What is customer experience management? what are touch points? what is customer journey? By Mohammad Ghazizadeh

1. Customer Experience
Management
1
By: Mohammad Ghazizadeh

2. Steve Jobs: “You've got to
start with the customer
experience and work
back to the technology
not the other way
around.”
2

3. Remember
Brand
Identity?
Customer experience Vs. Brand

4. Remember
Brand Image?
Customer experience Vs. Brand

5. The brand experience is what we as
marketers, brand managers and
brand identity consultants design in
an effort to achieve the desired
brand image.
Customer experience Vs. Brand

6. Brand
Image
Customer experience Vs. Brand
Customer Experience
Management
Brand
Identity

7. Brand sets customer
expectations for experience.
Customer Experience is how
well you deliver on those
expectations.
Customer Experience Vs. Brand
So;

8. You Have a Customer
Experience (but you may not
know it)

9. Random
Experience
• Inconsistent
• Unintentional
Predictable
Experience
• Consistent
• Intentional
• Not differentiated
• Not Valuable
Branded
Customer
Experience
• Consistent
• Intentional
• Differentiated
• Valuable
• Emotional Relationship
Customers are not buying just a
product or service from a
company; they are buying the
total experience around its
consideration, purchase use and
service

10. Researches shows that
25 percent of customers
will defect after just one
bad experience.
10
McKinsey & Company

11. Good
Customer
Experience
Generate
Revenue

12. The quality of
experience can
even help
justify premium
pricing

13. 13
Focusing on CEM as a strategy helps
service delivery capabilities align and
adapt to behavioral shifts of the
target audience. Benefits realized go
well beyond improvements in
customer satisfaction and Churn.
Loyal customers buy more and share
experiences with friends and family.
They also help generate incremental
Sales through recommendations on
social and professional networks

14. a) “Customer Experience is defined as the “sum of all
experiences a customer has with a company, over
the duration of their relationship. From awareness,
discovery, attraction, interaction, purchase, use,
through to cultivation and advocacy.” (SEBASTIAN
BARROS)
b) “How customers perceive their interactions with a
company” (Forrester)
c) “The sum of observations, perceptions, thoughts
and feelings arising from interactions and
relationships between customers and their service
providers” (Infosys)
CX Definition

15. “Managing everything related to
how the Customer Experiences the
company.”
15
Customer Experience
Management (CEM) Definition
“Holistic approach taken to monitor,
measure and improve all aspects of
customer interactions between the
operator and the customer.”

16. The Strategic objectives of
CEM programs are:
• Increased NPS at all
touchpoints
• Leading to increased customer
loyalty throughout their
lifecycle
• Greater ROI
• Increased CLV
16

17. So when we talk about ‘designing’
customer experience, we refer to
designing a framework that enables
organizations to do this.
This framework details the touch-
points where you need to
differentiate and the ways in which
your products, processes and
behaviors must be distinctive to
deliver value to your target
customers.
17
Designing Customer Experience

18. 18
What Are
Touch Points?

19. Touch Points Definition
“A customer touchpoint is any
moment when a customer comes into
contact with our brand. This includes
before, during, and after the
purchase.”

20. Who “owns” the touchpoints?
From the customer's point of view, it's the company
as a whole, not a single department.
20

21. Identify
customer
touchpoints

22. The best way to find these touchpoints is by thinking like a customer
who has never experienced our brand before and is going through
the entire process of doing business with us.

23. Common touchpoints include:
A. Before the transaction:
This could be one of our marketing
efforts like ads, online testimonials or
social media activity; customers can
also form an impression through
product reviews on e-commerce sites
or through word of mouth. So make
sure to listen up by paying attention to
social media channels.

24. 24
Generational Groups Communicate Differently

25. B. During the
transaction:
our point of sale
environment could be a
physical store, a website
or catalog; here,
customers might interact
with your staff, sales team
or call center.

26. C. After the transaction:
This involves billing,
product support,
questions and returns;
also, you might
send customer feedback
surveys, product
newsletters or thank you
cards.

27. A recent customer survey
conducted by NICE found that
customers are using on average
5.8 channels to communicate
with their service providers.
Whether it is email, IVR, phone or
via social media, customers are
communicating through a
number of channels in an
increasingly unpredictable way.

29. 29
Touch Points

30. 30
Touch Point Examples

31. 31
Touch Point Examples

32. Remember!
Feedback is a touchpoint
How, and when you ask customers for feedback – and respond to it
– are important touch-points.
32

33. “Instance of contact or interaction between a customer and a
firm (through a product, sales force, or visit) that gives the
customer an opportunity to form (or change) an impression
about the firm.”

