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![© 2019 McorpCX, Inc., All Rights Reserved
Independently ranked Top-20 digital CX & strategy leader
“[Their] narrow
but deep market
position enables
McorpCX to
effectively serve
both the SME
market and the
largest global
corporations”1
-- ALM Intelligence:
The Kennedy Vanguard
1) The Kennedy Vanguard – Digital Customer Strategy & Experience Consulting
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MCorpCX Webinar Sept 2019 | From Journey Maps to Real Experiences
The document discusses journey mapping and activation challenges. It provides an overview of how one company, The Institutes, used journey mapping to better understand their customers. They assembled a cross-functional team, conducted research, and created persona and journey maps. Both quick hits and longer-term initiatives were identified from insights. The company is now using journey maps across marketing, product design, and other areas. Finally, six enablers for activating journey maps are provided: executive support, governance systems, journey data/analytics, continuous measurement, accelerating value, and ongoing improvement.
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MCorpCX Webinar Sept 2019 | From Journey Maps to Real Experiences
- 1. © 2019 McorpCX,Inc., All Rights Reserved
- 2. © 2019 McorpCX,Inc., All Rights Reserved Your McorpCX Hosts, and Special Guest: Marketing strategy and digital customer experience leader at The Institutes, the leading risk management and property- casualty insurance educator Over 15 years as a Marketing and Communications expert Adjunct Professor, Integrated Marketing Communications at Rowan University CX industry pioneer and thought leader, on multiple “Global CX Thought Leaders to Watch" lists Best-selling author: Smart Customers, Stupid Companies: Why Only Intelligent Companies Will Thrive, and How To Be One of Them Mentor and Richard H. Holton Teaching Fellow at U.C. Berkeley’s Haas Business School Vanessa Valore Assistant Vice President, Strategic Marketing The Institutes- Michael Hinshaw Founder & President McorpCX Senior technology and Customer Experience strategist Former Microsoft General Manager responsible for building internal Customer Experience practice Sales, Operations, and IT background responsible for leading cross-company, transformational initiatives Stephen Shay Vice President McorpCX
- 3. © 2019 McorpCX,Inc., All Rights Reserved For over 17 years, McorpCX has helped leading brands plan for, design, and deliver better customer experiences
- 4. © 2019 McorpCX,Inc., All Rights Reserved Greater customer satisfaction 200%+ Delivering measurable value and ROI: One example… Faster time to market From 90 days to under 7 Decreased operating costs Saving millions of dollars annually Greater top-line revenue ~$25.8 million/ 10% annually Proven across multiple markets and industry verticals $ 1) McorpCX client results, presented by Microsoft at Forrester's CX 2014 Forum For Customer Experience Professionals West,
- 5. © 2019 McorpCX,Inc., All Rights Reserved Independently ranked Top-20 digital CX & strategy leader “[Their] narrow but deep market position enables McorpCX to effectively serve both the SME market and the largest global corporations”1 -- ALM Intelligence: The Kennedy Vanguard 1) The Kennedy Vanguard – Digital Customer Strategy & Experience Consulting Providers
- 6. © 2019 McorpCX,Inc., All Rights Reserved Today we’re going to: Discuss common journey map activation challenges; See how one firm is using them; Share some key enablers; Answer your questions.
- 7. © 2019 McorpCX,Inc., All Rights Reserved You’ve built your Journey Maps. Congratulations! Journeys that are key to customers, and the business Informed by VoC insights, validated with customers Selected with clear goals for their use in mind Built with cross- functional teams and stakeholders Easy to read and understand Multiple issues and opportunities identified Tied to persona whose experiences we must improve Mapping interactions, emotions & gaps
- 8. © 2019 McorpCX,Inc., All Rights Reserved So how do you go from Journey Maps to real experiences?Creating your journey maps is the first step. Enabling real experience improvements from them requires significant effort... 1Start with ‘Best Practice’ Journey Maps 2Prioritize and Activate Initiatives 3Codify Impact and Measure Value 4Be Aware of and Avoid Common Challenges Which Brings Us To….
