Questions Clients Are Asking Us About Customer Journey Mapping - Delvinia
9share this document:Questions Clientsare Asking UsAbout CustomerJourney MappingInsights for your business
share this document:IntroductionDid you know that 40 per cent of Canadians are using thecamera on their smartphone to take pictures of products whileshopping, 64 per cent stay up-to-date with a brand via socialmedia, and 39 per cent reviewed and rated a product or serviceonline during the past month? *For brands today, the importance of knowing who their customers are and howthey buy, seamlessly moving in and out of offline and online worlds, has neverbeen more essential. What was once a straightforward path to purchase hasbecome a dynamic, non-linear digital customer journey.Delvinia’s Customer Experience Mapping program brings you a comprehensiveunderstanding of your customers’ interactions with your company, fromawareness to post-purchase evaluation, across channels. Whether your brandis a product or a service, Delvinia will help you uncover the feelings, perceptionsand experiences your customers have at each touchpoint.Move from simply understanding how your customers progress through the pathto purchase, to why they make the choices they do and how they feel about theexperiences you deliver. Take advantage of Delvinia’s unique digital profilingtools to evolve your insights into your customer. And most importantly, act onDelvinia’s unparalleled experience in the digital space to identify customer painpoints and to leverage digital technologies to alleviate them while achieving yourbusiness objectives.WhyTo identify and eliminate hurdles in your customer’s path-to-purchase or journey.What Develops new innovative digital customer experiences. Finds efficiencies in the path-to-purchase. Differentiates your brand.* Source: AskingCanadians 2012 profiling datainsights for business2
share this document:HowOur simple four-part process can accelerate your business success in as little asfive weeks.Step 1 DiscoveryDelvinia conducts a stakeholder consultation and reviews your existing researchand internal assets to identify critical gaps in the knowledge base. We then selecta custom insights solution to address gaps in the data: A quantitative survey of your market leveraging Delvinia’s proprietaryAskingCanadians research community can fill in missing metrics. One-on-one interviews with your customers and employees can demystifytheir behaviour and shed new light through personal experiences. Social listening can track sentiment and uncover critical themes at eachstage of the purchase process. Digital customer segmentation leverages Delvinia’s deep profiling dataon Canadians’ attitudes and behaviours about social, mobile, and e-retailtechnologies and requires nothing more than a list of customer postalcodes.Step 2 IdeationDelvinia shares key insights and facilitates a lively half-day stakeholder workshop,drawing out the implications of the collective learning for customers at each stageof the purchase process.Step 3 VisualizationDelvinia synthesizes the insights into a succinct graphic representation of thecustomer journey.Step 4 RecommendationDelvinia provides strategic directives on how to leverage digital technology tooptimize and innovate your customer experience.ClientsWe’ve been producing customer experience maps for clients in insurance, healthcare, banking, retail and media industries. Here are a few selected clients: Manulife Financial Petro-Canada RBC Royal Bank St. Michael’s Hospital Microsoftinsights for business3
share this document:Questions1.What is customer journey mapping?p.52.How does customer journey mapping differ fromcustomer service strategy?p.63.Do I need to take our business processes intoaccount when mapping a customer journey?p.74.What are the benefits of mapping my customers’journey?p.85.Could mapping the customer journey be helpful to aB2B company?p.96.Does my business need a customer journey map foreach product and customer?p.107.Where do I start? What information or data isrequired to create a customer journey map?p.118.Who in my organization can benefit from the insightsgenerated from mapping the customer journey?p.129.What impact do mobile and social technologieshave on customer journey mapping?p.13insights for business4
1share this document:What is customerjourney mapping?Steve MastPresidentAmy SullivanVice President ofCustomer InsightCharles Sue-Wah-SingDirector, Design& InnovationSimply put, Customer Journey Mapping is the process ofcreating a visual map of the steps, stages and touchpointsa person goes through while interacting with your brand,product or service – from discovery, evaluation, buying andadvocacy.A well made Customer Journey Map conveys anunderstanding of what the customer is doing at each stageof the process, why they are doing it, and how they feelabout the experience. With this understanding, brands canreadily identify opportunities to optimize the experience whileachieving business objectives.Customer Journey Mapping could/should go beyond justpurchasing a product/service. Business should considerthe customer experience in using the product, and whatwould encourage a customer to talk about it, share it, orrecommend it.Customer Journey Mapping could also focus on a verydiscreet part of the overall customer experience. Forexample, examining only the POS experience within a retailenvironment.insights for business5
