Strategic Methodology for Improving the Customer Experience

1. Strategic Methodology for
Improving the Customer
Experience
Roberto E. Suarez-Ojedis
Senior Healthcare Strategy & Execution Leader

2. Objectives and Notes
 The main objective of this document is to provide the reader with an
overview of the methodology developed and used by the author to
lead the development of customer experience strategies and
implementation roadmaps in the past, by providing brief descriptions
and examples of each step in this methodology.
 To help this presentation stand alone as much as possible, material
normally considered “pre-read” or “additional reading” has been
inserted into some of the slides.
 Speaker notes for this presentation are not available at this point.
2

3. Definition of Customer Experience
“Is the sum of all interactions
our customers have with our
products and services.”
Customer
Experience
3

4. Other Important Definitions
 Touchpoint: A point of interaction involving a specific customer need or want in a specific time
and place. Keep in mind, Touchpoint ≠ Channel.
 Channel: A medium of interaction with customer. Channels define the opportunity or the
constraint around a Touchpoint (e.g. Mobile constraint: small screens; Mobile opportunity: sensors).
Touchpoints are enabled by channels but are not ultimately defined by them.
 Customer Experience (from previous slide): Is the sum of all interactions our customers
have with our products and services. Therefore, the collection of all Touchpoints = Customer
Experience.
 Touchpoint Map: A customer experience modelling tool used to improve the customer
experience by making it easier to describe and orchestrate each and all of the company’s customer
Touchpoints into a single customer-centric integrated model.
 Journey Map: A customer experience modelling tool used to improve the customer experience
by making it easier describe, articulate and engineer “customer stories” or “customer use cases” for
each of the targeted customer segments.
4

5. Recommendations and Approach
Step 1:
Establish Centralized
Governance
Step 2:
Develop a Voice of
the Customer
Program
Step 3:
Design the Customer
Experience
Step 4:
Develop a Customer
Experience
Roadmap
Key Objectives:
 Establish enterprise accountability for the
customer experience.
 Facilitate the development of an end-to-
end customer experience vision and
strategy, as well as its implementation.
Key Activities:
 Establish and manage the Customer
Experience Office.
 Establish and manage the customer
experience governance processes.
 Establish and manage the roles &
responsibilities necessary to meet the
above objectives.
Key Objectives:
 Design the desired future-state customer
experience, each touchpoint at a time for
all customer journeys as they interact with
the company.
Key Activities:
 Develop customer touchpoints and
journey maps. Each customer touch-point
includes functional and emotional
attributes with actionable descriptions, as
well as, specifications for what outcomes
and in what ways the experience must be
optimized. Touch-points are linked to the
integrated customer experience
framework to ensure they are addressing
the most important drivers of satisfactions
and opportunities.
Key Objectives:
 Develop a capabilities and implementation
roadmap that reflects how the customer
experience vision and strategy is delivered
over time.
Key Activities:
 Develop initiatives roadmaps that describe
key application, data, integration and
infrastructure architectural decisions.
Initiatives are defined in a way that
minimizes implementation costs and risks,
and maximizes value. The integrated
customer experience framework and
methodology is used in prioritizations and
investment allocations.
Key Objectives:
 Better understand customers, their wants
and needs, as well as the priorities and
drivers behind these.
Key Activities:
 Qualitative and quantitative customer
research, data capture, and information
gathering.
 Analysis and rationalization of customer
data, information, and insights into an
integrated customer experience
framework and methodology.
 Develop customer segmentation model.
 Develop strategic themes and goals for
improving the customer experience.
5

6. Step 1:
Establish Centralized
Governance

7. Establish Centralized Governance Key Objectives and
Activities
Key Objectives:
 To establish enterprise accountability for the customer experience.
 To facilitate the development of an end-to-end customer experience vision and strategy, as well as its
implementation.
Key Activities:
 Establish and manage the Customer Experience Office (slides 8-9).
 Establish and manage the customer experience governance processes (slide 10).
 Establish and manage the roles & responsibilities necessary to meet the above objectives.
7

