Transcripts
1. What's this course all about?: Hi, and welcome to the course on service design,
customer journey maps. My name is tipo de
Bois and I'll be instructor throughout the
remainder of the course. Now, before you commit, you might want to know
what my credentials are, which is totally understandable. I am a manager in one of the largest consulting
companies in the world, and then active as a consultant in business analysis
and service design. I have been applying
service design in many high profile projects, especially in the
financial sector. I helped major
banks in designing and implementing complete
new offerings for their customers using the
service design mindset and several service
design techniques, which I would love to share with you during the remainder
of this course. In terms of academic records, I hold two master's degrees, one in financial
economics at another, one in general
business management. On top of that, I also hold many certifications for
data to serve as the site, such as design thinking,
business analysis, story mapping, Agile
Scrum and data analytics. So cut this out of the way. You might want to know
what's in it for you. After you have
completed this course, you will acquire everything
there is to know about service design,
customer journey maps. Customer journey maps are a very powerful tool
within service design. They create a holistic view of the customer experience at
different levels of scale and scope when interacting
directly and indirectly with the
company's offering. During this course,
we will go over the customer journey
map benefits, their building blocks, their
distinctive characteristics. We will also go over how to do story mapping with a
practical illustration, and we'll finish it all off
with real-world use case. I have access to the
handouts, templates, and my expertise in case you have questions about the course. Please note that this course
is part of a larger series. We also have other courses
that cover surface design, topics like service design
fundamentals and patterns, persona as prototypes,
service blueprints, etc. You should definitely
check those out if you like the
content of this course. The link should be in the
description normally. So who is this course for? Is basically for anybody looking to start a position
as a service designer, a business analyst and the business consulting
project manager, product owner, or
even a UX designer. Experienced professionals
that are looking to strengthen their knowledge
are definitely welcomes way. But that's enough for me. Now it's your turn to act. If you feel that this course
is something for you, then by all means, hop on board. And if not, maybe next time. In any case, I wish you a wonderful and educational day
and I hope to see you soon. Bye.
2. Introduction to customer journey maps: Hi, and welcome to this section
on customer journey maps. Customer journey maps are
one of the tools that make service design very,
very powerful. They make intangible
experiences very offensive and facilitate a common understanding
between team members. They are a way to visualize data in a simple and empathic way. Then they aim to also create a holistic view of the customer experience
at different levels of scale and scope when interacting directly and indirectly with
the company's offering. And the remainder
of this course, we will cover the
following lectures. We will do a small
introduction to what customer journey maps are
and why we need them. We will also look at
the customer journey building blocks and the, also the different
characteristics of what makes a
customer journey map. What is the need of
having story mapping? And also how to create a customer journey map
using Story Mapping. And then we also have a case
to make things a bit more practical and we will wrap it all up with some
key takeaways. Now, I would like to
circle back to one of the descriptions of the
customer journey mapping, which was the following. Customer journey maps aim
to create a holistic view. The customer experience at different levels
of scale and scope when interacting directly and indirectly with the
company's offering. This description needs a little bit more
explanation on to think. So, let's break it down. First of all, what exactly do
I mean by a holistic view? We have to understand
that a customer journey can start this from
the very beginning of the customer relationship, which is to create awareness around a need and also
looking for a product. Then it can go all the way up to the ambassador stage of the
journey where customers are surfaced so well that it even
become actual ambassadors and recommend the
company's products to other potential customers. This journey also
nicely ties in with the marketing concept
called the golden flywheel. The flywheel represents
the three stages of the customer relationship, being marketing,
sales, and servicing. At the center of the flywheel, we have the customer which
powers the flywheel. The better the customer
experience is at every stage, the quicker the fly wheel
will start to turn, which translates into a
virtuous cycle of growth. So the message here is that excellent customer
experience generates, generates more growth, etc, etc. Now, there's another part of the description I
want to focus on. Most specifically the part of the different levels
of scale and scope. As a service designer, you will usually need
several perspectives to represent different aspects
of one experience or service. This can range from a
very high level map showing an end-to-end
experience to more detailed maps focusing on a specific step of the
higher level journey, to even very detailed
step-by-step descriptions of micro-interactions. These levels are needed as you
shouldn't try to represent the full complexity of a service offering with all its options, such as decision trees or if then loops in one visualization. Instead, you should
try to capture this complexity by creating specific customer
journey maps that focus on the aspect of the service. And finally, I also
mentioned something about direct and
indirect interactions. What exactly do I mean by that? Is very likely that within the early stages of
the customer journey, the customer might not even know what products or services
could solve his or her neat and even
less know about the existence of a company
providing dose services. These steps are
often referred as the customer journey
gaps because there is no direct interaction between the customer and the company. Even if this is the case, the company should still account for these
gaps and aim to create an excellent
customer experience directly or indirectly. There's often translates to companies trying to
give away free advice. For instance, if I take the
example of banks in Belgium, when customers see they are purchasing power decreased
due to the inflation. They will look for ways
to invest your money. They are all aware
of the need and are actively looking
for a solution. This can be seen as a gap
in the customer journey, as banks are not yet interacting with customers at that stage. To fill the gap, banks will
try to help the customers by just giving away
advice about how to invest during times
of high inflation. Some of them even go as far as creating entire
academies around it needs to educate customers and this without asking
anything in return, they just want to
be top of mind when the customer is ready to move
from the research stage, which is normally indirect, to the purchase stage,
which is direct. Let's now go over the
different building blocks of a customer journey map. See you in the next lecture. Bye.
