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London | Norwich | Singapore
UX Strat 2017
Selling experience strategy
internally and externally
Tim Loo Strategy Director...
2 | Selling strategy, September 2017
Before we begin
(our code of conduct)
3 | Selling strategy, September 2017
The Chatham House Rule
When a meeting, or part thereof, is held under the Chatham Hou...
4 | Selling strategy, September 2017
What happens in Boulder
stays in Boulder
5 | Selling strategy, September 2017
Real life scenarios and examples
- keeping it real and practical
6 | Selling strategy, September 2017
We’re
Foolproof
We’re an experience
design company.
7 | Selling strategy, September 2017
Who we are
Executive Director (Strategy) at Foolproof, leading the
Experience Strateg...
8 | Selling strategy, September 2017
What you’ll learn:
Approaches and techniques to find,
create and win opportunities to...
9 | Selling strategy, September 2017
Contents
1. Introduction
2. What we mean by experience strategy
3. Selling experience...
10 | Selling strategy, September 2017
Selling experience strategy
So what exactly do
we mean by this?
experience
user
digital
customer
brand
service
product
What do we mean by
experience?*
*other definitions are available
what
users
expect
what
actually
happens
20 | Selling strategy, September 2017
Levels of UX strategy…
(thanks to Ben Judy)
It can be at different levels (Ben Judy diagram)
Source: UX STRAT USA: Ben Judy, "Mission-Based UX Strategy: One Year Late...
22 | Selling strategy, September 2017
Selling experience strategy
So what exactly do
we mean by this?
23 | Selling strategy, September 2017
What do we mean by
experience strategy?
24 | Selling strategy, September 2017
experience strategy
1. a long-term plan to align every
customer touch-point with you...
25 | Selling strategy, September 2017
§ Who are our target customers?
§ What’s the current customer story, priorities and
...
26 | Selling strategy, September 2017
Selling experience strategy
So how do we feel
about this?
27 | Selling strategy, September 2017
London | Norwich | Singapore
How do you feel about selling?
28 | Selling strategy, September 2017
London | Norwich | Singapore
How do you feel about selling?
29 | Selling strategy, September 2017
How do you feel about selling?How do you feel about selling?
On your own (or with your colleagues):
You have 10 minutes.
§ Why have you pursued UX strategy in your
organisation or for...
the UX strategist’s continuum
being
clever
making shit
happen
being
clever
making shit
happen
being
clever
making shit
happen
strategy frameworks
methodology & toolkit
UX design skills
finding the right sponsor
getti...
34 | Selling strategy, September 2017
Selling is a big part of making
experience strategy happen
35 | Selling strategy, September 2017
Selling experience strategy
1. Know and understand your customers
2. Make your produ...
36 | Selling strategy, September 2017
Selling experience strategy
1. Know and understand your customers
2. Make your produ...
37 | Selling strategy, September 2017
organisation people
38 | Selling strategy, September 2017
Boil down the organisation’s
strategy & goals
39 | Selling strategy, September 2017
strategy
STRATEGIC
GOALS
STRATEGIC
PROGRAMMES
PROJECTS
(TACTICS)
goal A goal B goal ...
COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013 2014 2015 2016
Boil down the organisation’s strategy & goals
COMMERCIAL FLEET: THE VALUE OF CX
Detractors Passive Promoters
Profit per customer
Shell Commercial Fleet CONFIDENTIAL 42March 2015
The evidence is clear: our Commercial Fleet customer experience,
either c...
FUNCTIONAL
RELATIONSHIP
WITH	CYCLING
LIKES/NEEDS	DECISION	SUPPORT
SELF	DIRECTED	CONSUMER
PASSIONATE	
ABOUT
CYCLING
Boil do...
GENERAL
RETAIL
GENERAL	
ONLINE	
RETAILERS
SPECIALIST	ONLINE	ONLY
FUNCTIONAL
RELATIONSHIP
WITH	CYCLING
LIKES/NEEDS	DECISION...
SPECIALIST	
CHAIN	STORES
SPECIALIST	
INDEPENDENT	
SHOPGENERAL
RETAIL
GENERAL	
ONLINE	
RETAILERS
SPECIALIST	ONLINE	ONLY
The...
46 | Selling strategy, September 2017
Tune your ear to the language
of management
“we want to be the most
admired company” “improved speed &
transparency”
“increased customer
engagement”
“helps us unlock ...
“how	can	we	get	our	
team	to		doing	things	in	a	
different	way”
“we’ve	been	through	a	lot	
of	change	already”
“our	custome...