8. Health Plan
Finance Sales Marketing Product
Integrated
Health
Management
Operations
Pricing Strategy
 Margin
Sales Strategy
 New Sales/Retention
 Upsell/Cross-sell
Marketing Strategy
 Segmentation &
Targeting
Product Strategy
 Differentiated Value
Proposition
IHM Strategy
 Claims Expense
Ops. Strategy
 Admin. Expense
Awareness Purchase Use Renew/Terminate
 No end-to-end customer experience vision and strategy.
 No clear understanding of the experience vis-à-vis: a) customer expectations,
wants, and needs, or b) competitive position.
 No coordination of touchpoints across functional siloes.
Challenges Managing the Customer Experience
 Each area focused
on their respective
functional goals and
not on the overall
customer experience.
Customer Customer
8

9. BCBSMN
Finance Sales Marketing Product
Integrated
Health
Management
Operations
Pricing Strategy
 Margin
Sales Strategy
 New Sales/Retention
 Upsell/Cross-sell
Marketing Strategy
 Segmentation &
Targeting
Product Strategy
 Differentiated Value
Proposition
IHM Strategy
 Claims Expense
Ops. Strategy
 Admin. Expense
Awareness Purchase Use Renew/Terminate
 Provide end-to-end customer experience vision and strategy.
 Provide clear understanding of the experience vis-à-vis: a) customer
expectations, wants and needs, or b) competitive position.
 Provide coordination of touchpoints across functional siloes.
Customer
Experience
Office
CX Strategy
 Satisfaction
 Loyalty
Establish Centralized Governance
Customer Customer
9

10. Enterprise Strategy Development & Execution
Develop Governance Processes - Example
Customer
Experience
Council
Customer Experience
Office (CXO)
Corporate Strategic
Planning
Project Management Office
(PMO)
Develop and manage:
 Voice of the Customer (VOC) Program.
 Customer Touchpoints and Journey Maps.
 Customer Experience Roadmap.
Facilitated exchange of ideas,
information and recommendations.
Develops and manage the
corporate strategy and
enterprise strategic roadmap.
Develop and manage:
 Divisional strategies and
roadmaps = Sales,
Marketing, Product,
Operations, etc.
 Capabilities strategies and
Rradmaps = Web, Mobile,
Email, Social, etc.
Prioritize and execute
projects and programs.
Business Divisions
10

11. Step 2:
Develop a Voice of the
Customer (VOC) Program

12. Develop a VOC Program Key Objectives and Activities
Key Objectives:
 To better understand customers, their wants and needs, as well as the priorities and drivers behind these.
Key Activities:
 Qualitative and quantitative customer research, data capture, and information gathering (slides 17-19).
 Analysis and rationalization of customer data, information, and insights into an integrated customer
experience framework and methodology (slides 20-25).
 Develop customer segmentation model (slides 26-28).
 Develop strategic themes and goals for improving the customer experience (slide 29).
12

13. VOC Program Overview - Strategic Importance (Part 1)
Among those firms that are using VOC solutions, the top reason for doing so is improving the customer experience, followed by gauging the overall health of
the business, retaining customers, selling on their successes, driving innovation, increasing demand, evaluating specific customer touchpoints, improving or
creating products, improving marketing effectiveness, capturing customer referrals, evaluating marketing claims, and understanding brand perceptions.
- Research by management consulting firm Peppers & Rogers.
VOC can become increased engagement. This is the case when, for example, customers feel they’ve been listened to.
Even negative comments broadcast online can lead to positive changes and increased customer engagement among a broad swath of customers, if the
company in question acts swiftly and sincerely. In fact, a comprehensive VOC program can help improve a company’s responsiveness.
Ultimately, all this customer advice and opinion—this Voice of the Customer insight—will help an organization reinvent its customer experience, strengthening
customer loyalty and improving profitability in the process.
From market research to mobile surveys, from one-on-one interviews to social networks, businesses can craft a VOC strategy that encompasses not just a
wealth of information, but a wealth of the right information: advice and opinions directly from customers about what matters to them most. Instead of business
leaders asking only about what they think they need to know, they can learn what they might not otherwise have known.
- Ginger Colon, “Why the future of VOC looks so bright.”
“We have only two sources of competitive advantage: the ability to learn more about our customers faster than the competition, and the ability to turn that
learning into action faster than the competition.”
- Jack Welch, former CEO of GE
Once feedback and survey responses are gathered and managed, businesses need to use the data to take action to improve customer relationships. Letting
customers know whenever the company initiates changes resulting from customer suggestions or feedback, and what specific changes were made, will
increase customer engagement and encourage future feedback.
- Adam Edmunds, Allegiance CEO, “Join the VOC Revolution”
13