3. The building blocks: Hi and welcome back. In this lecture, I will go over the different building
blocks that you should include in your customer
journey. Here's the breakdown. First, you should always
builds your journey map around the experience
of one main actor. This actor should be an accurate representation of the customers you want to serve. There is another service
design tool that does a great job at
representing customers. Of course, talking
about the persona. If you haven't done so yet, I encourage you to also follow my lectures on persona's
for more information. Next, you need to map the main stages of the
actors experience. A good starting point could be the typical buyer
decision process, which starts with problem,
need recognition, followed by information search, evaluation of alternatives,
purchase decision, and finally, post
purchase behavior. Stages are like the backbone of the customer journey and
help to visualize it scaled. Each stage normally
contains several steps, which is the next
building block. O journey map, visualize
his experiences as a sequence of steps from the perspective of
the main actor. You have to see a step as any type of
experience the main, the main actor has, such as an interaction with another person or a
digital interface, which can also be
activities such as walking, waiting, or picking
up something, etc. To illustrate the
difference between stages and steps considered the
journey of going to the office. The stages could be something
like waking up, washing up, dressing up, having breakfast, dropping kids at school, driving and driving to work. The steps are subparts
of the stage. Let's take the steps
of the washing up. For instance, those steps
could be showering, drying up, brushing teeth, putting
some perfume on, and taking care of your hair. Next up, we have storyboards. Storyboards are used to
visually represent each step, true illustrations,
photos, screenshots, or sketches to tell the story
of specific situations, including their
environments and contexts. A storyboard
increases the empathy with the journey map and
allows for quicker navigation. Then there is the building
block of emotional journeys. Those are graphs that
represent the actress level of satisfaction at each step with a scale that ranges
from minus to plus two, which is very negative and
very positive, respectively. The goal of having these
emotional journeys is supposed to reveal the
experience friction points, but more on their use later. It's also important to
consider the channel. All the steps of the
customer journey happen in a specific channel, such as a face-to-face
interaction, a website, an application, a
TV advertisement, or a print advertisement. The channel aspect has, the channel aspects of the
journey has become more and more important in
the past few years. This is because
companies are employing an omni-channel approach
to serve their customers. Customers are used to switching between
desktop, smartphone, tablet, smartwatch, being
online, offline, et cetera. So it's only reasonable to assume that companies
have to follow this behavior as
well by enabling is smooth transition between
these different channels. To give you an example, imagine that you just
finished a simulation for a mortgage loan that you did on your laptop and are about
to sign the documents. Now, the question is,
how will you signed those documents in a secure way? The old way would be
to print documents, signed them, scan them, and then upload term. Wait a few days for
someone to check the information and
the signature and then receive a
confirmation that you will need that you'll indeed
receive the mortgage. I would guess that
this process takes between 12 days
and that's quick. A more friendly approach
could be to execute the digital signature via
smartphone. Imagine this. You just confirm that the end of the mortgage simulation that you want to sign the documents, you receive notification
on your smartphone within seconds in forming that your documents are
waiting to be signed. In your mobile application, you click on the notification
and are directly redirected to the signature
flow within your banking app. This is where you can
digitally sign them, your documents with
your pin code or biometrics like
fingerprint or a face ID. After a successful signatures, the documents are stored on all the devices where you can easily download or
share them if needed. This whole process may take
you less than three minutes. I can tell you that I prefer
by far the second journey, which is a good example of
how companies are currently leveraging on the
channel capabilities. After the channels, we have
to consider our stakeholders. It's important to
mention for each step, who is involved or contributing to the successful completion
of that particular step. Stakeholders are either
considered to be internal, like employees or external, like technology
suppliers or customers. This information
helps you to identify potential key actors that should be included
in the research, the prototyping and
implementation. Please consider my lectures on stakeholders for more
information around this topic. Another building block is something called
the dramatic arc. A dramatic arc illustrates the level of the main
