UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"

London | Norwich | Singapore
UX Strat 2017
Selling experience strategy
internally and externally
Tim Loo Strategy Director
Phil Morton Principal Consultant

2 | Selling strategy, September 2017
Before we begin
(our code of conduct)

The Chatham House Rule
When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information
received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.

What happens in Boulder
stays in Boulder

Real life scenarios and examples
- keeping it real and practical

We’re
Foolproof
We’re an experience
design company.

Who we are
Executive Director (Strategy) at Foolproof, leading the
Experience Strategy practice. Long time supporter of UX
Strat. Didn’t even get past one episode on MasterChef.
Principal Consultant at Foolproof, leading complex design
projects for global clients such as PlayStation and HSBC.
Once went on holiday to Turkmenistan.
Tim Loo Phil Morton

What you’ll learn:
Approaches and techniques to find,
create and win opportunities to do
experience strategy work

Contents
1. Introduction
2. What we mean by experience strategy
3. Selling experience strategy
— Know and understand your customers
— Make your product accessible, buyable and above all, essential
— Unlock your inner salesperson

So what exactly do
we mean by this?

experience
user
digital
customer
brand
service
product

What do we mean by
experience?*
*other definitions are available

what
users
expect
what
actually
happens

Levels of UX strategy…
(thanks to Ben Judy)

It can be at different levels (Ben Judy diagram)
Source: UX STRAT USA: Ben Judy, "Mission-Based UX Strategy: One Year Later”
https://www.slideshare.net/UXSTRAT/ux-strat-usa-ben-judy-missionbased-ux-strategy-one-year-later

So what exactly do
we mean by this?

What do we mean by
experience strategy?

experience strategy
1. a long-term plan to align every
customer touch-point with your
brand position & business strategy
2. other definitions are available

§ Who are our target customers?
§ What’s the current customer story, priorities and
pain-points, metrics?
§ What’s our vision for the holistic experience?
§ What are our guiding principles for target
experience?
§ What are our future customer stories & outcomes?
§ What are the experience gaps between today’s
experience and our future customer stories?
§ What specific initiatives and projects do we need?
§ What enablers and capabilities are required to
support these initiatives?
§ What are the gaps between the vision and reality?
§ How will we prioritise & trade-off to create focus?
§ What’s our roadmap for change and innovation?
§ What are key performance indicators and targets
for transforming the experience?
§ How will we incentivise the right behaviours?
CURRENT STATE
EXPERIENCE
EXPERIENCE
VISION &
PRINCIPLES
INITIATIVES,
ENABLERS &
CAPABILITIES
EXPERIENCE
ROADMAP
EXPERIENCE
TARGETS & KPIs
1. Where are we today?
2. Where do we want
to get to?
4. What do we need
to do?
5. What’s our plan?
3. What are our
measures of success

So how do we feel
about this?

How do you feel about selling?

How do you feel about selling?How do you feel about selling?

On your own (or with your colleagues):
You have 10 minutes.
§ Why have you pursued UX strategy in your
organisation or for your clients?
§ In your own efforts to advance UX strategy in your
organisation or clients, what has been effective?
§ What have been the biggest challenges?
Team task: Sharing your experience

the UX strategist’s continuum
being
clever
making shit
happen

being
clever
making shit
happen

being
clever
making shit
happen
strategy frameworks
methodology & toolkit
UX design skills
finding the right sponsor
getting buy-in
managing politics
internal communication
business cases
KPIs & dashboards
programme office
target operating model
change management
compensation & incentives
organisational design
enterprise architecture
culture change

Selling is a big part of making
experience strategy happen

1. Know and understand your customers
2. Make your product accessible, buyable
and above all, essential
3. Unlock your inner salesperson

organisation people

Boil down the organisation’s
strategy & goals

strategy
STRATEGIC
GOALS
STRATEGIC
PROGRAMMES
PROJECTS
(TACTICS)
goal A goal B goal C
programme X programme Y programme Z
project
Q
WORKSTREAMS
TASKS
BUSINESS
STRATEGY

COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013 2014 2015 2016
Boil down the organisation’s strategy & goals

COMMERCIAL FLEET: THE VALUE OF CX
Detractors Passive Promoters
Profit per customer

Shell Commercial Fleet CONFIDENTIAL 42March 2015
The evidence is clear: our Commercial Fleet customer experience,
either creates value or destroys value in terms of customer margin,
volume & tenure. Delivering superior customer experience matters.
And it makes a big difference for our own satisfaction, motivation
and pride in our commercial offering.
In 2015, we need to commit to and create real change in the way
we think about and deliver customer experience
TRANSFORMING OUR CUSTOMER EXPERIENCE

FUNCTIONAL
RELATIONSHIP
WITH CYCLING
LIKES/NEEDS DECISION SUPPORT
SELF DIRECTED CONSUMER
PASSIONATE
ABOUT
CYCLING
Boil down the organisation’s strategy & goals

GENERAL
RETAIL
GENERAL
ONLINE
RETAILERS
SPECIALIST ONLINE ONLY
FUNCTIONAL
RELATIONSHIP
WITH CYCLING
PASSIONATE
ABOUT
CYCLING
SPECIALIST
CHAIN STORES
SPECIALIST
INDEPENDENT
SHOP

SPECIALIST
CHAIN STORES
SPECIALIST
INDEPENDENT
SHOPGENERAL
RETAIL
GENERAL
ONLINE
RETAILERS
SPECIALIST ONLINE ONLY
The
approachable
specialist
FUNCTIONAL
RELATIONSHIP
WITH CYCLING
PASSIONATE
ABOUT
CYCLING

