paced
or
agile
-‐ Inch
deep
– mile
wide
Use
Case
-‐Taking
in
the
‘big
picture’
to
see
opportunity
Objectives
• Looking
to
drive
a
deeper
strategy
or
first
90
days
in
the
job
and
need
a
quick
diagnostic?

• CX
driven
innovation
– white
space
– new
product
development
– competitive
advantage
Approach
• ID
lifecycle
phase(s)
with
the
key
interactions
you
know
about
– use
this
as
your
ongoing
framework
• ID
key
touchpoints
• Story-‐tell/Map
across
department
– note
department
tends
to
expose
over/underlaps
and
waste/gaps
faster
• Start
with
current
state
and
ID
findings

• Start
with
an
inch
deep
– mile
wide
to
see
where
you
might
have
issues
or
opportunities
• Move
to
future
state
and
add/delete
touches
that
add/subtract
from
customer
value
equation
• Outcomes
• High
level
view
for
use
in
socializing
information
• High
level
action
items
• Basis
for
validation
or
ongoing
research
• Next
steps
• Fleshing
out
touchpoints
or
deeper
dives
into
stories
to
answer
questions
or
address
ideas
• Front
stage
/Back
stage
stories
to
validate
Tips
• By
mapping
inside
out
first
– how
much
are
you
spending
on
touches
your
customers
may
never
resonate
with…
16

©2016
• Approved
Phase
2
implementation
of
new
programs
• Phase
2
-‐Starting
deep
dive
journeys
• Phase
2
-‐ Starting
segment
driven/journey
driven
contact
strategy
• Developed
buying
journey
through
research
and
interviews
– quick
fire
workshops
3
days

in
each
country
for
Huggies
and
Depend
Brands
• Created
views
with
MOT’s
and
likely
buying
patterns
• Mapped
pre-‐natal/first
100
days/active
toddler

purchase
cycle
based
on
journey/MOTs

and
typical
content
consumption
and
campaigns
• Survey
driven
VOC/VOE/Maturity
model
led
to
recommendations
for

People/Process/Data/Technology
requirements
C H A L L E N G E
/

R E S U LT S
A P P R O A C H
/
S O L U T I O N
17
Case
Study
Identify
gaps
in
CX
as
part
of
global
opportunity
analysis
KC
Global
CRM
team
needed
to

understand
the
Huggies
Brand

customer
journey
and
how
it

was
executed
globally
to

understand
gaps
in
experience
Initial
program
design
needed
to

take
in
current
and
future
state

opportunity
analysis

Gap
assessment
led
to
a

maturity
model
assessment

with
a
plan
and
3
year
budget

for
the
Global
CRM
team

covering
Marketing
and

MarTech.

©2016
Approach:
Blended
-‐ start
agile
drive
deeper
Use
Case
– Find
the
opportunity
– develop
an
action
plan
Objectives
• Quickly
determine
where
the
best
use
of
focus/funds
might
be

• Create
actionable
approach
– do
now,
do
next,
fit
in,
do
not
• Move
complex
organization
forward
-‐ together
Approach
• Diagnostic
for
a
broad
view
of
VOC,
VOE,
CX
Maturity
– ID
key
areas
for
improvement
• Mystery
shop
an
story-‐tell/map
across
properties
to
ID
CX
issues

• Develop
segments
and
supporting
personas
for
use
in
strategy
(investment)
and
tactics
(campaign
planning,
cross
sell)
• Map
future
state
3
year
roadmap
• Create
future
state
experiences
for
training
hospitality
teams
and
transformation
• Create
CX
driven
precision
marketing
• Outcomes
• Both
executives
and
part
time
teams
‘get
it’
at
a
level
they
can
relate
to
• Up
to
800%
lift
in
campaign
response
– REALLY
• 3
year
investment
plan
with
benchmarks
and
KPI’s
being
achieved
• Next
steps
• Ongoing
updates
and
continuous
improvement
using
mapping
and
added
data
as
it
is
available
Tips
• By
mapping
outside
in
first
– able
to
see
what
need
to
be
fixed
NOW
as
well
as
opportunities
for
future
investment
18