14. VOC Program Overview - Strategic Importance (Part 2)
Consider the breadth of applicability of VOC programs throughout an enterprise.
• C-Suite. For senior executes, a VOC program becomes an indispensable tool for crafting the company’s strategic vision. Deeply understanding
customers’ needs allows a company to identify a path to position the company to fulfill those needs in the future, by more clearly seeing both the “to be”
as well as the “as is” states.
• Sales. Understanding the drivers and the leading indicators of changes in customers’ perspectives toward the company allow sales management to
proactively detect (and enable corrective action against) trends in business outcomes. Unlike sales tracking systems, the thrust of a VOC program allows
sales professionals to see beyond “what happened” to “what might happen”—and, to understand the reasons why.
• Customer Service. Today, for many businesses, the primary interaction point between the company and the customer occurs when service is needed: a
question to be answered, a problem to be solved, or a confusion to be clarified. Getting it right is a golden opportunity to strengthen the relationship, and a
VOC program allows a company to understand “what works” in successful company customer interactions and to monitor customers’ perceived
satisfaction with those interactions.
• Marketing. For marketing to work well, it must be relevant to its audience. A VOC program facilitates the development of effective positioning and
messaging by incorporating the vocabulary and the viewpoints of customers, the identification of purchase decision factors, and the structure of the most
beneficial segmentation schemes based upon customers’ expressed needs.
• Product Development. In a rapidly evolving marketplace, companies must continually improve existing products as well as identify future products. A
VOC program contributes to the achievement of both goals—and, in the process, allows a company to broaden the depth and breadth of their relationship
with the customer, resulting in improvements in share-of-wallet.
• Finance. The foundation of finance is money—more specifically, customers’ money spent with the company. A VOC program can help align finance
professionals with the realization that all money comes from two sources: what customers spend with the company today, and what they are likely to
spend in the future. Both sources of customer equity are highly influenced by customers’ perception of and experience with the company, and knowing
and monitoring the quality of those perceptions and experiences is as important to the health of the business as knowing and monitoring cash flow.
• Human Resources. A VOC program provides insights into those specific employee traits that contribute to the development or to the destruction of
customer relationships, knowledge of which may be utilized in hiring decisions, in performance evaluations, and in training programs. For example, with a
VOC program, it is possible to understand that the intention of “showing empathy and concern” most effectively manifests itself through specific
behavioral cues such as (a) reflecting upon and reiterating what the customer said or (b) validating the customer’s emotions.
- Thomas Lacki, Peppers&RogersGroup & Allegiance, “Capitalizing on feedback and VOC”
14