- 9. © 2019 McorpCX,Inc., All Rights Reserved Value Living ‘Business as Usual’ Used Across the Organization Accountability Move From… Move Towards… Some common activation challenges, and how to resolve Prioritized Solutions
- 10. © 2019 McorpCX,Inc., All Rights Reserved Model Processes ‘Business as Usual’ Reuse, extend and maximize your investments Go Deep Starting Point: End-to-End Journey for Key Persona Align to Key Initiatives Detailed CX Design Link to KPIs/Metrics Operating Model Impacts Go Wide Map to CXM Capabilities Personal Insurance Journey: Henri "Fully Protected" Ferguson Phases of the Journey Goals Thinking Doing Feeling What I Expect Channel Performance Inputs: Internal Workshops, 8/ 11-8/ 12/ 16; Qualitative & Quantitative Customer Research, Oct-Nov 2016 | Last Updated: 1/ 20/ 17 Henri "Fully Protected" Ferguson | Page 1 I want to make changes online quickly and easily. Ability to make changes how and when I want Fast, easy process I don't need someone checking in on me; I can manage my policy by myself. I really enjoy managing my policy online when it's simple to do so. But I'm frustrated by charges that change with no explanation. I don't expect any surprises in coverage when my claim is paid I expect to understand the process and be kept informed throughout the process I want to replace what has been lost or damaged quickly and completely I want to have a clear understanding of all of my insurance costs, and feel confident about my insurance company and the coverage I am paying for. Easy to apply for and pay for insurance online Ability to compare coverage and cost Transparency in fees and pricing Ability to pay with my debit or credit card I didn't understand the process from start to finish and receive little assistance and few updates. I am confused with the claim process due to a lack of step-by-step guidance and am unclear on who I should go to for assistance. I am frustrated by a lack of communication and updates after I have filed the claim. The lack of support during claim leaves me feeling like I am alone. I wouldn't consider buying insurance all that exciting - but I have to say they made it pretty easy to sign up and pay online. Relieved that signing up and paying for insurance isn't too time consuming. But I'm still a little suspicious of the fine print about what's really covered (or not covered) in my policy. I want to be able to easily understand and compare different coverage and pricing options. I want to make sure my insurance coverage matches my current needs with the best possible value. Clear explanations of coverage so I know what meets my needs Related advisors in my life, like my real estate agent or financial planner, will remind me to evaluate my coverage when appropriate Ability to compare coverage and cost Make insurance easy to understand Customization for my needs Now that my circumstances have changed, I'd better make sure my coverage is enough without getting ripped off. I'm just trying to compare and figure things out…but a lot of information I hear from agents or find online is not that helpful or seems biased. I feel like I'm completing a chore. Insurance is something I have to take care of as an adult. I don't always feel like agents have my best interest at heart…feels more like they're trying to "sell" me something rather than understand my needs. Have/ChangeClaimBuyLearnAware Who is Henri? Henri is a 32 year old entrepreneur living in the suburbs of Chicago. He owns his own restaurant and is well-versed both at home and at work in the ins and outs of finance and business. Because of that, Henri has high expectations for financial services like insurance. He wants full coverage at a reasonable price and wants an easy, informative experience. In what channels does he interact for personal insurance? 8.4 7.7 8.2Easy Enjoyable Useful How well is he being served overall? n=470, rating on a 0 to 10 scale, score of 10 is best AboveExpectationsBelowExpectations Above Expectations At Expectations Below Expectations General Performance Bubble Size Relative Ranked Stated Importance Advertising Agent Call Center Key 82% 93% 92% 98% 100% Advertising Agent Call Center Online Physical Advertising Agent Online How well are his needs being met in areas which drive loyalty? Online Physical Third-Party Third- Party Call Center Physical -1.5 -0.8 0.0 0.8 1.5 2.3 -0.4 -0.5 -0.6 -0.7 -0.9 -1.1 -1.2 -1.5 Coverage/Policy Guidance Customized for My Needs Communication Through Process Confidence in Coverage Easy to Understand Transparent Fees/Pricing Coverage/Cost Comparison Clarity on What Is Covered Loyalty Driver Get input from family and friends See TV and online ads Search and browse online Get input from family, friends and social media Search and browse online Contact an agent Talk to third-parties (banks, realtors, car dealers) Apply for insurance online Apply for insurance through an agent Pay for insurance (debit/ credit, recurring automatic payment) Call customer service to submit or monitor claim Go online to submit or monitor claim Contact agent for claim help Receive claim payment Receive comms about coverage or price Go online to manage or change insurance Work with agent to make changes Call customer service to make changes Map Adjacent Journeys Map Micro- Journeys Map Micro- Journeys Map Impacts
- 11. © 2019 McorpCX,Inc., All Rights Reserved Prioritized Solutions Identify quick-wins, and drive longer-term improvements 1 102 3 4 5 6 97 8 1 10 2 3 4 5 6 9 7 8 Customer Desirability (Bigger=More) Low Value/ High Effort High Value/ High Effort Low Value/ Low Effort High Value/ Low Effort
- 12. © 2019 McorpCX,Inc., All Rights Reserved Used Across the Organization Extend their use across multiple parts of your business Understanding Priority Actions Implementation Marketing Digital Retail CallCenter Operations
- 13. © 2019 McorpCX,Inc., All Rights Reserved Create understanding, driving stakeholders to action Accountability 1 2 3 4
- 14. © 2019 McorpCX,Inc., All Rights Reserved Value Don’t stop at ‘results’. Link to measurable business value Demonstrate results in clear business and financial terms Link to cross- organizational initiatives and efficiency gains Track progress against defined customer and business KPIs Align outcomes to executive scorecards and business goals
- 15. © 2019 McorpCX,Inc., All Rights Reserved Living Explore ways to bring your journey maps to ‘life’ Courtesy of: Your Data Systems of Record Systems of Data Data Science Home Grown Systems
- 16. © 2019 McorpCX,Inc., All Rights Reserved Today we’re going to: Discuss common journey map activation challenges; See how one firm is using them; Share some key enablers; Answer your questions.