2share this document:How does customer journeymapping differ fromcustomer service strategy?Amy SullivanVice President ofCustomer InsightRandy MathesonDirector, EmergingMedia TrendsSteve MastPresidentinsights for businessYour customer service strategy may be represented as onepart of the overall journey, one touchpoint, and it may alsoevolve as a result of the insight derived from mapping andunderstanding the customer journey.By mapping the customer journey a business can review allthe touchpoints where a client may interact with the brand (ora competitor). These will include sources and interactions onplatforms outside of those outlined by your customer servicestrategy. It is essential for all businesses to understand thatcustomers make decisions based on things outside of yourtraditional marketing channels, and how this can be improvedthrough initiatives including SEO, content marketing andsocial listening, among others.Customer Journey Mapping is a tool to help your organizationdevelop your customer service strategy. Customer JourneyMapping will uncover the feelings, perceptions and painpoints your customers have at each stage and identify waysyou can leverage digital technologies to address them.6
3share this document:Do I need to take ourbusiness processes intoaccount when mapping acustomer journey?Steve MastPresidentAmy SullivanVice President ofCustomer Insightinsights for businessUnderstanding your internal operations and businessprocesses is a key to identify issues in the customer journey.Often the pain point a customer is experiencing in the journeyis due to an operational process that needs to be improved.A comprehensive Customer Journey Map takes businessprocesses and operations into account where they impacton customer experience. For example, a brand may havea logistics challenge around product delivery that results insignificant delays for the customer and thereby diminishestheir overall satisfaction with their purchase experience.Identifying this as a pain point for the customer may leadto an exploration of options such as a change in shippingpartners or practices, or perhaps the implementation ofnew communications protocols with customers, such asleveraging digital technologies to keep them apprised of theprogress of their order in real time.7
4share this document:What are the benefitsof mapping mycustomers’ journey?Steve MastPresidentRosalina Lin-AllenDirector, ClientStrategyOften during the process of mapping the customer journey,new audiences and products are identified that will improvethe customers’ overall experience.Today’s customers are in control and they have anunprecedented ability to influence their peers. Organizationsthat can break out of the product paradigm and tailor tothe needs of the customer will improve conversion, earncustomers’ loyalty and advocacy.Mapping the customer journey will help companies identifywhat they need to wrap their processes and channels around,in order to improve conversion, earn loyalty and advocacy.Through mapping the customer journey, you can also identifyareas you are overservicing and right size your effort, resultingin savings.Amy SullivanVice President ofCustomer InsightUnderstand your brand experience through the eyes ofyour customers, as opposed to looking through a myopiccorporate lens. Act on this learning to develop morecustomer-centric products and experiences, thereby growingloyalty, reach, and/or revenues.Once you understand underlying drivers or needs to purchaseand pain points in the journey, you can more easily identifynew markets that have those same needs.Pain points for your customer can be a reflection ofinefficiencies in your operations. By identifying andaddressing them, you can save time/money/resources forall involved.insights for business8
5share this document:Could mapping thecustomer journey be helpfulto a B2B company?Amy SullivanVice President ofCustomer InsightSteve MastPresidentRosalina Lin-AllenDirector, ClientStrategyYes. Every business is a two-way relationship between thebrand the customer. The key is to embrace a more generousor informal definition of “customer,” that is, “a person withwhom one has dealings,” as Webster’s would put it. In thisway, even employees can be customers of, for example, anHR journey, from candidate to retiree.All organizations have customers. Customers can be definedin many ways. End consumers are just one. Businessesselling to other businesses can have very complex customerexperiences. Think FedEx or large insurance firms that workwith third party advisors.Customer journey mapping can be helpful for B2Bcompanies, particularly those selling high involvementproducts and services. Let’s use an enterprise softwareprovider as an example. By mapping the customer journey,the provider may find that the key steps in the decisionmaking journey include the creation of a business case anddemonstrating available solutions to company stakeholders.As a result, the provider makes sample business cases andonline demos available, minimizing the barrier for prospectsto move through the decision making journey, compressingthe decision making timeframe, and building trust with thebrand along the way. Moreover, this approach ensures thatthe software provider is investing its money wisely by creatingtools that would truly meet the needs of their prospects.insights for business9