actress engagement. At each step, we consider a
scale that ranges from one, which is a, which represents
a low engagement, up to five, which represents
a high engagement. In service design, these
arcs are often used to reflect on the base and the
rhythm of an experience. Please note that
the dramatic arc is different from the
emotional journey, which measures, which measures
the customer satisfaction. Let me illustrate the
dramatic arc with an example. Imagine the scenario
of you making a transfer to your friend to
pay them for restaurants. If the transfer fields, you will be annoyed most
probably nothing more. Imagine a different scenario where you have to make
a transfer again, but this time to make
a down payment for buying a house is a
transfer fields here, you will likely be very annoyed. When I tried to illustrate with T scenarios is that
the step is the same, but the level of engagement
is completely different. Making a transfer for paying
and dinner is a whole less engaging compared to making a transfer to your dream house. Even if the actions are
literally the same as a company, you don't want to mess up
the high engagement steps. You have to make sure
that the customer is not satisfied at these moments. It's less of a problem. Lower engagement moments. It's important to remember that high engagement moments don't always match exciting
and flashy moments. If very quiet moment
can be highly engaging to it just has to be
relevant to the customer. Crucially, a high point on
the dramatic arc is not necessarily good and a low
point is not necessarily bad. The height of the dramatic arc represents engagement,
not satisfaction. We might think of a
high-value as thrill and a low value as Jill. Mapping these levels of
engagements help you to analyze series of elements
in the customer journey, such as the duration of the high or low
engagement moments. Whether promises are fulfilled early on in the flow or
more towards the end. Should low engagements
moments become high engagement moments
and vice-versa. Other dangerous zones within
the customer journey. Danger zones are
moments where there is a high engagements and
a low satisfaction. You can identify these
zones by combining the emotional journey
with dramatic arc. Next building block or
the unhappy scenarios. In here, you need
to ask yourself at every step what could
possibly go wrong here. This piece of information
helps to check if appropriate service
recovery systems are being put in place. Important scenarios are
problems that can happen, can then be visualized as
separate journey maps. We have to be careful, however, with defining unhappy flows. More often than not, it creates extra complexity and the solution that you will
offer to the customers. This extra complexity
might even impact the overall customer
experience of the happy flow. So always ask yourself whether
the unhappy flow you're trying to solve is happening
on a frequent basis. And two, how many customers? We don't want to develop solutions specifically
for edge cases. It's often not worth
the effort or the cost. And finally, we
should account for the research data
that was collected, a map the impact to
the different steps. Research data can
be qualitative, such as quotes from
customers or employees, observations from researchers, or videos, photos
and screenshots. It enriches a journey map and
improves its credibility. And research data can
also be quantitative, such as statistics
and metrics are, for example, satisfaction
surveys for specific steps. Or even to identify how performing a
certain channel can be. In terms of hit ratio. These were the standard
building blocks for any customer journey map. Of course, it's always possible to add additional information to customer journeys that you believe to be relevant
to your specific case. It's up to you to decide really, but keep in mind that
you want to have a customer journey that
is easy to understand. So there is a limit to
how much you should add. In one view, consider to create a separate customer
journey if you feel it becomes too cluttered. One of the elements that, that you could add or
the backstage processes. Basically, with this
building block, you link the tip of the iceberg with what
lies beneath it. These are the these
are most likely the back-office processes, backend processes, IT
systems and the like. These processes are often visualized using
process flowcharts. I won't go too much into detail as there is another
lecture that we'll do a deep dive on this service design tool
called service blueprints. These servants blueprints
will do exactly that. Linking the front stage
and the backstage. Together. This
concludes the lecture on the building blocks of
customer journey maps. In the next lecture,
we will cover some customer journey
map characteristics. I hope to see you there. Bye.
4. Share your thoughts!: Hi, TiVo here. Sorry for the small
interruption. I just wanted to let
you know that if you're liking the course up to here, that you can already
leave a review. Read use are extremely
helpful to me as they let me know what is already good and
what I should be improving. And it's also very helpful
to your fellow students as they know if this course
is worth following. Well, that's it for me. I wish you a nice
educational day. Bye.
