There was a time - not that long ago - when customer experience was simply the thing that happened at the end of an industrial production system. Factories made products that were purchased by customers through uncomplicated, linear networks of distribution. Services were delivered on a strictly person-to-person level. And the difference between products and services was completely clear.
There was a time - not that long ago - when customer experience was simply the thing that happened at the end of an industrial production system. Factories made products that were purchased by customers through uncomplicated, linear networks of distribution. Services were delivered on a strictly person-to-person level. And the difference between products and services was completely clear.
There was a time - not that long ago - when customer experience was simply the thing that happened at the end of an industrial production system. Factories made products that were purchased by customers through uncomplicated, linear networks of distribution. Services were delivered on a strictly person-to-person level. And the difference between products and services was completely clear.
A COLLECTION OF SHORT ARTICLES FROM LENATIS CX PRACTICE (C) 2014 Lenati LLC Cover Image PRAIRIE CITY TILT-O-WHIRL Paul Conder 2010 There was a time - not that long ago - when customer experience was simply the thing that happened at the end of an industrial production system. Factories made products that were purchased by customers through uncomplicated, linear networks of distribution. Services were delivered on a strictly person-to- person level. And the difference between products and services was completely clear. PREFACE Every layer of that system has shifted in less than one generation. Distribution has repositioned its center around the customer rather than the factory. Channels have fragmented and recombined into intersecting digital, physical and hybrid networks. The lines between product and service have been blurred. Real time visualization of major internet nodes by PeerOne Hosting iPhone app. peer1.com When changes happen this fast, its easy to get a little apprehensive. At a recent retail convention, the most common theme for keynote speeches was Is Retail Dead? How much has been written about the death of the music or lm industries as their products become digital? Or about the death of privacy as more transactions go online or disappear from view completely? Controlled demolition of the abandoned Woodwards department store, prior to redevelopment. Vancouver Canada 2006. Photo by Tannoy. We tend to be more optimistic. When photography was invented, many in the art world forecasted the death of painting. - and within a few generations we saw Van Gogh, Picasso, Matisse, Monet, Pollock and Rothko. Those who can evolve will thrive. http://www.ickr.com/photos/maveric2003/2153529955/ http://www.artnews.com/2013/05/13/photography-in-art-museums/ by rebecca robertson photo (C)2014 Rebecca Robertson. CONTENTS 1. Whats An Experience Worth? CX, Commerce and Culture. 2. Ten Key CX Principles Building a Customer-Centric Business. 3. The Art & Science Of Engineering Experiences Design Tinking and CX.
4. The New CX Toolbox Six Methods for Building a Better Customer Experience. 5. Lets Get Phygital Ten Ways to Connect with Customers in an OmniChannel Universe. At Lenati, we help clients create stronger connections with their customers. This is a collection of articles about what weve learned through our practice, developing customer experiences. We dene customer experience as the aggregate of a person's perceptions, feelings, memories and associations around their engagement with a brand. All competitive businesses are somehow dependent on their customers experience to drive their growth and prosperity. I cant think of any exceptions, past or present. Even businesses that are focused on a basic need - for example healthcare or grocery retailing - use experiential drivers in some way to set themselves apart. Some monopolies are known for neglecting customer experience - but once they are forced into competitive environments they tend to smarten up quickly. Telecommunications companies have made this shift, some better than others. At the top level, treating your customer well just seems like the right thing to do - for altruistic reasons if for nothing else. Te interactions that happen every time a business makes a connection with a customer add up to aect much more than the individual transaction. It has been shown that loyalty, brand perception, spending, likelihood to recommend and overall satisfaction are all aected by CX - but I believe that there is a much bigger story. At the top level, customer experience is really about making personal connections with people - treating them with respect, with consistency, with dignity, with foresight and with style. But to make the business case, there need to be a clear way to measure the nancial impact of improving customer experience. So the question shifts from why do we make experiences better for people? - to how much is an experience actually worth? For a question this big its important to get a lot of opinions - so we have scrubbed recent research and combined it with our own ndings to give a top-level view of real-world business impacts from dierent industries... by Paul Conder, Lenati LLC. 2014 A CEI survey found that 86% of customers are willing to pay more for an improved experience, but only 1% feel they are having their expectations met by vendors. (Source: Forbes CX: the Chicken or the Egg) The Harvard Business Review found that focusing business activities on a holistic customers journey (as opposed to developing individual touchpoints separately) is 30-40% more strongly correlated with customer satisfaction - and 20-30% more strongly correlated with business outcomes such as revenue, repeat purchase, reduced customer churn and positive word of mouth. (Alex Rawson, Ewan Duncan, and Conor Jones, HBR, Sept. 2013) Lenati CX engagements have resulted in over $1 Billion dollars in new business for their clients, and have connected with over 100 Million customers worldwide. (2014) CapGemini discovered that over 50% of customers of nancial institutions are at risk of switching banks based on customer experience. (CapGemini 2013 World Retail Banking Report) Oracle found that businesses can lose 20% of revenue from poor customer experiences yet many are stuck in an execution chasm, unable to implement new CX strategies. (Oracle CX Survey, 2014) 86% of leaders interviewed by Forrester Research place customer experience as their top strategic priority. In another study, Forrester found that better CX can deliver more that $1Billion in revenue growth to large businesses. (Differentiating on Customer Experience Forrester, 2012. and Make the Business Case 2014) Peppers and Rogers found that CX has emerged as the single most important aspect in achieving success for companies across all industries - both B2B and B2C. (Return on Customer Don Peppers, Martha Rogers 2006) Deloitte found in its research on cross-channel selling that the use of mobile devices in retail inuences 36% of sales, or approximately 1.1 trillion dollars of revenue. (Deloite the New Digital Divide, 2014) Tesco chairman Sir Richard Broadbent was quoted as saying "customer experience is more important than our products" (Sunday Times, Nov. 2013) 87% of companies in the process of implementing a CX strategy who were surveyed by the Temkin Group in late 2013 saw positive business results in the rst year. They also found in a separate study that nearly 60% of large companies have ambitions to be industry leaders in CX within three years. (Temkin Group Research 2013) Customer Experience is a personal thing, and is not something that can be created by a company. It is the aggregate of a person's perceptions, feelings, memories and associations around their engagement with a brand. Each customer brings their lifes memories and associations to each interaction, and so it is inappropriate to say that we create specic experiences for each customer. We can only aord the customer the chance to engage. CX is similar to branding in this way. Companies put a lot of eort into creating their brand - but people's perceptions of a company are personal, and belong to people not the company. Engagement and understanding between people and businesses is becoming deeper - but in ways that are more complex and less predictable. When channel models were more monolithic and uni-directional, companies were able to separate their customer face from their operations with an opaque curtain between the two. Te explosion in digital communication channels means that people can see the totality of the company including behind the curtain. Every facet of the company needs to be understood from the customer's point of view - its all on display. Tis goes far beyond service interactions with sta or engagement with a product. Customers have expectations that need to be met around a companys ethics, values and where and how it conducts its business. Building a Customer Centric Business by Paul Conder, Lenati LLC. 2014 1. 2. A Customer Journey is the framework of customers interactions and experiences while engaging with a brand. Its not just a physical journey. It also includes all the interactions with digital media, social interactions, word of mouth, service interactions the works. Mapping the Customer Journey across available channels (omnichannel analysis, in retail terms) is the key to understanding how the experiences can be enabled, communicated and focused. Touchpoints are only physical or digital enablers in the Customers Journey. Touchpoints aord the customer the opportunity to carry out a certain pattern of interactions. (In the eld of design, they are called aordances) Every touchpoint designed into a website, app, retail interior, hospital, oce, store xture, airport, smartphone or table setting is put there to enable certain interactions, carry certain messages, and pattern certain behaviors. Many companies focus on their touchpoints when they speak about customer experience because the touchpoints are the items that the company produces in the end - and there is a lot of thought, eort and money put into building things like websites, sales networks and retail spaces. When the focus is placed too strongly on the touchpoint, the bias is towards the operational aspects of the company not what the customer is actually thinking, feeling, saying, doing or spending. 3. 4. Any point in the customers journey has the potential to drive the customer away from a company. We have seen companies insist that long service wait times allow customers the opportunity to explore and engage. - When in reality about half of them were leaving within a few moments of entry. Te operational obstacles were enough to blind the companys leadership to the real impact this experience was having on their business. Tis is an extreme example - but we have seen many companies suer from similar blockages in connecting with their customers. Te customers experience can be directly linked to the customers spending. We wrote about this in the previous article we published called Whats an Experience Worth? Companies are seeing an enormous upside in revenue and loyalty by framing their products, services and systems around the customers experience. 5. 