experience mapping: how your customers relate to your processes

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Entire Contents © 2013 Hansa|GCR; Confidential and Proprietary. Experience Mapping: How Do Your Customers Relate to Your Processes? (Can you get there from here?) February 2013 Kathryn Stevens, Director, Client Services An experienced qualitative and quantitative researcher with more than two decades of brand and customer experience background. Significant domestic and international research experience identifying and understanding customer segments and customizing unique approaches to customer types.

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Do you suspect problems with your customer experience because usage has dropped? Have you heard from customers that your processes aren't user-friendly, consistent, or reliable? Use a market research technique called Customer Experience Mapping to help you understand how your customers interact with your processes. The webinar is presented by Kathryn Stevens, Client Services Director at Hansa GCR. It covers: - Process understanding and process preference - Rational and emotional reactions to customer experience - The infrastructure, process, and outcomes of the Experience Mapping approach The Experience Mapping webinar/PPT also includes a detailed case study example using this method. Watch and learn how to unlock the gateway to your customer mindset. Don't miss our next free webinar. Register here: http://hub.am/XwTIKo www.HansaMarketing.com @Hansa_Tweets

TRANSCRIPT

Page 1: Experience Mapping: How Your Customers Relate to Your Processes

Entire Contents © 2013 Hansa|GCR; Confidential and Proprietary.

Experience�Mapping:�How�Do�Your�Customers�Relate�to�Your�Processes?

(Can�you�get�there�from�here?)

February 2013

Kathryn�Stevens,�Director,�Client�Services• An�experienced�qualitative�and�quantitative�researcher�with�more�than�two�

decades�of�brand�and�customer�experience�background.• Significant�domestic�and�international�research�experience�identifying�and�

understanding�customer�segments�and�customizing�unique�approaches�to�customer�types.

Page 2: Experience Mapping: How Your Customers Relate to Your Processes

Meeting�Agenda

• Why�experience�mapping?

• It’s�their�world�…

• Two�lenses:�Process�understanding�and�process�preference.

• It’s�complex:�Rational�and�emotional�customer�experience.

• Where�do�I�begin?�Unlocking�what�the�customer�knows�about�your�processes.

• Case�example�of�how�this�method�has�revealed�strengths�and�vulnerabilities,�enablers�and�barriers.

• What�Do�I�Get?:�Case�study�outcomes.

• Discussion�and�time�for�Q&A�at�the�end�of�the�session.

3

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4

Our�History• We�help�our�clients�build�deeper,�more�profitable�customer�relationships�by�better�understanding�their�customers�and�creating�a�compelling,�differentiated�customer�experience.

• Founded�in�1979,�we�are�part�of�a�global�group�with�1,100+�professionals�offering�a�variety�of�services�including�Creative�Communication,�Data�Analytics,�Brand�Consulting�and�Interactive.�

• We�bring�research�and�thought�leadership�in�four�key�areas:�• Customer�Relationship�Equity• Brand�Equity• Product�and�Service�Innovation• Market�and�Customer�Segmentation

Page 4: Experience Mapping: How Your Customers Relate to Your Processes

Our�Philosophy

5

The�brand�is�the�essence�of�the�customer�relationship.�The�brand�is�a�head�and�heart�promise�executed�through�the�customer�experience.

The�brand�is�the�experience.The�experience�is�the�brand.

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6

Why�Experience�Mapping

Page 6: Experience Mapping: How Your Customers Relate to Your Processes

Why�Experience�Mapping?Gateway�to�the�customer�mindset. Your�processes�for�interacting�with�customers�make�sense�to�you—or�they�should.�(If�not,�that’s�a�different�topic�entirely.)�But�how�do�you�know�these�processes�make�sense�to�the�customer?

• What�works—where�and�when?�You�have�a�process�that�works�fairly�well,�most�of�the�time�for�most�of�your�customers.�How�do�you�find�the�trouble�spots�and�improve?

• How�do�you�take�a�read�on�how�your�processes�represent�your�business?You�have�a�process�in�place.�You�know�customers�use�it,�but�you’re�not�sure�how�well�it’s�received.�How�do�you�take�a�broadͲbased�read�on�how�you’re�presenting�yourself�to�the�customer�base?