49 | Selling strategy, September 2017
Map your stakeholders and
their goals to identify potential
sponsors and blockers
50 | Selling strategy, September 2017
experience strategy
1. a long-term plan to align every
customer touch-point with you...
51 | Selling strategy, September 2017
ORIENTATION
SUPPORTIVE
NEUTRAL
RESISTANT
HIGHMEDIUMLOW
CRITICALITY TO SUCCESS
1. Ide...
52 | Selling strategy, September 2017
Understand how the
organisation’s strategy and
planning cycle work
53 | Selling strategy, September 2017
Q2
Many organisations have a
planning and budgeting window
in the third quarter for ...
54 | Selling strategy, September 2017
Be opportunistic – use existing
work/projects to get in front of
key stakeholders
55 | Selling strategy, September 2017
Shell Commercial Fleet CONFIDENTIAL 55March 2015
56 | Selling strategy, September 2017
Strategist checklist: know and understand your customers
q Boil down the organisatio...
57 | Selling strategy, September 2017
q Boil down the organisation’s strategy & goals
q Tune your ear to the language of m...
58 | Selling strategy, September 2017
Selling experience strategy
1. Know and understand your customers
2. Make your produ...
59 | Selling strategy, September 2017
Sometimes you have to create
a brief when there is none
60 | Selling strategy, September 2017
Build an argument for why
the work needs to exist
61 | Selling strategy, September 2017
What is it like to be a customer
of the organisation today?
62 | Selling strategy, September 2017
Start with a universal truth
Shine a light on what it’s like
to be a customer
63 | Selling strategy, September 2017Do your research!
64 | Selling strategy, September 2017Find a simple way to articulate the current state
65 | Selling strategy, September 2017Compare it to other brands
66 | Selling strategy, September 2017
Form an opinion of what the
organisation should change
to achieve their goals
67 | Selling strategy, September 2017Explain the consequence of doing nothing
68 | Selling strategy, September 2017Work out the equation for the experience
69 | Selling strategy, September 2017Explain what they should change in terms the business understands
70 | Selling strategy, September 2017
Figure out what
you will do
71 | Selling strategy, September 2017Start small, but show how the pieces fit together
72 | Selling strategy, September 2017
Your plan shouldn’t be to make
a PowerPoint
It should be to make a thing
73 | Selling strategy, September 2017
VISION STATEMENT
§ An inspirational ambition that will
inform how the experience eng...
74 | Selling strategy, September 2017
Explain how you will create value
75 | Selling strategy, September 2017Describe the outcomes that they will get
76 | Selling strategy, September 2017Link your activities to KPIs and metrics
77 | Selling strategy, September 2017
Choose deliverables
that will get attention
78 | Selling strategy, September 2017Make it easy to understand the present
79 | Selling strategy, September 2017 Allow the audience to imagine the future
80 | Selling strategy, September 2017
Strategist checklist: Make your product buyable
q Clearly articulate what it’s like ...
81 | Selling strategy, September 2017
Selling experience strategy
1. Know and understand your customers
2. Make your produ...
82 | Selling strategy, September 2017
Your credibility
Your ideas and
their relevance
Love the idea
and love you
doing thi...
83 | Selling strategy, September 2017
Would you like
a strategy?
Oh, we have
plenty of those
Sorry, did I say strategy?
I ...
84 | Selling strategy, September 2017
Strategist checklist: Unlock your inner salesperson
q Make the time to rehearse & pr...
85 | Selling strategy, September 2017
Thank you and good luck!
86 | Selling strategy, September 2017
London | Norwich | Singapore
Thank you
45 Folgate Street
Spitalfields
London E1 6GL
...
UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"
UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"
UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"
UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"
UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"
UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"
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UX STRAT USA 2017: Tim Loo, "How To Sell Experience Strategy Internally and Externally"

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UX STRAT USA 2017 workshop by Tim Loo, Executive Director (Strategy), Foolproof

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

  1. 1. London | Norwich | Singapore UX Strat 2017 Selling experience strategy internally and externally Tim Loo Strategy Director Phil Morton Principal Consultant
  2. 2. 2 | Selling strategy, September 2017 Before we begin (our code of conduct)
  3. 3. 3 | Selling strategy, September 2017 The Chatham House Rule When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.
  4. 4. 4 | Selling strategy, September 2017 What happens in Boulder stays in Boulder
  5. 5. 5 | Selling strategy, September 2017 Real life scenarios and examples - keeping it real and practical
  6. 6. 6 | Selling strategy, September 2017 We’re Foolproof We’re an experience design company.