15. VOC Program Overview – Basics (Part 1)
What is a VOC Program?
A voice of the customer (VOC) program is a channel for acquiring business insight about customers and what is important to them. The
central facets, from both a company’s and a customer’s perspective, include:
Company Perspective
• Importance, as an ongoing strategic initiative central to the success of the company.
• Centralization, with integrated data from multiple source of customer feedback.
• Accessibility, with the timely dissemination of customer feedback (at individual and aggregate levels) throughout the organization to empower change.
• Responsibility, assigning the task of responding to a customer to an appropriate individual in the organization, and the monitoring of the timeliness of
completing that duty through case management.
• Actionability, with distilled insights from the feedback having practical and potent applicability in real-time.
• Accountability, achieved by quantifying the linkage between actions to improve the customer experience and business outcomes.
• Comprehensiveness, encompassing both qualitative and quantitative customer feedback
Customer Perspective
• Availability, giving customers the opportunity to share feedback whenever they choose do so.
• Anonymity, with the option of allowing customers to provide feedback without disclosing their identity to ensure forthright comments; and simultaneously
allowing the company to individually respond and carry on a dialog.
• Responsiveness, providing a reply to a customer’s feedback in a timely manner.
- Thomas Lacki, Peppers&RogersGroup & Allegiance, “Capitalizing on feedback and VOC”
The Voice of the Customer is the needs, wants or problems your customers or potential customers have. It is also a process: the qualitative and quantitative
methods and tools that companies use to understand and react to these customer needs, wants or problems . It is important that the VOC be:
1) Complete, 2) Expressed in the customer’s language, 3) Organized into a hierarchy, and 4) Prioritized by importance and current satisfaction.
- Applied Marketing Science, Inc.
15

16. No formal VOC Program:
 Understanding of the customers wants and needs is commonly
incomplete, fragmented, functionally myopic, and anecdotal.
 Customer data capture and analysis is commonly fragmented and
performed in the context of “siloed” business objectives that may or
may not aligned with the overall desired customer experience.
VOC Program Overview - Basics (Part 2)
A formal VOC Program:
 Provides a single, integrated, complete and prioritized
understanding of the customers wants and needs. In addition, a
clear understanding and view of the drivers behind these wants and
needs.
 Uses rigorous quantitative and qualitative methods and tools for
data capture completeness and insightful analysis.
Qualities of desired VOC programs:
• Credibility: How widely accepted is the measure? Does it have a good track record of results? Is it based on a scientifically and academically rigorous
methodology? Will management trust it? Is there proof that it is tied to financial results?
• Reliability: Is it a consistent standard that can be applied across the customer lifecycle and multiple channels?
• Precision: Is it specific enough to provide insight? Does it use multiple related questions to deliver greater accuracy and insight?
• Accuracy: Is the measurement right? Is it representative of the entire customer base, or just an outspoken minority? Do the questions capture self-
reported importance or can they derive importance based on what customers say? Does it have an acceptable margin of error and realistic sample sizes?
• Actionability: Does it provide any insight into what can be done to encourage customers to be loyal and to purchase? Does it prioritize improvements
according to biggest impacts?
• Ability to Predict: Can it project the future behaviors of the customer based on their satisfaction?
16

17. Research, Data Capture, and Information Gathering (Part 1)
Customer feedback is coming from a growing number of channels, including in-person, phone, comment cards, surveys, email, Web, social networking,
mobile devices, and more. Successful companies will be in a position to rapidly respond to customer feedback from any channel. This includes giving
customers the option of contacting them through mobile devices or Twitter if that is their medium of choice. Examples:
• A customer makes a purchase at one of your retail stores and sees a sign asking him to send a text to a special number to provide feedback. He sends
the text and gets a response with three questions about his experience.
• A customer completes a survey that she is unhappy with a purchase from your company. She immediately gets a response from your team and is
delighted to be treated so well, so quickly.
• Many customers start commenting on Twitter, Facebook or through your web site about a particular product glitch. Your VOC dashboard gives you a real-
time read on the most mentioned topics so that you can take action to fix the problem.
Companies that take the time to actively listen to customers and use feedback to improve their businesses will not only survive, but thrive when it comes to
attracting, retaining and competing for customers. Your business should not only provide customers with a convenient way to provide feedback, you should
be able to respond to them through the most appropriate channel.
- Adam Edmunds, Allegiance CEO, “Join the VOC Revolution”
Gathering customer feedback has become increasingly commonplace, with over three-quarters of companies now having a customer listening function. Yet,
less than one in ten describes it as innovative or cutting edge,2 for good reason.
Lack of proactivity. Too often the gathering of customer feedback by the company is an attempt to react to a problem that has already occurred (e.g., a
decrease in customer retention) rather than an act to prevent its occurrence.
Lack of practicality. Too often the customer feedback doesn’t drive noticeable changes to customers’ experiences with the company, as a consequence of
descriptive analyses that are deficient in delivering proscriptive insight.
Lack of performance. Too often companies lack the discipline and the capabilities to demonstrate the linkage between the savvy use of customer feedback and
an improvement of business results.
Capitalizing on customer feedback requires more than the occasional sending of surveys in response to ad hoc business needs. It requires a strategic and
ongoing dedication to hearing, listening, understanding and acting upon the voice of the customer (VOC) through a formal Program.
- Thomas Lacki, Peppers&RogersGroup & Allegiance, “Capitalizing on feedback and VOC”
17