- 17. © 2019 McorpCX,Inc., All Rights Reserved About The Institutes We are a 501(c3) that provides educational support, resources and leading research to the insurance community. Offering a wide variety of risk management and insurance courses, programs and professional development opportunities. Helping those in risk management and insurance better serve the public.
- 18. © 2019 McorpCX,Inc., All Rights Reserved The goals that drove us to consider journey mapping 1 2 3 4 5 “Deliver an engaging experience for prospects and customers—one that is meaningful, relevant, personalized, and aligned across channels.”
- 19. © 2019 McorpCX,Inc., All Rights Reserved The approach we took: Our ‘journey mapping journey’ 1. Assembled stakeholder team 2. Defined Desired Outcomes 3. Selected CX Partner 4. Cross Functional Workshops 9. Continue to Expand Internal Abilities 10. Continue to Drive Cross-Org Accountability 11. Continue Working the CX Backlog 12. Continue to Measure and Improve 8. Socialize and Communicate Across the Org 7. Identify, Prioritize Actions and Implement 6. Build Persona and Journey Maps 5. Qual and Quant Research (Wave 1)
- 20. © 2019 McorpCX,Inc., All Rights Reserved What we learned…. Expectations vs. reality: Listening to your customers What we knew Online Focus Groups With Key Persona Quantitative Customer Lifecycle Research What we heard What we measured Voice-of-the- Business
- 21. © 2019 McorpCX,Inc., All Rights Reserved Some of the immediate “Quick Hit” actions we took... Set Expectations Proactively Offer Greater Variety of Content and Examples Communicate With Students Post-Completion Marketing Automation and Content Creation Review, Revise or Create New Content Students Didn’t Know What to Expect They Want Relevant Information to Use Today Students “Underwhelmed” on Program Completion Whatwe Learned What weNeed toDo How We’re DoingIt
- 22. © 2019 McorpCX,Inc., All Rights Reserved Longer-Term ActionsNear-Term “Quick Hits” Longer-term actions: Driven by insights and prioritization Customer Desirability Mission Impact Level of Effort Define/Prioritize Initiatives
- 23. © 2019 McorpCX,Inc., All Rights Reserved Some of the many ways we are using our journey maps... With our journey maps creating real (better!) experiences Building Journey-Centric Marketing Programs Driving Persona-Centric Product Design Teams Actively Using journey maps
- 24. © 2019 McorpCX,Inc., All Rights Reserved Where we’re going from here: The journey continues... Ongoing Refinement of Personas and Journey Maps Align Content to the Customer Journey Adapt Messaging to Customer Expectations Inform Product Development Embed Data and Customer Insights Into Decision Making Drive Cross-org Understanding of the Customer
- 25. © 2019 McorpCX,Inc., All Rights Reserved Today we’re going to: Discuss common journey map activation challenges; See how one firm is using them; Share some key enablers; Answer your questions.
- 26. © 2019 McorpCX,Inc., All Rights Reserved Bringing journey maps to life – activating them to deliver real experience improvements – is a journey itself. And as with every journey, it’s easier with the right partners, and the right tools. These six ‘enablers’ can help accelerate your journey…
- 27. © 2019 McorpCX,Inc., All Rights Reserved Takeaway: Six journey mapping activation enablers… Executive Support Partner with stakeholders committed to change Governance Systems Engage with existing governance groups to secure support Journey Data and Analytics Leverage data to tie real-time insights to prioritized actions Measure Continuously Journey-level metrics will elevate trends and opportunities Accelerate Time-to-Value Make it a priority to identify and share ‘quick wins’ as you go Ongoing Improvement Continually assess journeys and adjust to optimize CX
- 28. © 2019 McorpCX,Inc., All Rights Reserved Today we’re going to: Discuss common journey map activation challenges; See how one firm is using them; Share some key enablers; Answer your questions.
