CUSTOMER EXPERIENCE
CUSTOMEREXPERIENCEWORKBOOK1
CONTENTSEXPERIMENTSTOOLSTool 1: Persona Profile6Experiment 1: 10 Questions That Work74Tool 2: Customer Journey Map16Experiment 2: Start a Conversation about Customer Experience76Tool 3: Opportunity Brief20Experiment 3: Take the Pulse78Tool 4: Business Model Canvas30Experiment 4: Change Your Scenery80Tool 5: Project Planner36Experiment 5: Create an Alignment Map82Tool 6: Budgeting Tools40Experiment 6: Find 3 Agents in Your Community84Tool 7: Team Roles Descriptions52Experiment 7: Have Coffee with Customers86Tool 8: Case Study Template56Experiment 8: Follow Front-line Staff88Tool 9: Customer Satisfaction Survey66Experiment 9: Create a Customer Sketch90Experiment 10: Show the Impact of Your Prototype92Experiment 11: Check Your Assumptions94Experiment 12: Scope Your Project96Experiment 13: Align Your Team Values98Experiment 14: Storyboard Your Idea100Experiment 15: Energy Barometer for Weekly Check-ins102Experiment 16: Make a Video, Show Your Impact104Experiment 17: Launch a Customer Council106Experiment 18: Create Insights Cards108WORKBOOK REFERENCES / ADDITIONAL RESOURCES11223
Lead Customer ExperienceInitiativesTOOLSRobust tools to help you integrateand manage customer experienceinitiatives within your organization –including key frameworks, projectplanning tools, and design methods.Perfect for managers that wantto create a structure around theirwork and communicate its valueto leadership.45
Tool 1Persona ProfileA persona is a descriptive summary ofrepresentative primary users and the keystakeholders that influence their behaviors,including an overview of their situation, context,needs, motivations, and benefits. A persona isdeveloped from a range of different sources,pulling together common characteristics ofsimilar people into an “archetype” throughwhich a group can be understood.Personas are often used as tools to captureand present data gathered in interviews andcustomer segmentations. They can help buildempathy within your team and ensure that youroffering fits customer needs. Many teams useinsights from personas to customize products,services, delivery methods, and communicationsto specific subgroups.PRO TIP – Make each persona as close to a typical person as possible. Details likename, age, and a list of daily activities help paint a picture of your customer.Photos and real or illustrative quotes help bring your persona to life.STEPSSUGGESTED TIME2-8 hoursROLES2-4 collaboratorsMATERIALS NEEDEDtemplate, pages 8-13penspapersticky notes612GATHER DATAREFINE AND SYNTHESIZEYOUR DATAIDENTIFY KEY ATTRIBUTESEach persona will draw ona variety of sources, such34Consider the needs, motivations,It’s often handy to create multipleUse the template on pages 8-13and beliefs that may drive yourpersonas so you can focus onas ethnographic research,to collaboratively organize andsub-user’s actions. Look at theirthe key characteristics of eachfeedback from customer surveys,compile the information relevantbackground, key influencers, andsubgroup of your intendedquantitative metrics (serviceto the persona you’re creating.current habits – such as savingsaudience. Reflect on your finaldelivery points, usage rates),You may need to fill gaps withpractices.collection to further define andand segmentation models.secondary research or storytellingdifferentiate key attributes of eachfrom contextual research.individual profile.REPEAT AND REFINE7
Tool 1Persona Profile (1/4: profile)Add photo or drawingPERSONA TITLE:DescriptionNameOccupationAgeIncomeFamily / Home StatusRelationship StatusFinancial Status89
Tool 1Persona Profile (2/4: background)PERSONA TITLE:QuoteBACKGROUND What important life experiences or events have contributed to this person’s currentsituation?[FINANCIAL] BEHAVIORS What behaviors are involved in his/her financial practices? Which habits andrituals are performed on a regular basis vs. single behaviors that result from external pressures?QuoteDREAMS What are this person’s dreams and aspirations? What factors does he/she consider thatmight contribute to or hinder pursuit of those dreams?10DRIVERS What are the needs, enablers, and blockers that influence this person? Who are theinfluential stakeholders in his/her life?11
Tool 1Persona Profile (3/4: financial behavior)PERSONA TITLE:MONTHLY PERSONAL INCOMESPENDING PATTERNSSOURCEMONTHLY EXPENSES12KEY ASSETS13