34. You could have great products, a
nice website, speedy delivery
and a dedicated customer
service team, but any weak link
(in what turns out to be a very
long chain) could send potential
customers elsewhere.

35. Customer Journey Definition
“The customer journey involves
every interaction with your
company, product, or service.
When a customer buys your
product or service, that
transaction is merely the tip of
the iceberg in what is
essentially a journey created by
all the moments leading up to
and following the purchase. “

36. customer journey map
“An illustration that details all of the
touchpoints at your organization
that a customer comes into contact
with as he/she attempt to achieve a
goal, and the emotions they
experience during that journey.”

37. The process of building the map is not so simple. The mapping
process demands rigorous research and a meticulous understanding
of the customer. If the map is to be truly reflective of what the
customer experiences at a human level, corners cannot be cut.
Mapping
Process

38. No two maps will be exactly
the same, with the design
varying according to the
business, product, service and
customer being mapped
out.

39. Process of
Building the
Map

40. 1. Make sure you have done
your research
The data that will be used to inform that
map should not be based best customers
on guesswork. Organizations should firstly
identify their (or the customers that they
would like to attract), and make sure they
thoroughly understand them, building a
buyer persona for these customers, and
any other customer group that is
important to the business.

43. 2. Define behavioral stages from
the customer’s perspective
Having done your research, you should have a
pretty clear idea of the processes that each of
your personas go through on their path to
purchase and beyond. When it comes to
building a map, it is important that it is
organized by stages that reflect the major goals
your customer is trying to achieve, rather than
organizing it by stages that reflect your own
internal processes. Think about what your
customer is trying to achieve at every step, and
use the data you have from your customer
interviews to inform this.

44. Compass Model
North: needs, or what the customer desires from
the experience. Some needs are stated, but it is
important to understand that many are not. I need
to transfer to an aircraft to begin an air-travel
journey might be one need.
West: wants—the underlying objective or
purpose of travelers, stated, unstated, or perhaps
not even fully recognized by them; for example, I
want a really positive end to my business trip that
leaves me feeling good, relaxed, and in a positive
mind-set to go home.

45. Compass Model
South: stereotypes, or preconceived notions,
positive or negative, that customers have about the
airport experience. A customer might expect
this: Curbside will be a hassle. TSA lines will be long
and hard to predict. There will be no time to eat.
And the airline may lose my bag, so best to carry it
onboard.
East: emotions that customers have or are likely
to experience; for example, I feel rushed and
annoyed that this is so hard to deal with. I’m
anxious about getting to the gate and missing my
flight. I really need this trip to be behind

47. 3. Capture your customer’s
considerations
As well as capturing the major goals, which
characterise the stages of the map, the journey map
should also try to detail more specific goals and
considerations that the customer might have along
the way.
For instance, these might include: wanting to find out
what the different options are; ensuring that he/she is
paying a fair price; or seeking reassurance that
he/she has all the information readily available about
the flight. By capturing these goals/considerations in
each stage of the journey, you are able to examine
how well you are meeting those goals and answering
any questions.

49. 4. Detail every touchpoint
At each of the stages that has
been mapped out, consider
where the touchpoints occur.

51. 5. Detail customer pain
points
After you have registered all the touchpoints,
you will now be able to mark out your
known pain points on the journey map.
Having conducted your interviews with
customer-facing staff and teams that work
on touchpoints, you will know where these
pain points are. This will come in useful for
later, when you are looking for actions to
take following the mapping process.

53. 6. Chart changing customer
emotions
Now you have detailed the pain
points (and the successes), you can
also reflect your customer emotions.
While some of this might be dictated
by the quality of your service, some
other emotions may be a result of the
scenario the customer finds
him/herself in and the goals he/she
wishes to achieve.

55. 7. Consider what other
detail can be added to the
map
The more comprehensive the map is,
the more likely it is to accurately
represent the customer’s journey,
and the higher the probability that
you will be able to identify areas for
improvement. Therefore, any
additional details that could provide
insight into the journey should be
taken into consideration for
inclusion.

57. 8. Outline opportunities for
improvements
Remember, the map is a means to
an end, not the end itself. If the map
doesn’t result in actions being taken,
then it has been a waste of time.
Therefore, it is important that as the
map is being filled out, and pain
points and opportunities for
improvement are being identified,
that these are charted.