5. Characteristics: Hi, and welcome back. In this lecture, we will go over five customer journey
characteristics to help us identify different types
of customer journeys. The characteristics that we
will cover are the first one, the customer journey,
reliability, then the state of the
customer journey itself. The actor perspective, the overall scope and
scale of the journey. And finally, the
customer journey focus. So let's first start
with the reliability. Reliability checks whether
the customer journey map is mainly based on assumptions
or an actual research. In general, research-based
customer journey maps are more reliable than the
assumption based ones. However, the latter
also holds its value, especially when the input comes from subject
matter experts. In both cases, you should always check what the sources
of the information. You don't want to build your offering based
on superstitions. The next characteristic is the state of the
customer journey. A customer journey
map can visualize the current state
of the experience. It can be used to visualize the future state
of the experience. Current state maps describe
how someone experiences and existing service or
physical digital product. Current state journey
maps are mostly used to find gaps in existing
experiences and identify opportunities
to improve the services and physical
digital products. Future. State journey maps visualize the potential
experienced someone might have with not yet
existing services or products. Future state journey maps, how people to imagine, understand, and even
experiment with potential experience
and contexts of use. They can help to select
which aspects or specific steps should be
prototype and test it. I highly recommend to always
map both states and it gives a very clear message as to where the gaps lie and
how you can improve them. Let's move on now to the main actor perspective
characteristic. This characteristic accounts
for whether the journey is made for external users
or internal users. External users will most
often be customers, but it can also be suppliers, government agencies,
audit companies, etc. On the other hand, internal
users or is offering referring to employees or departments or the
company itself. Maybe you might wonder
why a company is looking at increasing the user
experience for their employees. Shooting companies Full
be focused on increasing the experience of
their customers, set up their employees. Well, both are linked. To put it very simply, happy employees make
for happy customers. Making sure that
the experience for your employees is optimized as sick as it has a
significant impact on the customer experience. I'm sure that you must have
had a bad customer experience because of an unhappy employee that wasn't willing to help you. Providing employees
with the right tools in nice office space, a fair salary package, etc, will ensure that they themselves will serve the
company's customers. The best possible experience. To give an example,
I have worked at financial institutions
that found the employee Net
Promoter Score to be as important as the customer
Net Promoter Score. If you don't know what the
net promoter score is, also known as NPS. It's basically a metric which measures satisfaction based on the customers will to refer a company's products
or services to others. So those financial institutions would invest heavily in tooling, training, HR, and so on. Just to keep their employees satisfied and recruit high
performing individuals. Because they knew that
their employees are key to customer experience
and could even be one of their unique
selling propositions. Up next, we have the scope
and scale characteristic, which defines the level of
detail of journey maps. Essentially, it depends
on two factors. First, the stage of the
project and second, the goals to be reached. For example, say that you made some research on
the different steps of the customer journey
and you want to match that research
to the steps. In this case, you'd better go with a high level
view of your journey. Now, consider that you uncovered an important gap
in the customer journey and that you want to communicate your idea on how to
manage that gap. You'd better go here with a focus journey that just looks at the steps where the
improvement would happen. Just think of it as a movie. Some things might be covering multiple years
of the main actors life. While other seeds just cover a two minute conversation between the main actor
and somebody else. This illustrates that the
two-minute conversation is important enough
to be zoomed in on. The more you zoom out, the longer the
experience you will illustrate this with
probably less details. The more you zoom
in, the shorter the time span becomes the
experience you illustrate, but with more details. Often this is not an
either or decision. You have to constantly switch between different zoom levels. And finally, we have arrived
at the focus characteristic. The focus characteristic looks
at whether the journey map is product centered or
experienced centered. In order to clarify the
difference between these two, I first have to explain
the concept of touchpoints and moments of truth,
also named MIT's. Touch points can
be considered as all interactions between
a customer and a company. These touchpoints can
involve different channels, such as watching an
advertisement on TV, reading more about
a product online, chatting with the
customer service, executing tasks and a
mobile application, etc. Touch points can be direct, such as calling a
hotline or retrieving information from accompany
worksite, or even indirect, such as reading reviews on a third-party website or hearing from the
company's offering, true other individuals
by word of mouth. Moment of truth are
steps that are recessive for a user, customer
or organization. These are steps that heavily impacts the impression
of a customer that customer has regarding
a brand's service or physical or digital products. To give an MOT example
from the financial sector, studies have shown
that mortgage loan is a key deciding factor for
customers to change banks. Hence, why you should
always be shopping at different banks when
you're looking to buy a house and trying
to get a mortgage. Because you will be surprised
about deals that you can make when you let banks
compete between each other. Banks know that this
is a key moments to acquire a new and
loyal customer. Mit's are even more important
for insurance companies. Very often, the only
moment that you really interact with an insurer
is when you have a claim. So you will judge your insurer based on how they will
handle that claim. Insurance companies
node is very well and we'll try to do everything
they can to offer you a, to offer the customers a smooth claim
management process without any worries, preferably, customer engagement is
usually quite high at those moments since something
bad happened in general, when the insurance
companies need to step in, like a car accident
for instance, you want it to go smoothly
at that specific moment. Now that we know
what touchpoints and MIT's or we can go a bit deeper into the
concepts of products centered and experienced
centered journeys. A product centered journey map is a journey map containing only touch points between the
customer and the company. In a previous lecture, I refer to these touch points
as direct interactions. In other words,
products centered customer journeys only
includes steps that represent an interaction
between a customer with the company
service or products. These journey maps leave the, they tend to leave
out all the steps outside the reach
of the company. In some cases, product-centric
journey maps are useful to visualize a specific and
rather detailed experience, such as the onboarding
experience to a piece of software or to visualize a
very high level experience, such as a customer
lifecycle map. But be careful. More often than
not, these journeys are created by people who assumed that customers only have the company on their mind, which is obviously not correct. So this might lead to float
customer journey maps that have been accounted,
experience gaps. Experience focused
journey maps reflects on the situational
context and show how touchpoints are embedded
in the overall experience. In many cases, using a service or product is not the main
goal of the customer. You might have heard
of the saying, people don't want to buy
a quarter-inch drill. They want a quarter-inch hole. But in fact, people rarely want a hole
in the wall either. They want a comfortable
living room by hanging something
on the wall. To achieve their goal, customers often need to do
a series of activities, such as agreeing on the painting with their partner,
buying the painting, drilling a hole in the wall, screwing in hook, and finally
hanging up the painting. Focusing only on the drill or the painting or the hook would miss the main point of why
people use these items. And experienced
centered journey map can lead to better
insights about what people really want
to achieve and not only how they
interact with accompany. This also changes the design challenges
companies strive to solve. For example, instead
of just asking, what is the mortgage simulation experience for our customer? Which is a more products
centered question. We move more and more
to questions like, what is the overall experience of people moving to a new home? Which is a more experienced
centered question. The key takeaway here is to create experienced
centered customer journeys and not just products centered customer journeys.