Tool 1Persona Profile (4/4: behavioral framework)RISK TOLERANCEPERSONA TITLE:highOne way to distinguish personas within your segment is to consider a variety of behaviorallenses or axes. In many cases, the following variables may help you visualize the diversity ofpeople’s financial behaviors and attitudes: risk tolerance, financial discipline, trust in formalinstitutions, and financial horizon. Choose one trait to map on a simple spectrum (e.g., risktolerance) or analyze several variables in a radar or spider chart (shown at right). These simpleprofiles allow you to tell compelling stories and make strong design decisions about yourofferings, delivery, and customer communications. Try making simple quantitative assessmentsfrom these four qualitative factors:RISK TOLERANCEHigh – comfortable using combinations ofleveraged credit products, curious aboutbigger investments.Low – unwilling to use credit productsyet comfortable with products that offeronly simple returns.FINANCIAL DISCIPLINEHigh – adept at managing limited incomes,never goes into debt, saves for the future.Low – often relies on informal group servicesor other support mechanisms to managemoney.TRUST IN FORMAL INSTITUTIONSHigh – significant trust in formal financialproviders, secure in the belief that moneywould be safe, willing to reach out to banksfor advice and support.Low – highly skeptical of the intentionsand actions of banks, often due to priornegative experience.FINANCIAL HORIZONLong – grand plans for the future, someindication of how to realize dreams throughshort-term steps.Short – focuses on day-to-day, ignores themeans by which financial services could lead toa better LINElowhighlowhighTRUST IN FORMALINSTITUTIONS1415
Tool 2Customer Journey MapA customer journey map is a tool thatcaptures and communicates a customer’sjourney through a specific product or serviceexperience, such as signing up for a loan ormaking payments throughout the lifetime of aproduct. Customer journey maps are typicallygenerated for each user persona you createfor your target customers. Like personas,PRO TIP – Consider step 2 below and create a touchpoint inventory for yourjourney. From there, pick out key touchpoints that may highlight the mostimportant interactions from your customer’s perspective. Rule of thumb: a goodcustomer journey map reveals opportunities; too many touchpoints and it maylose focus, too few and you may not have enough data points to work with.journey maps are best done as a groupactivity that captures knowledge from variouscustomer-facing employees within yourorganization, such as sales agents or callcenter staff. By creating a customer journeymap, you’ll gain clarity on what your customersdo, how they think, and what they feel whenthey interact with your product or service.STEPS1aSUGGESTED TIME2-8 hoursROLES2-4 collaboratorsMATERIALS NEEDEDtemplate, pages 18-19penspapersticky notesCONTEXTConsider the journey you wantto characterize with your journeymap (e.g., purchasing a productor service), and the customerpersonas you wish to target. Thejourney should be unique to aspecific customer segment.Who are your customers and what’sthe context of their engagement withyou? What do you do for them andwhat can they do for you? What arethey trying to achieve?1bSTAGESOnce you’ve established theoverall journey, define distinctstages of the process. If it’spurchasing a new financialservice, for example, stagesmight include:1. Awareness of need2. Research3. Selection4. Purchase / Onboarding5. Use6. Product upgrade2TOUCHPOINTSIdentify customer touchpointsalong the journey and map themthrough each stage. Describewhat your customer is doing ateach touchpoint.At which points does your customerinteract with your organization?Which channels do they comethrough? What happens eachtime they interact? Who in yourorganization delivers the service –and how?34What concerns, considerations,and emotional responses doesyour customer feel at every stepof the journey? What would youlike them to feel?What are important pointsalong the journey that mostaffect your relationship withthe customer? Are there anysignificant gaps in their journey?Bright spots?QUALITATIVE CUSTOMERDATADescribe your customer’sthoughts and feelings at eachtouchpoint along the journey.MOMENTS OF TRUTH(Highs and lows)Finally, once you’ve mappedout the journey, identify keyinteractions that may provideopportunity for intervention.PRO TIP – When does the customer journey really start, and when does it end?How can you know what your customer feels at each touchpoint along the way?If you’re feeling stuck, a customer journey map may be a good opportunity towork with a design facilitator.1617