59. best-in-class
companies
optimize customer
journey, not just
touch points

60. The Customer Lifecycle
PURCHASE RECOMMEND
MAINTAIN
RESEARCH NEED RECEIVE USE
1
2
3
4
5
6
7
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SELECT BUY OWN
Support & ServeMarket & Sell

61. Customer-experience leaders start with a
differentiating purpose and focus on improving
the most important customer journey first.

62. Six actions are critical to
managing customer-experience:
A. Step back and identify the nature of the journeys
customers take—from the customer’s point of view.
B. Understand how customers navigate across the
touchpoints as they move through the journey.
C. Anticipate the customer’s needs, expectations, and
desires during each part of the journey.
D. Build an understanding of what is working and what
is not.
E. Set priorities for the most important gaps and
opportunities to improve the journey.
F. Come to grips with fixing root-cause issues and
redesigning the journeys for a better end-toend
experience.

63. Use customer
journeys to empower
the front line
Every leading customer-experience company has motivated
employees who embody the customer and brand promise in their
interactions with consumers and are empowered to do the right
thing.

64. Four simple rules for
building a sense of
engagement on the front
line:

65. Listen to
employees and
establish
mechanisms to
address their
issues and needs.
1.

66. “Best practice is to think of employees’
journeys in the same way as customer
journeys and to create a parallel path for
collecting, analyzing, and acting on their
feed-back.”

67. 2.
Hire for attitude, not
aptitude—in other words, if
you want to provide friendly
service, hire friendly people.
Interviewing prospective
employees in groups, as
Airways does, is one way to
observe how they interact.

68. Reinforcing new behaviors
through formal mechanisms.
Financial incentives can help,
but nonfinancial recognition
schemes are more powerful.
Consider the recognition
cards that senior leaders
sign and hand out to
employees

69. Give your people a
purpose, not rules,
so that the company
sets clear
expectations and lets
employees know that
it trusts them to do
their jobs.
3.

70. The main hurdle in
customer
experience is
translating
boardroom vision
into action at the
front line.

71. 4.Tap into the creativity of
your front- line employees by
giving them the autonomy to
do whatever they can to
improve the customer
experience and fix problems
themselves.

72. Transformation!

73. Five Elements
are typical of
CX
transformation

74. CX
Metrics

75. Customer experience metrics
Customer experience metrics must measure
and report on three phases of the customer
lifecycle:
join – the process of ordering a service
on-board – the process of activating and
training the customer to use the service
support – the process of resolving problems
in the delivery of services including accurate
billing.

76. Customer Experience Metrics
Customer experience measurement
can be divided into two broad
Approaches:
1-Outside-in: NPS and customer
satisfaction surveys measure and
report customers‟ perception of
products and services. Such KPIs
are indicators of propensity to
churn and the influences customers
have on others to join or leave.

77. 2-Inside-out: Examples include order-to-
provision, first contact resolution, long-tail
re-callers (for example, more than three
calls) and churn-rate metrics.
Customers form perceptions when they
interact with employees, IT systems and
services at different lifecycle phases,
including:
• commitment phase
• order-to-fulfilment process
• self-service and multi-channel customer
interaction
• accuracy of bill
• quality of service
• availability of service.
77

78. Customer satisfaction metrics answer questions such as the
following.
• Do customers get the product or service that they wanted at the time
they requested?
• Was the product or service easy to use?
• Was the product or service reliable?
• Was the customer charged the price that the salesperson pitched?
• Can customers get the support they need quickly and efficiently?
78
Customer experience metrics

79. Best Customer Experience in 2016:
Online Shoe Retailer Supermarket Chain Financial Services Online Retailer
coffeehouse chain
Fashion Retailer Tech and CE Hotel ChainAirlines
Entertainment complex fast food restaurant chain Fashion Brand

80. Understand
& Empathize
Educate
&
Align
Identify
&
Innovate
Test & Pilot
Validate
&
Scale
CUSTOMER CENTRIC TRANSFORMATION & INNOVATION
Process to drive cultural and execution orientated change

81. 81
“The road to failed customer-
experience programs is paved
with good intentions.”
-Harald Fanderl-
Partner at McKinsey & Company, Global leader
customer experience service line.

82. The Digital
Experience82

83. 83

84. Customer
Experience
Ecosystem
84

85. 85

86. Digital
Experience
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87. 87

88. 88

89. 89

90. 90

91. 91

92. 92

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95. 95

96. 96

97. Technology
Ecosystem
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