And that's it, folks. In the next lecture, I will introduce the
story mapping technique and explain why this is a very powerful tool to use in combination with customer
journey mapping. Hope to see you there. Bye.
6. Story mapping benefits: Hi and welcome back. In this lecture, we will go over why there's a need to use a tool such as story mapping and how it impacts
customer journey mapping. Mapping will help us
to do two things. One, it will help us to identify the main stages and steps
of the customer journey, which is exactly what
we're looking for. And to as a bonus, it will help us to
prioritize features at identify the minimum
viable product, also known as the
MVP of the offering. Now I hear you think, Okay, story mapping is a good
tool to identify the stage, send the steps of the journey. But why is there a need to
know about this MPP thing? The MPP is just
about prioritizing features and not about
creating journeys, right? Well, yeah, that is
partially correct. But I do believe that
as a service designer, you should also know
about the concepts such as the MPP and the agile
development framework. And here's my reasoning. If you want to stand out
as a service designer, you need to be able to envision the ideal
customer experience, also known as the
target concept. But you also need to define how to get to
that ideal experience. In other words, how do we
get to that destination? What are the intermediary
steps that are required? Hear, hear you thinking again. Why is there a need for
intermediary steps? Can't we just go
directly to the target? Unfortunately, the answer is no. When immediately trying
to go for a target, companies often face
important constraints, such as lung development, lead times, butcher, think
capacity constraints. High. It risks due to delivering big monolithic pieces of software with lots
of uncertainty. And the most important one for a service designer is that we
get late customer feedback. You are simply in the
dark for too long and you don't know whether
you are building the thing, right, or even the right thing. So for these reasons, it's important to work with smaller product
increments which are developed and
delivered to customers on an iterative and
frequent basis. That way we can check
if we are building the right thing and also building it right
as we go along. And that's exactly what story
mapping helps us to do. It helps us to identify small product increments
and build a roadmap towards the target concept that is visualized in the
customer journey map. The first product increments
is also called the MTP. This is the first increment
that we want to deliver to our customers as it provides them with a
sufficient amount of value. And we can already capture
their feedback early on. We can use this, if this feedback to
further notch and adapt the next increments and make our way up to the
target as a whole. What are now the story
mapping prerequisites to bear in mind?
There's four of them. Story mapping is a
collaborative exercise. You should involve multiple
experts in a workshop in order to enrich the
customer journey map as much as possible. If you want to know more about
how to conduct workshops, I have a course on requirements elicitation
that covers just that. Don't hesitate to check it out. Now, let's get back on topic. The next prerequisites in Story Mapping is to always have their customer
journey on your mind. However, you don't have to bring real customers since you have something that
closely resembles one. Of course I'm talking
about the persona. So don't forget to
bring in the persona to the workshops and make sure that everybody is aware of
its characteristics. Another prerequisite
is to include qualitative and
quantitative research data in the exercise where possible. Remember that research-based
customer journeys are preferred above assumption
based customer journeys. If you have data that you can share with the participants
of the workshop, you should definitely do so. It will only improve the
quality of the exercise. And finally, you have to
keep in mind that story mapping does not account for
the other building blocks. In the customer journey map. You can decide to add these
blocks in the same view as the Story Map or in a separate view. It's
really up to you. I hope that I was
able to convince you of why we need story mapping to create our customer journey. In the next lecture, I
will go over how to create a customer journey map using story mapping techniques.
