A customer experience framework is a fancy name for a set of tools designed to help you create viable customer experience maps. By creating a framework, you can make sure your deliverable is telling a true story and ensure your thinking maintains a customer-centric focus. Learn about what goes into building a CX framework and how you can put it to use in your next project in this presentation.
2. KATE WILLIAMSON
WELCOMEāØ
WEāRE A BUNCH OF CX JUNKIES FROM CENTERLINE DIGITAL
@CENTERLINE DIGITAL
CAIT VLASTAKIS SMITH
JOHN LANE STEVEN KEITH
@kateawilliamson
@johnvlane
@caitvsmith
@stevenkeith
3. WHAT IS A CUSTOMER EXPERIENCE FRAMEWORK?
A fancy name for a set of tools designed to help
you create viable customer experience maps
1
A way to make sure that that our deliverable is
telling a true story
2
A method for ensuring our thinking maintains a
customer-centric focus
3
4. THERE ARE THREE THINGS WE MUST EXPLORE TO HONE
OUR UNDERSTANDING AND SHAPE OUR TOOLS.
OUR AUDIENCE
1
OUR CUSTOMER
JOURNEY
2
OUR USER STORIES
3
5. THINK OF IT LIKE A PLAY.
THE CAST
THE STAGE
THE SCENES
OUR AUDIENCE
1
OUR CUSTOMER
JOURNEY
2
OUR USER SCENARIOS
3
THESE WORK TOGETHER TO CREATE THE BUILDING BLOCKS OF OUR CX MAP
6. CUSTOMER
EXPERIENCE MAP
THESE ARE ALL INPUTS INTO OUR CUSTOMER EXPERIENCE
MAP.
CAST
STAGE
SCENES
where and how our
customers interact
with our brand
the group of
actors that play
the role of our
customers
roles
context
goals
what our
customers are
actually trying to
achieve
Illustration adapted from: David Bessenhoffer & Matt Wilczynski
7. HOW DO THESE TOOLS PLAY INTO EXPERIENCE MAPS?
CONSIDER DECIDE PURCHASE
the stage
the actor
the scene
the person having
the experience
the story of that
experience
the foundational journey stages on
which we map the experience
ADVOCATE
8. BOTTOM LINE:
WE NEED THESE BUILDING BLOCKS IN PLACE IN ORDER
FOR OUR CUSTOMER EXPERIENCE MAPS TO BE VIABLE,
AND IN ORDER TO ESTABLISH THE RIGHT METRICS.
13. Letās segment the cast by our ālead actorā and
supporting actors.
THE CAST
14. Our Lead Actor for todayās workshop:
First-time luxury car buyer
ANDY JENKINS
THE CAST
15. Build empathy and understanding of your Lead Actor by
understanding his traits, behaviors, needs and pain points.
DEMOGRAPHICS:
PSYCHOGRAPHICS:
Answers: āØ
āWho?ā
Answers:
āHow do they think?ā
āHow do they behave?ā
āWhat keeps them up at night?ā
āWhat motivates them?ā
Good
Gold
THE CAST
17. GROUP EXERCISE: PART II
LEAD
ACTOR
What does he want to achieve?
What key personality
attributes should we consider?
What are his thoughts and
sentiments toward āØ
the car buying experience?
What are his biggest needs/
worries/anxieties?
THE CAST
18. GROUP EXERCISE: PART II
LEAD
ACTOR
Confidently knows what he likes and dislikes in a luxury vehicle
STRONG PREFERENCES
Considers research āfun;ā values other peopleās reviews and
insights
THOROUGH
Carefully thinks things through before making a big decision;
numbers-driven
ANALYTICAL
To own his dream car: a 1965 Maserati Sebring
To negotiate the purchase price within his luxury budget
To have the car within his possession by Spring
ā¢ First time purchasing a vehicle at the luxury car price point; feels
green to the process; Not a collector, but would like to be treated
like one.
ā¢ Wants the car buying experience to feel personalized, since this
is his first (and likely only) luxury purchase
ā¢ Canāt find a single source of information to compare prices and
information
ā¢ Doesnāt have expert-level auto knowledge
ā¢ Is unsure about who to trust
ANDY JENKINS
THE CAST
20. THE STAGE is a comprehensive customer journey.
Laying a foundational model of what
phases our customers go through during
their relationship with us gives usāØ
a way to categorize behaviors and needs
at certain points in time.
