Over the years we have been asked a lot of questions around customer 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 answers a number of questions about: • What • Why • Who • How. It presents some case studies and tricks of the trade as well.
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1. FAQs about Experience Mapping: A suitecx brieﬁng July 2014
2. ©2014 suitecx – Conﬁdential Introduction • 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 answers a number of questions about: • What • Why • Who • How • It presents some Case Studies and Tricks of the Trade as well • We hope this clariﬁes some things for you and adds to the conversation 2
3. ©2014 suitecx – Conﬁdential What Is Customer Journey Mapping? • 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. • And 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
4. ©2014 suitecx – Conﬁdential COLLABORATIVE AND ‘SOCIAL’ • Shared tool in ‘3D’ so you can visualize behavior and processes • Can be reused strategy to execution • SaaS model provides easy, cost eﬀective access across multiple users DYNAMIC VS. STATIC • Enables continuous adaptations over time to drive strategy, planning and tactics. • Provides a live “Dashboard’ that can reﬂect trends and progress • Highly conﬁgurable INFORMATION CONSOLIDATION • Performance and operational data in once place • Presents rational and emotional information • Data & artifacts can be attached VISUALIZE AND MANAGE THE PATH TO PURCHASE AND EXPERIENCE • Creates a visualization of your touchpoints and relevant information • Shows where and when customers experience satisfaction/ pain points • Filters can easily present diﬀerent views What do tools/technology brings to the table ?
5. ©2014 suitecx – Conﬁdential What business problems are you typically trying to solve with journey mapping? 5 Decline of revenue due to known causes such as -‐fewer sales -‐less volume -‐ churn -‐poor retention -‐ competitive inroads etc. 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.
6. ©2014 suitecx – Conﬁdential The big issue…. 27% OF LOST CUSTOMERS ARE LOST FOREVER Sources: Oracle: Global Insights on Succeeding in the Customer experience era Feb 2013 CISA Magazine
7. ©2014 suitecx – Conﬁdential Fully understand existing customer behavior across the entire experience & lifecycle 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 Forward thinking companies journey/experience maps to: 7 What business problems are you typically trying to solve with journey mapping?
8. ©2014 suitecx – Conﬁdential What kind of process do you use when journey mapping? Describe the steps you take? • Growing our base of aﬄuent customers by continuing to engage their interest and satisfy their needs. • Be the US’s preferred and most respected loyalty brand as recognized by its members • To build a winning network of customer and supplier relationships • To generate strong and sustainable cash ﬂow growth • Be recognized as a leader and positive force in the community Best Practices SWOT Analysis Competitive Landscape Organization Process Information Technology Impact on Revenue Ease of Implementation Customer Satisfaction Time to Implement Cost to Achieve Vision Assessment Initiative Prioritization Roadmap Mapping is often part of a larger planning process
9. ©2014 suitecx – Conﬁdential • Set the map’s scope and scale • Create interview material, and identify interviewees Scope • Schedule and execute interviews • Gather and review documentation Gather Data • Plot customer interactions on map • Reﬁne and validate information ﬂows • Overlay metrics, customer data & collateral Map • Reﬁne and validate Identify, analyze and prioritize opportunities Ideate • Identify deep drill needs • Conduct deep drills, analyze results Deep Drills • Analyze Map • Develop recommendations and compile roadmap for change Strategize What kind of process do you use when journey mapping? Describe the steps you take? 9 Our experience mapping methodology
10. ©2014 suitecx – Conﬁdential What kind of process do you use when journey mapping? Describe the steps you take? 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* Typical approach for most customer journey mapping 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 10
11. ©2014 suitecx – Conﬁdential What makes companies decide to start using journey mapping? What are the triggers? • Marketers need to deal with broader issues: • Shortened consumer attention spans • Demand for transparency • Ubiquitous connectivity and access • Traditional channel fatigue • Consumers view the entirety of the experience across all touchpoints as one connected experience Experiences Brick and Mortar Website Member Service Social Product Demos Online Reviews Media Targeted Messages POP Displays Samples Events Guerrilla Tactics WOM Sponsorships Delivering great experiences requires empathy – seeing what the customers see, feeling what the customer feels. But delivering great experiences also requires deep self-‐awareness. Awareness of who you are as an organization, of your purpose, values, strengths and weaknesses.
