Advancing User-Centeredness, Solving Pain Points, and Driving Innovation: Lessons Learned from Mapping the Customer Experience
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While the practice of user experience strategy is gaining ground, political and operational struggles crop up when trying to incorporate these new tools and techniques. Organizational legacies don't disappear and not everyone understands the value of such efforts. To help newcomers to the strategy table identify where to focus your efforts and what battles are worth the fight, we'll explore the lessons learned mapping the customer experience and operationalizing a customer-centered strategic framework for a large automotive client.
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Advancing User-Centeredness, Solving Pain Points, and Driving Innovation: Lessons Learned from Mapping the Customer Experience
- 1. ADVANCING USER-CENTEREDNESS, SOLVING PAIN POINTS, AND DRIVING INNOVATION: LESSONS LEARNED FROM MAPPING THE CUSTOMER EXPERIENCE Emily Bowman @awesomania
- 3. Emily Bowman @awesomania 80%of businesses stated that they offered a superior customer experience 8%of customers felt the same James Allen, 2005
- 5. Emily Bowman @awesomania WHEN IN DOUBT, MAP IT OUT
- 6. Emily Bowman @awesomania EXPERIENCE MAPS JOURNEY MAPS LIFECYCLE MAPS SERVICE BLUEPRINTS
- 7. Emily Bowman @awesomania a visual artifact that outlines CUSTOMER INTERACTIONS with products and/or services at a specific level of detail
- 8. Emily Bowman @awesomania TELL ME WHERE IT HURTS
- 9. Emily Bowman @awesomania GOING GLOBAL GLOBAL Comments § 3rd party automo ve sites do not exist for local markets § Paid search including conquest § Leads - Request a quote - Request a brochure - Request a test drive - Keep me informed § eBrochures § No Build and Price - No dealer alignment[FME, PR] - Vehicles come in Pre Configured Vehicles(PCV)[SK] - Culture of nego a on [FME, SSA] § Inventory search challenge - gaining dealer agreement to many Dealer Management Systems Comment § No Ford Credit § Use World Trade Financial limited services(WTF) § No retail financing Comments § Owner Site is being developed - SYNC informa on - Online Manuals - Difficult To Use (DTU) vehicle educa on videos - Dealer phone number/ email included on dealer locator § Welcome package is limited to a le er § Early Owner eDM - 1st and 2nd year anniversary Comments § No social media hub § Each region has a Ford Facebook / Twi er / YouTube / Instagram - not vehicle specific § Unique regional specific social media ex. ME2Day [SK] § Engagement content hub Comments § Twice a year Newsle ers § MyFord/Lincoln Magazine[SK] - Created by the Region Comments § B2B Motorcra site § Plans for B2C Motorcra site § Owner receives service reminder quarterly § Enhanced Quick Parts/ Quick Lanes locator in the owner sec on of the sites § Call center [ME] - Limited to service and not how to use your vehicle Comments § Engagement Content Hub [ME] § Reten on EDM § All CRM is delivered Electronically Comments § Dealer locator links to dealer sites § Unconfirmed that dealers are pos ng inventory on their dealer site Planning / Par al Doing Not Available Comment § Current incen ves are highlighted on sites in hotdeals page/ hotspots[PR,SK,FME] Region Key § ME - Middle East § SK - South Korea § PR - Puerto Rico § SSA - Sub-Saharan Africa § AP – Asia Pacific § CCA - Central America § CAR – Caribbean Complexi es applies to all regions § Bidirec onal [ME] § Double Byte Characters [SK] § Different languages § Country Select page [ME,SSA,AP,CCA,CAR] § LHD / RHD § Cultural Differences EUROPE ASIA PACIFIC LATIN AMERICA MIDDLE EAST & AFRICA
- 10. Emily Bowman @awesomania “If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you.”
- 11. Emily Bowman @awesomania OUR VISION Understand and address customer pain points, needs, and desires to “Go Further” in steering the Ford customer experience.