©2016
• Using
as
a
basis
for
2015
go
to
market
strategy
• Creating
lifecycle
marketing
using
new
CRM
database
and
toolkit
• Developed
journey
maps
for
top
brands
and
properties
• Identified
strengths
and
weaknesses
for
each
property
across
customer
lifecycle
• Created
a
lifecycle
marketing
strategy
C H A L L E N G E
/

R E S U LT S
A P P R O A C H
/
S O L U T I O N
19
Case
Study
Use
Case
– Creating
precision
marketing
strategy
to
execution
Hospitality
conglomerate
had

multiple
properties
with

different
experiences
Marketing
was
challenged
with

pulling
emotional
and
rational

information
together
In
order
to
drive
revenue
using

new
segmentation
and

marketing
platform
needed
to

understand
guest
journey

©2016
Do
you
have
to
have
personas
to
start
mapping?
No
– you
can
do
current
state
without
them
or
with
aspirational
personas
and
then
move
to
more

statistical
ones
as
you
get
the
time
to
do
that
work
20
Benefits
of
segments/personas
• Personas
help
you
relate
to
the

customer
and
understand
what
they

are
thinking/doing/feeling.
• They
can
more
easily
pull
in
emotional

cues
• Display
personas
at
every
touch
point

and
highlight
the
touches
that
most

matter
to
each
persona
• Show
personas
as
they
change
over

time
from
current
state
through

transitional
stages
to
the
future
state
• If
your
objective
is
to
transform
your

experience
stories
into
campaigns
for

execution
– statistical
segments
are

highly
useful
to
target
and
engage

with
differentiation

©2016
What
skills
and
technology
increase
the
speed
of
success

21
Robust
technology
Skills
to
bring
to
table
• Technology
allows
you
to
better
express
your

findings
• It
shortens
the
time
to
present
different

views
and
opinions
• It
doesn’t
imbue
any
knowledge
or

experience
– that
comes
from
you
• It
helps
share,
collaborate
and
present
your

insights
and
best
practices
up
and
down
the

corporate
ladder
• Keeps
the
process
alive
and
ongoing
• Strong
business
acumen
• Focus
on
innovation
• Ability
to
envision
what
the
company

needs/wants
to
achieve
• Experience
to
identify
company
best

practices
• Finger
on
the
pulse
to
ID
achievable

improvements
• Asks
the
right
questions
to
the
right

people
to
uncover
opportunities
• Open
to
surprises
and
ah
ha’s

©2016
SuiteCX– Confidential 22
What
kind
of
obstacles
to
effective
journey
mapping
do
you
come
across?

Siloed
organizational
alignment
Need
the
full
cooperation
and
access
to
the
staff
across
the

organization
to
be
sure
the
right
information
is
collected
and
shared.
Solution:
Be
as
deep
and
wide
as
possible

No
clear
view
of
actionable
outcomes
Interesting
collection
of
facts
that
are
not
actionable.
No
understanding

of
how
they
connect.
Solution:
Focus
on
actionable
insights
and
the
initial
objectives.

Mapping
processes
Provides
lots
of
data
but
no
real
insight
into
the
emotions
of
the

employees
or
customers
limiting
actionable
insights.

Solution:
Be
sure
to
add
emotional
inputs,
social,
ethnographic

research
and
VOC
/VOE.

Mapping
only
outbound
touches
you
know
about
– really
a
campaign
plan
Does
not
address
the
whole
customer
experience.
Omits
initiation
points
as

well
as
feedback
loop.