Tool 2Customer Journey Map (1/1)1a. CONTEXT:1b. STAGESWhat are the stages of the journey?1.2.3.4.5.6.2. TOUCHPOINTSWhat is your customer doing at eachtouchpoint throughout the journey?3a. CUSTOMER THOUGHTSWhat is your customer thinking at eachtouchpoint?3b. CUSTOMER FEELINGSHow does your customer feel at eachtouchpoint?4. MOMENTS OF TRUTHWhat positive and negative experiences occurthroughout the journey?1819
Tool 3Opportunity BriefAn opportunity brief summarizes the findingsand synthesis of your initial customer researchto present a case for next-phase research anddevelopment. This next phase typically involvesprototyping and testing within the opportunityareas you identify. To make a compelling casefor decision-makers to invest in your customerexperience project, you must combinequalitative customer insights, needs, andobservations with information about marketopportunities and sizing.STEPS1SUGGESTED TIME2-8 hoursROLES2-4 collaboratorsMATERIALS NEEDEDtemplate, pages 22-29penspapersticky notesDepending on the scope andbudget of your project, anopportunity brief can be anextensive document witha very high level of detail.The tool here presents asimplified template thatcaptures basic elements.HUMAN INSIGHTSPresent key user needs andpain points discovered inyour initial research phase.Include documentation such aspictures, personal anecdotes,and personas of those youinterviewed. See Tool 1:Persona Profile (page 6) tolearn more about capturinghuman insights.2MARKET INSIGHTSInclude any findings aboutmarket opportunities thatoverlap with the user needs youdiscovered. Include competitorstories and market analogs thatillustrate unmet market needs.3INTERNAL CAPABILITIESIllustrate capabilities required tofurther explore the opportunityspace. Which current offeringsoverlap, and what capabilities(such as external partnerships)need to come from the outside?4OPPORTUNITY SIZINGTo further strengthen the casefor your opportunity, compileany quantitative metrics thathelp size it. Examples includemarket size and segmentationor average household size.References: Prioritization Tools Selected methods fromThe DIY Toolkit (Nesta), Insights Into Action (CGAP).2021
Tool 3Opportunity Brief (1/4: human insights)RISK TOLERANCE[FINANCIAL] BEHAVIORAL INSIGHTS Summarize insights about behaviors you observed in yourcustomers’ financial practices. Which habits and rituals are performed on a regular basis vs. singlebehaviors that result from external pressures?highlowFINANCIALHORIZONMOTIVATIONAL INSIGHTS Summarize the needs, enablers, and blockers that influence yourcustomers. Who are the influential stakeholders in their lives?longlowhighlowHuman insights are a product ofreal face-to-face user research.See Tool 1: Persona Profile(page 6) to learn how to createa summary description ofrepresentative primary users andkey stakeholders.22shortFINANCIALDISCIPLINEhighTRUST IN FORMALINSTITUTIONS23
Tool 3Opportunity Brief (2/4: market insights)Opportunity areas should reflect an unmet humanneed as well as a market opportunity. You mayidentify several opportunity areas to include in yourbrief, and your next round of research should allowseveral rounds to prototype and test those areas.UNMET MARKET NEEDSMap the human needs you identified in your primary research onto gaps in your organizationalofferings (and offerings of your competitors). Highlight areas with the most potential.HUMAN NEED As identified in yourprimary research24ORGANIZATIONAL GAPS Look at existingproducts and services within your organizationCOMPETITIVE GAPS Look at marketanalogs, as well as competitorsOPPORTUNITY AREAS What opportunity areashave you identified?25
Tool 3Opportunity Brief (3/4: internal capabilities)CURRENT PRODUCT AND SERVICE OFFERINGS Which existing products or services offered byyour organization solve customer needs similar to those identified in your research? Where do theysucceed? How do they fall short?CUSTOMER MAKEUP How many of your current customers are signed up for products or serviceswithin the sector, or with products and services that address similar needs to those you’ve identified?ON DECK Which new pilots or opportunity areas are you currently investigating? Is there overlap withthe opportunity areas you wish to explore further?CURRENT PORTFOLIO SIZE How much does your organization already invest in the sector(s) youidentified in your opportunity areas?2627