12. ©2014 suitecx – Conﬁdential What makes companies decide to start using journey mapping? What are the triggers? 12 The value a customer represents in order to identify: • Who to invest/divest in • What needs they have that the organization can meet/address • How the organization can meet these needs through interactions • Where changes need to occur in the organization to deliver upon the strategy One of the triggers is helping to develop a customer strategy to help them make choices about optimizing the allocation of resources to get, keep and grow customers In order to do this, an enterprise needs to understand:
13. ©2014 suitecx – Conﬁdential Do you deﬁne the purpose of journey mapping eﬀorts? Business Impact Strategy Drives Tactics Marketing and Technology are Fully Leveraged § Know where the business is headed and why § Results are measured and rationalized against strategic goals § Can make adjustments as necessary based on desired future outcomes § Infrastructure supports business needs § ROI is known and improved § CRM solutions are leveraged § Activities are coordinated within the strategic framework § Time to market is reduced § Business results are measurably improved § Today’s activities inform and support tomorrow’s plans and activities § Ability to leverage learning's more broadly § Know what we still need to learn…and how we will learn § Can make decisions based on known facts and planned hypotheses § ROI is known and improved in the short term and the long term Short Term and Long Term Goals are Synchronized Yes -‐ A Clearly Deﬁned Vision Drives Relationship Optimization
14. ©2014 suitecx – Conﬁdential Do you deﬁne the purpose journey mapping eﬀorts? Learning & Change Management Business Strategy Member Experience Strategy and Design Process Redesign Member Value Creation & Loyalty Performance Impact & ROI Metrics Technology & Enablement Organizational Alignment Relationship Optimization Framework Relationship Optimization Includes Member Experience Design
15. ©2014 suitecx – Conﬁdential Some Deﬁnitions • 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 -‐ o`en the ‘fault line ‘between the company and the customer
16. ©2014 suitecx – Conﬁdential How do you prepare and plan for journey mapping? Ensure you have enough of the right resources Identify the data sources Set the scope Understand the objectives We help at every juncture of the process: Planning and Pre-‐work
17. ©2014 suitecx – Conﬁdential How do you prepare and plan for journey mapping? Do we agree on approach and outcome? Do we agree on scope and scale? As is? To be? Have we identiﬁed all key stakeholders Who should own and drive this project? Do we need outside help? How do we best highlight results? What are the interdependencies? Project sequencing? What is the risk of not doing this project? Are there any timing or resource issues? Who will own continuous improvement? ? Questions we ask the team before starting
18. ©2014 suitecx – Conﬁdential How do you map the journey itself? Complete data gathering Conduct interviews with employees, mgt and customers Capture insight from all touch-‐points (ethnography, research & social media) Finalize interview list & data gathering targets We help at every juncture of the process: Data Gathering
19. ©2014 suitecx – Conﬁdential How do you map the journey itself? Overlay other relevant information based on business objectives Reﬁne map & identify potential problem areas Draft initial map and add in information Set map parameters based on customer path to purchase We help at every juncture of the process: Creating the Maps
20. ©2014 suitecx – Conﬁdential How do you map the journey itself? Validate the customer story by showing the journey. Discuss in breakout sessions with diﬀerent internal teams Review recommendations and focus on largest pain points. Prioritize list and identify future state. Compare employees versus customers. Discuss pain points and moments of truth. Review map with team for opportunities and threats. Look for gaps & unusual results. We help at every juncture of the process: Outputs and Validation
21. ©2014 suitecx – Conﬁdential How do you ideate and prioritize opportunities generated during journey mapping? 21 The tool set helps to organizes ﬁndings and recommendations
22. ©2014 suitecx – Conﬁdential How do you ideate and prioritize opportunities generated during journey mapping? We put it into a format that supports prioritization
23. ©2014 suitecx – Conﬁdential How do you ideate and prioritize opportunities generated during journey mapping? 23 The prioritization process cumulates in a Roadmap