6. Tere is no such thing as an oine customer. Whatever industry you are in, you can be sure that your customer can be present in several channels, sometimes at once - comparing you to your competition, and learning about what others say about you. For the companies that see every aspect of their business as customer-facing, this is their best opportunity to make a connection. Te value in aligning the customers experience to sales performance can be massive. In our projects, we have seen sales increases, improved brand perception, more positive reviews, increased loyalty and retention AND simplied operations by taking a customer-centric view, generating billions of dollars in new business. 7. 8. Customer Experience is not about projecting a made-up theme for your companys brand. Many companies jump to the idea that the customer should be delighted or surprised at each step - but attempting to make this happen in the real world is often cumbersome and contrived, creating a brand perception that is fake, insincere and inauthentic. For the customer it can feel like the company is trying too hard. Like that kid in school who wanted so desperately to be friends and seemed to stick to you like glue. Teatre was often used metaphorically as an approach to staging customer experiences. Much of the most famous writing about CX, for example Te Experience Economy by Pine and Gilmore, caught on so well that the language in it permeated business and creative culture in North America - but sometimes the original context was missing. For many, the rst taste of CX strategy demonstrated the artice and superciality of a Broadway theatre production - and often in complete misalignment to the brand or the product. Te same authors later wrote a follow-up book called Authenticity which was aimed at reigning in this trend. 9. Tere are three key areas for measuring CX: 1. Customer input helps us understand what the customer is thinking and feeling - capturing perceptions, opinions, preferences, feelings, associations and reactions. Tis can also include input on subjects like their likelihood to recommend the company, brand cohesion, or their general satisfaction. Tis rst area is extremely useful, but can be prone to errors that are typical for surveys - for example coverage, (size and quality of the sample) response, (problems related to the way questions are asked) and non-response (customers providing erroneous responses - sometimes because they are being asked about a subject that isnt of any consequence to them.) 2. Observational research helps us understand what the customer is doing. It includes everything from eld observations, online analytics, trac and browsing patterns, social listening data, dwell times - anything that can be observed with a minimum of aect to the customers behavior. While this might seem more objective, it leaves out the more personal aspects to the experience - favoring behavioral data. 3. Financial data helps us understand how the customer is spending. It can be correlated to the rst two areas, creating performance or value-based models. For a deep dive on CX research methods, see Te New CX Toolbox - available at Lenati.com/cx 10. SUMMARY: Customer experience is not about layering themed touchpoints into the customers journey. Nor is it really about surprising and delighting your customer at every step. For the most part, CX is about making a personal, meaningful and relevant connection with a customer. Other times its about simply getting out of their way, and letting your relationship evolve naturally. Photo: Muns THE ART AND SCIENCE OF ENGINEERING EXPERIENCES Tere has been a great deal written about design thinking in the past few years. Much focus has been placed on its value in helping dene business strategy, with design rms around the world claiming that they have evolved beyond their role as developers of products into a new role as business visionaries. It seems nearly every rm with a design practice has a proprietary and unique problem-solving process that will unlock the magic combination of Customer Experience, Brand Vision and Strategy - transforming any company into the next Apple. Tis is only half true. Design is a process that helps people develop systems that other people will use. Tis process can be applied to software, buildings, space- shuttles, tea kettles and organizational structures. CX design is about applying designs problem solving capacity to align a business to face its customers. It needs to work across channels, touchpoints and media - making it dierent from other elds. Software designers make software. Automotive designers make cars. CX designers enable experiences. But no one owns this process. Its origins are ancient. Its eects are ubiquitous in the modern world and permeate every facet of our lives. Tis is the story of how this process came to be, how it works, and how it can be leveraged to build a better connection between a business and its customers. DESIGN THINKING AND CX by Paul Conder, Lenati LLC. 2014 Explore - research Creation - concept design Reection - prototype Implementation - Jakob Schneider, Marc Stickdorn from This is Service Design Thinking Te design process, a term thats used almost interchangeably with design thinking, turns up in some form in several disciplines. Ign al-Haytham was an eleventh century Persian Scientist who debunked theories on optics developed by such scientic heavy-weights as Ptolemy, Euclid and Aristotle. But just as importantly, he articulated the process behind his work. - Empirical evidence drove his ideas, which were tested using an iterative process of experimentation, continuing until he knew his ideas worked in the real world. Tis was one of the rst well-documented examples of the scientic method - and while he wasnt the only one to work this way, his successes in the eld combined with his well-known intellectual rigor helped spread the word. Some version of this process can be seen in elds as diverse as mechanical engineering, physics, visual art - and customer experience design. Te basic principles are: 1. Learning as much as you can about a problem or opportunity - We will call this area of focus Discovery 2. Asking questions, developing hypotheses, creating concepts to test - We will call this area of focus Ideation 3. Testing those ideas to learn from them - feeding learnings back to step 1 - We will call this area of focus Testing A version of this is taught in virtually every design, art, engineering and science school in the rst year. Te process itself is renamed from eld to eld, but the components remain basically the same. - In science its called the scientic method - in engineering its usually referred to a problem solving process and in design its usually called design thinking or the design process. No one owns this process - but the perspective that each person or team brings to it is what makes it unique. "The seeker after truth is not one who studies the writings of the ancients and, following his natural disposition, puts his trust in them, but rather the one who suspects his faith in them and questions what he gathers from them, the one who submits to argument and demonstration, and not the sayings of a human being whose nature is fraught with all kinds of imperfection and deciency. - Ign al-Haytham "The electric light has caused me the greatest amount of study and has required the most elaborate experiments... I would construct and work along various lines until I found them untenable. When one theory was discarded, I developed another at once. I realized very early that this was the only possible way for me to work out all the problems. - Thomas Edison, paraphrased by by George S. Bryan 1926 ORIGINS Design projects must ultimately pass through three spaces... We label these inspiration, for the circumstances (be they a problem, an opportunity, or both) that motivate the search for solutions; ideation, for the process of generating, developing, and testing ideas that may lead to solutions; and implementation, for the charting of a path to market. - Tim Brown, IDEO, Harvard Business Review. Children are born true scientists. They spontaneously experiment and experience and reexperience again. They select, combine, and test, seeking to nd order in their experiences which is the mostest? which is the leastest? They smell, taste, bite, and touch-test for hardness, softness, springiness, roughness, smoothness, coldness, warmness: they heft, shake, punch, squeeze, push, crush, rub, and try to pull things apart. - Buckminster Fuller Despite its ancient history and diverse origins, today the design process is usually associated with the eld of industrial design, consumer product development and with the broader eld of invention. Te focus here is on developing manufactured products. But there was always an understanding that those products have to work for people. At each phase of the process questions around how people value, purchase, use, store, maintain and eventually dispose of a product would sit side to side with how the product actually worked to satisfy those needs. Te question would the user like it? would have the same weight as does it work? For this reason, designers became schooled in how to understand users needs, market trends and cultural frameworks. As design went beyond the focus on the product to focus on the person, each phase in the process was aected. Discovery centered around research into users needs, perceptions and wants. Ideation employed techniques like role-play, use-cycle-analysis and participatory-design (bringing users into the creative sessions.) And testing involved taking mock-ups of the product concepts to the users to see how they would interact with it and to capture their thoughts on its value. Each area of focus started to employ techniques from the social sciences to help connect peoples preferences and perceptions to the product. Identify the Problem then the Criteria and Constraints Brainstorm Possible Solutions and Generate Ideas Explore Possibilities and Select an Approach Build and test a Prototype and Rene the Design - NASA engineering process FROM PRODUCTS TO EXPERIENCES photo: Nic Redhead, photo: Raneko photo NASA Te design process was later adopted by people who were designing software. As they worked to make new technologies usable and valuable to a larger audience, they grabbed hold of the tools that had long been employed by industrial designers and applied them to non-physical products. One of the most important tools that was adopted by this new group was the journey framework. Tis set up a visual representation of each step of the users experience. Te product wasnt the primary focus here - it was about mapping the interactions, experiences and perceptions of a user in the real world, and predicting how a product should intervene in those interactions - patterning the behavior of the user and delivering some kind of value to them. Larger maps could be constructed that showed the systems that supported the product, the lifecycle of the relationship between the user and the product, multiple users interacting through the products features, cyclical patterns and repeated interactions etc. Tis tool (often resembling a kind of storyboard or process diagram) helped systematize the design process. Ideas could be worked out as part of a larger system of interactions. Its hard to imagine the development of todays software or interactive products without this tool, and without the larger process to enable it. Tis technique is the origin of customer journey mapping which is a key process for anyone in the eld of customer experience. Principles for the Development of a Complete Mind: Study the science of art. Study the art of science. Develop your senses- especially learn how to see. Realize that everything connects to everything else. - Leonardo da Vinci Any system that sees aesthetics as irrelevant, that