6share this document:Does my business need acustomer journey map foreach product and customer?Steve MastPresidentCharles Sue-Wah-SingDirector, Design& Innovationinsights for businessIt really depends on your business and the customers youserve. In some cases you will need to look at the macropicture and develop an overall journey. Think of the guestexperience at a hotel, hospital, retail bank or gas station.However, many of the interactions your customers have withyour brand are down at the individual product or service level.The best approach is to develop a journey map for eachproduct or service with the overall customer experience inmind.This may depend on a number of factors, including the depthand breadth of your products and services, the contextin which you provide these products, and the needs andconsiderations of your customer. For example, in a bankthe client experience of someone looking to open a simplesavings account would be considerably different fromsomeone buying a high-touch offering like a mortgage or lifeinsurance.10
7share this document:Where do I start? Whatinformation or data isrequired to create acustomer journey map?Rosalina Lin-AllenDirector, ClientStrategyAmy SullivanVice President ofCustomer InsightThe best place to start is with your existing customer relateddata, including web analytics, frequently asked questions (e.g.via call centre, email), and tapping into the knowledge baseof your stakeholders. Then, complement that with primaryresearch to fill in the gaps.An overview of all touchpoints Any behavioural tracking data – could be POS data orweb analytics, for example Any attitudinal data – could be social listening, verbatimanalysis captured through c-sats, customer service logs Any observations from employees involved in thetouchpoints Stakeholder needs, objectives, perspectivesThese are all helpful, but gaps can be filled effectively withcustomer research, if needed.insights for business11
8share this document:Who in my organization canbenefit from the insightsgenerated from mappingthe customer journey?Steve MastPresidentAmy SullivanVice President ofCustomer Insightinsights for businessCustomer experience touches all aspects of any business,therefore, a customer journey map would benefit many peoplewithin an organization. For example, marketing and brandingwill use the map to identify and create tipping points in thejourney to move a customer to the next stage in the path topurchase. Product development, customer service, front linestaff, distribution and executives all benefit from the power ofunderstanding the customer journey.Everyone. A good understanding of the customer journeyshould involve some reflexive thinking within an organizationabout “what does this mean for me?”12
9share this document:What impact do mobileand social technologieshave on customerjourney mapping?Rosalina Lin-AllenDirector, ClientStrategyMobile changes the path to purchase and shifts the powerdynamic within the store environment. Traditionally, the path topurchase was linear and brick-and-mortar businesses focusedon driving customers to their physical location. Once thecustomer arrived at the store, customers relied on the storestaff for information and recommendations.Today, customers have access to peer ratings and reviewsand competitor information while they are on your premises.As a result, the power dynamic has shifted and the store staffno longer have the same unwavering authority as before.Mobile also enables immediate action (e.g. donate at acharity event on the spot through mobile) and offers newopportunities to bring your brand to the forefront (e.g. utilitiessuch as Manulife’s CoverMe Packing App, designed to keeptheir travel insurance product top of mind).Randy MathesonDirector, EmergingMedia Trendsinsights for businessNot understanding the impact that social media can have onyour business is a dangerous gap in business intelligence. Thenews of a bad experience with a customer-facing employeecan spread through a social network within minutes, with thepotential to impact everything from your brand reputationto your stock price. By mapping the customer journey withmobile and social in mind, you’ll be able to see where yourmobile and social media strategies can have the most impact.13