  7. 7. 7 | Selling strategy, September 2017 Who we are Executive Director (Strategy) at Foolproof, leading the Experience Strategy practice. Long time supporter of UX Strat. Didn’t even get past one episode on MasterChef. Principal Consultant at Foolproof, leading complex design projects for global clients such as PlayStation and HSBC. Once went on holiday to Turkmenistan. Tim Loo Phil Morton
  8. 8. 8 | Selling strategy, September 2017 What you’ll learn: Approaches and techniques to find, create and win opportunities to do experience strategy work
  9. 9. 9 | Selling strategy, September 2017 Contents 1. Introduction 2. What we mean by experience strategy 3. Selling experience strategy — Know and understand your customers — Make your product accessible, buyable and above all, essential — Unlock your inner salesperson
  10. 10. 10 | Selling strategy, September 2017 Selling experience strategy So what exactly do we mean by this?
  11. 11. experience user digital customer brand service product
  12. 12. What do we mean by experience?* *other definitions are available
  13. 13. what users expect what actually happens
  14. 14. 20 | Selling strategy, September 2017 Levels of UX strategy… (thanks to Ben Judy)
  15. 15. It can be at different levels (Ben Judy diagram) Source: UX STRAT USA: Ben Judy, "Mission-Based UX Strategy: One Year Later” https://www.slideshare.net/UXSTRAT/ux-strat-usa-ben-judy-missionbased-ux-strategy-one-year-later
  16. 16. 22 | Selling strategy, September 2017 Selling experience strategy So what exactly do we mean by this?
  17. 17. 23 | Selling strategy, September 2017 What do we mean by experience strategy?
  18. 18. 24 | Selling strategy, September 2017 experience strategy 1. a long-term plan to align every customer touch-point with your brand position & business strategy 2. other definitions are available
  19. 19. 25 | Selling strategy, September 2017 § Who are our target customers? § What’s the current customer story, priorities and pain-points, metrics? § What’s our vision for the holistic experience? § What are our guiding principles for target experience? § What are our future customer stories & outcomes? § What are the experience gaps between today’s experience and our future customer stories? § What specific initiatives and projects do we need? § What enablers and capabilities are required to support these initiatives? § What are the gaps between the vision and reality? § How will we prioritise & trade-off to create focus? § What’s our roadmap for change and innovation? § What are key performance indicators and targets for transforming the experience? § How will we incentivise the right behaviours? CURRENT STATE EXPERIENCE EXPERIENCE VISION & PRINCIPLES INITIATIVES, ENABLERS & CAPABILITIES EXPERIENCE ROADMAP EXPERIENCE TARGETS & KPIs 1. Where are we today? 2. Where do we want to get to? 4. What do we need to do? 5. What’s our plan? 3. What are our measures of success
  20. 20. 26 | Selling strategy, September 2017 Selling experience strategy So how do we feel about this?
  21. 21. 27 | Selling strategy, September 2017 London | Norwich | Singapore How do you feel about selling?
  22. 22. 28 | Selling strategy, September 2017 London | Norwich | Singapore How do you feel about selling?
  23. 23. 29 | Selling strategy, September 2017 How do you feel about selling?How do you feel about selling?
  24. 24. On your own (or with your colleagues): You have 10 minutes. § Why have you pursued UX strategy in your organisation or for your clients? § In your own efforts to advance UX strategy in your organisation or clients, what has been effective? § What have been the biggest challenges? Team task: Sharing your experience
  25. 25. the UX strategist’s continuum being clever making shit happen
  26. 26. being clever making shit happen
  27. 27. being clever making shit happen strategy frameworks methodology & toolkit UX design skills finding the right sponsor getting buy-in managing politics internal communication business cases KPIs & dashboards programme office target operating model change management compensation & incentives organisational design enterprise architecture culture change
  28. 28. 34 | Selling strategy, September 2017 Selling is a big part of making experience strategy happen
  29. 29. 35 | Selling strategy, September 2017 Selling experience strategy 1. Know and understand your customers 2. Make your product accessible, buyable and above all, essential 3. Unlock your inner salesperson
  30. 30. 36 | Selling strategy, September 2017 Selling experience strategy 1. Know and understand your customers 2. Make your product accessible, buyable and above all, essential 3. Unlock your inner salesperson
  31. 31. 37 | Selling strategy, September 2017 organisation people
  32. 32. 38 | Selling strategy, September 2017 Boil down the organisation’s strategy & goals
  33. 33. 39 | Selling strategy, September 2017 strategy STRATEGIC GOALS STRATEGIC PROGRAMMES PROJECTS (TACTICS) goal A goal B goal C programme X programme Y programme Z project Q WORKSTREAMS TASKS BUSINESS STRATEGY