• How�do�you�implement�a�new�process?�You�need�to�know�what�customers�expect�or�would�like�to�expect�when�they�contact�you.�How�do�they�interact�now—and�how�do�they�like�the�status�quo?�How�would�they�react�to�a�new�approach?

7

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8

It’s�Their�World

Page 8: Experience Mapping: How Your Customers Relate to Your Processes

It’s�Their�World:�Through�the�Looking�Glass

9

Your�world�... The�customer’s�world�...

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10

Two�Lenses

Page 10: Experience Mapping: How Your Customers Relate to Your Processes

Two�LensesImportant�overarching�questions.�Do�customers�understand�your�processes?�How�do�customers�prefer�to�interact�with�you?�

11

Do�your�customers�understand your�processes�well�enough�to�navigate?�

Consider�a�process�the�customer�has�to�follow�every�time�they�execute�a�certain�transaction�with�you.�

Ask�yourself:

Can�they�access�you�successfully�by�phone�or�email�to�place�an�order,�make�an�appointment?�

Has�the�process�ever�failed�them—

how,�when�and�why?�

How�do�you�find�out�whether�customers�know�all�the�steps?

Potential�problem:�the�customer�lacks�awareness.

What�do�customers�prefer to�encounter�when�they�engage�with�you?

Just�because�a�customer�uses�your�process�successfully,�does�not�necessarily�mean�they�like�it.�

Ask�yourself:

Does�the�initial�screen�or�prompt�insist�on�giving�information�they�don’t�need�or�want?�

Does�it�take�too�long�to�get�to�the�point?�

Do�you�offer options�your�customers�want?

Potential�problem:�the�customer�dislikes�the�process�or�parts of�the�process.

Page 11: Experience Mapping: How Your Customers Relate to Your Processes

How�Does�It�Help?Why�does�experience�mapping�make�a�difference?�You�may�have�heard�from�customers�that�your�processes�aren’t�user�friendly�or�consistent�or�100%�reliable.�Or�maybe�you�haven’t�heard�anything�at�all�but�you�suspect�problems�because�usage�has�dropped.�Possibly�it’s�been�awhile�since�you’ve�taken�a�pulse�of�how�well�your�processes�are�keeping�up�with�industry�standards�or�customer�needs.

12

Experience�mapping�will�help�you:

¾ Diagnose�specific�pain�points�or�frustrations.

¾ Better�understand�the�customer’s�world.

¾ Observe�where�customers�give�up�on�the�process�and�disappear.

¾ Learn�what�the�customer�doesn’t�know�about�your�processes.

¾ Discover�where,�when�and�how�processes�break�down�altogether.

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13

Rational�and�Emotional�Sides�of�Customer�Experience

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What�Do�You�Need�to�Know?The�Deepest�Customer�Relationships�Are�Head�and�Heart�Relationships

14

• Cognitive

• Calculative

• Intellectual

• Functional

• Cost

• ROI

• Performance

• Technical

• Behavioral

design

• Emotional

• Ego

• SelfͲimage

• Social�/�peerapproval

• Trust

• Identification

• Fear

• Aesthetics

(e.g.,�look�and�feel)

For�example:

• Bargain• Deal• Value• Quality• Quantity

For�example:�• Reduced�hassle

• At�ease• Coolness

Sensory�Experience:�Taste,�touch,�smell,�hearing,�sight,�temperature

Page 14: Experience Mapping: How Your Customers Relate to Your Processes

Customers�Evaluate�with�Both�Reason�and�Emotion

Two�things�to�know�about�every�customer�interaction.�Following�on�the�two�lenses�of�understanding�and�preference�is�a�deeper�understanding�of�how�customers�perceive�and�process�their�interactions�with�you.�

• Rational.�Understanding�the�Head�aspect�of�the�way�customers�react�to�a�process�involves�intellectual�issues.�– Is�the�process�efficient—does�it�save�time,�or�at�least�not�

waste�time?

– Does�the�process�save�me�money?

– Does�the�process�lead�to�a�quality�outcome?

• Emotional.�Uncovering�the�emotional�factors�reveals�what�the�customer’s�Heart�dictates�about�navigating�your�process.– Does�working�through�the�process�make�me�feel�good�

about�myself�and�the�process?

– Do�I�dread having�to�do�this?