share this document:The TeamSteve MastPresidentSteve’s keen eye for creativity, design and understanding oftechnology stem from a uniquely diverse background. Oftenreferred to as the “Digital Architect”, Steve was educated asan architect however he began his career as a Video GameDesigner and Producer in the early ’90s.In 2000, Steve joined Delvinia to build its interactive designand digital marketing practice. His focus on creating anenvironment where his team and clients can play, learn andgrow together has been pivotal in creating Delvinia’s list ofdistinguished clientele, RBC Royal Bank, Manulife, Microsoftand Rogers to name a few.Amy SullivanVice President ofCustomer InsightWith nearly 15 years of experience in media and marketresearch, Amy has a particular expertise in print publishing,interactive media and communications, online panel-basedresearch and on- and offline campaign effectiveness.As Vice President of Customer Insights at Delvinia, Amycurrently directs research and provides thought leadership,leveraging both qualitative and quantitative methodologies,facilitating, and consulting on digital strategy and customerexperience design. She ensures consumer needs andinterests are met by contributing insights toward innovativedigital design strategies that enhance the user experience inonline, mobile, and other digital platforms.Rosalina Lin-AllenDirector, ClientStrategyinsights for businessRosalina is a well-rounded interactive veteran with an MBAin Strategic Management and Marketing. Catching the digitalbug early, Rosalina joined the field in 1995. Over the years,Rosalina has passionately helped numerous clients leveragethe digital and Internet channels to improve customersatisfaction, create operational efficiency and increaseawareness. In addition to leading the digital practice at theOntario Lottery and Gaming Corporation for 8 years, clientsRosalina serviced include Ivey School of Business, RBC RoyalBank, Bell, Sympatico.ca, City of Mississauga, and SonyCanada.14
share this document:Charles Sue-Wah-SingDirector, Design& InnovationFor more than 15 years, Charles Sue-Wah-Sing has beendefining and designing a wide variety of digital products frome-commerce platforms, publishing systems, financial toolsand mobile applications, to designing marketing campaignsand user interfaces for smartphones. Charles has held rolesas a graphic designer, information architect, creative directorand strategist. For five years, Charles ran his own userexperience company working with clients like RBC RoyalBank, The Globe and Mail, and Canwest. He hopes to bringa fresh new approach to designing customer experiences forDelvinia.Randy MathesonDirector, EmergingMedia Trendsinsights for businessAs Director of Emerging Media Trends, Randy Mathesonprovides leading edge digital solutions and creative socialengagement strategies for internet and mobile platforms.Randy brings together more than 20 years of experienceas a designer, developer and content specialist. He leadsknowledge-sharing initiatives at Delvinia; organizing learningand discussion sessions on the latest topics and bestpractices for social media, mobile and other technologyplatforms. Randy is an early-adopter of new technologies anda highly active user of social networking sites and appliesthose learning to internal initiatives as well as client projects.15
share this document:Contact us todayto set up an appointment:Insights for your business416-365-1455 x275cxm@delvinia.com
6. Does my business need a customer journey map for each product and customer? 7. p.11Where do I start? What information or data is required to create a customer journey map? 8. Who in my organization can benefit from the insights generated from mapping the customer journey? 9. p.13What impact do mobile and social technologies have on customer .
L’ARÉ est également le point d’entrée en as de demande simultanée onsommation et prodution. Les coordonnées des ARÉ sont présentées dans le tableau ci-dessous : DR Clients Téléphone Adresse mail Île de France Est particuliers 09 69 32 18 33 are-essonne@enedis.fr professionnels 09 69 32 18 34 Île de France Ouest
It sharpens your eye for the road. Asking Questions Page: 1 . Prior Knowledge: What prior knowledge about reading strategies do students need to have before entering this unit of study? Retelling Monitoring of meaning. Making connections Definition What is asking questions? How do readers talk .
Do NOT give or suggest answers -PRACTICE ASKING GOOD QUESTIONS Observer Observe and take notes on whether the coach is asking Good or Not Good questions. After the conversation, provide (1) one thing the coach did well and (2) one thing the
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Asking Questions and Seeking Answers 3. Sometimes we may discover new information or have questions regarding the doctrine, practices, or history of the Church that seem difficult to understand. Asking questions and seeking answers is a vital part of our effort to learn truth. Some of the questions that come to our minds may be inspired by
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021 BIBLIOGRAFI 1. Rujukan Buku Bahasa Arab Abd al-‘AzÊz, AmÊr (1999), Fiqh al-KitÉb wa al-Sunnah: DirÉsah MustafÉdah TatanÉwulu AbwÉb al-Fiqh ‘alÉ Mukhtalif al-MadhÉhib wa al-‘ArÉ wa Tu’raÌu li Ammah al-QadÊyah fÊ Öaw’i al-IslÉm bi UslËbin MauÌË’iyyin Mu’ÉÎirin. j. 5,
Jan 15, 2010 · Latin 101 1-15-2010 ante diem duodecimum kalendas Februarius Verbs First Conjugation: (a as vowel) amō, -āre, love Person Latin English I amō I love you amās you love s/he, it amat s/he, it loves we amāmus we love you amātis you (pl) love they amānt they love