separates the artist from his product, that fragments the work of the individual, or creates by committee, or makes mincemeat of the creative process will, in the long run, diminish not only the product but the maker as well. - Paul Rand photo: Richard Huppertz RICHARD JAMES BACK COUNTRY SKIING BACK COUNTRY SKIING LOCAL ECOLOGY WILDLIFE CORRIDOR WILDLIFE CORRIDOR DOWNHILL CYCLING SHOPPING SPORTS CLUBS BIRDING SWIMING LOCATIONS RUNNING GROUPS DOWNHILL SKIING CROSSCOUNTRY SKIING SENIORS ACTIVITIES DEVELOPER CREDIBILITY LOCAL GEOGRAPHY BARS & NIGHTLIFE TRANSPORT NEARBY AMENITIES SPA ROAD BIKE SCHOOLS CAMPING LOCAL MATERIALS HIKING GOLF HUNTING FISHING FISHING LOCAL VEGETARIAN ORGANIC LOCAL VEGETARIAN ORGANIC LOCAL ECOLOGY CREATE ATTRACTION ENTRY FROM MAIN ST. VISIBLE BUT UNWELCOMING CLOSED IN AND DARK BASECAMP TO ROCKIES: ENTRY STRONG EXTERIOR SIGNAGE PROGRAM REINVENT DARK EXTERIOR - OPEN UP TO OUTSIDE ACTIVE CAFE / BAR ENVIRONMENT STRONG DIRECTIONAL LIGHT FEATURE FOSTER DIALOGUE NOT SALES AGESTS IN CAFE GUIDE ACTS CONNECTS VISITOR TO WHAT THE AREA HAS TO OFFER STARTS CONVERSATIONS TO GENERATE PROFILE ALTERNATE TOUCHSCREEN INTERFACE FOR DIRECT INPUT FROM VISITOR WILDLIFE EXHIBIT OVER STEEL FIREPLACE LONG BAR, CAGED ROCK, RECYCLED WOOD INTIMATE, WARM, DISARMING EAST WEST PARTNERS THREE SISTERS MOUNTAIN VILLAGE DISCOVERY CENTER CANMORE ALBERTA IPHONE INTERFACE CONTROL WIRELESS CONNECTIONS TO MULTIMEDIA SYSTEM 08.174 1. ENTRY - CREATE ATTRACTION 2. CAFE - FOSTER DIALOGUE 3. PERSONALIZE - GENERATE GUEST PROFILE 4. EXHIBIT - ORIENTATION AND BIG PICTURE STORIES 5. MODEL SPACE - PERSONALIZED PRESENTATION 6. INTERACTIVE - PERSONALIZED PRESENTATION DOWNHILL CYCLING LOCAL ART LOCAL MUSIC RAIL LINE HISTORY PLANT LIFE FESTIVALS LOCAL TRAILS ORIENTATION LOCAL HERBS, VEGIES SUSTAINABLE INITIATIVES INDUSTRIAL HISTORY LOCAL PRIORITIES SOCIAL SUSTAINABILITY HORTICULTURE FARMING MICRO FARMING WILDLIFE CORRIDOR GUIDE RESOURCES NAVIGATION ORGANIC FARMS DIFFICULTY LEVELS TRAILS LOCAL SPECIALTIES IMAGES SPECIES ABORIGINAL DISHES LOCAL EQUIP. SOURCES HISTORY LOCAL RESTAURANTS GUIDED TRIPS GUIDE RESOURCES RECIPES LESSONS & CLINICS CHEF PROFILES TOUR RESERVATIONS TRIP RESERVATIONS RESTAURANT GUIDE RESTAURANT RESERVATIONS GENERATE GUEST PROFILE FOR NAVIGATION OF EXHIBIT, TOUR, OUTPUT INTRODUCE STORY BIG PICTURE - GEOGRAPHY, CULTURE, HISTORY PERSONALIZED PRESENTATION INTEGRATED MODEL & MULTIMEDIA IPHONE SYNCHRONIZES WITH BASE STATION UPON VISITOR AND GUIDES RETURN TO DISCOVERY CENTRE. COFFEE, SNACKS, WINE OFFER OF SETTING UP RESERVATIONS FOR FURTHER ACTIVITIES - RESTAURANTS BARS, SPORTS CLINICS ETC. PHONE DOWNLOADS DATA FOR PRINTED OUTPUT - COMPUTER AUTOMATICALLY CREATES DOCUMENT OF JOURNEY PHOTOS OF SITE TOUR STORED IN IPHONE FOR DOWNLOAD UPON RETURN TO CENTRE CUSTOM DOCUMENT: INFORMATION FROM PROFILE PDF VERSIONS OF DIGITAL PRESENTATION, KEY IMAGES FROM EXHIBITS, RESERVATIONS FOR RESTAURANT, TOURS ETC. MAP OF SITE TOUR, PHOTOS TAKEN ON TOUR, LOCALRELEVANT BUSINESS GUIDE RELEVANT REAL ESTATE OFFERINGS SUITED TO VISITOR. 9. PRODUCT SPECIFIC INFORMATION 7. EXIT TO GUIDED TOUR - COMMUNITY STORIES 8. PERSONALIZED GUIDED TOUR SITE INFO TOUR MAP PERSONAL PROFILE KEY AREAS OF INTEREST GPS CO ORDINATES - SITES VISIT RECORDER 8. RETURN TO CENTRE - C L O S E CAFE EXHIBIT FOUR MICRO-STORIES AROUND LOCAL DIFFERENTIATORS: FISHING, ART GALLERY, RESTAURANT, HORTICULTURE TOUR SITES GUIDED BY GPS ENABLED IPHONE APP. CUSTOMIZED STORY LINE FROM GUEST PROFILE, TOUR GUIDE PERSONAL PHOTOS OF SITE VISIT This is an example of a Journey Framework, where a customers experience is visualized using a combination of storyboarding and process mapping. - In this case, the project involved a series of orientation, customer service and sales interactions at a mountain resort. Rather than focus on the touchpoints themselves, the framework focuses on how the customers experience is fostered by the physical, digital and mobile environment - all from the customers point of view. This was used later to develop the physical and digital infrastructure of the resort, and to ensure each touchpoint supported a positive customer experience. Within a few years, the process that used to be known for designing tea- kettles was used for designing interactive systems and experiences - even businesses. Its business applications connected marketing and customer insights with operations and distribution - helping entire companies to become more customer-centric. Te process is making things work for people - but now, the things were fast dissolving into services, environments, software and media - the people were becoming more and more diverse and inter-connected - and the channels through which people connected were fragmenting and overlapping. Who could possibly be an expert in all of these elds at once? Te simplest answer is no one. Bill Buxton has developed the idea of a Renaissance Team. - In essence, he said that the design challenges of today are too complex and involve too many disciplines to be solvable by a single expert. Te Renaissance Team takes over from the notion of the Renaissance Man. Te collective knowledge of a diverse group trumps the lone genius. Te process, the teams who applied it, and the types of problems it was aimed at solving, all evolved simultaneously. It became a unifying force for innovation behind extremely diverse teams and businesses. Where it used to focus on physical products, it became a powerful methodology for developing complex, people-centric systems of any kind. It shifted the conversation away from the supply chain and towards the customer. Its not a renaissance man or woman that we need to be cultivating, but the renaissance team. In todays world of specialization, the problems are such as to require a great deal of depth in each of a range of disciplines. We have already mentioned a few: business, design, engineering, marketing, manufacturing and science. No individual can possess all these skills at the level that is required to execute in a competitive way.. - Bill Buxton, from Sketching User Experiences. Hell, there are no rules here - we're trying to accomplish something. - Thomas Edison. Love your experiments (as you would an ugly child). Exploit the liberty in casting your work as beautiful experiments, iterations, attempts, trials, and errors. Take the long view and allow yourself the fun of failure every day. - Bruce Mau, From The Incomplete Manifesto for Growth photo: Eddao, photo Cory Doctorow photo by SparkCBC Te design process is usually modeled as a linear sequence. But from our experience, thats not how it works in the real world. In this model, the structure of process - made up of the basic building blocks of discovery, ideation and testing - becomes less and less rigid. Its not about following three steps in sequence as much as shifting focus from place to place, depending on the needs of the team and the types of questions they are asking. (Others have pointed this out too, for example, Tim Brown from IDEO.) Making the process work has a lot more to do with the diverse capacities and perspectives of the team than about a formalized step- by-step process. Even the team itself isnt static. Dierent people - the client, analysts, researchers, stakeholders, and sometimes the customers themselves - come into the process to oer their perspective when its relevant to the problem. You usually enter here. If you do, its good to have a clear problem or opportunity identied rst. However, these will likely shift as you go through the process. You should probably exit here. D I S C O V E R Y R e se a rc h th e p ro b le m , o p p o rtu n ity, c o n te xt, c u ltu re , sta k e h o ld e r a n d c u sto m e r p a tte rn s. U se w h a te ve r re se a rc h to o ls m a k e se n se
fo r yo u r c o n te xt. I D E A T I O N D e ve lo p c o n c e p tu a l so lu tio n s to th e p ro b le m , a p p ro a c h e s to re a lize th e o p p o rtu n ity, b e tte r w a ys to d o so m e th in g , m e th o d s to fo ste r a b e tte r e xp e rie n c e . T E S T I N G T e st yo u r id e a s o n p a p e r, in
th e la b a n d in th e re a l w o rld . L e a rn a s m u c h a s yo u c a n
fro m th e te st. F e e d it b a c k
in to th e syste m . Sometimes you enter here - for example when a great idea comes your way and needs some research and testing to prove it out - most literature on the design process tries to play this down because it is dicult to predict when you will have a great idea. DISCOVERY. Research the opportunity, problem, context, culture, stakeholder and customer patterns. Use whatever research tools make sense for your context. In much of the literature on customer experience design, there is an emphasis on problem solving. But there is a lot more to customer experience than solving for existing problems. In order to foster a great experience, a good rst step would be to identify and eliminate known painpoints - but that in itself will not be enough to compete against other companies who focus on moving towards opportunities in the market, cultural or technological shifts, or to better satisfy a customer need. Worse still, it can be very dicult for companies and teams to align on (or sometimes even notice) real problems without substantial evidence being compiled rst - leading to a chicken-and-egg question - you cant start the research without identifying a problem, and you cant settle on a problem area without research. Our team uses a wide set of research tools, from ethnography and voice of the customer to online analytics and e-commerce performance statistics to build a deep understanding of the customer in the real world - identifying better opportunities to engage, but also building knowledge of the terrain. Our next article, titled Te New CX Toolbox will feature a deep dive into our customer experience research methodology. D I S C O V E R Y R e se a rc h th e p ro b le m , o p p o rtu n ity, c o n te xt, c u ltu re , sta k e h o ld e r a n d c u sto m e r p a tte rn s. U se w h a te ve r re se a rc h to o ls m a k e se n se
fo r yo u r c o n te xt. I D E A T I O N D e ve lo p c o n c e p tu a l so lu tio n s to th e p ro b le m , a p p ro a c h e s to re a lize th e o p p o rtu n ity, b e tte r w a ys to d o so m e th in g , m e th o d s to fo ste r a b e tte r e xp e rie n c e . T E S T I N G T e st yo u r id e a s o n p a p e r, in
th e la b a n d in th e re a l w o rld . L e a rn a s m u c h a s yo u c a n
fro m th e te st. F e e d it b a c k