Tool 3Opportunity Brief (4/4: opportunity sizing)CUSTOMERS BY THENUMBERSInclude customer metrics tohelp define your segment.e.g., average household sizein target countrye.g., percent of residents whohave savingse.g., percent of residentswho’ve taken out loanse.g., average cost of existingproducts or servicese.g., percent of income spenton comparable products andservicese.g., primary segmentaddressable market potential[ ]e.g., total segmentaddressable market potential(including secondarysegments) [ ]e.g., expected share ofaddressable market [ ]REGIONAL MARKETInclude market sizing datawhere possible.e.g., nationwide total marketpotential per year [ ]28e.g., total addressablemarket potential (consideringdemand) [ ]29
Tool 4Business Model CanvasThe business model canvas is a one-pageoverview for describing, analyzing, anddesigning business models. It offers therationale for how an organization creates,delivers, and captures value, and is agreat starting point for thinking throughand discussing the business model of yourorganization, your competitors’, or anyother enterprise.As a tool, it enables structured conversationsaround management and strategy, laying outcrucial activities and challenges involved withyour initiative and how they relate to eachother.PRO TIP – Individual customer segments are the first building blocks andshould be considered at each step as you build out other elements of yourmodel. If you have more than one segment to explore, try color-coding totrack elements that are related to a specific customer segment.STEPS1SUGGESTED TIME2-8 hoursROLES2-4 collaboratorsMATERIALS NEEDEDtemplate, pages 34-35penspapersticky notesBy illustrating trade-offsand aligning activities, thevisual format of a businessmodel canvas can help youdevelop new initiatives andidentify opportunities forefficiency in existing ones.CHANNELSCUSTOMER RELATIONSHIPS23CUSTOMER SEGMENTSVALUE PROPOSITION4Customer touchpoints playThe types of relationships yourIn order to better satisfy customers,Customers often turn to onean important role in customerorganization establishes withyou may group them into distinctorganization over another becauseexperience. Channels servespecific customer segments cansegments with common needs,it solves a problem or satisfies aseveral functions, including raisingrange from personal (in-branchbehaviors, and other attributes.need. Each organization consists ofawareness among customers aboutservice) to automated (weeklyYour organization must make aa bundle of products and servicesyour organization’s products andnewsletters). Relationships areconscious decision about whichthat cater to specific customerservices, helping customers evaluatedriven by customer acquisition,segments to pursue and which tosegments, represent new orvalue propositions, allowing deliveryretention, and expansion, andignore; a business model can beinnovative offerings, or are similarof products and services, andcan deeply influence the overallcarefully designed around a strongto existing market offerings butproviding post-purchase support.customer experience.understanding of specific customerwith added features.needs.References: Business Model Generation, The DIY Toolkit3031
Tool 4Business Model CanvasThe easiest way to start a business modelcanvas is by filling out what you do. Thisbrings focus to your main goal as youcomplete the other building blocks on thetemplate (pages 34-35). From there youcan build on that goal to see how it canbe achieved. The business model can bedescribed by nine basic elements. As youfill in the details for how to meet your goal,treat each individual element as a separatebrainstorming activity. Once complete, takeadvantage of the visual layout – and thecapability to have a complete overview – toencourage fresh perspectives and ideas abouthow the pieces fit together.STEPS56789REVENUE STREAMSKEY RESOURCESKEY ACTIVITIESKEY PARTNERSHIPSCOST STRUCTURERevenue streams are the cashKey resources are the mostThese are the most importantKey partnerships are the networkThis includes all costs incurredyour organization generatesimportant assets required to makethings your organization must doof suppliers and partners thatto operate your businessfrom each customer segment.a business model work, allowto make the business model work.make your business modelmodel. Costs can be calculatedYou must ask what value eachyour organization to create andKey activities may include staffingwork. There are four types ofrelatively easily after defining keycustomer segment is willing tooffer a value proposition, reachand running local bank branches,partnerships:resources, key activities, and keypay. Successfully answering thismarkets, maintain relationshipsmaintaining banking agents in areas1. Strategic alliances betweenpartnerships.question helps illustrate realisticwith customer segments, andthat lack branches, or softwarenon-competitorsrevenue streams from eachearn revenue. Resources may bedevelopment and maintenance for2. “Co-opetition,” or strategicsegment.financial assets, personnel, or evenmobile finance products.partnerships between competitorsphysical infrastructure (e.g., bank3. Joint ventures to develop newbranch buildings).businesses4. Buyer-supplier relationships toassure reliable supplies3233