Solution:
A
customer
journey
map
starts
from
the
customer’s
starting

point,
motivations,
and
desired
outcomes
rather
than
the
company’s
You
must
map
ALL
interactions
to
get
a
full
picture

For
more
information
-‐ SuiteCX.com
@custoholic
510
655-‐6511
Thank
You
-‐We
hope
this
clarifies
some
things

for
you
and
adds
to
your
insights
and

conversation
“Great
customer
experiences
often
exist
in
the
space
between
knowing
and

anticipating
needs.
Data
helps
with
both,
but
in
very
predictable
ways

(predictable
is
mostly
good
for
the
former,
not
the
latter).
Intuition,
on
the

other
hand,
might
as
well
be
the
most
undervalued
asset
in
business,
and
yet
is

what
makes
the
difference
between
simply
anticipating
needs
and
redefining
a

category.”

fastcompany

©2016
Founding
team
members
Valerie
is
a
senior
executive
with
several
start
ups
under
her
belt.

She
has
deep
experience
in
the

CEM
space
as
well
in
developing
new
products/practices
at
companies
such
as
Pacific
Bell,
KPMG,

PwC
and
StorageTek.

Valerie’s
focus
as
CEO
is
to
be
the
main
evangelist,
cheer
leader
and
deal-‐
maker
for
suitecx.

She
has
over
25
years
experience
in
building
new
businesses
and
making
them

profitable.
Valerie
Peck,
Head
bottle
washer
Michael
Hill,
Product
Developer/CTO
Anne
Cramer,
Marketing,
Customer
Success,
Ops
Michael
is
a
passionate
technical
leader,
product/service
developer
and
technical
strategist.
Michael
has
over
25

years
of
experience
in
Technology,
Web
development,
e-‐commerce,
CRM
solutions,

Technical
Services,

Technology
Manufacturing,
Start-‐ups,
Government
and
Not-‐For-‐Profits.
His
experience
comes
from
tackling

projects
large
and
small
and
managing
teams
of
up
to
64
members
and
budgets
of
up
to
14
million;
Michael
has

delivered
many
business
critical
solutions
and
strategic
plans.
Anne
is
a
seasoned
marketer
and
management
consulting
professional.

She
has
global
experience
leading
teams

in
marketing,
diagnostics
and
journey
mapping.

Anne
has
experience
in
start-‐ups
such
as
Kefta,
Touchpoint

Dashboard
and
UBI
Soft.

She
has
deep
training
and
coaching
experience
which
makes
her
ideal
for
the
roll
of

“Head
of
get
things
done”
Anne
is
an
accomplished
writer
and
has
published
a
significant
number
of
white

papers
and
blogs.
Darcy
specializes
in
selling
improved
customer
experience
(CX)
to
drive
bottom
line
growth.
We
enable
organizations

to
understand
their
customers
by
using
customer
experience
mapping,
market
research,
ethnographic
research,

customer
segmentation
&
analytics
to
understand
how
customers
interact
with
your
brand
thru
all
the
channels

(email,
web,
social,
call
center,
retail,
etc.)
and
across
the
customer
lifecycle.
Darcy
Bevelacqua,
VP
Sales

25

©2016
Board
and
Advisors
Martha

Rogers-‐ Chair
– Board
of
Directors

Recognized
for
more
than
20
years
as
one
of
the
leading
authorities
on
customer-‐focused
relationship

management
strategies,
Dr.
Martha
Rogers,
Ph.D.
is
an
acclaimed
author,
business
strategist
and
a
founding

partner
of
Peppers
&
Rogers
Group,
the
world's
premier
customer-‐centric
consultancy.
An
adjunct
professor
at
the

Fuqua
School
of
Business
at
Duke
University,
Dr.
Rogers
is
the
co-‐director
of
the
Duke
Center
for
Customer

Relationship
Management.

Allen
Pennington-‐ Board
Member

As
the
co-‐founder
and
leader
of
the
market
leading
global
Customer
Experience
business
Mulberry
Consulting,
Alan

is
recognized
as
one
of
the
global
experts
in
the
field
of
customer
experience
mapping
and
design
and
has
been

responsible
for
the
design
and
deployment
of
customer
experience
programs
in
large
service
and
B2B
organizations

for
over
25
years,
clients
have
included
Citibank
Cards,
Emirates
Airlines,
UPS,
Aon,
Aviva,
Reed
Elsevier,
British

Council,
Mazda
and
Merrill
Lynch.