– Do�I�trust I’ve�achieved�what�I�need�at�the�end�of�the�process?

15

What�do�I�know�or�need�to�know?

How�does�it�make�me�feel?

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The�Customer�Experience�Is�Rational�and�Emotional

You�provide�an�800�number.�Your�system�answers�the�call.��And�then,�“All�our�customer�service�representatives�are�busy,�but�your�call�is�very�important�to�us.�Please�stay�on�the�line.”�Every�30�seconds,�customers�hear�how�important�they�are.

Your�customer�places�a�takeͲout�lunch�order�online�and�receives�a�pickͲup�time.�When�he�arrives�to�retrieve�the�order,�it’s�not�ready.�Five�minutes�later,�he�receives�his�order�and�learns,�“this�one�is�on�the�house�because�you�had�to�wait.”

Your�customer�goes�to�the�express�checkout�lane�with�two�items.�The�person�ahead�has�six�items,�a�coupon�for�each�item�and�a�debit�card�that�refuses�to�work.

16

= ?

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17

Where�Do�I�Begin?

Page 17: Experience Mapping: How Your Customers Relate to Your Processes

Where�Do�I�Begin?The�infrastructure.

Focus�groups�with�customers�who�have�shared�a�customer�experience.

Focus�group�advantages.

¾ Enables�access�to�customers�who�have�had�a�variety�of�experiences—those�who�have�completed�a�process�and�those�who�have�disengaged�along�the�way.

¾ A�qualitative�approach�allows�customers�to�think�deeply�and�independently.�

¾ The�focus�group�setting�fosters�sharing�and�collaboration,�highlights�differing�points�of�view�through�full�group�and�smaller�group�exercises.

¾ Group�discussions�offer�drill�down�opportunities�for�select�topics.

¾ Stakeholders�observe�customers�navigate�the�process.

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Where�Do�I�Begin?

The�process�in�five�steps:

1. WarmͲup�discussion�about�expectations�of�customer�service.

2. Working�individually,�customers�recall�everything�that�happened.

3. Small�group�team�exercise�sharing�and�organizing�the�individual�experiences.Each�team�produces�a�stepͲbyͲstep�experience�map.

4. Individuals�review�the�experience�maps.

Indicate�how�each�customer�touchpoint�on�the�experience�maps�made�them�feel.

5. Full�group�discussion�of�the�successes�and�pain�points�of�the�process�with�recommendations�for�process�improvement.

Page 19: Experience Mapping: How Your Customers Relate to Your Processes

Where�Do�I�Begin?Review�the�experience:�start�with�the�

granular�and�layer�on�detail�and�nuance.

An�example�…

20

Write�down�everythingyou�remember�on�a�

series�of�PostͲIt�notes.

Indicate how�each�step�made�you�feel.

Group�the�notes�into�shared�experiences.

Working�with�a�team,�place the�notes�on�a�wall�in�

any�order.

Place�the�groupednotes in�order.

Give�each�category�of�notes�a�name.

Page 20: Experience Mapping: How Your Customers Relate to Your Processes

21

Case�Study

Page 21: Experience Mapping: How Your Customers Relate to Your Processes

Case�Study:�Service�InterruptionIndustry:�Technology�Services�

Business�challenge:�Service�interruptions�happen—caused�by�unforeseen�natural�occurrences�and�occasionally�by�the�service�provider�itself�when�a�planned�interruption�is�essential�to�service�maintenance.�What�can�the�service�provider�do�to�make�the�interruption�as�palatable�as�possible�for�customers?�

Assumption�from�the�outset:�almost�no�one�is�going�to�be�delighted�at�the�way�a�service�interruption�is�handled—they’re�too�tied�to�the�base�of�needing�that�service.�The�question,�then,�is�how�does�the�service�provider�help�customers�make�the�best�of�a�perceived�bad�situation�without�making�enemies�in�the�bargain?

Approach:�Focus�groups�with�individuals�who�have�experienced�an�interruption�in�service.�Combination�of�individual,�full�group�and�small�group�exercises�to�develop�experience�maps�that�show�the�steps�in�the�experience,�how�customers�perceive�each�step�both�emotionally�and�rationally,�and�the�potential�for�improvement.

22

The�universe:Residential�and�commercial�customers.