Tool 4Business Model Canvas (1/1)KEY PARTNERSHIPS Who areyour key partners and whatresources do they supply? Whatactivities do they perform? Whoare your key suppliers?KEY ACTIVITIES Which activitiesare necessary to offer anddeliver value to customers? Tosupport distribution channelsand customer relationships? Tomaintain revenue streams?VALUE PROPOSITION What value do youdeliver to your customers? Which one ofyour customer problems are you helpingto solve, or which needs are you satisfying?Which product/service bundles are youoffering to each segment?CUSTOMER RELATIONSHIPSWhat type of relationship doeseach customer segment expect?Have these relationships beenestablished, and if so, which frontline staff stewards them? Are theyintegrated with the rest of yourorganization’s business model?CUSTOMER SEGMENTS Forwhom are you creating value?Who are your most importantcustomers? Which unbankedor underbanked segments mayprovide new opportunities?KEY RESOURCES Whichresources and assets arerequired to offer and delivervalue to your customers? Tosupport distribution channelsand customer relationships? Tomaintain revenue streams?CHANNELS Through whichchan
Customer Journey Map A customer journey map is a tool that captures and communicates a customer’s journey through a specific product or service experience, such as signing up for a loan or making payments throughout the lifetime of a product. Customer journey maps are typically generated for each user persona you create for your target customers.
Customer satisfaction has identified as an important influencer on customer loyalty. Further, customer trust impacted by customer satisfaction which proved that customer satisfaction is an antecedent of customer trust. Moreover, an indirect relationship between customer satisfaction and loyalty through customer trust was observed.
the us Customer experience index, Q3 2015 For CustoMer experienCe proFessionals Customer Experience Drives Revenue Growth, 2016 Business Case: The Customer Experience Ecosystem Playbook by Harley Manning and Dylan Czarnecki with alyson Clarke, Kate McCarthy, Christopher Mines, sucharita Mulpuru, James nail, scott ross, and Kara Hartig June 21, 2016
customer journey, streamlining the customer on boarding process, and unifying the customer relationship approach across . CX Metrics anyone? Great leaps and bounds! We’ve increased our renewal rate by 11% in the last 2 months. How? Check out our growing Customer Experience . customer experience principles, we are transforming all corners .
offered by the SAP Customer Experience organizational unit at SAP. The "C" is for customer and "4" stands for fourth-generation CRM. This suite connects data, processes, and customer experience across marketing, sales, service, commerce, and customer data to deliver a connected customer journey. Why SAP C/4HANA?
experience vision, forming the Customer Advisory Board, creating customer personas for current projects, . CX Metrics anyone? Great leaps and bounds! We’ve increased our renewal rate by 11% in the last 2 months. How? Check out our growing Customer Experience . customer experience is the differentiator, [your company] is leading the way .
on customer experience and loyalty with the single best source of data on how companies actually use their customer service solutions, the Zendesk Benchmark. Welcome to the Zendesk Customer Experience Trends Report 2020, our second annual report highlighting top trends in customer experience and engagement. With the Zendesk Benchmark,
However, customer experience is a term that directly interrelated to service, service provider and long term customer relationship. This research is all about identifying those factors that can affect the customer experience and also to find out the importance of customer experience on bra
When integrating customer experience into your organization, you'll achieve higher customer engagement, reduced churn, increased revenue, and greater employee satisfaction. Ÿ Discover the elements that comprise an eective and strategic customer experience plan. Ÿ Develop and discuss a clear customer experience vision for your own organization.