in to th e syste m . RICHARD JAMES BACK COUNTRY SKIING LOCAL ECOLOGY WILDLIFE CORRIDOR DOWNHILL CYCLING SHOPPING SPORTS CLUBS LOCAL HISTORY BIRDING SWIMING LOCATIONS RUNNING GROUPS DOWNHILL SKIING CROSSCOUNTRY SKIING SENIORS ACTIVITIES DEVELOPER CREDIBILITY LOCAL GEOGRAPHY BARS & NIGHTLIFE TRANSPORT NEARBY AMENITIES SPA SCHOOLS CAMPING LOCAL MATERIALS HIKING GOLF HUNTING FISHING FISHING LOCAL VEGETARIAN ORGANIC IPHONE INTERFACE CONTROL WIRELESS CONNECTIONS TO MULTIMEDIA SYSTEM DOWNHILL CYCLING LOCAL ART LOCAL MUSIC RAIL LINE HISTORY PLANT LIFE FESTIVALS GENERATE GUEST PROFILE NAVIGATION OF EXHIBIT, TOUR, OUTPUT INTRODUCE STORY BIG PICTURE - GEOGRAPHY, CULTURE, HISTORY PERSONALIZED PRESENTATION INTEGRATED MODEL & MULTIMEDIA IDEATION. Develop conceptual approaches to realize the opportunity, to solve the problem, build better ways to do something, and foster a better experience for the customer. Ideation has always been a sort of black box - the moment when the magic happens, out of sight of the client - when a new concept comes out of all that knowledge. Tere has been a lot written about creative tools that can help spur this along - rapid visualization, generative approaches, free-association, lateral and visual thinking, oblique strategies, brainstorming - techniques to get a group to work up new, more diverse ideas faster. Tese techniques help to frame up new questions about the customer and their context - or to gain a dierent perspective on an opportunity. I would like to say that these tools will be eective in the hands of anyone who has access to them - but unfortunately, thats not the case. Te success of all this comes down to the creative capacity of the team and its individual members in the end. I dont believe that creativity is something that some people have and others dont - I feel strongly that its something that is learned. And it comes in a lot of forms - many confuse drawing ability with creativity - a mis-conception that has kept many important points of view out of the conversation. Success here comes from being inspired by the group around you, the richness of the knowledge at hand and what you have taken from the people you have worked with in the past. Te best approach is to build a team that makes up for each others blind spots - the more diverse the better - and let the group learn their way to a solution together. D I S C O V E R Y R e se a rc h th e p ro b le m , o p p o rtu n ity, c o n te xt, c u ltu re , sta k e h o ld e r a n d c u sto m e r p a tte rn s. U se w h a te ve r re se a rc h to o ls m a k e se n se
fo r yo u r c o n te xt. I D E A T I O N D e ve lo p c o n c e p tu a l so lu tio n s to th e p ro b le m , a p p ro a c h e s to re a lize th e o p p o rtu n ity, b e tte r w a ys to d o so m e th in g , m e th o d s to fo ste r a b e tte r e xp e rie n c e . T E S T I N G T e st yo u r id e a s o n p a p e r, in
th e la b a n d in th e re a l w o rld . L e a rn a s m u c h a s yo u c a n
fro m th e te st. F e e d it b a c k
in to th e syste m . Testing breakout. TESTING. Test your ideas on paper, in the lab and in the real world. Learn as much as you can from the test. Feed it back into the system. Te importance testing as a part of the process cannot be overstated. In a perfect world, this is where the team should be spending the majority of their time. It is the only opportunity to make a mistake, learn from it, and improve on tactics without exposing them to the entire customer base. Still, its amazing how many companies fail in this critical step. So much emphasis is placed on research and creative - often this part gets downplayed - or worse yet, overlooked completely. Te key to getting this activity right is to prototype initial concepts quickly - using simple, inexpensive means - and to let them fail. Ten, feed the learnings back into ideation and discovery quickly to get new concepts. Tis is why the process isnt linear - it needs to not only feedback on itself, it needs to do so unpredictably. In a recent project, we developed a simple set of prototypes that could be tested and modied very easily. Te models were reworked on the y based on customer input and observation, and quickly evolved into designs that delighted customers at a fraction of the cost of the original concept. - But they were nothing like what we imagined in the rst place. Testing, ideation and research were layered on top of each other, not in sequence, to get a better result that we couldnt have anticipated. For a deep dive into testing and prototyping methods, see our next article Te New CX Toolbox. D I S C O V E R Y R e se a rc h th e p ro b le m , o p p o rtu n ity, c o n te xt, c u ltu re , sta k e h o ld e r a n d c u sto m e r p a tte rn s. U se w h a te ve r re se a rc h to o ls m a k e se n se
fo r yo u r c o n te xt. I D E A T I O N D e ve lo p c o n c e p tu a l so lu tio n s to th e p ro b le m , a p p ro a c h e s to re a lize th e o p p o rtu n ity, b e tte r w a ys to d o so m e th in g , m e th o d s to fo ste r a b e tte r e xp e rie n c e . T E S T I N G T e st yo u r id e a s o n p a p e r, in
th e la b a n d in th e re a l w o rld . L e a rn a s m u c h a s yo u c a n
fro m th e te st. F e e d it b a c k
in to th e syste m . SUMMARY: CX DESIGN IS A PROCESS THAT HELPS TEAMS SHIFT FOCUS FROM PRODUCTS TO PEOPLE. Te design process puts a dierent spin on the scientic method. It is a self-correcting system, where hypotheses and new ideas come in, and tested, validated research comes out - to be fed back in to inform the next round of new ideas. A CX designers role is one of keeping focus on how people, products and systems interact - using the process to explore new ideas before they are brought to market. Tose ideas become the building blocks of brands because they will be the main touchpoints for customers. For that reason they can have a great deal of value to both the customer and the business. Te dierence between CX design and all the other types of design (architecture, graphic design, service design, industrial etc.) is that a CX designer is not tied to a single medium. Architects work in construction, graphic designers work in 2D media, service designers create service systems, industrial designers work in manufacturing. But a CX designer works hand in hand with all of these professions (and several others) to create a holistic experience for a customer across all media and channels. Tis design thinking needs to be combined with analytical horsepower and uency in business management in order to understand the nancial impact of the work. It also needs to be mixed with a deep understanding of research methods to build an understanding of the customer, their preferences and patterns. In our next article, Te New CX Toolbox, we will discuss these research and analytical methods in greater detail. Six Research Toolsets for Building a Better Customer Connection by Paul Conder. Lenati LLC. 2014. BETTER RESEARCH MAKES BETTER BUSINESS For any customer experience initiative to be successful, the project team needs to be very well informed about the customers preferences, opinions and behaviors. Tis is fostered by a complex network of channels, environments, touchpoints and media. Tats a lot of moving parts, and a lot of dierent interests to keep in check. It never ceases to amaze us how much there is to discover when we embark on a new CX project. Many ideas that seemed to be givens dissolve the moment we get into the eld and start talking to people. Over the years, we have developed a working set of tools that help us get a better understanding of the customer. Its unlikely that you would ever use them all on a single project, so knowing how each tool can extend your capabilities to understand the customer is key to framing up a project. Before getting into the toolbox, we need to start by asking what aspects of the customers experience we want to examine, and what the scope of the project will be..... Network Image by peer1.com PERSONAL PRACTICAL CULTURAL PROFITABLE From what weve seen there are four conditions that need to be satised to foster a customer experience that is mutually benecial to the customer and the company. Personal. Te customer will be giving their time and their money in exchange for a product, service and experience - they deserve to be engaged in a way that is relevant and valuable to them. Protable. Te balance between operations costs and sales conversions needs to be positive and worthwhile in the long term. Practical. Te company needs to be able to eectively operationalize the approach in the real world. Cultural. For the customer, the experience needs to be appropriate for their cultural framework and how they see themselves in it. From the companys point of view, the aggregate of all these experiences makes up the building blocks of their brand and its place in the world. FOUR CONDITIONS. PERSONAL PRACTICAL CULTURAL S O C I A L
M E D I A M O B I L E INTERIOR SPACE A R C H I T E C T U R E P R O D U C T S E R V I C E M E S S A G I N G W O R D
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F R A M E W O R K B R A N D S O C I E T A L D E M O G R A P H I C ENVIRONM ENTAL LIFECYCLE TECHNOGRAPHIC PROFITABLE E C O N O M I C When a customer interacts with a brand, each aspect of the customer experience is modied through dierent media and channels. Each of these can be extremely complex in themselves, can overlap each other, and are generally managed by large diverse groups within a company. Tese groups are often siloed into isolated management structures, with a lack of communication between each other. When a single tactic, aimed at fostering a positive customer experience requires a holistic approach to be successful, many management teams are unable to get a complete view of the terrain. To dene a research approach - and to dene the tools needed to follow it through - its important to ask some questions about the current state customer experience, for example: What do we know about the current customer journey and their prole? Where are the problem areas or opportunities that we can identify now? What do we know about customers perceptions, preferences and behavior patterns? How does customer perception drive spend? What and how do we need to test? What are our priorities in research areas? PERSONAL PRACTICAL CULTURAL S O C I A L
M E D I A M O B I L E INTERIOR SPACE A R C H I T E C T U R E P R O D U C T S E R V I C E M E S S A G IN G W O R D O F M O U T H AD VER TISIN G MERCHANDISING WEB DESIGN O P E R A T IO N S C O S T S B U S I N E S S
G O A L S C A P I T A L
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C O S T S S A L E S M E T R IC S O P S
F R A M E W O R K D I S T R I B U T I O N L E A D
T I M E S M A N U F A C T U R I N G C O N S T R U C T IO N S E R V IC E F R A M E W O R K B R AN D S O C IE T A L D E M O G R A P H IC ENVIRONMENTAL LIFECYCLE TECHNOGRAPHIC P E R F O R M A N C E
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O P E R A T O R D E S I G N P R O V O C A T I O N C U S T O M E R JO U R N E Y M A P P IN G T O U C H P O I N T
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O V E R L A Y O P E R A T I O N S
O V E R L A Y LIFECYCLE M APPING L I F E C Y C L E M A P P I N G F O C U S
G R O U P P E R S O N A S A N D S C E N A R IO S PERSONAS AND SCENARIOS O P E R A T I O N S
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S A F A R I F I E L D O B S E R V A T I O N - A P P E N A B L E D PHOTO / VIDEO ETHNOGRAPHY AUTOMATED ETHNOGRAPHY CUSTOM ER DIARY S E C R E T C U S T O M E R S E C R E T C U S T O M E R L E A D E R S H I P
W O R K S H O P C U L T U R A L
