Daniel Ewerman, Thought leader, author, board member and founder of Transformator Design and Custellence, talks about customer experience and the future of service design, at a SDN Gothenburg Meetup September 2018

1. © Custellence 2018
Skiss
Utbildning
Customer Experience and
what the future holds
Daniel Ewerman

2. © Custellence 2018
Skiss
Utbildning
1. Customer Experience
2. What the future holds
Daniel Ewerman

3. © Custellence 2018
Skiss
Utbildning
1. Customer Experience
2. What the future holds
Daniel Ewerman

4. © Daniel Ewerman 2018DANIEL EWERMAN
1998 2017
Who am I
● Consultancy company in Service Design & Customer Experience Design
● One of the world leaders in the field
● 300+ successful projects

5. © Daniel Ewerman 2018DANIEL EWERMAN
● Custellence is a tool for all kinds
of Customer Journey Maps
● Organize insights, ideas and
solutions
● Present, collaborate and engage
with professional maps
● Boost your value creation and
customer focus

6. Why is the
Customer Experience
crucial today?

7. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
The one knowing the
customers’ best and
have the ability to
transform that into offers
will be a winner

8. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
When everything is alike,
the customer experience is
the only differentiator

9. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Happy customers
are cheaper than
angry customers

10. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Its more fun to work
in organizations that
the customers like

11. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Customer power!

12. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Digitized confusions will
not lead to higher efficiency

13. A fantastic opportunity

14. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Stop doing things
the customers don’t
care about

15. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Customers’ live their
lives, they are not
in a channel

16. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Find and solve the root
causes when the customer
experience fails

17. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Create a coherence
between satisfied
customers and
satisfied employees

18. © Daniel Ewerman 2018DANIEL EWERMANDANIEL EWERMAN
Ensure that
development projects
fulfil customer needs,
not only internal needs

19. Development with the
customer at the center

20. © Daniel Ewerman 2018DANIEL EWERMAN © Daniel Ewerman 2018DANIEL EWERMAN
The challenge is, that
we do not know what
the problem is

21. © Daniel Ewerman 2018DANIEL EWERMAN
1
Define the problem
together with customers’
2
Develop the solutions together
with customers’

22. © Daniel Ewerman 2018DANIEL EWERMAN
Why, why, why,
why and why?
Success factor 1

23. © Daniel Ewerman 2018DANIEL EWERMAN
Empathy
Success factor 2

24. © Daniel Ewerman 2018DANIEL EWERMAN
Ability to innovate
based on the needs
of others
Success factor 3

25. © Daniel Ewerman 2018DANIEL EWERMAN
Model that visualizes our
business from the
customer's perspective so
that improvements are
made from the customer
(and not from ourselves)
Success factor 4

26. The Customer Journey Map

27. © Custellence 2018
Searching for
options
Explore different
options
Select between
different options
Order
Basic elements in a Customer Journey Map
Insights
Emotions
Customers
steps
+ Something

28. © Custellence 2018
Searching for
options
Explore different
options
Select between
different options
Order
Basic elements in a Customer Journey Map
Insights
Emotions
Customers
steps
+ Something
There is a consensus
about what elements
have to be in a
Customer Journey Map.
But not what can be
added, and still call it a
Customer Journey Map.

29. © Custellence 2018
And the value comes
from what we add for
execution - the change
driving lanes

30. © Custellence 2018
Example: This is a map with opportunities and
ideas as additional lanes

31. © Custellence 2018
The Customer Journey Map and how it is used (with additional change driving lanes)
Customer
Journey and
experience

32. © Custellence 2018
The Customer Journey Map and how it is used (with additional change driving lanes)
Company
solutions and
touch points

33. © Custellence 2018
The Customer Journey Map and how it is used (with additional change driving lanes)
CX leading
organisations
understands the
connection
between the
customers
needs and the
solutions

34. © Custellence 2018
?
?
??
The Customer Journey Map and how it is used (with additional change driving lanes)
CX laggers
develop with
a low level of
understanding of
the customers
reality and needs

35. © Custellence 2018
Leaders consider the Customer Journey Maps as a change plans
Jan Feb Mars April Maj Juni Juli Augusti September Oktober
CreateRemove