The�shared�situation:�Experienced�a�service�interruption�in�the�past�six�months.

Page 22: Experience Mapping: How Your Customers Relate to Your Processes

1. Expectations�of�customer�service.�A�general�question�or�two�about�perceptions�of�customer�service�help�focus�exercises that�follow.

2. Individual�exercise�recalls�everything�that�happened.�Each�customer�has�a�pad�of�PostͲIt�notes.�Working�one�step�per�note,�they�write�what�happened.�The�rule:�limit�the�steps�to�direct�interactions�with�the�provider.

• First�I�…• Then�the�provider…• Then�I�…• Then�the�provider…

Case�Study�Steps�1�and�2Setting�the�Stage,�Individual�Recall

23

Write�down�everything you�remember�on�a�series�of�PostͲIt�

notes.

Page 23: Experience Mapping: How Your Customers Relate to Your Processes

Case�Study�Step�2Recalling�the�ExperienceStimulated�by�the�challenge�of�recalling�the�service�interruption,�customer�reactions�vary.

• Most�recognize�service�interruptions�will�happen.

• Some�see�a�few�major�events:�the�service�stopped,�I�was�(or�was�not)�inconvenienced,�the�service�resumed,�life�as�usual.

• Some�see�a�chain�of�disappointments�or�accelerated�anxiety�waiting�for�information.�The�need�to�know�what�next?�is�very�strong.

24

Write�down�everything you�remember�on�a�series�of�PostͲIt�notes.

Page 24: Experience Mapping: How Your Customers Relate to Your Processes

Case�Study�Step�3�OverviewSmall�Group�Interactions

• Small�group�team�exercise�to�share�and�organize�the�individual�experiences.�

Break�into�teams.

– Start�with�customers�spreading�their�notes�on�an�empty�wall.�

– Step�back�and�read�each�other’s�notes.

– Find�the�commonalities;�group�them.

• Each�team�produces�a�stepͲbyͲstep�experience�map�to�share�with�the�full�group.– Agree�as�a�group�on�the�order�in�which�the�steps�take�place.�

– Order�the�smaller�steps�within�each�major�category.

– Agree�on�a�name�for�each�category.

Result:�Each�team�has�a�draft�of�an�experience�map.

25

TIP:�Use�handheld�digital�recorders�to�capture�the�conversation�in�each�group,�tapping�into�candid�insights.

3b.�Group�the�notes�into�shared�

experiences.

3a.�Working�with�a�team,�

place the�notes�on�a�wall�in�any�

order.

3c.�Place�the�grouped notes in�

order.

3d.�Give�each�category�of�

notes�a�name.

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Case�Study�Step�3a�Collaboration�As�customers�place�their�notes�on�the�wall,�they�observe�differences�across�the�level�of�detail,�but�also�commonalities�in�the�experience.

While�not�everyone�who�has�had�the�experience�will�have�made�the�same�interactions�with�the�service�provider�in�the�same�order,�most�share�some�common�elements�of�the�experience.

Groups�share�experiences�interacting�with�the�provider,�offering�valuable�insight�about�customer�mindset.

“Why�did�you�call�three�times?”

“How�did�you�know�you�should�call?”

“When�did�you�get�angry?”

“How�did�you�know�to�find�updates�on�the�interruption�on�the�provider’s�web�site?”�

26

3a.�Working�with�a�team,�placethe�notes�on�a�wall�in�any�order.

Photo of randomly placed notes

TIP:�Have�a�camera�available�to�capture�a�record�of�each�step�in�the�process.

Page 26: Experience Mapping: How Your Customers Relate to Your Processes

Case�Study�Step�3bOrganizingA�volunteer�from�the�group�becomes�the�leader�to�facilitate�ordering�the�steps.�

Customers�discuss�different�approaches�to�handling�each�of�the�steps�and�explore�why�each�step�was�necessary—or�not.

“I�stopped�calling�after�I�realized�they�say�service�will�be�restored�within�the�hour�no�matter�how�long�the�interruption�has�been.”

Customers�mention�steps�they�might�not�have�been�aware�of�(valuable�information�for�the�provider).

“So,�it’s�really�important�to�call�the�provider�to�let�them�know�about�the�interruption�is?”

The�number�of�interactions�with�the�company�and�the�different�ways�to�interact�become�important.