  34. 34. COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI) 2013 2014 2015 2016 Boil down the organisation’s strategy & goals
  35. 35. COMMERCIAL FLEET: THE VALUE OF CX Detractors Passive Promoters Profit per customer
  36. 36. Shell Commercial Fleet CONFIDENTIAL 42March 2015 The evidence is clear: our Commercial Fleet customer experience, either creates value or destroys value in terms of customer margin, volume & tenure. Delivering superior customer experience matters. And it makes a big difference for our own satisfaction, motivation and pride in our commercial offering. In 2015, we need to commit to and create real change in the way we think about and deliver customer experience TRANSFORMING OUR CUSTOMER EXPERIENCE
  37. 37. FUNCTIONAL RELATIONSHIP WITH CYCLING LIKES/NEEDS DECISION SUPPORT SELF DIRECTED CONSUMER PASSIONATE ABOUT CYCLING Boil down the organisation’s strategy & goals
  38. 38. GENERAL RETAIL GENERAL ONLINE RETAILERS SPECIALIST ONLINE ONLY FUNCTIONAL RELATIONSHIP WITH CYCLING LIKES/NEEDS DECISION SUPPORT SELF DIRECTED CONSUMER PASSIONATE ABOUT CYCLING SPECIALIST CHAIN STORES SPECIALIST INDEPENDENT SHOP
  39. 39. SPECIALIST CHAIN STORES SPECIALIST INDEPENDENT SHOPGENERAL RETAIL GENERAL ONLINE RETAILERS SPECIALIST ONLINE ONLY The approachable specialist FUNCTIONAL RELATIONSHIP WITH CYCLING LIKES/NEEDS DECISION SUPPORT SELF DIRECTED CONSUMER PASSIONATE ABOUT CYCLING
  40. 40. 46 | Selling strategy, September 2017 Tune your ear to the language of management
  41. 41. “we want to be the most admired company” “improved speed & transparency” “increased customer engagement” “helps us unlock the value of data” “our existing clients expect better experiences” “could save us a huge amount of money” “increased colleague productivity” “increased access across functions and geographies” “we need to innovate to access new markets and customers” Source: Stakeholder interviews and workshops (March & April 2017) Tune your ear to the language of management
  42. 42. “how can we get our team to doing things in a different way” “we’ve been through a lot of change already” “our customer insight and understanding is siloed & fragmented” “who exactly is the customer?” “how do we simplify when we have such a diverse range of customers?” “it’s difficult to engage and access customers” “digital can be quite threatening” “our business ecosystem is complicated and we use this an excuse” “we’re good at products but not so good at services” Source: Stakeholder interviews and workshops (March & April 2017) Tune your ear to the language of management
  43. 43. 49 | Selling strategy, September 2017 Map your stakeholders and their goals to identify potential sponsors and blockers
  44. 44. 50 | Selling strategy, September 2017 experience strategy 1. a long-term plan to align every customer touch-point with your brand position & business strategy Who owns this?Who owns this? Who owns this? Who owns this?
  45. 45. 51 | Selling strategy, September 2017 ORIENTATION SUPPORTIVE NEUTRAL RESISTANT HIGHMEDIUMLOW CRITICALITY TO SUCCESS 1. Identify advocates 2. Convert neutrals 3. Be prepared for detractors
  46. 46. 52 | Selling strategy, September 2017 Understand how the organisation’s strategy and planning cycle work
  47. 47. 53 | Selling strategy, September 2017 Q2 Many organisations have a planning and budgeting window in the third quarter for next year Q3 Q4 Q1 Q2 Q3 Q4 Sometimes opportunistic expenditure can happen before the end of the year
  48. 48. 54 | Selling strategy, September 2017 Be opportunistic – use existing work/projects to get in front of key stakeholders
  49. 49. 55 | Selling strategy, September 2017 Shell Commercial Fleet CONFIDENTIAL 55March 2015
  50. 50. 56 | Selling strategy, September 2017 Strategist checklist: know and understand your customers q Boil down the organisation’s strategy & goals q Tune your ear to the language of management q Map your stakeholders and their goals to identify potential sponsors and blockers q Understand how the organisation’s strategy and planning cycle works q Be opportunistic – use existing work/projects to get in front of key stakeholders
  51. 51. 57 | Selling strategy, September 2017 q Boil down the organisation’s strategy & goals q Tune your ear to the language of management q Map your stakeholders and their goals to identify potential sponsors and blockers q Understand how the organisation’s strategy and planning cycle works q Be opportunistic – use existing work/projects to get in front of key stakeholders § How could you apply these to current work/ challenge? § What could you do tomorrow? Strategist checklist: know and understand your customers
  52. 52. 58 | Selling strategy, September 2017 Selling experience strategy 1. Know and understand your customers 2. Make your product accessible, buyable and above all, essential 3. Unlock your inner salesperson
  53. 53. 59 | Selling strategy, September 2017 Sometimes you have to create a brief when there is none
  54. 54. 60 | Selling strategy, September 2017 Build an argument for why the work needs to exist
  55. 55. 61 | Selling strategy, September 2017 What is it like to be a customer of the organisation today?