Tune your ear to the language
of management

“we want to be the most
admired company” “improved speed &
transparency”
“increased customer
engagement”
“helps us unlock the value
of data”
“our existing clients expect
better experiences”
“could save us a huge
amount of money”
“increased colleague
productivity”
“increased access across
functions and
geographies”
“we need to innovate to
access new markets and
customers”
Source: Stakeholder interviews and workshops (March & April 2017)
Tune your ear to the language of management

“how can we get our
team to doing things in a
different way”
“we’ve been through a lot
of change already”
“our customer insight and
understanding is siloed &
fragmented”
“who exactly is the
customer?”
“how do we simplify
when we have such a
diverse range of
customers?”
“it’s difficult to engage
and access customers”
“digital can be quite
threatening”
“our business ecosystem
is complicated and we
use this an excuse”
“we’re good at products
but not so good at
services”
Source: Stakeholder interviews and workshops (March & April 2017)
Tune your ear to the language of management

Map your stakeholders and
their goals to identify potential
sponsors and blockers

experience strategy
1. a long-term plan to align every
customer touch-point with your
brand position & business strategy
Who owns this?Who owns this?
Who owns this? Who owns this?

ORIENTATION
SUPPORTIVE
NEUTRAL
RESISTANT
HIGHMEDIUMLOW
CRITICALITY TO SUCCESS
1. Identify advocates
2. Convert neutrals
3. Be prepared for
detractors

Understand how the
organisation’s strategy and
planning cycle work

Q2
Many organisations have a
planning and budgeting window
in the third quarter for next year
Q3 Q4 Q1 Q2 Q3 Q4
Sometimes opportunistic
expenditure can happen before
the end of the year

Be opportunistic – use existing
work/projects to get in front of
key stakeholders

Shell Commercial Fleet CONFIDENTIAL 55March 2015

Strategist checklist: know and understand your customers
q Boil down the organisation’s strategy & goals
q Tune your ear to the language of management
q Map your stakeholders and their goals to
identify potential sponsors and blockers
q Understand how the organisation’s strategy
and planning cycle works
q Be opportunistic – use existing work/projects
to get in front of key stakeholders

q Boil down the organisation’s strategy & goals
q Tune your ear to the language of management
q Map your stakeholders and their goals to
identify potential sponsors and blockers
q Understand how the organisation’s strategy
and planning cycle works
q Be opportunistic – use existing work/projects
to get in front of key stakeholders
§ How could
you apply
these to
current work/
challenge?
§ What could
you do
tomorrow?
Strategist checklist: know and understand your customers

Sometimes you have to create
a brief when there is none

Build an argument for why
the work needs to exist

What is it like to be a customer
of the organisation today?

Start with a universal truth
Shine a light on what it’s like
to be a customer

63 | Selling strategy, September 2017Do your research!

64 | Selling strategy, September 2017Find a simple way to articulate the current state

65 | Selling strategy, September 2017Compare it to other brands

Form an opinion of what the
organisation should change
to achieve their goals

67 | Selling strategy, September 2017Explain the consequence of doing nothing

68 | Selling strategy, September 2017Work out the equation for the experience

69 | Selling strategy, September 2017Explain what they should change in terms the business understands

Figure out what
you will do

71 | Selling strategy, September 2017Start small, but show how the pieces fit together

Your plan shouldn’t be to make
a PowerPoint
It should be to make a thing

VISION STATEMENT
§ An inspirational ambition that will
inform how the experience engages
and delivers value
EXPERIENCE DESIGN PRINCIPLES
§ How the vision will be executed.
§ Core values of the user experience.
§ Informed by research.
§ The design principles should also
be inspirational and directive.
FUTURE CUSTOMER STORIES
§ Customer narrative of future
outcomes inspired by the vision
and executed through the design
principles.
vision statement
experience design principles ideal customer journeys
VISION PROTOTYPE
§ A tangible, sometimes
clickable expression of
our vision
§ Options include videos,
clickable prototypes,
experiential spaces
§ Can be used by senior
stakeholders and
customers
A THING
ABSTRACT CONCRETE
vision prototype
IDEAL CUSTOMER JOURNEYS
§ Mapping out how the future ideal
end to end journeys plays out
future customer stories

Explain how you will create value

75 | Selling strategy, September 2017Describe the outcomes that they will get

76 | Selling strategy, September 2017Link your activities to KPIs and metrics

Choose deliverables
that will get attention

78 | Selling strategy, September 2017Make it easy to understand the present

79 | Selling strategy, September 2017 Allow the audience to imagine the future

Strategist checklist: Make your product buyable
q Clearly articulate what it’s like to be a customer
today
q Explain what must change about the experience
for the organisation to meet its goals
q Create a plan to make a thing – a tangible
articulation of the strategy
q Explain how the work will create value
q Plan for deliverables that will go viral
§ What is the product
you’re selling?
§ How can you make it
accessible, essential
and buyable?

Your credibility
Your ideas and
their relevance
Love the idea
and love you
doing this
Nice ideas, but
we don’t trust
you to do it
We like you but
your ideas are
not relevant
We don’t like you
or your ideas!

Would you like
a strategy?
Oh, we have
plenty of those
Sorry, did I say strategy?
I meant plan
A plan? We
need a plan!

Strategist checklist: Unlock your inner salesperson
q Make the time to rehearse & practice selling your
ideas and strategy product
q Always to be prepared to pitch at any moment
q Make it easy for others to sell - high quality sharable
assets to bring your pitch to life
q Pay it forward – be generous with your time and
ideas to build relationships & goodwill
q Don’t do this alone – build the power of the team
§ How could
you apply
these to
current work/
challenge?
§ What could
you do
tomorrow?

Thank you and good luck!

Thank you
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UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"

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