Hope to see you there. Bye.
7. How to create a story map: Hi and welcome back. In this lecture, I will go over the different steps of storing
mapping and how we can apply it to create the stages and the steps of our
customer journey. The easiest way to go
about story mapping is to split it into
three distinct steps. Step one is about mapping all the stages and steps that a customer journey
will encounter. This information that you can uncover true if observations, interviews, workshops,
user tests, et cetera. Step two is about mapping all the user tasks that
happened under each step. And finally, step three is about defining what user tasks
should be a part of the MPP and what
should be part of the second or third product
increments and so on. Let's again use a
practical example of going to the office. So imagine that we serve as a scientists have
been tasked with drawing the ideal
customer journey of waking up and
going to the office. Starting with step one, which is defining the
key stages and steps. The first stage is waking up, which consists of two steps. These are getting out of bed
and tidying up the bedroom. The next stage is to do
some warning exercise. In here only saw one step, which is a fitness session, but perhaps that
some of us might still go for a run afterwards. Next up, we have the
personal hygiene stage. In here we have two
steps which are sharing and taking
care of face and hair. And after that, we
have dressing upstage. And here I saw two
distinct steps, which is putting on clothes
and doing a mirror check, just making sure that
you look presentable. It's now time for
the next stage, which is having breakfast. Here essentially salt two-step, which was eating breakfast and checking essential info
like reading the newspaper. Now it's time to prepare a
bag before going to work. And the final stage is
actually driving to work, which consists of two steps. And these are doing
the final checks and moving and driving to work. That's step one of the
story mapping exercise. Let's now move to step two, where we go a level deeper
into the user tasks. I'm not going to go over
all the user tasks. But you can see on the
slide that we can really describe what a user is
actually doing in each step. Take the putting clothes
on, for example. Here we put, put on underwear, socks, pants, belt, suits, etc. This step is quite important for the service designer
as it should be a representation of the target concept of the
customer journey map. It's the presentation of a
perfect morning routine. In the next phase, we will define what
the MVP looks like. To make the concept of
an MVP more tangible, let's assume that
this whole list of tasks takes about one
hour and 20 minutes. But now you notice that
you overslept and you only have 40 minutes
left to get to work. Now that means that
you have to drop some tasks because we want to arrive to work on time
and with a reasonable scope. So at least we need to be
wearing something presentable. If it were up to me, I withdraw the MVP line as you
see on the slide. So what's above the line is
what we should do first. And what's below
the line is what we should do if we had more time. As you can see, I focused on
the most important tasks and left out the ones that are not needed in the first
product increment. By removing steps, we see that also many of the
steps can be skipped, such as tidying the bedroom,
the fitness session, showering mirror checked,
eating breakfast, and checking essential
information. Other steps are still needed, but could include
already less tasks. The ones that remain are
either technically required, think of driving to work
or getting out of bed, or are non negotiable in terms of the value that they
bring to the customer. I, for instance, will
always make sure that I am secured with a
seat belt in the car. This can just simply
not be dropped. To make a roadmap of increments, you do the same
slicing exercise with the audit tasks and put them in separate products
increments as well. So if we translate this back to our morning routine example, we could get something
that goes as follows. Let's say that we
overstepped again, but we still have one hour left instead of the
meager 40 minutes. It's not quite enough to not quite enough time to execute our ideal
morning routine, but we could still add some
user tasks to it with, for instance, considered a showering step to
be included again. So this could be your
second increments. And you do this again
for the third increment, which could be the
breakfast for instance. And you have to do
this again and again until you achieve the
full morning routine, which is our target concept. You have to understand
that there is no real framework to
making these decisions of prioritization is based on a mixture of customer value, business value, and
technical complexity. As a service designer, we need to participate in
this type of exercise and to ensure to represent the customers interests
as much as possible. And voila, I hope
that I was able to give you a better
understanding of how story mapping works and
how it can be applied to identify target
concepts and also the MVP. In the next lecture,
I will cover a real life use case to make
things even more practical. And I will also introduce
a small project to help you solidify your fresh
the acquired knowledge. See you there. Bye.