24. ©2014 suitecx – Conﬁdential How do you ideate and prioritize opportunities generated during journey mapping? Project Description Description of the initiative Dependencies Prerequisite Resources • Resource name 1 • Resource name 2 • Resource name 3 Beneﬁts 1. Step 1 2. Step 2 3. Step 3 4. Step 4 5. Step 5 Key Implementation Steps Impact/Feasibility } Based on Prioritization Expected Duration } From Roadmap Expected Costs } Estimate 24 Each Roadmap initiative has a supporting charter
25. ©2014 suitecx – ConﬁdenBal ¨ Documentation of each interaction point ¤ Wide variety of emotional/rational data points ¤ Holistic view of the company, employee & customer experience ¤ Flow across the path to purchase ¨ Clear presentation of what's working – what's not – why not ¤ Data driven speciﬁcs ¤ Gaps and opportunities between each ¤ Barriers to conversion ¤ Revenue Acceleration ¨ Strategic insights ¨ Actionable tactics ¨ Collaborative planning vehicle ¨ Engagement of key stakeholders across divisions and business units ¨ Improved adsorption of information ¨ Forum for breaking down silos ¤ Realization that customers view and experience the whole brand and not divisions or business units ¤ As such, need for greater collaboration and coordination where customers are cumng across diﬀerent parts of the organization ¨ Rationalization of company, employee and customer needs ¨ EmoBonal buy in through visual storytelling How do you embed journey mapping within the organization? INTANGIBLE TANGIBLE Once companies understand the renewable beneﬁts of mapping they make it a part of continuous improvements programs
26. ©2014 suitecx – Conﬁdential How do you track the progress they are making as a result of the journey mapping 26 Each map has multiple levels of statistics and metrics that can be saved and compared
27. ©2014 suitecx – Conﬁdential Do you update their journey maps regularly to reﬂect progress, changing needs? 27 Yes, they clone them and then update them to reﬂect changes/improvements/innovational Multi-‐media roll up Story roll up
28. ©2014 suitecx – Conﬁdential Do you update their journey maps regularly to reﬂect progress, changing needs? 28 Yes, they annotate them and then update them to reﬂect changes/improvements/innovation
29. ©2014 suitecx – Conﬁdential What stakeholders are involved in journey mapping? • We have found that the broader the cast for a project that is transformational, the more likely it is to succeed. • In the same vein, for change management and key insights, we like to have stakeholders at each level intimately involved in the project. Transformation is diﬃcult, if not impossible without clear, vocal leadership support. • Our typical project has the following roles/responsibilities • Governance Team/Key Leadership • Key Stakeholders • Day to Day Working Team with representatives from Sales, Marketing, HR, IT, Operations, Service as well as Voice of the Customer (surveys or directly) • Ad Hoc SME’s and 3rd Party Providers Note: A beneﬁt of the toolset allows for people to annotate, comment and participate even if they are not able to be involved day to day or are remote. 29
30. ©2014 suitecx – Conﬁdential How eﬀective a tool has journey mapping been in the work you do with clients? • Journey mapping and the resulting Roadmaps that result from them have been instrumental in many ways: • Increasing revenue directly by eliminating barriers to purchase or repurchase • Shortening path to purchase • Correcting ineﬀective or negative touches • Visualizing complex data from multiple sources • Identifying barriers to retention • Enhancing engagement and advocacy • Enabling a company’s ability to hear and act upon the voice of your company, customer and employees • Create targeted, personas driven contact strategies and plans • Develop evidence based business cases and plans 30
31. ©2014 suitecx – Conﬁdential Do you have a common type of journey map and format you use? • No, we ﬁnd that each client has a disBnct need for visualizaBon and though many like ‘storytelling’, even those views can be quite varied. Some examples follow over the next ﬁve slides. 31
32. ©2014 suitecx – Conﬁdential Case Study -‐ National membership based organizaBon § 2015 planning will include new programs and processes § Additional mapping projects underway to ﬁne tune experience for diﬀerent personas and interest groups § Mapped touches as is by multiple views as compared to DMA standards § Created customer journeys for top customer ‘jobs’ and interests to ID reason for joining, renewing, MOT’s and Pain Points § Developed diﬀerent scenarios for customer personas and touch options to better optimize experience and resulting renewal § Created several new member and renewing member programs integrated across departments Client experiencing downturn in renewals for membership Donations and pledges decreasing Strategy team concerned about ability to attract and retain new members who increasingly eschew ‘joining’ organizations Realized that ‘engagement’ may not mean touches – needed to see what that meant Departments were not coordinating touches or messaging Members gemng Challenge/Opportunity Results Approach/Solution