18. Research, Data Capture, and Information Gathering (Part 2)
From market research to mobile surveys, from one-on-one interviews to social networks, businesses can craft a VOC strategy that encompasses not just a
wealth of information, but a wealth of the right information: advice and opinions directly from customers about what matters to them most. Instead of
business leaders asking only about what they think they need to know, they can learn what they might not otherwise have known.
- Ginger Colon, “Why the future of VOC looks so bright.”
Voice of the customer must become an integral part of your business. It is vital that your VOC program not only integrates multiple channels, but also "talks"
to your existing business systems in order to combine feedback and loyalty data with financial and operational data. This enables you to make sound
business decisions, backed up by answers to questions such as "what is the value to my business of increasing satisfaction by 5 percent?“
- Leonard Klie, DestinationCRM.com
"It has to go far beyond simply collecting customer feedback and survey data. Collecting data is great, but unless you have a clear path for taking action, all
you have is mounds of data,"
- John Maraganis, founder, president, and CEO of Omega Management Group
VOC, at its core, is an in-depth process designed to capture customer thoughts, expectations, preferences, and aversions; organize them into a hierarchy of
needs; and prioritize them relative to particular business goals.
A VOC program also involves closing the loop with corrective action based on the feedback received. VoC goes beyond just hearing what customers are
saying to actually listening, taking what is heard, deriving meaning and intent from that, and turning it into action. It should open numerous opportunities for
companies to effect immediate change.
VOC solutions go far beyond surveying. They take traditional feedback from siloed channels and create a unified approach that takes into account the entire
customer journey across multiple channels.
- Leonard Klie, DestinationCRM.com
18

19. Research, Data Capture, and Information Gathering (Part 3)
VOC solutions are about "bringing all the data into one place, where a company can look at and understand everything the customer is saying about the
company, its products, and customer experiences,"
- Duke Chung, cofounder and chairman of Parature.
Capitalizing on customer feedback requires more than the occasional sending of surveys in response to ad hoc business needs. It requires a strategic and
ongoing dedication to hearing, listening, understanding and acting upon the voice of the customer (VOC) through a formal Program.
- Thomas Lacki, Peppers&RogersGroup & Allegiance, “Capitalizing on feedback and VOC”
19

20. Analysis and Rationalization – Key Principles (Part 1)
When the design and delivery of the VOC program is tightly aligned with a small set of proven principles, success is nearly assured.
Principle 1: Attain clarity on the business problems to be solved. A VOC program may deliver many unexpected and serendipitous benefits
along the way, but it begins with a focus upon an organization’s most pressing points-of-pain. Stray surveys are not a substitute for sound strategy, and in the
absence of explicit goals customer feedback may lack clarity and coherence. To be maximally effective, the definition of those pain points begins with a
business end: enhancing customers’ share-of-wallet, retention, or lifetime value, for example. For each such objective, ask two questions: (1) what are the
leading indicators (e.g., customer engagement) that portend a change in that outcome; and (2) what are the drivers
(e.g., customers feeling confident and informed) which, if positively altered, will be most influential in affecting those leading indicators? These questions will
lead to testable hypotheses about the causal chain connecting tactics to results. Additionally, this clarity will guide decisions about what data to collect, from
whom, and at what frequency; plus, it will suggest how the data are to be analyzed and reported.
Principle 2: Analyze customer feedback to separate signal from noise (and, to discover diamonds in the rough). Customer feedback may be the
consequence of a company initiated action (e.g., sending a periodic survey) or of customer’s own initiative (e.g., completing a “contact us” website form). In
both cases, the feedback may be structured (e.g., quantitative responses on a rating scale), unstructured (e.g., qualitative input as comments), or a
combination of both (see Figure 2). Analyzing these data to produce business insight has historically been a challenge for most organizations, due to the lack
of a centralized and integrated database combined with the absence of powerful (but yet straightforward) statistical tools. Business professionals want
answers, not more programs to be learned and problems to be solved.
20