- 13. Emily Bowman @awesomania WHERE DID I PUT THAT THING AGAIN?
- 14. Emily Bowman @awesomania Never forget the ultimate undisputed UX maxim: YOU ARE NOT YOUR USERS.
- 15. Emily Bowman @awesomania Conduct Primary Research Gather Secondary Research Aggregate & Analyze Findings Update Documentation Conduct Internal & Stakeholder Meetings Update Documentation & Identify Gaps OUR PROCESS
- 16. Emily Bowman @awesomania MAPPED LOTS OF EXPERIENCES EVALUATED OUR COMPETITORS EXPERIMENTED WITH DOCUMENTATION ANALYZED MARKET & CONSUMER TRENDS DESIGNED STRATEGIES & MODELS SOCIALIZED OUR LEARNINGS
- 17. Emily Bowman @awesomania “Nice wallpaper.”
- 18. CHANGE MANAGEMENT MODEL Make the Case Develop a Vision Communicate Remove Barriers Acknowledge Progress Reinforce Change Emily Bowman @awesomania
- 20. Emily Bowman @awesomania 1. DEFINE A VISION 2. MANAGE YOUR KNOWLEDGE 3. CUSTOMERS > STAKEHOLDERS 4. BE PROUD, SAY IT LOUD 5. FIND A CHAMPION
- 21. No-one should have to suffer through products and services that get in their way. People should not be made to feel stupid by technology. Emily Bowman @awesomania
- 22. Emily Bowman @awesomania YOU CAN HELP STEER THE SHIP
Hinweis der Redaktion
- Hi, I’m Emily. I’m a UX Architect at Team Detroit, which is the agency of record for Ford Motor Company. While we’re known primarily as an advertising agency, we also serve as the stewards of the Ford brand in the marketplace, across the globe. Which means, we influence nearly every customer touchpoint with the brand outside of the cars themselves and the dealers (although that is changing with every passing day).
- And while the Ford brand highlights qualities like ingenuity, attainability, and customer-centricity, Ford as an organization has for many years operated like most other large, global enterprises – with a strong focus on the product and a business strategy primarily concerned with driving sales. But as many of you know, times are changing. Due to a confluence of several factors that came from the rise of the information age—better access to information, more profound and accessible technology, and changing expectations—we have seen a shift in power from sellers to consumers, and a challenge for businesses to better differentiate themselves in the marketplace in order to keep up.
- For example… in 2005, business consultant and researcher James Allen found that 80% of businesses felt that they offered a superior customer experience. But only 8% of customers felt the same. And it’s around this disparity that we’ve seen human-centered approaches, from UX to CRM to omni-channel marketing gain so much traction in the enterprise over the last ten years. Responding to the needs and desires of the customer is not a nice-to-have anymore—it is now a requirement to success in the marketplace.
- But for a global enterprise like Ford, changing to a customer-centered culture is tantamount to changing the course of a giant cruise ship. It’s not something that can be done in a single swift motion. We’re talking about a change that impacts the plans, processes, and priorities of thousands of people. And if you’re doing human-centered work, you’ll know. It is not easy to change human behavior. But that doesn’t mean you shouldn’t try. So allow me to tell you a story about how we are changing course for Ford.
- Our story began about 2 years ago when a couple of guys from our UX team (who were leads on the Ford digital business – Carl Cuchetti and Michael Jenneman) were preparing for a redesign of ford.com. Needing a holistic view of the customer’s experience for their own perspective, they utilized a journey mapping approach to visualize the tasks customer’s were taking across the lifecycle.
- Now, while we typically refer to our tool as the Ford Customer Lifecycle, you might also know these kinds of deliverables by another name. And while someone will probably argue that there are very distinct differences between them, and you can find these people on the internet – Adaptive Path, etc, they all pretty much do the same thing.