8. Customer journey map case in point: Hi, and welcome to this
case in point lecture. In here, I would like to go over a concrete use case where it
was involved into defining and assess customer
journey for clients wanting to switch to a new
pension insurance product. The goal was to make sure that the transition happened
as smoothly as possible and to
use this window of opportunity to acquire
new customers. But first, let me give you a little bit more context
around to protect the sudden rise
and inflation has wiped out returns for
guaranteed income, pension and insurance products. This type of products
are called Tuck 21. A possible solution to protect returns from
inflation was to move customers to a more
risky asset class of insurance products, which are called Taq 23. These products come with a
potentially high return, but this is not guaranteed
and losses are also possible. Of course, a prerequisite
is to ask the customers for their approval and check if their products fit
their risk profile. Our mission consisted of
mapping the existing or as this customer journey
and to identify customer experience
friction points that should be improved. I will first go over the customer journey
characteristics and then go over the different
building blocks. So the first characteristic
that we need to define upfront was the reliability
of the customer journey map. We decided to base a customer journey map
on actual research, where we used two
types of sources, being one-on-one interviews
and observations. The one-on-one interviews
were done with customers that just switch to the new
tech 23 insurance product. We were especially
interested in knowing what their overall
experience was, doing, the whole situation,
the whole transition, and to describe every step
as best as they could. Tip that I can give you here
is to ask questions that link back to the building
blocks of the customer journey. Next to the interviews, we also did observations where we looked for
volunteers that were willing to
do the switch and to observe all the
steps that they took. This approach is more
exhaustive than the interview. As the observer is able
to pick up more things that somebody who is doing the process might not
notice themselves. The next characteristics
that we had to define, what's the state of
the customer journey. So remember that a
customer journey map can visualize the
current experience, also known as the current
state journey map, or can be used to visualize
the future experience, also known as the future
state journey map. So in our case, we went with the current state
customer journey map as we first wanted to find existing
friction points that we could target with
specific improvements. These improvements
can then be mapped in the future experience
journey map. Let's move on now to the
next characteristic, which is the main
actor perspective. In our case, the main actor is an external customer that subscribes to a new
insurance product. Up next, we have the scope
and scale characteristic, which helps us define the level of detail
of the journey maps. Here we decided to
start our scope with the inflation increase and make it stop with a
subscription to the new product. We could also take
servicing into account, but this was not in scope
for our stakeholder. As we were in the
beginning of the project, we kept the scale
at a high level, but we would have been
able to dive deeper into every step of the journey and further define the sub steps. As for our final characteristic, we need to consider the
focus of our journey. Remember, this
characteristic looks at whether the journey map is product centered or
experienced centered. We opted for an experienced
centered approach. This means that we also
looked at touchpoints where the user was not directly in
contact with the product. This will enable, this
enabled us to identify less obvious friction points
where our stakeholder could also play a role to
offer our customers with the better user experience where competition
might not look at. Let's now go over the
different building blocks. Before drawing the
stages and the steps, you first defined who we were drawing the
customer journey for. We used an existing persona that the bank was already
well-informed about. The most important
requirements we had for our main actor
was that they were concerned about protecting
their capital from inflation and that they already possessed a pension
saving product. When it comes to stages, we kept it pretty
straightforward. We just use this basic stages of awareness, research,
and purchase. They represent the state
of mind of our customers. As I said before, we could
also have added servicing, but this was out of scope. Next, we have the steps. We were able to identify
these things to the observations and one-on-one interviews
that we conducted. Actual customers.
Basically we have six steps which can further be divided into sub
steps if need be. These six steps were being aware of the inflation
increased due to the crisis. Being aware of the
negative impact on the pension insurance
profitability. Searching the web for
alternative products, talk it over with the
insurance broker, receive and review offers for alternative
pension products. And finally, subscribe to
the new pension products. It tip that I can
give you here is to always include verbs
in your steps. You want your steps to present an action that a user executes. Adding verbs makes
this step more active. Then we have the storyboard. This is simply used to make the whole customer journey more readable and increases
empathy with the user. For the design team, we used to mix a
facial expressions and pictures to convey
what's in the steps. Continuing with the
emotional journey, it depicts how satisfied
or dissatisfied user was. At each specific step. We're able to identify
this information by asking customers directly how they experienced a
specific step and by also observing
their body language. As you can see, customers
were quite unhappy when they discovered that inflation
was impacting their savings. But we also noticed that
they were unhappy at a moment of subscribing
to this new product. This was mainly due
to the amount of documents that
they had to print, sign, scan, and send again. Also, there was some
back-and-forth with the contracting department as not all documents were
very, very clear. Next up, we have the we have to identify in which channel
the steps happened. Here. We quickly notice that
the full process, what month was not very digital important parts of the
journey we're still done over the phone or physical meetings and documents
were signed physically. Next, we also displayed the main stakeholders that
were involved. At each step. We noticed that within
the last steps, a stakeholder from the contracting department
would also contribute. We noticed that they did