Following
the
sale
of
the
Mulberry
Consulting
business
in
2014
he
is
now

working
independently
in
the
Customer
Experience
discipline.
Since
selling
Mulberry,
Allen
has
been
advising

Suitecx
on
strategy,
partnerships,
and
sales
.

26

©2016
SuiteCX
-‐ Customer
Experience
Diagnostic
• Voice
of
Customer
surveys
collect
current

state
customer
experience
for
key

interaction
categories
• Voice
of
Employee
surveys
balance
the

VOC
responses
and
validate
where
key

pain
points
are
occurring
• Voice
of
Institution
surveys
the
senior

staff,
who
can
see
more
strategically

what
may
be
causing
customer
pain
• Verbatims
are
pulled
in
from
open
text

questions
to
provide
color
commentary

to
back
up
the
survey
results
• A
Maturity
Model
shows
across
all

categories
how
the
company
compares

against
industry
benchmarks
and
where

the
greatest
gaps
between
good
and
bad

experience
are
occurring
27

©2016
SuiteCX
-‐ Customer
Journey
Mapping
• Inventory
grid
maps
contain
every
possible

interaction
point
(IPoint),
which
can
be

used
over
and
over
in
other
map
types
• Storytelling
maps
showcase
the

experience,
using
icons
and
color
to

provide
a
powerful
visual
customer
story
• Brainstorm
maps
look
like
butcher
paper

and
sticky
notes,
replicating
the
workshop

experience
• Front
Stage
/
Back
Stage
maps
show
what

may
be
going
on
in
the
background
while

the
customer
undergoes
a
certain

experience
• Process
Flow
diagrams
tell
the
story
with
a

more
traditional
focus
on
decision
tress,

data
stores,
etc.
• Roll
up
maps
allow
you
to
pull
many

individual
maps
into
one
location
to
tell
the

customer
story
across
the
entire
lifecycle
28

©2016
SuiteCX
-‐ Customer
Experience
Improvement
&
Planning
• Findings
and
Recommendations
are

collected
from
the
surveys
as
well
as

from
the
mapping
effort
• A
prioritization
module
allows
you
to

decide
which
initiatives
have
the
most

impact
to
customer
and
company,
as

well
as
which
are
the
most
feasible
in

terms
of
cost
and
resource
investment
• A
two-‐by-‐two
grid
shows
which

initiatives
were
prioritized
to
do
first,

next,
later
and
fit
in
• A
road
map
provides
a
more
linear

timeline
view
of
initiatives
• An
editable
project
charter
allows
you

to
pull
the
CX
recommendations
all
the

way
forward
to
project
planning,

budgeting
and
resource
management
29

©2016
SuiteCX
-‐ Customer
Contact
Strategy
•Communications
plans
and
paths

to
purchase
can
be
rendered

across
a
time
line
•IPoints
are
now
campaign

planning
receptacles
of
data,

assets,
business
rules
and

approval
chains
•Story
maps
now
show
multi-‐wave

campaigns
with
all
their
requisite

touches
•Contact
strategies
can
be
planned

against
desired
customer

behaviors
•Roll
up
maps
show
campaign

results
and
statistics
over
time
30

©2016
Other
Resources
•SuiteCX.com
– links
to
case
studies,
blogs,
slide
shares
etc.
•CXPA.org
– research,
blogs
and
forums
•Forrester
research
– many
good
articles
on
CJM/CEM
•Sirius
Decisions
– CJM
tool
evaluations
•Feel
free
to
contact
us!

We
enjoy
sharing
our
ideas
and
resources
• dbevelacqua@suitecx.com
• acahill@suitecx.com
• mrogers@suitecx.com
• vpeck@suitecx.com
• acramer@suitecx.com
31

Approaches to journey mapping cxpa 2106

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