33. ©2014 suitecx – Conﬁdential Nafta-‐wide Agribusiness Customer Diagnostic/Touchmap § Immediate improvement in Sales/Marketing relationship leading to higher utilization of each other’s capabilities § Segmentation schema adopted to help manage sales resources and drive lead nurturing email programs, training, events § New SAP solution design in blue print phase § Assetlink DAM system implemented § Prototype Program taken to Europe and South America § Organizational assessment across Sales, Marketing and Service to determine gaps in CRM eﬀorts § Created Touchmap to fully understand grower through retailer and distributor journey § Developed initiatives to close gaps (OPIT) § Developed requirements, RFP’s and managed bid processes for SFA, MRM,CRM solutions § Developed Sales and Marketing Training for Segmentation and 1:1 Marketing concepts Client had several failures to launch CRM programs Sales/Marketing not in agreement on how to proceed Realized technology plan would not work without a Go-‐to-‐Market Strategy and clearer understanding of Marketing/Sales Needs/Objectives Business Requirements Concern about alienating Resellers kept them from collecting relevant end user data -‐ Sales and Marketing often blind in trying to create lead nurturing programs Challenge/Opportunity Results Approach/Solution
34. ©2014 suitecx – Conﬁdential Customer experience improvement § Immediate improvement of revenue due to decreased drop oﬀ § Improved experience comments/survey results § Drove business case for marketing automation tools § Conducted company-‐wide diagnostic with Patient, Employee and Institutional inputs § Created Experience Map to fully understand patient journey § Developed initiatives to close gaps (OPIT) § Developed requirements, RFP’s and managed bid processes for marketing automation solution § Developed Sales and Marketing Training for Segmentation and 1:1 Marketing concepts Client experiencing growing pains Focus on acquisiBon lep Patients feeling neglected Needed a customer-‐centric data and markeBng automation solution to better track and retain current Patients, deliver triggered campaigns and monitor likelihood to churn Needed to drive automation and consistency across multiple storefronts, online and across communications channels Challenge/Opportunity Results Approach/Solution
35. ©2014 suitecx – Conﬁdential B2B Buyer Journey and Analysis Challenge/Opportunity Results § Leadership saw the level of complexity of the diﬀerent constituents and were able to develop additional strategies § Map now being used to deepen understanding of relationships across LOB’s as well as customers § Salesforce tool being mapped to diﬀerent use cases based on insights § Communications now being mapped more closely to derive additional insights Approach/Solution § Through interviews of all Institution/Employee/Customers created a complex, multi-‐faceted buyer journey map § Highlighted pain points, moments of truth and key interaction points for use in creating Salesforce.com processes § Identiﬁed opportunities to improve relationships with Eye Care Professionals in many diﬀerent ways Eye Care Professional/Optics division of VSP desired to move towards more sales/marketing automation but didn’t understand buyer journey Complex set of inﬂuencers and buyers made development of a set of use cases and programs diﬃcult without customer insight Business wanted to start to message customers with the right type of message, appropriate timing and oﬀers
36. ©2014 suitecx – Conﬁdential Segmentation and precision marketing plan Challenge/Opportunity Results § New program very successful § Added new email marketing capabilities (staﬀ and technology) to leverage knowledge § Increased sales starting to build Approach/Solution § Completed a full segmentation study including all facets of data § Identiﬁed top 3 segments with highest Lifetime Value and further researched needs/behavior online and oﬄine § Blended with Deluxe segmentation data to ID cross over sales opportunities § Developed a buyer journey and buyer personas Mid-‐sized division of Deluxe prints focusing on business printing needed a more focused growth and upsell/cross sell capability No clear understanding of what was working (not working) on online path to purchase Wanted best practices for email revenue lft Precision Marketing to improve sales without increasing marketing budget sign Wanted to incorporate parent company segment knowledge