  56. 56. 62 | Selling strategy, September 2017 Start with a universal truth Shine a light on what it’s like to be a customer
  57. 57. 63 | Selling strategy, September 2017Do your research!
  58. 58. 64 | Selling strategy, September 2017Find a simple way to articulate the current state
  59. 59. 65 | Selling strategy, September 2017Compare it to other brands
  60. 60. 66 | Selling strategy, September 2017 Form an opinion of what the organisation should change to achieve their goals
  61. 61. 67 | Selling strategy, September 2017Explain the consequence of doing nothing
  62. 62. 68 | Selling strategy, September 2017Work out the equation for the experience
  63. 63. 69 | Selling strategy, September 2017Explain what they should change in terms the business understands
  64. 64. 70 | Selling strategy, September 2017 Figure out what you will do
  65. 65. 71 | Selling strategy, September 2017Start small, but show how the pieces fit together
  66. 66. 72 | Selling strategy, September 2017 Your plan shouldn’t be to make a PowerPoint It should be to make a thing
  67. 67. 73 | Selling strategy, September 2017 VISION STATEMENT § An inspirational ambition that will inform how the experience engages and delivers value EXPERIENCE DESIGN PRINCIPLES § How the vision will be executed. § Core values of the user experience. § Informed by research. § The design principles should also be inspirational and directive. FUTURE CUSTOMER STORIES § Customer narrative of future outcomes inspired by the vision and executed through the design principles. vision statement experience design principles ideal customer journeys VISION PROTOTYPE § A tangible, sometimes clickable expression of our vision § Options include videos, clickable prototypes, experiential spaces § Can be used by senior stakeholders and customers A THING ABSTRACT CONCRETE vision prototype IDEAL CUSTOMER JOURNEYS § Mapping out how the future ideal end to end journeys plays out future customer stories
  68. 68. 74 | Selling strategy, September 2017 Explain how you will create value
  69. 69. 75 | Selling strategy, September 2017Describe the outcomes that they will get
  70. 70. 76 | Selling strategy, September 2017Link your activities to KPIs and metrics
  71. 71. 77 | Selling strategy, September 2017 Choose deliverables that will get attention
  72. 72. 78 | Selling strategy, September 2017Make it easy to understand the present
  73. 73. 79 | Selling strategy, September 2017 Allow the audience to imagine the future
  74. 74. 80 | Selling strategy, September 2017 Strategist checklist: Make your product buyable q Clearly articulate what it’s like to be a customer today q Explain what must change about the experience for the organisation to meet its goals q Create a plan to make a thing – a tangible articulation of the strategy q Explain how the work will create value q Plan for deliverables that will go viral § What is the product you’re selling? § How can you make it accessible, essential and buyable?
  75. 75. 81 | Selling strategy, September 2017 Selling experience strategy 1. Know and understand your customers 2. Make your product accessible, buyable and above all, essential 3. Unlock your inner salesperson
  76. 76. 82 | Selling strategy, September 2017 Your credibility Your ideas and their relevance Love the idea and love you doing this Nice ideas, but we don’t trust you to do it We like you but your ideas are not relevant We don’t like you or your ideas!
  77. 77. 83 | Selling strategy, September 2017 Would you like a strategy? Oh, we have plenty of those Sorry, did I say strategy? I meant plan A plan? We need a plan!
  78. 78. 84 | Selling strategy, September 2017 Strategist checklist: Unlock your inner salesperson q Make the time to rehearse & practice selling your ideas and strategy product q Always to be prepared to pitch at any moment q Make it easy for others to sell - high quality sharable assets to bring your pitch to life q Pay it forward – be generous with your time and ideas to build relationships & goodwill q Don’t do this alone – build the power of the team § How could you apply these to current work/ challenge? § What could you do tomorrow?
  79. 79. 85 | Selling strategy, September 2017 Thank you and good luck!
  80. 80. 86 | Selling strategy, September 2017 London | Norwich | Singapore Thank you 45 Folgate Street Spitalfields London E1 6GL +44 (0) 20 7539 3840 Seebohm House 2-4 Queen Street Norwich NR2 4SQ +44 (0) 1603 230 800 25 Seah Street #03-02 Singapore 188381 +65 6336 9270 Contact us

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