P R O B E S BRAND ANALYSIS TECHNOGRAPHIC SURVEY PROFITABLE E C O N O M I C Te CX Toolbox - the components of which are shown here in the outer ring - is a set of processes and research tools to aid in the Discovery and Testing phases of a CX project. Te toolbox is aimed at giving a company a better understanding of how it connects with its customers in the real world, the experiences that customers are having as a result, and how all of this relates to business goals and prot for the company. In the Ideation phase of a project there are many creative tools - for example brainstorming, visual thinking, oblique strategies etc. - that we will cover in a future article. EXISTING INTELLIGENCE STAKEHOLDER WORKSHOP LIVE DATA INTEGRATION EXISTING RESEARCH INTEGRATION BRAND AUDIT SEGMENTS, PERSONAS AND SCENARIOS CUSTOMER INPUT VOICE OF THE CUSTOMER VOICE OF THE OPERATOR FOCUS GROUP WEB FORUM CUSTOMER DIARIES OR PROBES (MOBILE AND ANALOG) PARTICIPATORY EXPERIENCE DESIGN OBSERVATIONAL DATA AND FIELD RESEARCH ETHNOGRAPHIC RESEARCH PHOTO / VIDEO ETHNOGRAPHY FIELD SAFARI SECRET CUSTOMER FIELD OBSERVATION - MOBILE ENABLED ANALYTIC INPUT ONLINE ANALYTICS SOCIAL ANALYTICS BEACON DATA AUTOMATED ETHNOGRAPHY AND ANALYTICS MOBILE ANALYTICS VISUALIZATION CUSTOMER JOURNEY MAPPING PERCEPTIONS AND EXPECTATIONS OVERLAY TOUCHPOINT / AFFORDANCES OVERLAY OPERATIONS OVERLAY (STAKEHOLDER MAP) LIFECYCLE MAPPING CUSTOM DATA VIZ OPERATIONS AND PROCESS ANALYSIS DESIGN RESEARCH LAB SIMULATION ROLEPLAY PROTOTYPE INTERVENTION SOFT PROTOTYPING PAPER PROTOTYPING MECHANICAL TURK PROTOTYPING FIELD PROTOTYPING ALPHA AND BETA TESTING 1. 2. 3. 4. 5. 6. The CX Toolbox splits nicely into six toolsets - each one with a different area of focus. These are not necessarily used in a linear sequence - for example customer input could be obtained at several points in a project as concepts are developed. Photo: Mark ORourke TOOL STAKEHOLDER WORKSHOP BUSINESS DATA INTEGRATION EXISTING RESEARCH INTEGRATION BRAND AUDIT SEGMENTATION AUDIT PERSONAS AND SCENARIOS THE EXISTING INTELLIGENCE TOOLSET helps integrate the knowledge that is already embedded in the company into the Discovery Phase of a CX research project. Every company has a set of prior learnings, colloquial knowledge, existing research and nancial data that can provide context and key insights for understanding how the company currently connects with its customers. Tese tools can also be used to bring stakeholders into the conversation who otherwise would not be heard. Additionally, these tools can be used to help the company identify gaps in its customer knowledge, to better grasp the companys brand and corporate culture, and to help build consensus amongst the key stakeholders. USES To draw out existing knowledge from leadership and key stakeholders. To build dialogue and directional consensus within the project team. To integrate current transactional data, purchasing patterns, loyalty program data and other available metrics into the research. To continuously update CX outcomes. To leverage work already done by the company around customer patterns and behaviors, service and operational systems. To understand past successes and challenges To understand how the company is perceived in- market, and how leadership sees it evolving. To understand gaps between brand vision and the actual perceptions in-market and in-house. To understand how the company views and groups its customers, their needs and drivers - providing insight on how to reach out to new customers, and better engage existing ones. To build iconic proles that are representative of customer groups or segments - providing a set of criteria that dene who the customer is, aligned with their wants, needs and motivators. APPROACH Develop and facilitate a set of workshop activities aimed at fostering a conversation between diverse stakeholder groups on key topic areas and project questions. Document and share results across the project team. Review existing data availability at the start of the project, to ascertain reliability and depth of information to aid understanding of real-world patterns. Inventory and integrate useful data sources, translating as needed. Inventory past research into customer patterns, segmentation, marketing and sales strategy. Critique and lter by current relevance and alignment with project direction. Integrate ndings to guide new research. Build a view of how the company is perceived inside and out - this can vary enormously with required scope. It could start with simple stakeholder input, but scale up to focus groups, social listening and secondary research. Assess current customer segmentation, and how useful it is in building a model to acquire or engage customers. If needed, research customer base to oer insights on how to build a more accurate and useful model. Using research about customer segments and behaviors gathered through ethnography, surveys and other means, compile representative proles of typical customers that describe each group. Answer the question who is this? LIMITATIONS Can be more useful for building a cultural understanding of the company than generating new ndings or ideas. Non-compatible and outdated data systems can require investment to translate or lead to limited results. Existing research can be based on out-of-date customer needs, technographic or cultural criteria. Relying on a company-centric view can lead to an idealized version of the brand, far removed from actual customer perceptions. Existing segmentation models, if built for another purpose, might not provide a useful framework for improving customer engagement. Many companies have built personas without deep research to support them, leading to highly idealized, erroneous proles being put in use. 1. TOOL VOICE OF THE CUSTOMER VOICE OF THE OPERATOR FOCUS GROUP WEB FORUM CUSTOMER DIARIES OR PROBES PARTICIPATORY CX DESIGN THE CUSTOMER INPUT TOOLSET incorporates the customers point of view into the Discovery Phase of a CX design project. For all tools show below, it is critical to work with a sample of customers that is as representative as possible of your actual customer base. As with any research design, the answers will only be as good as the questions - the quality of the data will be dependent on the sensitivity of the researcher not just to the experience of the customer generally, but also their experience of the survey. USES To draw out customer opinions and perceptions about a company, its products and services. To build an understanding of the employees experience, with the pretext that a sta member can only deliver high-quality service if they are empowered and enabled to do so. To collect input from a group of either sta or customers to understand their perceptions of a product or service before it is launched. Similar in some ways to a focus group, but conducted in an online environment - constraints of time, cost and location can be greatly reduced. To build a detailed personal view of the customers experience and a document of a continuous customers journey. To bring the customers own insights into the creative process directly. APPROACH Trough a combination of surveys (either in person, via direct intercept or online) and / or facilitated group workshops - record, tabulate and analyze a sample group of customers answers to questions about the company. Similar in approach to Voice of the Customer, above - except with a representative sample of sta instead of customers. Use the opportunity to draw out both insights about the customers experience and that of the sta itself. Assemble a group of representative customers or potential target customers and work through a series of activities aimed at drawing out the groups opinion around their experiences engaging with a product or service. Bring a representative group of customers together in an online setting, either by video or simple chat, to engage in an open conversation about their experiences. Distribute either paper or digital (app-based, including photo, video and sound) diary tools to a sample group - have them record their experiences in their own words as they engage with a product or service. Bring a group of customers into the actual design process through the discovery and creative phases. Encourage their input, especially into new concepts. Tis usually works best with expert customers who are passionate about the end result. 2. LIMITATIONS Many topics in CX are too subtle to be summed up consciously by a customer in an interview, and need to be discovered in other ways. Tere can be an implicit urge for sta to impress their superiors or please the researcher, resulting in some problems being downplayed. Many customers have diculty imagining a future state, and so will be better at giving feedback based on existing paradigms only. Communication, cross-pollination of ideas and empathy between participants in an online environment is limited. Tere can be a tendency for inconsistent documentation from person to person - creating a data set that is skewed. Choose your participants wisely! An example of a well constructed group was for the development of Lego Mindstorms - see the case study here: archive.wired.com/ wired/archive/14.02/lego.html TOOL ETHNOGRAPHIC RESEARCH PHOTO/VIDEO ETHNOGRAPHY FIELD SAFARI SECRET CUSTOMER ETHNOGRAPHIC RESEARCH (TABLET ENABLED) THE FIELD RESEARCH TOOLSET is used to build a rich set of observational data about customer behavior for use in the Discovery Phase of a CX project. Most of these techniques are derived from anthropology or sociology. Te term ethnography comes from the late 19th century, when Western researchers interested in the cultures of indigenous peoples found that they could only understand their subjects if they made observations up close - observing behavior and interaction in the real world rather than basing their research on hearsay or conjecture. Tis thinking has been adopted into the eld of Customer Experience - with teams of researchers being dispatched to watch customers in the eld, hopefully without signicantly altering the terrain as they make their observations. While these techniques were originally developed for the physical environment, they have been adapted to call centers, online and other service areas. USES To build a deep understanding of customer behavior patterns in the real world. Similar to the above, but using photo and video to extend the reach of the study and document ndings in real time. To draw out the insights from a group of customers, the rst time they engage directly with a brand - recording both behaviors and personal input. To document the customers journey rst hand, with the benet of a researchers POV. To minimize the eect of the presence of the observer on the outcomes of the study itself. Similar to ethnography, above - but using the recording capacity and speed of a digital handheld or tablet device to record high volumes of observational data in real time. APPROACH Deploy observers into a representative sample of eld locations to observe customer behavior in the context of the service environment, without disrupting the customer or context. Record observations for later analysis. Use photo and video techniques to create a more extensive document of customer behavior patterns at several locations at once. Tis can be augmented with automated systems to show density and velocity of customer trac. Bring a target group of customers into a service environment for the rst time - record ethnographic observations during the engagement AND customer feedback afterwards to get a clear idea of rst impressions. Deploy a group of researchers into the service environment, disguised as real customers, and prepared with an observational framework and scenario to engage with the service. Record observations for later analysis. Using a tablet, handheld or similar device, build a custom framework that records ethnographic data, allowing the researcher to record more data with less encumbrance in the eld. Lenati has developed a proprietary tablet-based ethnographic research tool (T-BERT) that can be customized based on client needs. 