THE STAGE
21. Provides a foundation for all possibilities of customer
journeys and accommodates all possible scenes
Shows a comprehensive view of all potential customer
interactions with Fabianās Motorsports
Gives us a tool for aligning customer needs across touch
points, allowing us to identify gaps and friction in
speciļ¬c customer journeys
THE STAGE gives our stories a place to land.
THE STAGE
22. THE STAGE should be set from your audienceās
perspective.
Purchase vs. Sell
Decide vs. Convince
THE STAGE
23. Letās take a look at an example of what weāre talking about.
NEED SHOP BUY
BECOME AWARE IDENTIFY SELECT JUSTIFY PURCHASE ANTICIPATE
USE
INITIATE LEARN MAINTAIN
ADVOCATE
EVANGELIZE NETWORK
perspective
what the customer is
doing, not the company
actions
phase labels describe
customer actions
relevance
detailed sub-phases add context
specific to our company
THE STAGE
26. GROUP EXERCISE
journey phase name
sub-phase name sub-phase name
What are customers doing during this phase?
What questions will customers have during
this phase?
What emotions will customers be experiencing
during this phase?
What content will help the customer most at
this point in the journey?
THE STAGE
27. Example of a ļ¬lled-in journey phase worksheet.
THE STAGE
28. EXAMPLE FABIANāS MOTORSPORTS CUSTOMER JOURNEY
DESIRE EXPLORE SELECT
ACKNOWLEDGE JUSTIFY RESEARCH CONSULT NARROW SCRUTINIZE
ACQUIRE
PURCHASE ANTICIPATE
ENJOY
ADOPT
ā¦the idea of
owning a luxury
car
ā¦the idea to self
or to others
ā¦options casually
and seek the
opinions of others
ā¦with inļ¬uencers
and experts
(human and non)
ā¦narrow down
choices
NEGOTIATE
ā¦those options
thoroughly
ā¦terms of deal
ā¦selected option
VALIDATE
ā¦ļ¬nal ownership
SHARE
ā¦lifestyle of
ownership
ā¦decision
(intrinsic or
otherwise)
ā¦and promote
decision and
lifestyle with
others
THE STAGE
30. THE SCENES are the common actions of your audience.
Descriptions of actions your audience is
currently taking ā the speciļ¬c steps āāØ
will help you better understand
motivation and mindset, and therefore
help you craft better experiences.
THE SCENES
31. SCENARIOS should be based in reality.
What common actions are revealed throughāØ
web, email or social analytics?
What repeating questions or requests
are being ļ¬elded by your sales staff?
THE SCENES
32. The process for creating SCENARIOS:
1. Identify
Potential Scenarios
Be picky. Not every
scenario identiļ¬ed is
common enough to
spend time on.
2. Assign
A Lead Actor For Each
Scenario
The lead actor
represents the mindset
and perspective within
the scene.
3. Write
The Narrative Of Each
Scenario
Write the story of the
actors thought and
action as they
complete the scene.
THE SCENES
33. Identify 3 āScenesā of
potential customers of
Fabianās MotorSports
GROUP EXERCISE: PART I
THE SCENES
35. Find potential SCENARIOS in dataā¦
Based on Web Analytics
Based on Social
Listening
Based on Common
Questions to Sales
Person is searching
Google for a speciļ¬c car
that is in our inventory.
Person is looking for
advice on best places to
ļ¬nd a high-end broker.
Person is looking for
validation of qualityā¦
wants to understand the
level of expertise of on-
staff mechanics/
restoration leads.
THE SCENES
36. Assign a lead actor and
write the scene for 1 of
those common actions
GROUP EXERCISE: PART II
THE SCENES
38. ACTOR
Andy
Jenkins
The Potential Scene For First Time Buyers:
Andy is looking for a speciļ¬c car ā a 1965 Maserati Sebring.
As a ļ¬rst-time luxury/collectable car buyer, Andy has turned to Google because
he doesnāt know where to start. He takes the approach of a speciļ¬c search, but
without context. (E.G. ā1965 Maserati Sebringā rather than ā1965 Maserati
Sebring For Sale.ā)
The search results lead him to our site because we had a 1965 Maserati Sebring
that sold last month, and we have kept the listing up. Weāve done that to ensure
we continue to capture trafļ¬c for speciļ¬c autos, as it gives us a chance to let
people know that we can help them ļ¬nd something that might not be in
inventory.