“After�the�first�call,�I�just�stay�on�top�of�things�by�checking�the�provider’s�web�site.”

27

Photo of grouped notes.

3b, 3c. Group�the�notes�into�shared�experiences.

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Case�Study�Step�3c,�3dCategorizing

The�number�of�steps�varies,�but�some�steps�are�universal,�and�the�order�in�which�they�occur�is�remarkably�consistent.

As�customers�work�through�this�phase,�they�identify�the�decision�points—when�to�call�customer�service�again,�when�to�look�for�help�from�family�and�friends.�

“By�the�time�we’d�waited�four�hours�for�the�service�to�resume,�we�realized�we’d�have�to�change�our�routine�for�the�evening.”

28

3c.�Place�the�groupednotes

in�order.

3d.�Give�each�category�of�notes�a�

name.

“We�had�to�cancel�the�plans�soon�enough�to�let�everyone�know�the�new�agenda.”

Category�names�can�identify�customer�pain�points.

Waiting�Around�for�Help

Kids�Upset�by�Change�in�Routine

TIP:�Use�different�colored�notes�to�show�category�names.

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Case�Study:�Steps�4�and�5�OverviewGetting�the�Big�Picture

• Reassemble�into�the�full�group.�

Customers�review�the�experience�maps�and�indicate�how�they�feel�about�each�customer�touchpoint�on�the�experience�maps.�

Customers�individually�review�maps�from�all�groups.�– Customers�use�stickers�to�indicate�their�emotional�reaction�

to�each�step�where�they�interfaced�with�the�company.

• Full�group�discussion�of�the�successes�and�pain�points�with�recommendations�for�process�improvement.

– Wrap�up�the�discussion�with�overall�recommendations�for�the�top�three�changes�that�would�improve�the�process�in�the�future.

29

Indicate how�each�step�made�you�feel.

Outcomes.

Page 29: Experience Mapping: How Your Customers Relate to Your Processes

Case�Study:�Step�4Identifying�Emotions

Emotional�reactions�have�been�part�of�the�conversation�all�along,�but�this�is�the�place�for�customers�to�focus�on�emotional�reactions�to�each�step�of�the�service�interruption.

Customers�work�individually�through�this�phase��without�discussing�what�they’re�doing.

In�many�cases,�the�same�interaction�generates�both�negative�and�positive�reactions.��

“I�had�to�wait�ten�minutes�to�get�to�a�human.�I�was�pretty�upset.”

“I�waited�ten�minutes,�which�was�reasonable�to�me�since�the�interruption�seemed�widespread.”

30

Indicate how�each�step�made�you�feel—happy�or�unhappy.

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Case�Study�Step�5Outcomes

31

See what�the�customer�sees.

9 Gain�understanding�from�a�new�perspective.

Identify�specific�pain�points�and�delighters.

9 Recognize�opportunities�at�each�customer�touchpoint.

Understand�the�interplay of�rational�and�emotional�factors.

9 Anticipate�what�customers�will�tolerate�and�what�will�make�them�unhappy.

Recognize�the�turning�points

9 Learn�where�phases change�from�acceptance�to�a�need�for�action�to�unpleasantness—and�how�to�ease�the�pain�when�it�comes.

Page 31: Experience Mapping: How Your Customers Relate to Your Processes

32

What�Do�I�Get?Case�Study�Outcomes

Page 32: Experience Mapping: How Your Customers Relate to Your Processes

Key�decision�points�in�the�process:�A�critical�juncture�for�information�from�Provider�to�determine�next�steps.

The�Total�ExperienceMain�Pillars�in�the�Service�Interruption�Experience�

33

Service�OutHolding�Pattern�

<�2�hr.

DuringCoping�But�Concerned

2Ͳ3�hours

Service�back

Take�Immediate�Next�Steps

At�this�time,�people�realize�it’s�going�to�be�longer�than�a�“makeͲdo”�period�and�begin�a�plan�for�their�own�

immediate�next�steps.

People�call�friends�or�look�for�alternative�

resources

Customer�investigates�what�is�involved�in�the�

interruption.�

Talk�to�friends�and��neighbors�and/or�

contact�Provider�to�get�a�sense�of�what�is�involved�in�the�interruption.