21. Analysis and Rationalization – Key Principles (Part 2)
Principle 3: Act on customer feedback. Unless the company alters some aspect of its behavior toward its customers, it will fail to realize a return on its
investment in a VOC program. Those actions can occur at the individual customer level (case management), at an aggregate customer level (change
management), and an organizational level (knowledge management).
Principle 4: Embed customer feedback into the company culture .When the attitudes, behaviors, beliefs and values concerning the importance of customer
feedback become a socially accepted standard inside the organization, then customer feedback has been engrained in the company’s culture. Under these
conditions, the customer perspective— gained through a VOC program—is systemically persuasive throughout the enterprise and becomes a central facet of
the company’s customer-centric purpose and vision.
21

22. Analysis and Rationalization – Evolution of Impact (Part 1)
VOC programs progress along a developmental path,
1. Beginning with the collection of a single metric (e.g., Net Promoter Score, JD Powers Score), followed by disillusionment and disappointment
because it provides little guidance for improvement.
2. The adoption of leading indicators of business outcomes defines the next step in the journey, followed by an unease about how to impact those
indicators.
3. A focus upon drivers of those leading indicators takes an organization to the next level, raising concerns about the tactics which may have the
greatest influence upon them.
4. When an organization links drivers to leading indicators to business outcomes, it progresses to the next phase, followed by a realization of the need
to forecast changes in those outcomes.
5. Finally, with the use of predictive analytics, companies are able to deeply understand the interdependencies and estimate future benefits. Across all
these phases, the business impact is enhanced as the sophistication of the VOC program moves from an emphasis on hindsight to insight to
foresight.
❶
❷
❸
❹
❺
22

23. Analysis and Rationalization – Evolution of Impact (Part 2)
What are consumers saying?
What are consumers doing?
❶
❷
❸
❹
❺
23

24. Analysis and Rationalization - Integrated Customer Experience
Framework (Part 1) - Example
Information and
Communication
Provider
Choice
Coverage and
Benefits
Claims
Processing
Statements
Customer
Service
Approval
Process
Customer
Service
Representative
Automated
Phone System
Web eMail
Concern for
needs
Courtesy of
representative
Knowledge of
representative
Promptness in
speaking to a
person
Timeliness of
resolving
problem
Leading
Indicators
Drivers
JD Powers
Score
Single
Metric❶
❷
❸
Indicates placeholders for additional leading indicators and drivers.
24

25. Analysis and Rationalization - Integrated Customer Experience
Framework (Part 2) - Example
Business
Outcomes
Measures
Operating
Income
Price Sensitivity Sales
Administrative
Costs
Referrals
Repeat
Purchases
Cross-Selling &
Up-Selling
Retention
Channels
Utilization
❹
Information and
Communication
Provider
Choice
Coverage and
Benefits
Claims
Processing
Statements
Customer
Service
Approval
Process
Customer
Service
Representative
Automated
Phone System
Web eMail
Concern for
needs
Courtesy of
representative
Knowledge of
representative
Promptness in
speaking to a
person
Timeliness of
resolving
problem
JD Powers
Score
Leading
Indicators
Drivers
Single
Metric
❶
❷
❸
25