- At the end of the day, they can all be defined accordingly. Sometimes often include layers for contextual detail, like thinking, feeling, etc, but they almost always outline how a customer or user is interacting with something over a period of time.
- Around the same time that the original map was created, the team also went through an exercise of the collecting customer pain points to inform the redesign, which they did via workshops with stakeholder groups and business units across the enterprise, leveraging existing research and what was understood about the customer experience at the time. Eventually, these two sets of info where combined into one tool.
- It was so successful as a tool for perspective and consensus, that it was iterated on and adapted to other regions across the globe, ultimately becoming a central tool in what became a global redesign project.
- The folks that created this tool went on to spend the following 2 years working on the global redesign, and a new North American team inherited the tool and—because everyone could see the value of the information—were charged with operationalizing the framework that we use today, which was actually easier said than done. We knew this tool could be powerful in helping our teams not only the ecosystem our customers were navigating, but also where were we falling short in meeting their needs. With limited time and budgets, having that insight would allow our entire agency to allocate resources to the right place.
- In short, we wanted to be a customer-centered organization. And we wanted that to drive the decision-making about the work that we did. Not the next wiz-bang technology, not the priorities of some person in power, but rather what can we do to take the pain out of car buying and owning, and knowing what we know about our customers, how can we innovate to anticipate their future needs and desires. Problem is… remember that ship thing?
- It’s kind of hard to change the operational paradigm of a many thousands of people. And it has taken the better part of these last 2 years to make a difference in that regard. And we kinda screwed up along the way.
- One thing that became apparent earlier on in the process is that because this started out as an informal exercise, no one really spent the necessary effort to keep track of our knowledge. While we could easily reference existing experiences to confirm the journey was correct, remember—we collected pain points from stakeholders. Who may of may not have provided the source for the data they contributed. Another challenge we faced was some turnover. Some people left the organization with knowledge trapped in their heads. I spent several weeks trying to rectify this issue. While industry may not require the same level of rigor required in academia, we still needed to ensure our approach was empirical.
- So back to research we went. First, we had to validate what we thought we knew. So we conducted a quantitative study that aimed to understand if customers were experiencing these pain points, and if so, what impact did they have? Second, we needed to explore the things we knew we didn’t know, as well as the things we didn’t know we didn’t know. So we conducted a second phase of qualitative research. We have a third phase planned for early net year that will allow us to benchmark our progress.
- Once we understood what we needed to do to get the information we needed, we had to shore it up with a process that could be repeated over time, even if team members left. And supported our goals of further socializing our information across a large organization. Once we had our process in place, we got to work. And we did a lot more than what was part of that process. Some of this was experimentation to find the best tools, others were activities that supported the vision that we hadn’t quite found a place for in the process.
- Once we had our process in place, we got to work. And we did a lot more than what was part of that process. Some of this was experimentation to find the best tools, others were activities that supported the vision that we hadn’t quite found a place for in the process.
- Even though this was a formal project and we had a dedicated team of people working on it, not everyone was sold. Some of our own internal leadership said “I don’t see the value in this.”
- This is a model that biz types use to understand how change proliferates throughout an organization. It was surprising to look back and see how well our journey has aligned with this model. We’re removing barriers and acknowledging progress right now.
- Seemingly overnight, we found a champion that got what we were trying to do, understood the value of our vision, and is helping us put the framework into place. We have arrived!
- There really was quite a bit more that we’ve learned, but if I had to narrow it down to what might to useful to y’all… this would be it.
- Before I wrap up, there’s one more thing I’d like to say. These were thoughts I took from the WUD site…. and they very much resonate with me and my work’s purpose. And while of course businesses and organizations are motivated by more concrete values, I believe it’s necessary that we carry these ideals into the work that we do and influence as many people as we can. Because no matter the size….
- Even the experiments in understanding of a single person can influence the trajectory of an global organization. So no matter the size or scale of your work, never underestimate your power to spread understanding and empathy to achieve a better end for the people you serve.