Some�call�Provider�to�make�sure�Provider�is�aware,�look�online�for�interruption�coverage,�but�many�others�just�

wait�patiently.�

Assess�the�Situation

After�two�or�three�hours,�many�

customers�begin�gathering�

information�to�make�decisions�about�

what�they�need�to�do�next.

They�check�supplies�and�consider�the�

alternatives.�This�is�a�key�time�to�contact�

Provider�for�information.

Reassess�the�

Situation�

Waiting�&�Coping

At�first,�customers�hunker�down�and�

endure�interruption.�

Many�tap�into�alternate�sources�and�prepare�to�ride�out�a�couple�of�hours.�Not�unsurprising,�two�hours�is�often�the�wait�time�given�by�Provider.

Up�and�Running

Service�is�back�on�and�people�resume�

normal�routines�and�shut�down�alternative�

resources.

While�service�is�still�out,�a�big�shift�occurs�for�many�customer�which�forces�them�to�

reassess�their�immediate�plan– and�consider�adopting�an�emergency�plan.�

This�varies�by�customer,�such�as�family�needs�or�

planning�for�the�next�day�or�several�days.

Reassess�the�

Situation

DecisionͲmakingDependent�upon�a�situation�change

Life�Resumes

Page 33: Experience Mapping: How Your Customers Relate to Your Processes

Provider�and�Customer�Interractions

Service�Out During�an�Interruption Service�On

Current�Process

Fallout

Make�Longer�Term�Plan

Provide�Info�About�Collecting�Damages

Make�New�Info�

Available

Collect�Outage�Info

Provide�Initial�Info

Process�AutoͲupdate

Provide�AutoͲ

updates

Reassess�Situation

Up�and�Running�

Assess�Damage

Waiting�&�Coping

Reassess�Situation

Take�Immediate�Next�Steps

Assess�Situation

34Key�decisionͲmaking�point������������������������Indicates�a�key�difference�in�customer�process�

Contact�Provider

Contact�Provider

For

DamagesReceive�Info

Contact�Provider�

for�Updates

Receive�Initial�Info

Request�AutoͲ

updates

Receive�ProviderAutoͲupdates

Custom

er�Experience

Interactions

Provider�Actions

Page 34: Experience Mapping: How Your Customers Relate to Your Processes

35

Rational�and�Emotional�Overtones

Service�Out During�an�Interruption Service�OnCurrent�Process

Fallout

Make�Longer�Term�Plan

Provide�Info�About�Collecting�Damages

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Available

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Process�AutoͲupdate

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updates

Reassess�Situation

Get�Home�Running�

Assess�Damage

Waiting�&�Coping

Reassess�Situation

Take�Immediate�Next�Steps

Assess�Situation

35

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Key�decisionͲmaking�point������������������������Indicates�a�key�difference�in�customer�process�

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Damages

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er�Experience

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Page 35: Experience Mapping: How Your Customers Relate to Your Processes

What�Do�I�Get?After�customers�have…

¾ Recalled�their�experience

¾ Shared�the�experience�with�a�peer�group

¾ Organized�the�experience�into�phases�and�named�the�phases

¾ Considered�how�each�phase�made�them�feel�…

…��the�exercises�generate�not�one�but�a�series�of�experience�maps�that�highlight�…

¾Main�pillars�of�the�experience,�compiled�from�the�maps�created�in�the�focus�groups.

Benefit:�You�have�an�overview�of�the�total�experience�in�the�eyes�of�the�customer.

¾ Interactions�between�service�provider�and�customers�both�proactive�and�reactive.

Benefit:�You�know�when�and�where�you�can�make�a�difference.

¾ Interactions�between�service�provider�and�customers�enhanced�with�emotional�reactions�at�each�touch�point.�

Benefit:�You�learn�about�the�interplay�of�emotional�and�rational�reactions.36

Page 36: Experience Mapping: How Your Customers Relate to Your Processes

Entire Contents © 2013 Hansa|GCR; Confidential and Proprietary.

Kathryn�StevensDirector,�Client�Services

Hansa|GCR

+1�[email protected]

Thank You!

Copies�of�today’s�presentation�are�available.To�receive�a�copy�please�email�me�or�Mary�Valenta�at�Hansa�Marketing�Services:

mary.valenta@hansaͲmarketing.com