3. LIMITATIONS Tis approach can yield a very high quality view of the customers behavior - but can be expensive to implement across a broad sample. Te collection of video is the least expensive part of this process - reviewing and analyzing it involves signicant time and resources. Similar to customer voice techniques, customers can only give feedback on things they engage with on a conscious level. Te acting ability of the researcher can limit the test. Sta can react negatively to being observed if the test is discovered. Cost of developing the recording app might not be justied by the potential benets of having more data. (Lenatis system gets around this challenge by being pre-built) TOOL ONLINE ANALYTICS SOCIAL LISTENING BEACON DATA AUTOMATED ETHNOGRAPHY MOBILE ANALYTICS APP ANALYTICS THE ANALYTICS TOOLSET analyses observational data collected from digital sources to inform the Discovery Phase of a project. It can also be used to create a cross-channel model, integrating data from other sources including eld research and nancial data. For example, links can be found between touchpoint design characteristics, customer behaviors and revenue. Or relationships between online and oine behaviors can be linked with spending across channels. Te amount of data that can come from studies like this can be massive, so having the analytical chops to nd real patterns in the data is key to a projects success. For a deeper dive in this area, see our article Te Phygital Customer available from lenati.com/cx. USES To build an understanding of your customers behavior online, particularly in the context of e- commerce. To listen in on public channels of social media to learn what your customers say about you. To respond in real time in the customers medium of choice. To use low energy bluetooth signals from a mobile device to track the near-exact location of customers in a physical environment. To use surveillance systems, either through wi positioning or video, coupled with real time image processing, to capture movements and dwell times of customers in a physical space. To understand patterns of customer interaction through mobile channels. To draw out purchase patterns, browsing behaviors, loyalty data and other behavioral metrics while using a proprietary app that a customer has installed on their mobile device. APPROACH Integrate search engine analytics, website data, click- through data from online advertising, cookie data and other online sources to understand patterns of interaction around your online brand. Use readily available platforms to make real-time observations of public social media channels - searching for mentions of your company, services, promotions or products. Many companies (for example Burberry) are able to respond in a few seconds to comments/complaints. Install a network of beacons into the environment, capable of tracking the position of opted-in smart phones. Use the data to understand customer patterns and to push relevant oers and messaging based on customer location. Tere are several services available (for example Nomi, Swarm, RetailNext and Euclid) that oer customer trac analytics integrated with sales data. For more information, see our article In-Store Analytics Solutions at lenati.com/cx. Data from these systems can be integrated directly into CX research projects, or used to create live dashboards of customer patterns. Tere are three areas of study to integrate - anonymous mobile usage data purchased from telcos, mobile website analytics and wi- usage in the service environment. Develop and promote the use of an app that provides a clear benet to the customer (past purchases, assisted browsing, loyalty programs, special oers etc.) and collects key usage and purchasing data from those who opt in. 4. LIMITATIONS Blocked cookies, ad ltering and privacy networks can block or misrepresent data for some users, resulting in some skewed results. Not all social channels are able to be scanned, and each network skews to a dierent demographic and user prole. You probably arent listening to your entire customer base here. Beacons can only track users that have opted in, and are on the network. Many customers are hesitant to be tracked. While this technique can give a lot of useful data, it is not a replacement for eld observation, which can capture a much deeper set of behavioral information - right the way down to emotional cues and social interactions. Many customers feel that even anonymous tracking via mobile is an invasion of their privacy. Tracking app usage patterns only works for those who have opted in, and this is typically a very limited and skewed sample. TOOL CUSTOMER JOURNEY MAPPING PERCEPTIONS AND EXPECTATIONS OVERLAY TOUCHPOINT + AFFORDANCES OVERLAY OPERATIONS + PROCESSES OVERLAY LIFECYCLE MAPPING CUSTOM DATA VIZ THE VISUALIZATION TOOLSET helps CX research teams during the Discovery and Ideation Phases nd patterns in customer behavior by creating images from the research data - related to the physical, digital and service environment. For a deeper dive into customer journey mapping and related techniques, visit lenati.com/cx. USES To build a clear picture of how groups of customers interact with your company and your brand, calling out moments of engagement, challenges and opportunities to make a better connection along the way. To visualize the customers journey from their point of view, layering customer voice data into the journey map to anticipate expectations and brand perceptions at each step. To tie the customer journey to the digital and physical touchpoints that customer encounter To correlate painpoints, softspots and opportunities with digital and physical space. To map the operational framework behind the customer journey, accounting for service interactions, the sta journey, operations and capital costs, workow. Digital and physical. To extend the understanding of the customer journey to include the entire relationship with the brand - from rst contact to maturity. To enhance the view of specic aspects of the customers journey - using data visualization techniques to nd previously undiscovered patterns in customer behaviour. APPROACH Map the experiences the customer engages in along their journey, as observed in the research. Base this on real- world ndings, not on imaginary personas. Keep your focus on the customers POV and use language that emphasizes the subjective, the active and the personal. Incorporate data from customer voice research around customer perceptions and expectations at each point. Answer the question What are the customers needs and wants here? How are we meeting them? Map the digital and physical touchpoints - from large scale (e.g. architecture) to small and personal (e.g. mobile app) into the framework. How are these items helping to enable the customer experience? If they arent why are they in the customers space? Repeat the above process to match the service and operational framework to customer journey. How can this be streamlined to improve service and provide a better customer connection? Zoom out to show the framework of acquisition and engagement pathways for each segment. Tis is likely such a large scale that it shouldnt be incorporated into the Journey framework discussed above. Tis technique should only be used to solve for very specic problems or opportunities to seek out patterns in the data - and it is very dependent on data analysis tools that are available. Jump 3 pages ahead to see an example. 5. LIMITATIONS Tis is a fairly abstract view of aggregate data which can confuse some viewers - for a more granular approach, consider storyboarding. Tis layer (and others) will only be as good as the data from previous VoC research - but VoC can be very subjective and dicult to obtain. Overemphasizing this part of the customer journey map can lead to an operational bias in how it is viewed, shifting focus away from actual customer patterns Focus needs to be placed on the operators journey and associated support systems - not a complete view of every back of house system. Capturing data for a map of this scale - often spanning years of engagement - can be a challenge. Tere can be a tendency to create beautiful visualization from all this data - that might not carry much relevant information. Data Visualization Of Customer Patterns In A Physical Environment. Using Lenatis Tablet-based ethnographic research tool (T-BERT) an extensive dataset was collected, including customer browsing patterns, pathing, emotional cues, group pattern behavior, and service interactions. This was then mapped to sales data to create a performance-based model of the environment. Using a proprietary visualization system, the data was mapped into an image of the store to reveal density of customer activity and spending. The same technology can be applied to other industries that involve complex customer pathing - for example healthcare, banking, food & beverage and transportation. SOCIAL SOCIAL SOCIAL MOBILE MOBILE IN STORE FOLLOW UP ONLINE ORIENTING LOCATING SEARCHING DISCOVERING/ SELECTING TRYING PURCHASING SELECTING PURCHASING CUSTOMER PATHING PRODUCT ENGAGEMENT ACTIVATION PRODUCT RETIREMENT OPERATIONAL ZONES PRODUCT and SERVICE OFFERINGS TOUCHPOINTS AND AFFORDANCES BRAND CUES AND MESSAGING CUSTOMER EXPERIENCES PHYSICAL DIGITAL Customer Journey Mapping A customer journey map is a visualization of customer experiences, aligned to a sequence or process chart. They can take many forms - the one pictured here is a simple sketch created by a leadership team of an omnichannel retailer. The map starts with the customer experiences laid out in the center - enabled through both physical (orange) and digital (blue) media. Connections are made along likely paths made by different customer groups. The product and service offerings, operational zones, service interactions, physical and digital touchpoints and messaging are layered into the map - bringing focus to bottlenecks, painpoints and softspots in the process. Similar to the data viz technique on the previous page, Customer Journey mapping has been adapted to several industries that deal with complex customer interactions and processes. TOOL SOFT AND PAPER PROTOTYPING LAB PROTOTYPING MECHANICAL TURK WORKING PROTOTYPE INTERVENTION FIELD PROTOTYPING THE DESIGN RESEARCH TOOLSET provides techniques for informing a test of CX concepts during the Prototype / Testing phase of a CX project. In the process of creating a new CX strategy, this stage is often downplayed due to the high cost of creating a functional prototype - but many lower-cost options are available to get the bugs worked out and inform the research and design teams. Te toolset below is arranged in order of cost, from the lowest to the highest. Tis is usually the same order in which these tools are employed - testing more ideas faster and cheaper at the beginning - and testing the more rened ideas using more accurate methods later in the process after the rst ideas were weeded out. In fact, the rst few tools are commonly used in the previous Ideation Phase of a project to inform the team about their ideas as they work. USES Using extremely simple and inexpensive means to test basic concepts for customer interaction. Testing a concept in a controlled environment without aecting the perceptions of the general market. Testing an interactive system without having to go to the expense of building out the AI or database portions - replacing them with an operator who is out of sight of the subject. Testing a fully functional prototype in a real-world environment, intervening in a customer journey with a realistic model of a concept. More extensive testing in multiple locations, testing for variations by market, geography, etc. APPROACH Devise the simplest and the least expensive ways to test an idea - for example model an app using a pad of paper and marker to represent the interface, or create cardboard and acrylic mockups for physical objects or environments. Modify the models quickly as the concepts are assessed. Tese models should be seen as sketches of ideas - disposable, inexpensive and quick. Move on to more denitive prototypes when the best path is chosen. In a studio or workshop environment, work through test scenarios like service interactions, mock-up environments, digital interfaces etc. Run subjects through the scenarios, using similar methods as described for the discovery phase of the project. Build a mock-up of a digital interface on an appropriate hardware platform - but allow the role of the computer to be played by a member of the research team through the back-end of the interface, connected through a network. Collect data on test subjects preferences and behavior for use in further developing the interface. Build implement and test an accurate working model of the concept in the actual environment - this could be an environment, a physical touchpoint, digital interface, website or app. Use previous toolsets as applicable to gain insights on customer patterns and business impact. Repeat the working prototype test, but at multiple locations, sampled to be representative of the companys reach and future target markets. 