36. © Custellence 2018
Leaders create a Customer Journey Map ecosystem
An overview End-to-End map pointing to
detailed Custellence maps
Or to Process Maps or Project
Management board, CRM etc.
End-to-End Customer Experience Map
Customer Boarding Journey Map
Visit site Journey Map
Complaints Process
Project Management Board

37. © Custellence 2018
What does it mean
to Customer
Journey Map on a
professional level

38. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
Professional vs non-professional Customer Journey Mapping

39. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
Professional vs non-professional Customer Journey Mapping

40. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
...focus equally on what to start and stop doing
based on the CJM
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
...only focus on what to start doing based on the CJM
Professional vs non-professional Customer Journey Mapping

41. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
...focus equally on what to start and stop doing
based on the CJM
...gives as much attention to the “before” and
“after” phase as to the “during” phase
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
...only focus on what to start doing based on the CJM
...neglect the “before” and “after” phases since there
are less internal processes there
Professional vs non-professional Customer Journey Mapping

42. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
...focus equally on what to start and stop doing
based on the CJM
...gives as much attention to the “before” and
“after” phase as to the “during” phase
...spread their maps across departments. They
co-create, share, engage with openness
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
...only focus on what to start doing based on the CJM
...neglect the “before” and “after” phases since there
are less internal processes there
...consider maps as our departments own secret
Professional vs non-professional Customer Journey Mapping

43. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
...focus equally on what to start and stop doing
based on the CJM
...gives as much attention to the “before” and
“after” phase as to the “during” phase
...spread their maps across departments. They
co-create, share, engage with openness
...consider the left to right timeline as holy in
the maps
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
...only focus on what to start doing based on the CJM
...neglect the “before” and “after” phases since there
are less internal processes there
...consider maps as our departments own secret
...mix up of timeline resulting in maps that are hard to
understand and need explanations
Professional vs non-professional Customer Journey Mapping

44. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
...focus equally on what to start and stop doing
based on the CJM
...gives as much attention to the “before” and
“after” phase as to the “during” phase
...spread their maps across departments. They
co-create, share, engage with openness
...consider the left to right timeline as holy in
the maps
...make decision and actions based CJM’s
and consider them as change plans
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
...only focus on what to start doing based on the CJM
...neglect the “before” and “after” phases since there
are less internal processes there
...consider maps as our departments own secret
...mix up of timeline resulting in maps that are hard to
understand and need explanations
...make static and documenting CJM’s
Professional vs non-professional Customer Journey Mapping

45. © Custellence 2017
Professionals…
...map customer activities or situations first,
then touchpoints
...calibrate the level of customer research with
the investments the CJM propel
...focus equally on what to start and stop doing
based on the CJM
...gives as much attention to the “before” and
“after” phase as to the “during” phase
...spread their maps across departments. They
co-create, share, engage with openness
...consider the left to right timeline as holy in
the maps
...make decision and actions based CJM’s
and consider them as change plans
...value the output the CJM will result in
Non-professionals…
...map touchpoints first and thereby they miss the
customers interactions with others
...either have to vague research or far to much
...only focus on what to start doing based on the CJM
...neglect the “before” and “after” phases since there
are less internal processes there
...consider maps as our departments own secret
...mix up of timeline resulting in maps that are hard to
understand and need explanations
...make static and documenting CJM’s
...value the creation of great looking CJM’s as artefacts
Professional vs non-professional Customer Journey Mapping

46. © Custellence 2018
Skiss
Utbildning
1. Customer Experience
2. What the future holds
Daniel Ewerman

47. Pioneers
(innovate)
Specialist
agencies
(create market)
Internal
capacity
Acquisitions
of specialists
Freelancers
More
specialist
agencies
Incorporated
field (key
asset)
Resource
Competence
Professional
buyers
Charlatans
External
competence
for catalysts

48. From projects to capacity for
continuous output

49. The tool factory

50. KPI’s and business metrics

51. Process maps och service
blueprint will merge

52. Avoiding the Lean-death

53. HEY, try out Custellence
Get your Free version at
www.custellence.com

54. HEY, try out Custellence
Get your Free version at
www.custellence.com
Thank you
LinkedIn: Daniel Ewerman
+46 708 40 55 89
daniel.ewerman@custellence.com