Jim Kalbach shares his knowledge and experience in the customer mapping space prior to the launch of his book Mapping Experiences. We were honoured to have him cover the the steps to help reverse business thinking by visualizing actual value to arrive at human-centered concepts that are market validated.

1. FROM VISUALIZING VALUE
TO TAKING ACTION

2. @JimKalbach

3. You’ve got to start with
the customer experience
and work back toward
the technology –
not the other
way around.
1997

4. An industry begins with the
customer and his needs, not with a
patent, a raw material, or a selling
skill…The industry develops
backwards, first concerning itself
with the physical delivery of
customer satisfaction.
THEODORE LEVITT, 1960

5. $

6. MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
MICHAEL E. PORTER
MARK R. KRAMER
2011
CREATING SHARED VALUE

9. Survival requires a reversal in
business thinking: start with the
experience and figure out how to
create value from there.

10. BFD, Kalbach

11. “Companies … remain trapped in an
outdated approach to value creation.
They continue to view value creation
narrowly, optimizing short-term financial
performance in a bubble while missing
the most important customer needs.”
MICHAEL PORTER
CREATING SHARED VALUE

12. “Figure out what your product is and
what your value chain is. Understand
where those things touch important
social needs and problems. If you’re in
financial services, let’s think about
‘saving’ or ‘buying a home’ – but in a
way that actually works for the
consumer.”
MICHAEL PORTER
CREATING SHARED VALUE

13. VISUALIZE VALUE

14. Individuals
Organization
Value

15. Customer Journey Maps
Experience Maps
Service Blueprints
Mental Model Diagrams
Ecosystem models
…
ALIGNMENT DIAGRAMS

16. CUSTOMER JOURNEY MAP

17. Individual
CUSTOMER JOURNEY MAP

18. Individual
Organization
CUSTOMER JOURNEY MAP

19. Individual
Organization
Interactions
CUSTOMER JOURNEY MAP

20. EXPERIENCE MAP

21. Individual
Organization
Interactions
EXPERIENCE MAP

23. Individual
Organization
Interactions

24. MENTAL MODELS

25. Individual
Organization
Interactions
MENTAL MODELS

26. Paul Kahn, “Information Architecture for the Web: Applied IA“ http://www.slideshare.net/pauldavidkahn/04-appled-ia
SPATIAL MAP

27. The aspiration of Design should
be more than ‘delight’: We help
re-align the business perspective
by visualizing (actual) value.

28. GENERAL PROCESS

29. FACILITATION

31. COLLABORATE

32. COLLABORATE

34. Mapping experiences leverages
our design skills to become
facilitators and grass roots
leaders in the organization.

35. IDEAS ARE OVERRATED
Ideas should not be the measure of progress.

36. Experiments are different than prototype testing.

37. HYPOTHESES
We believe providing [individual, customer, user]
with this [feature, solution, service]
will result in this [desired outcome].
We will know this when we see [measurable result]

38. TEST MARKET FIT
• Concierge Service
• Wizard of Oz
• Fake Storefront
• Out of Stock
• High Hurdles
Go beyond opinion and self reporting research.

39. MVP
Instead, think of MVP as the shortest
path to validated learning.
“MVP, despite the name, is not
about creating minimal products.”
http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html
Eric Reis, The Lean Startup

42. EXAMPLE: SNAP SUPPORT

43. EXAMPLE: SNAP SUPPORT

44. SENSE AND RESPOND

45. SENSE AND RESPOND

46. Shift your measure of progress
from generating and testing
ideas to validated learning about
your riskiest assumptions.

47. Help reverse business thinking
by visualizing actual value
to arrive at human-centered
concepts that are market validated.
1
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3
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48. Mock court photo

49. Mock court photo

50. Danke schön!
@JimKalbach
Jim.Kalbach@Gmail.com
www.experiencinginformation.com