37. ©2014 suitecx – Conﬁdential Do you have a common type of journey map and format you use? • No, Customer experience maps have many options: • Simple templates to present a time based customer interaction ‘story’ to help bring it to life. • More complex templates to present customer story as well as company process to ID gaps or issues aﬀecting customer experience 37
38. ©2014 suitecx – Conﬁdential Do you have a common type of journey map and format you use? • Flow chart views are good for drill downs and scenario planning • Block and text views with picture, video or directional info can present variable information. • They also are databases which can hold additional information/data • Flow charts give you another dimension to present paths to purchase, critical paths or cross channel/organization ﬂows • Can be used to present six sigma or lean sigma ﬂows • Can be used to present branching or decision point ﬂows 38
39. ©2014 suitecx – Conﬁdential Do you have a common type of journey map and format you use? 39 Story elements can be ‘rolled’ up for big picture visuals
40. ©2014 suitecx – Conﬁdential Do you have a common type of journey map and format you use? • An ‘inventory’ of all touches is a basis of analysis to ID ALL touches • Can be arrayed by lifecycle or weeks in year • By Organization, or Channel or other ‘rows/swim lanes’ • Allows for back highlights to provide added dimensions • All titles can be conﬁgured on screen • Simple selection and build out of touches using pre-‐ conﬁgured icons and basic/advanced edit capability • Can be ﬁltered and saved to ID any element 40
41. ©2014 suitecx – Conﬁdentoal Outbound 90% Inbound 10% Interactiv e 0% Do you have a common type of journey map and format you use? Current touch stats Ideal State Inbound 30% Interactive 25% Trigger 30% Outbound 15% • The grid view is useful to display information holistically • Total number of touches over time to determine spam or touch fatigue issues • Quick view of what's working – what's not • Touches at key relationship juncture – are you wasting money with overlapping messages • Timing • Cadence • Channel over/underlap • Departmental messaging gaps/overlaps • Saved for future use for stories, contact strategies etc.
42. ©2014 suitecx – ConﬁdenBal Consumer Mapping What kind of obstacles to eﬀective journey mapping do you come across? 42 Mapping only outbound Does not address the whole customer Experience. Omits initiation points as Well as feedback loop. Solu&on: Map ALL interactions to get a full picture No clear view of outcomes Interesting collection of facts that are not actionable. No understanding of how they connect. Solution: Focus on actionable insights and the initial objectives . 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 Process Only Maps 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, ethnographic research and VOC /VOE. Common Pitfalls of Customer Experience Mapping
43. ©2014 suitecx – Conﬁdential What kind of obstacles to eﬀective journey mapping do you come across? What are your strategies for overcoming those? Obstacle: • Losing the forest for the trees. Some people get so deep into the data/issues that they cant see bigger, more impacuul paserns. SoluBon: • Help them see the bigger paserns and issues that ﬂoat to the top. Simplify initial maps or hide elements for those lost in the weeds. Obstacle: • Getting leadership support – too busy or not aligned – this can be a death toll for a project Solution: • Get peers to pull leader into the mix and show where she/he can get value Obstacle: • Skills of team may not be adequate to support project – staﬀ doesn’t know how to approach a project Solution: • Train them and educate them through helping them visualize small parts of the whole 43
44. ©2014 suitecx – Conﬁdential What skills and tools do you have to bring to the table, do you ﬁnd missing when you journey map with clients? Any technology still needs to have a strong team behind it – either client-‐side or supported by a partner Technology allows you to becer 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 Provides company knowledge Provides innovation Has a vision of what they want to achieve Pulls in best practices and achievable improvement Knows the right questions to the right people to uncover opportunities Technology Team
45. ©2014 suitecx – Conﬁdential Let you see exactly where and when customers experience satisfaction or pain points, moments of truth and who is most impacted and how it affects your bottom line Present data/ metrics as well as the effectiveness and value of targeted member and prospect interactions Support prioritization to highlight what’s most important’ to your customers, and understand what creates or detracts from value & drives loyalty Present how actions, offers, redemption, accumulation affect members Show how operations and processes in one area impact the entire organization Beneﬁts of visualizing the experience Allows for collaboration and sharing to get everyone on the same page to: and form the basis of a longer term strategic plan to build customer value