6. LIMITATIONS Soft models can be easily misinterpreted by those who arent accustomed to mock-ups produced by inexpensive means. Tis can lead to misunderstandings around the purpose of the test. Also, many features cannot be tested eectively using simple media. Te controlled environment can produce ndings that do not replicate in the real world due to unforeseen environmental interactions. Without clear guidelines, it is easy for the operator to overstep the abilities of an actual digital interface, giving a false sense of do-ability for a concept. Te cost of building fully- functioning prototypes can seem very high for many types of touchpoints. However, these last two tools represent the last opportunities to eliminate any potential mis-steps before they intersect with the customer. Plan for the cost and timing of a real-world test. AFTERWORD: PEOPLE > TOOLS While these toolsets can be extremely powerful in the hands of an experienced research and design team, its important to remember that they are only a means to an end. Teir value lies in how much they help build an understanding of the customer. Tere has been a lot of attention paid to big data as customer insights have become more and more data-heavy. Our analytical capacity has exploded in the last few years. It has a lot of potential upside for business, and that has had a lot of press. With all that attention, we need to guard against the allure and the power of the tools themselves overwhelming our industry and relegating something as broad-reaching as Customer Experience to some kind of digitally-enabled game of numbers. But overall my concern is outweighed by my optimism, fueled by the potential Ive seen in these tools to foster better design, better business practices, and stronger connections with people. THE NEW PATHS TO PURCHASE Customers arent connecting with companies the way they did even a few years ago. Its dicult to overstate the enormity of the change as companies adapt to new channels, and try to meet their customers on their own ground. And this change is only going to accelerate as new channels come into being and recombine to face the customer. All we know for sure is that most companies (over three quarters of them according to Forrester Research, 2013) are working hard to evolve their approach - and that the approach will probably be partially obsolete by the time it is crystallized into sales and marketing tactics on the ground. Older models, which are still taught in some form today, often visualized the customers path to purchase as an inverted pyramid or funnel, with customers following a simple linear path. Every point of contact was about moving the customer to the next step, and then driving the sale. A few years ago this was a reasonable way to look at the process. We could see this changing as early as the mid 1990s as the web was adopted into business and everyday life - but the seismic shift in customer patterns didnt peak until the online world became simultaneously social and mobile. Tats when e-commerce came o the desktop and collided head-on with other, more mature channels. Te physical overlapped with the digital. Now, an entire generation has been raised in a phygital culture where anything is accessible, from several sources, through any channel, at any time. TEN WAYS TO CONNECT WITH YOUR CUSTOMERS IN AN OMNICHANNEL UNIVERSE by Paul Conder Lenati LLC 2014 1. OMNICHANNEL CUSTOMER JOURNEY MAPPING Tink of all the ways your customer connects with your company. How many dierent moving parts are involved in fostering that connection? Everything from customer service to interior design to social media channels to web interactions to traditional media all come into play. You even need to consider the operations and infrastructure that supports all these connections - where are your products manufactured? how much energy do you use? how do you support a customer after-purchase? - and how all of these operations can become visible to your customer, especially when things to wrong. Te key to creating a holistic view of your customers journey is to build a map of each of their interactions over time, and across channels, from their point of view. As channel models become more complex, newer models of customer journey mapping have been developed. Consider two paths to purchase. - One typical of a customer a few years ago, and one now. Te rst case might look like this: Awareness was built through traditional media and word of mouth Interest was reinforced with possible contact with a sales touchpoint Consideration usually involved person-to-person consultation. Purchase was also in person at a physical location. Follow-through was usually spotty, if it happened at all. A bill would be sent in the mail, most one-time purchases had no follow- through, large purchases warranted a phone-call. AWARENESS INTEREST CONSIDERATION PURCHASE FOLLOW THROUGH OLD MODEL photo: Garry Knight In our second case the customers journey might look more like this: Te customer becomes aware of a brand through social media. She becomes more interested through repeated contact through multiple channels. She may simply purchase online at this point - or.... She may need rst-hand contact with the product or service - in which case she reserves it online, and visits a physical location. During the visit, she uses her smartphone to connect with social media. She looks at competitors pricing on the web. She uses the companys app to access a promotion. She compares online pricing. Te customer decides to purchase. During the process, a second o-site product has caught the customers interest. - No problem. - It will be ordered and shipped to her directly from the e-commerce site. During the process, she has opted in for sharing her information with the company. Tis is used to follow up with her in a personalized way. Te rst customers journey could be visualized on a simple linear path. Te second model requires another dimension that tracks options through various channels, many of which are in play simultaneously. As always, it is important to visualize this journey from the point of view of the customer themselves. Painpoints and softspots in the journey should be considered as you go, developing a clear brief for creative. Tere are many ways to visualize this - the one pictured here is only one example. For a deep dive on customer journey mapping, see our articles Te New CX Toolbox and Customer Journey Mapping - both available from lenati.com. AWARENESS linkedin website twitter blog linkedin blog INTEREST website PURCHASE? CONSIDERATION website linkedin app PURCHASE e-commerce site e-commerce site FOLLOW UP app social customer support loyalty (app) DIGITAL MOBILE PHYSICAL W E B S O C I A L I N - P E R S O N A P P NEW MODEL According to Googles Mobile In-Store Research (2013) Shoppers who use mobile more, spend more in-store: Frequent mobile shoppers spend 25% more in- store than people who only occasionally use a mobile phone to help with shopping. And 1 in 3 prefer to use their phone for self help in store, rather than asking staff. 2. ALIGNING MANAGEMENT ACROSS CHANNELS Many companies - and the agencies and consultancies that work for them - took a siloed approach to building out their companies as channel options started to grow. Tis probably made some sense at the time - making separate business units for each channel allowed for rapid growth in the short term. But that didnt help the customer. Let the fun begin: A conversation a customer was having in one channel didnt carry over to another. I was on the website - I put all my information in, and then your site crashed my browser - now Ive been on hold for an hour and you need all my info again!!?? $%*@! Prices and promotions dont align. It costs how much if I buy it from you? your own website has it for half that! After a wonderful, personal experience learning about a service, the experience at purchase is lengthy and horrible. Why do you need my address from ve years ago for me to get a new phone? Usually these problems stem from how the company is organized and managed. Each channel is operated separately by people who arent co- ordinating with each other around the customers journey and the companys brand. None of them are empowered to work across channels to make a better experience - and the companys operations and supply chain take precedent over building connections with customers. Weve seen some companies where each VP is somehow visible in the design of their website or store interior. Te result is clutter and disorganization. In the long term, there is only one way to combat this problem - from the top down. Te top leadership of the company needs to have a clear vision for how the brand manifests itself across all channels, and then bring the silos into alignment. CX integration = integration of services = co ordination of teams. Photo: Lauren Manning. 3. REDUCING EFFORT vs SURPRISE & DELIGHT Tere are two competing approaches to cross-channel customer experience - and they are both valid depending on the customers context. Tere seems to be some confusion around which approach best suits each channel. First is the premise that customers should be surprised and delighted at every step of their journey. Customer service, website, app, and especially in-person interactions should be of the highest quality, personalized, compelling and memorable. I believe that this approach stems from older service models, where the industry benchmark was high-service, one-to-one interactions. Tink of the kind of service you would expect from a high-end tailor. - In-person channels can demand personal service. Te second approach relates to how much eort is required on the part of the customer. In his book Te Eortless Experience Matthew Dixon explains that expensive initiatives on the part of brands to stage compelling experiences often lead to no improvement in loyalty - or worse. According to his research, a customer service interaction is four times more likely to foster disloyalty than loyalty. He found that 57% of inbound calls to call centers come from people who were on the website and couldnt nd what they wanted. If you are booking an airline ticket online or paying a parking ne, the last thing you want is to take the time and eort to be delighted and surprised by call center sta. Sculpture by Yayoi Kusama, Photographed at Naoshima Japan.. In CX design, the approach you take should be dependent on the channels in question, the characteristics of brand, and on the expectations of your customer. Most transactions or queries - especially those in digital channels - improve with increased simplicity and ease of use. Te less information the customer needs to provide, the lower the wait times, the less keystrokes, the better. But this isnt always the case for in-person experiences. A luxury purchase guided by the personal touch of a well-trained sales associate, the brief conversation with a barista, or the extra moment spent with a family doctor can all be worth that extra bit of time and eort. Tere is a tendency for designers to aim to make every experience this compelling - which unfortunately can lead to a lot of misplaced investment - but sometimes this connection is the essence of the brand. In architecture, there is a saying if you cant hide it, make it a feature - in other words, anything that is visible to the visitor needs to be meaningful, and everything else needs to disappear completely. Te same can be said for CX - reduce the customers eort where you can. Everywhere else, align the experience to brand. REDUCE EFFORT WHERE YOU CAN. IF NOT, ALIGN EXPERIENCE TO BRAND. 