26. Customer Experience Customer Segments – Example 1
26

27. Customer Experience Customer Segments – Example 2
27

28. Customer Experience Customer Segments – Example 3
28

29. Customer
Customer
Customer Experience Strategic Themes and Goals - Example
Make It
Easy For
Consumers
Provide
Accurate
Service
Emphasize
Velocity
Consumer
Satisfaction
Elevate
Service
Recovery
Deliver
Positive
Surprises
Establish
Personal
Emotional
Connections
Deliver
Personalize
d Service
Consumer
Loyalty
Increase
Staff
Members’
Knowledge
Phone
Mail
Web
Social
Mobile
eMail
Consumer
Experience
Office
Finance
Sales
Marketing
IHM
Product
Operation
Consumer
Experience
Office
Strategic Goals
Customer
29

30. Step 3:
Design the Customer
Experience

31. Design the Customer Experience Key Objectives and
Activities
Key Objectives:
 To design the desired future-state customer experience, each touchpoint at a time for all
customer journeys as they interact with the company.
Key Activities:
 Develop customer touchpoints and journey maps. Each customer touch-point includes
functional and emotional attributes with actionable descriptions, as well as, specifications for
what outcomes and in what ways the experience must be optimized. Touch-points are linked to
the integrated customer experience framework to ensure they are addressing the most important
drivers of satisfactions and opportunities (slides 32-36).
31

32. Touchpoints & Journey Maps Context - Example
Health
Plan
32

33. Touchpoints Map - Example 1
33

34. Touchpoints Map - Example 2
34

35. Journey Map - Example 1
35

36. More on Touchpoints & Journey Maps
The richness, granularity and level of detail used to describe each Touchpoint in the Touchpoint and Journey Maps is directly proportional to the
strength of the resulting consumer experience vision, and to the ability of the organization to effectively implement it, and must:
 Be at a level that allows the identification of:
o “Moments of Truth” and how to “WOW” them at these moments.
o “Moments of irritation”, how to recover from them, and how to fix them permanently.
o Duplicate, redundant, disjointed and ineffective touchpoints, and how to fix them into a “seamless” and “easy” experience.
o Opportunities for new or existing touchpoints to increase satisfaction and/or loyalty.
 Include the respective hindsight, insight and foresight from the VOC Program and CE Analytics, as well as the insights on how to improve
satisfaction and loyalty shared and validated by those involved in the development of these deliverables.
 Be able to serve as the main input into:
o The design of an “IT-tools-categories-level” architecture to enable the consumer strategy vision.
o The rough-order-of-magnitude cost and benefits estimation of the implementation of the consumer strategy vision.
36

37. Step 4:
Develop Customer
Experience Roadmap

38. Develop Customer Experience Roadmap Key Objectives
and Activities
Key Objectives:
 To develop a capabilities and implementation roadmap of the customer experience vision,
strategy, and future-state touchpoints and journey maps that reflects how is delivered over
time.
Key Activities:
 Develop initiatives roadmaps that describe key application, data, integration and
infrastructure architectural decisions. Initiatives are defined in a way that minimizes
implementation costs and risks, and maximizes value. The integrated customer
experience framework is used in prioritizations and investment allocations (slides 39-40).
38

39. Designing the Future-State Customer Experience vs.
Developing the Implementation Roadmap
 While the most effective and efficient way to design a customer experience (vision, strategy, touchpoint and journey maps) is by designing the
experience from an outside-in perspective of the consumer, the most effective and efficient way to implement it is by designing the implementation
roadmap from an inside-out perspective of the enabling technologies (Web, eMail, Mobile, Contact Center, Social, etc.) and enabling processes and
programs (feedback-communication processes, Health Literacy Program, campaigns, etc.)
 To maximize return on investment, the consumer experience roadmap should be sequenced so that those initiatives that address what is most important
capabilities to the consumer, where our performance is the lowest, and implementation cost is the lowest are implemented first.
39

40. Implementation Roadmap – Example 1
40

41. Implementation Roadmap – Example 2
41

42. Implementation Roadmap – Example 3
42

43. Any Questions?
Contact Roberto E. Suarez-
Ojedis