not have the same level of customer care compared to the insurance broker,
for instance. This became quite clear
on the last step when the customer had questions
around to contract, which are not answered clearly
by the contracting team. And adding to dislike
of customer care, the contracting
team doesn't have all the information regarding
the needs of the customers. So they can't always answer the customer and have
to involve the broker. Again, this ping-pong
between the broker and the contracting
team doesn't really convey a professional
image to the customer. Then we have the dramatic arc. Here. We depicted how engaged the customers felt
with this particular step. This is different from
the satisfaction as you can be very engaged
without being happy. Just think of when you are
driving on a busy motor wave, for instance, engaged but not especially happy or unhappy. We were able to filter
this information out from the interviews
and observations sessions. Again, you especially
have to pay attention to the points where there is high engagement
and satisfaction. These are major experience
friction points that have to be tackled. As you can see, the last step has quite a high engagement, but the customer is not very satisfied with the
current process. So this is definitely a step
that needs to be improved. The same goes with
the second step. Perhaps the insurance
company could play a more prominent role here. We also need to think of
the unhappy scenarios. We listed a couple of ones here, but you can really create
a never-ending list on an, on an unhappy scenarios. We decided to just list the
worst-case scenarios at every step and have other unhappy scenarios
listed somewhere else. To mention an example,
in the last step, we listed that a
possible scenario was that a customer it
doesn't sign the documents because there's just too
many of them and it's too cumbersome for them to sign
them all and send them back. And finally, we have the
data building block. Here you want to mention
important pieces of qualitative or quantitative data that you are able to pick
up during your research. An important piece
of information in the fifth step where that management fees and
entry fees are seen as the most important decision
factors for customers. And that's it for the
customer journey map. With this view, we were
able to identify and assess multiple friction
points which we could target with a future
customer journey map. We especially focused on
step two and step six, where we made a proposition
to the stakeholder to review their paper-based
subscription process and to consider a digital flow. We also proposed that the
insurance companies should play a more active role in
educating their customers regarding the impact
of inflation on their saving and how they
could better prepare for it. And now it's your turn. I would like you to draw a customer journey that
you are familiar with. You basically need
to do three things. First, you need to define
the characteristics of your journey map. Next, you have to define
the building blocks. And finally, I want
you to identify friction points that you
would like to prioritize. If you can't think of any
customer journey map examples, don't worry, I have a couple
of ones listed here for you. Going to a fancy restaurant, taking the plane, buying
a pair of headphones, buying a couch
with your partner, making breakfast, or
preparing a job interview. If you happen to have questions, don't hesitate to contact me. I will definitely do my best to help you out
as much as I can. So the only thing that stays, that remains for me
to do is to wish you good luck with the
assignment and to have fun. Bye.
9. Customer journey map key takeaways: Hi, and congratulations
for finishing the section on customer
journey mapping. Let's quickly go over some of the key takeaways. Shall we? Customer journeys aim to create a holistic view of the
customer experience at different levels of scale
and scope when interacting directly and indirectly with
the company's offering. A customer journey has multiple building
blocks that you definitely need to
include in your analysis. These are the main
actor or the persona. Stages, the steps, storyboards, emotional journey,
that channel of the interaction,
the stakeholders, the unhappy flows, the
data used or produced, and other relevant elements to the customer float, like
backstage processes. A customer journey also has multiple characteristics
that you need to take into account, such as reliability, the
current or future state, the main actor perspective, and the focus of the
customer journey map. And the last takeaway is that
you can use the Story Map, the story mapping exercise
to build the stages and steps of your
customer journey and to create a product incremental
roadmap based on some sound prioritization
decisions and follow. This concludes the lecture
on customer journey mapping. I hope that I was able
to provide you with some valuable insights into what the customer journey exactly is. Why this, why
they're so powerful, and also how it is used
effectively within Services. I would like to wish now a
wonderful and educational day. Bye.
10. Wrapping up: Congratulations on
finishing the course. You can tap yourself
on the back. You deserve it. Before leaving you, I
just wanted to give you one more important
key takeaway. I mentioned it before, but please remember
that serve as the sign isn't just a
tool, It's a mindset. So I do know that we have spent quite some time on the tools, but they are only as effective as the
person handling them. As a service designer, you have to put the customer at the center of
everything you do. Be pragmatic, focused on
co-creation, be very hands-on, and find a balance between
technical feasibility, customer needs, and
business opportunities. If you keep these
things in mind, art, you'll see that the tools
you're using will work wonders. I can assure you that much. I still have one more
bonus takeaway for you, which is to relax and
do something fun. Indeed, it's no time
to give your brain a break and let it process everything that
you've just learned. This will solidify
your knowledge and make it stick longer. If you like the course, don't forget to leave a review. And if you want to see more
content coming from me, I have a course on requirements elicitation that's definitely
worth checking out. Okay, that's all from me. I wish you a wonderful
and educational day. Bye.
11. Share your thoughts!: Hi TiVo here. Congratulations
for finishing the course. I hope you got something
out of it and it will be helpful in
your future career. In case you'd like to course, please leave a review and let others know what
you liked about it. That seems extremely
helpful to me and it's also helpful for other students. Now, if I go have a nice
and educational day, Bye.
Thibault Dubois, Manager in business consulting