4. CREATING CONSISTENT EXPERIENCES ACROSS CHANNELS Te explosion of communication channels has altered how we interact with brands and with each other on a fundamental level. We can be present in multiple channels at once. We can bring competitors into once-private conversations. We can be extremely well informed. We are in social relationships with hundreds of people around the world. We have a dierent system of values than we did a few years ago. We have very high expectations And we are extremely ckle. People tend to consciously notice the channel they are using only when something goes wrong - a website crashes, there is a long wait in the emergency room, or the call-center drops a call. Once a channel has been adopted and the novelty of it wears o, its use becomes second nature. All of the customer characteristics mentioned above are usually only noticeable from the outside - for example from the point of view of a company that is trying to do business in these channels and needs to build systems to allow people to do what now comes naturally. Our customers are way ahead in understanding how this should all work. Its our job to catch up. Older communications channels (TV, radio, print) eectively broadcast the same message to a large group - and newer channels (web, social, mobile) enable more of a conversation between companies and people. So aligning experiences across channels starts with being ready to have a consistent conversation wherever the customer is present. Te next points are all hinge on that principle. Real time visualization of major internet nodes by PeerOne Hosting iPhone app. peer1.com 5. MESSAGING You can assume that the customer has access to an enormous amount of information about you and your company. - So at all points and all channels, you need to be ready with a consistent message about: product service pricing Tis is usually the rst place companies fall down in an omnichannel space. Getting this right is the low hanging fruit. While top-down approaches are not as in-favor as they used to be, they have their advantages here - a strong customer-centric vision from the top management needs to be disseminated through every facet of the company for this to work. fullment and delivery follow-up operations 6. TRANSPARENCY With all the information about your company that is online and with many customers (especially younger ones) becoming more conscious about who they do business with, the way your company does business is every bit as important as what you are selling. Your brand, your ethics and values, where and how you operate your business are all on display. Window-dressing and a veneer of social responsibility dont cut it. Your company needs to be everything it claims. Real time visualization of major internet nodes by PeerOne Hosting iPhone app. peer1.com 7. DATA COLLECTION Tere has been an explosion in the amount of data that can be collected about your customers patterns and preferences. Insights can be collected and collated across channels - from behaviors, pathing, emotional cues and dwell-times in a physical environment (hospital, retail space, airport) to online browsing and social media patterns, there is no shortage of information available about how your customer is connecting with you. In response, customers expectations are shifting in two opposite ways: Concerns about privacy around how the data is used and collected. Higher expectations of service now that the data is available. Tere is no one-size-ts-all method that will tell you what kind of data your customer expects you to collect and how they will expect you to use it. Some industries - for example nance and healthcare - need to be extremely sensitive and cognizant of privacy - but the potential upside to the customer could be enormous (even life-saving) if all the right service providers can get access to the right information about the customer at the right time. Tis balance needs to be carefully considered for each business, and co ordinated throughout the organization. Real time visualization of major internet nodes by PeerOne Hosting iPhone app. peer1.com 8. CHANNEL OPTIONS In the simpler path to purchase model illustrated earlier, customers had much less choice in which channels they used. - It was easy to confuse this limitation with the idea that the company controlled the choice of channel itself. Now with the proliferation of channels it has become evident to even the most backward company that the customer is actually the one in control. Tis doesnt mean that you need to be present in every single possible channel. Much of the shift towards digital has been driven by potential cost savings as older, physical or more labor intensive channels become repurposed or obsolete - while still resulting in a much-improved customer experience, combining digital and physical channels. Some examples of omnichannel thinking: Uber implemented an app-based system to hail and pay for limousine service - bypassing many of the hassles typical in the customers experience of a taxi, while greatly cutting costs. American Airlines used social media to alert the public about shut-downs during super-storm Sandy- getting word out quicker and to more people at less cost. It is now one of the airlines key communication channels. Royal Bank of Canada has been questioning the role of their physical locations as more services go online. Te response is a digitally-enabled streamlined service framework in banks that oers highly personalized service, with many transactions being accomplished cheaper and easier online. photo of Tibesti Mountains and Tributaries, Chad, by Juan Ramon Rodriguez Sosa, Creative Commons 9. THE POWER OF THE PERSONAL PROFILE Notwithstanding the previous point about the balance between privacy and service expectations - customers seem to be less and less tolerant of companies that are unwilling to create a personalized experience. For this to work across channels, a secure and robust prole about the customers history, preferences, and interactions with the company needs to be constructed - with the customers permission. It also means that it needs to be shared - very carefully - on an as needed basis - with all services that come into contact with the customer. Tis can mean: Reducing service/wait times by using prole data to pre- enable a transaction. Curating and recommending choices for the customer based on previous purchases or social input. Increasing sales motion by opening up more channels for a customer to connect. (e.g. order from mobile, pick up immediately at a location of their choice, make a recommendation when they arrive, follow up by email.) Eliminating the need to provide information repeatedly when switching between channels. Providing incentives or rewards to increase loyalty. gel electrophoresis of DNA, photo by MNolf. 10. OPT-IN Many data collection methods may look great from a companys point of view, but can be intrusive (or downright creepy) from the point of view of the customer. Wi can allow you to track the movements of people in a physical space through their phones, cookies can track people online, cameras can be installed almost anywhere - but for every new technology there is an example of a company that has gotten into a public-relations nightmare by implementing them without the customers consent. Te safest approach in almost every case, at least until another cultural shift comes our way, is to ask customers to opt-in to the program. Be completely transparent about how the data is being collected and used, and stick to your own rules without exception. It may be appropriate and helpful to provide incentives or loyalty/ rewards to the customer who opts-in, in exchange for the information that is collected. While this seems like a fairly new area of focus, it has actually been in common practice in several industries. For decades, nancial institutions, airlines and charities have been designing programs where the customer knowingly exchanges information for rewards. photo: Maximilian Schnherr I am enthusiastic over humanitys extraordinary and sometimes very timely ingenuity. If you are in a shipwreck and all the boats are gone, a piano top buoyant enough to keep you afloat that comes along makes a fortuitous life preserver. But this is not to say that the best way to design a life preserver is in the form of a piano top. I think that we are clinging to a great many piano tops in accepting yesterdays fortuitous contrivings as constituting the only means for solving a given problem. ! Buckminster Fuller AFTERWORD: LET THE CUSTOMER DRIVE THE CHANGE Taking an omnichannel approach to your business needs to be driven by the customers needs and expectations - followed by a search for better opportunities to meet them. Technology can play a role in this, but for each of the points raised in this article, the most important aspect is how the business faces the customer. - not the technology and tools to make it happen. Te unfortunate tendency is for technology to drive change. According to a study by Altimeter Research called Digital Transformation, as corporate budgets for digital marketing, automation, mobile and social media increase, many companies are letting the technology drive the change rather than customer preferences. Tis can result in a patchwork of technology, which is misaligned to the customers expectations and patterns. In the eld of technology, its easy to be blinded by the novelty of a new trend without understanding what its signicance or meaning will be once that novelty has worn o. Te key to avoiding this is to start with a deep understanding of what your customers patterns and needs, and where they will likely be in the coming years. Designing new ways to meet them is a form of intervention in the customers life - you are placing a new bridge along their path to allow a connection that wasnt there before. Map their journey and establish the value proposition to the customer before committing to rolling it out. Constructing the bridge can be a lot of work, but its work thats wasted if it has no value for the customer. photo of geodesic structure by Michael Day THE ART AND SCIENCE OF CUSTOMER EXPERIENCE ABOUT LENATI Lenati is s sales, marketing and customer experience strategy consulting rm, helping clients build a stronger customer connection. Competitive advantage today depends on a companys ability to deliver a rich set of interactions across the customer lifecycle, ultimately creating value for the company and the customer. We have assembled a deeply experienced group of professionals, blending consulting, analytics, design and industry backgrounds, delivering innovative solutions to help your organization make an immediate impact in the marketplace. LENATI LLC 100. 1300 Dexter Ave N, Seattle WA 98109 USA 1.800.848.1449 lenati.com info@lenati.com All articles written by Paul Conder, edited by Erin McMonigal All photos and illustrations by Paul Conder except where noted.