- 29. © 2019 McorpCX,Inc., All Rights Reserved Any Questions? It’s time for a brief fireside chat…
- 30. © 2019 McorpCX,Inc., All Rights Reserved Michael Hinshaw D: 1-415-526-2651 [email protected] Stephen Shay D: 425-761-4000 [email protected] www.mcorpcx.com
Editor's Notes
- #9 Ensure your maps are focused, informed and defensible Drive to enable specific actions and activities that drive visible results Document the impact of these efforts, and link to business value Knowing the challenges others face makes it easier to avoid them.
- #10 Start with building the right maps to begin with (Opportunistic to Intentional) Doing so in a way that journey mapping is no longer a one-off effort, but becomes business as usual – prioritizing business problems/opportunities and using journey mapping as a tool to solve known problems versus a tool to identify problems. Helping the organization move from using maps to identify problems to prioritizing solutions An improving the potential impact these journey maps can have on organizational success by assessing the real value of improvements to the experience by incorporating ties to customer, operational, and financial business metrics. That allows you to move from just making people aware of the customer journey through socialization of journey maps, to driving accountability for action – across the organization – with solutions that solve real, known customer problems and have defined business impact. This demands that journey mapping be used to move the organization out of operating in functional silos and move toward solving the problems through collaboration on solving the biggest organizational challenges that impact customers - working together to develop seamless cross-journey, cross-business experiences. And that these maps move from static to living (as you’ve described)
- #11 Many journey mapping initiatives are ‘one offs.’ The challenge is moving from journey mapping as a ‘point solution’ to an embedded approach to solving customer issues and improving business performance that becomes ‘business as usual’…
- #12 Every journey mapping effort finds many problems to solve. But challenges can occur when these problems don’t turn into solutions – and those solutions aren’t meaningfully prioritized in ways that drives near-term ‘quick wins’ as well as longer-term solutions
- #13 Good journey mapping efforts are guided by cross-functional teams. But it’s a challenge to actually use the maps to inform and drive cross-org efforts, engaging stakeholder groups with the map providing a common understanding
- #14 ‘Socialization’ includes – but often stops at – sharing maps across the org. The challenge is getting the broader organization to both truly understand and ACT on what you’ve learned. Moving toward driving accountability within the organization for solving the specific problems identified
- #15 No one wants to undertake an effort that doesn’t show results. The Challenge is how you ensure those results link to measurable, visible value in ways that support business goals and objectives. If you’re not solving a known business problem/opportunity, it’s really difficult to tie business metrics back to the map and the value (or impact) that certain improvements can achieve. Tying the problem/opportunity to known business, financial or operational metrics is key to demonstrating value and getting the organization to support a focus on improving the experience.
- #16 Today, most maps are static. Often, they’re built once, used and abandoned. The challenge is making maps ‘live’ – so they change as customers and interactions do, continually informing teams in the dynamic, customer-centric world we live in
- #18 104+ years of experience More than 25 professional designations 100+ courses offered >13,000 credentials conferred every year Largest insurance publisher in the U.S. 250,000+ students have earned designations
- #19 “Develop and deliver a consistent and cohesive experience across digital, web and content, anticipating content and educational needs through a better understanding of buyer and customer behavioral patterns.” 1. Deliver cohesive brand messaging and customer-centric content 2. Improve the omni-channel customer experience, regardless of entry point 3. Leverage digital to drive customer experience transformation 4. Understand where to focus investments for marketing and sales initiatives 5. Champion a customer-centric corporate culture, across the enterprise
- #21 “What We Thought We knew” As with most orgs, we had many ideas about our customers, and the ways they interacted with, and thought about, The Institutes. Online focus groups helped us identify customer expectations and experiences across their journey with us. Online surveys quantified customers’ expectations and perceptions of their experience (and gaps) across their journey
- #23 75 unique ideas With importance, sequence and effort driven by applied prioritization criteria to select the work to execute Re-invention of customer experiences through a digital experience Clear focus on customer lifetime value - ensuring systems integration, implementation and operationalization plan Ongoing transformation of the Customer-centric corporate culture
- #24 Teams are using journey maps and research across the organization, to make better-informed business decisions We’re creating marketing programs based on the maps, communicating across the end-to-end journey for our customers We’re actively designing new products, services and experiences based on insights into customer wants and needs