46. ©2014 suitecx – Conﬁdential Tips For Eﬀective Journey Mapping • Put customer personas (segments) at the center of your maps to ensure that you understand their experience and can articulate their behaviors/needs • Capture the backstory that begins before you enter the stage • Identify the triggers into the experience (voluntary or propelled) • And the moBvaBons triggering progress between stages • Inventory touchpoints where interactions occur -‐ physical, virtual, human
47. ©2014 suitecx – Conﬁdential Tips For Eﬀective Journey Mapping • People’s behavior is activity focused – document it • Connect the dots across multiple touchpoints • Highlight thoughts and feelings at each interaction • Capture questions running through a persona’s mind • Highlight barriers and points of pain that block movement to next step • Visualize emotional highs and lows, ‘moments of truth’ • Be on the lookout for hidden gems
48. ©2014 suitecx – Conﬁdential A customer journey map starts from the customer’s starting point, motivations, and desired outcomes rather than the company’s Allows for the inclusions of customer emotions and tells a story Supports “art meets science” Can visualize a broad range of insights, benchmarks, data Doesn’t follow a strict set of rules (Six Sigma) though it CAN incorporate them A framework and set of guiding principles rather than a rigid and inﬂexible process How is customer journey mapping diﬀerent than process improvement?
49. About us 49
50. ©2014 suitecx – Conﬁdential Suitecx Leadership Team Valerie is a strategist and market development manager with more than 20 years of diverse experience delivering bottom-‐line results. She heads a marketing and customer experience management consultancy that focuses on coaching ﬁrms for both strategy and tactical execution. Her areas of expertise include go-‐to-‐market strategy, precision marketing, demand generation, customer journey mapping and CRM/Marketing Automation selection and management. Valerie Peck, CEO Michael Hill, CTO Anne Cramer, COO Michael is a passionate and detailed senior level manager, product/service developer and technical strategist. Michael has over 25 years of PMO experience in Technology, Construction Technical Services, Technology Manufacturing, Start-‐ups, Government and Not-‐For-‐Proﬁts. 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 strategy and management consulting professional with deep expertise in creating and implementing data-‐driven, customer-‐centric business strategies. She is a specialist in managing large-‐scale projects around technology implementation, process improvement, acquisition and retention strategies. She has strong process and user experience focus. Anne has led projects and managed teams in a variety of industries including gaming and entertainment, retail, ﬁnancial services, health care, and technology in the United States, Europe and other international markets. 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. Martha Rogers, PhD, Chair Board of Directors
51. ©2014 suitecx – Conﬁdential 51 DRIVES IMPROVEMENT it allows for prioritization based on cost, feasibility and importance to the customer, providing the business case and project management foundation to push customer-‐driven initiatives forward in the organization. COLLABORATIVE We don’t “do it for you”, we “work with you” and adapt to your environment Organizational Eﬀectiveness Collaboration is not just a buzz word. This software allows multiple users to collaborate on a mapping exercise. Individual departments can be responsible for their own customer experience, and they can also be held accountable when that experience overlaps with other eﬀorts. Game Changing Design Our so`ware allows for multiple users in a company to conduct their own mapping exercise, using a living tool that can be used on an ongoing basis to help guide the business in a customer centric manner QUICK WINS & LONG TERM IMPACT We understand the need to put wins on the board INNOVATION We were at the inception of customer experience mapping HOLISTIC RECOMMENDATIONS People, Process, Data, Technology & Change Management WYSIWYG We won’t bait with experience and switch to junior teams SUSTAINABLE KNOWLEDGE We aim to build self-‐ suﬃciency in our clients and broaden the Customer Experience discipline Its not a job – it’s our PASSION! Our Value ProposiBon: The Right Technology, The Right Team
52. suitecx.com @custoholic Thank You “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