So Andy clicks the āLet Us Help You Find The Car Of Your Dreamsā button on
the site and is directed to our Broker Services page. From there, he ļ¬lls out a
THE SCENES
41. Customer Lifetime Value is a great way to
measure Customer Experience delivery.
CLV should be used to help you understand
how much to spend to acquire new
customers and more generally, how well your
spend is retaining existing customers.
THE METRICS
42. CLV ļ¬gures are like credit scores. There are three main ways and you can average them all to get the best score.
1 (a) Ć t t (1 Ć s Ć c Ć p)
(1 + i + r )
alpha beta gamma
m
r
Here are the two steps in the calculation:
Step 1: Average variables.
ā¢ average a sampling of customer expenditures per visit
ā¢ determine number of visits per year
ā¢ average customer value per year (expenditures X visits)
Step 2: Calculate and average the three CLV outcomes
Customer Lifetime Value as a metric āNorth Starā
=
THE METRICS
43. customer 1 customer 2 customer 3 customer 4 customer 5 average
expenditures
per visit $4,500 $5,000 $4,000 $3,350 $6,650 $4,700 (s)
visits per
year 3 2.5 6 5 3.5 4 (c)
average
customer value
per year
$13,500 $12,500 $24,000 $16,750 $23,275 $18,005 (a)
Calculating Customer Lifetime Value. First we need to gather a sampling of ļ¬ve customers.
=
THE METRICS
44. 1 (a) Ć t t (1 Ć s Ć c Ć p)
(1 + i + r )
alpha beta gamma
m
r
(a) Average Customer Value per Year = $18,500.
(c) Average Customer Visits per Year = 4.
(s) Average Expenditure per Visit = $4,700.
(t) The Average Customer Lifespan (how long someone remains a customer) = 20 years.
(r) Customer Retention Rate. The percentage of customers, who, over a given period of time, repurchase, when compared to an equal and
preceding period of time. = 67%.
(i) The Rate of Discount. The ārate of discountā is the interest rate used in discounted cash ļ¬ow analysis to determine the present value
of future cash ļ¬ows. Usually this number falls between 8% and 15%. = 15%.
(p) Proļ¬t Margin per Online Customer National Instruments: 15%
(m) Avg. Gross Margin per Customer Lifespan. Fictional proļ¬t margin of 15% (see constant āpā). If the average customer spends
$270,000 during their time as a customer (ātā), = gross margin per customer lifespan of $40,500.
=
THE METRICS
45. CLV alpha = (a) Ć t t (1 Ć s Ć c Ć p)
(1 + i - r )
alpha beta gamma
m
r
CLV alpha = ($18,005) Ć 20
CLV alpha = $360,100
CLV beta = 20 ($4,700 X 4 X .15)
CLV beta = 20 ($4,700 X 4 X .15)
CLV beta = $56,400
(i) = 10%(r) = 67%(t) = 20 years
(a) = $18,005 (c) = 4 (s) = $4,700
(m) = $40,500
(p) = 15%
CLV gamma = $40,500 (67%/ 1 + 15% - 67%)
CLV gamma = $40,500 (.67/ 1 + .15 - .67)
CLV gamma = $40,500 (1.15 - .67)
CLV gamma = $40,500 (.48)
CLV gamma = $19,440
Average CLV = $360,100 + $56,400 + $19,440 / 3
Average CLV = $145,313
=
THE METRICS
46. What is the Relationship Between Customer Lifetime Value and Customer Experience?
A. How well we deliver CE inļ¬uences all the variables used to calculate CLV
1. Average Customer Value per Year
2. Average Customer Visits per Year
3. Average Expenditure per Visit
4. The Average Customer Lifespan
5. Customer Retention Rate
6. Proļ¬t Margin per Online Customer
7. Avg. Gross Margin per Customer Lifespan
B. Positive customer experiences delivered are reļ¬ected in the variables
C. The better the experience delivered, the better the CLV outcome
D. The better the CLV outcome, the better the revenue picture
Correlation Causation
By better understanding CLV, we can better understand how to invest in better customers.
=
THE METRICS