Customer Experience Week 8

Design
Where we start from – use and the customer
The customer Journey – one or many ?
The nature of design v the plan

Measuring The Customer Experience

How to what to?
Measurement Your measurement v the consumers
Where have you got to on the audit?

What else do you need to do?

Context of the market and the organisations cultural ideals v

how these manifest themselves or not in their delivery of
customer service
 First
Review from previous weeks
Where is the business?
Business Cycle
In the Market – Boston Matrix
What and Type of customer
How to New ?
Mature ?
Design and Departed
Measure Dormant ( visible via database
analysis )

Relationship between 1 and 2

Why design and not just plan?

 Design inquires into the nature of a problem to
conceive a framework for solving that problem.
What is the
difference In general, planning is problem solving, while
between design is problem setting.

planning and Where planning focuses on generating a plan—a

designing ? series of executable actions—design focuses on
learning about the nature of an unfamiliar
problem.
Defining Or Designing The Customer
Experience?
Look at this video about Steve Job’s said about design

https://www.inc.com/video/5-rules-of-design-from-steve-jobs.html

Then think about it in terms of what we have talked about in terms

of the customer experience , particularly in terms of the so called
customer journey and the length of time you have a customer

Do companies get the ‘bells and whistle’ bit wrong as they strive to
optimise life time customer value ?

Do these too often diverge when they should meet ?

So when we talk about the customer experience guide , what should

we be doing ?
Finished book or always being written ?
Does your brand do this ?
 Define what we are, where we want to go
Second
Business Objectives
Revenue
Level of service given v customer requirement
The rationality of business decisions and objectives v emotional nature of customer

What and how can we

Customer Value measure this now ?
Start of journey and predicted value over time What type of
One off? measurement could
Steady expenditure we do to both :
Up sale Predict this
customer ‘s value
Gain /lose this
type of customer
Read Pennington Chapters 4
Defining The Customer Experience

‘Describe what the company would provide to its

customers in terms of a customer experience.
This is a qualitative statement – it is derived from
the brand and corporate positioning – not
detached from it’( Pennington Chapter 4)

Effective Communication of Meaning v Cognitive

Dissonance

Give examples of mass market brands that do

this
 Defining your customer experience
(Pennington Page 59)
Company purpose
Reference Drucker & Porter
Mission

How this needs to cascade down to deliver this via all touchpoints
What does Drucker say about breakfast ?

Pennington talks about developing customer experience guide

Is this a tablet of stone or flexible and why ?
 Requires two flow of information to create an evolving
customer experience – not just a static statement

How might this relate to modern business structures,

technology and information collection ?
Part of, not
an add on Given this what is your chosen brand doing now with
the Coronavirus ?

How does it collect , and analyse data to deliver not

just information , but the other ‘in’…?
Stick of Rock’ Values or
‘Sticking Plaster ?
Designing The Customer Experience
What do we need to do ?

Where are we now – where do we want to be ?

Integrated into Organisational DNA, or Separate( Added 0n) Department ?

Metrics – customer or just business focused ?

Does the C Suite know what the top 5 complaints are ?

Do all financial elements ( investments/costs) take account of the customer

experience?
The importance of the customer experience to the
health of the brand
Do all senior managers understand this ?
Including sales, procurement ?

Are the complaints always on the main

board meeting agenda ?

When was the last time the CEO sat in

the call centre/ shop floor ?
 Start with the realisation that:
Your brand will/should not attract widely differentiated
attitudinal types
There will be a reason some people are heavy users and
some people light users
People buy into the brand because of functionality and
emotional appeal

You need to know where these meet and what the key attributes
are

These must then manifest themselves in the customer experience

They may vary depending upon where the customer is in its

relationship with a brand

So issues around customer experience may be nuanced ( lifestage

for example)

All brands are to some extent What you need to look for is constant weaknesses and strengths
across the entire customer experience life

‘Marmite’ to some people

 • BD analysis
• What are collecting ?
• How are monitoring and against what criteria ?

• Real world observational research

How do we
find these ? • Social media monitoring

• Direct market research operations

• Customer and staff data

 Devising, designing , implementing

A vertically and horizontal team

Different perspectives – as start point
Identify
The Clarify
Change /unleash
Customer They owned it – C suite sponsors it – can we look at quantifying
Journey Map what we achieve?

Influencers and advocates

Pennington Chapter 6
 Use The Pillars Model as a framework against
which you can :
Set criteria that you want/need to
Framework achieve( related to what your corporate
mission is)
for measuring Use these to define what and how you measure
if the design
works As a means of defining what you need to do to
ensure that the customer experience relates to
and reinforces the mission statement
 Measuring = Monitoring
How does the weather cycle work ?

If we start from the top and work down, then we should be able to follow the cycle back up

Correct design and implemented from mission statement to product and brand to delivery via customer
experience

But monitored at each stage to stop ‘flood or drought’

Particular now we have ‘Cloud’ technology !

 Types of measurement questions See Pennington
Chapter 8

Implies direct questioning which creates issues

around :
Methods of Gathering enough reliable data across
Measurement spectrum of customers
Time to gather and implement – Are you too
late, has the moment gone ?

Standard overall question is often seen as Net

Promoter Score
 Fred Reichheld 2003 Harvard Business Review

One question:
‘How likely are you to recommend this company to a friend ?’
Customers and can be adapted to ask staff

The Net Scored on a scale 1-10

0-6 detractors

Promote 7-8 neutral

9-10 promoters

Score Key is why someone gives this score ?

Depends on other issues
Aspects of the Pillars Model
Where on the journey ?

Correlates with loyalty

So is this just about heavy users – those who really like the ‘Marmite ?’
 Issues
Variance across sectors -- see
right

A ‘moment in time’ measure

Broad , what specifically is

wrong ?

Makes improvement hard to do

Tendency to improve all and fail

, whilst costing money to do so
 Customer Effect Score 2010

Tried to address three questions

How important is customer service to loyalty ?
Which customer service activities increase loyalty and which do not ?

Other Types
Can companies increase loyalty without raising customer service costs?

Uses a scale measurement system( again)

of Key findings

Generalised Delighted customers do not always = loyal customers

Reducing too much effort can build loyalty

Measures The key about the last point is customers like reducing barriers to get things
done– how easy is it to use/sort out problems

Think back to what Steve Jobs said about design

 2003 and 2010 are not 2020

Are these types of measurement still valid ?

Massive increase in disruption of how we shop, and what we desire from

brands

Online and the value of the experience

More cynical consumers ( Gordon & Valentine)

Evolving relationship between consumer and the brand

Impact on what customers expect/want from a brand

 Designing and measuring the customer experience

Do you want to build a brand ?

Off The Peg Brand = ( some) unique values

or Tailor Functionality as a given in the product

Made ?
Customer service as a give differentiator

Means designing a brand means creating a unique set

of relevant monitoring and measurement systems
Design Method – More
Applicable in 2020
Always on digital

Always open retail/service

Heighten Competition

Clear need to differentiate your brand

Not just by product function but by ….?

Need for continuous improvement

The Ps ---Once the Mantra– Get these right and you are OK
Is This Still Valid ?

What’s missing here ?

Is the Customer Experience just an

add on here ?

Should it actually be at the heart of

this ?
 1. Where are you on your audit ?
1. Off line
2. Online

Task For Next 2. How are you applying the Pillars and other ideas to
this ?
Week
3. Have you checked out the brand mission statements
and c suite statements – the promise v what you have
discovered at 1 ?

4. One page report into your ‘line manager’ ( lecturer)