The document discusses different approaches to understanding the customer experience, including voice of the customer surveys, clickstream data, net promoter score, social media, and big data. However, each approach only provides a partial picture. 360-degree experience mapping pulls all these inputs together to provide a holistic view of the customer experience across all touchpoints. Experience mapping examples are provided to illustrate how it can integrate data from various sources to better understand the complete customer journey.

1. 360o
Customer
Experience:
A
Prac7cal
Approach
to
Holis7c
CX
Data
University
2/13/15

2. ©2015
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Customer
Experience:
All
the
cool
kids
say
they
are
doing
it
2

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But
what
is
“it”?
3

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Is
it
Voice
of
the
Customer?
4

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Is
it
Voice
of
the
Customer?
5
ü Surveys and feedback can capture quan3ta3ve and qualita3ve informa3on
around the company, its products and its services
ü Programma3c approach can be used over 3me for sta3s3cally valid research
ü Can be executed cost effec3vely
ü Has some emo3onal and ra3onal elements
ü If used in conjunc3on with Voice of the Employee it can provide a point/
counterpoint view
ü Doesn’t capture a full sample of your universe – only certain segments
actually respond to ques3onnaires so you may be missing some voices
ü Doesn’t capture what's happening along the lifecycle – people tend to
remember their last touch
ü Can’t be totally transparent -­‐ ques3ons can be carefully craLed to elicit
responses
ü Doesn’t totally tell the whole truth – what people say and what they DO is
oLen different
ü Doesn’t capture emo3onal nuances

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Is
it
a
clickstream?
6
Overall naviga3on
paNerns in travel
remain complex, right
up un3l the moment
of purchase.

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Is
it
a
clickstream?
7
ü Shows actual clicks and behaviors as someone passes through the digital
environment
ü Tracks 3me and depth (# pages viewed)
ü Can be correlated with other channels such as email
ü Can capture promo codes or other aNribu3on elements
ü If you are ID’d you can dynamically test and manage 1:1 ac3ons
ü Doesn’t show intent/measure emo3ons
ü Doesn’t capture the en3re process
ü Can’t understand the ‘human element’ – why did they do what they did
ü Can’t track offline ac3ons or influences
ü Can’t see before and aLer ac3ons
ü Can’t track across mul3ple browsers and browser tabs
ü Can’t see any ac3vity on other devices.

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Is
it
NPS?
8

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Is
it
NPS?
9
ü Provides a moment in 3me quan3ta3ve view of the rela3onship
ü Gives ability to track over 3me for trends
ü Allows a company to marshal resources to act upon improvement of the
customer experience
ü Is benchmarked in many industries and company segments, sizes
ü Simple and easy – one ques3on -­‐ no fieldwork
ü Theore3cally has emo3onal and ra3onal response
ü Lacks ability to iden3fy and act upon the overarching drivers of customers’
responses – they are in the moment
ü Doesn’t tell you if they really DID refer – you can get off the hook preNy
easily
ü It’s asked aLer a whole process is done – few actually track at a granular level
ü Star3ng to cause some ‘NPS fa3gue’ for both customers and employees
ü Doesn’t necessarily work across all cultures
ü Link between company growth and NPS is being contested

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Is
it
Social
Media?
10

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Is
it
Social
Media?
11
ü With such a large amount of informa3on posted on social media sites it is
highly likely that someone will be talking about your brand somewhere
ü Social media offers a large accessible sample size
ü Social media presents fresh and organic feedback, great for early explora3on
into a subject
ü Customers talk freely about their interests without the constraints of
specifically answering an interviewer’s ques3on
ü A researcher can filter for informa3on they are specifically interested in.
ü Can be more 3me-­‐effec3ve than tradi3onal observa3onal research, where a
researcher would have to wait for the specific informa3on to emerge
ü The feedback provided may not be very well considered because of the
environment it is delivered in
ü Its’ anonymous so it could encourage extremes of opinion
ü You can’t tell who you are listening to easily – not easy to 3e back to your
segments, making it less ac3onable
ü Can’t follow up to ask further ques3ons or to probe deeper if your weren’t in
the conversa3on to begin with
ü Concerns about privacy

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Is
it
Big
Data?
12

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Is
it
Big
Data?
13
ü Powerful – can look at wide range of informa3on
ü If you have the data and ask the right ques3ons you will know with
reasonable certainty, the answers
ü With the right tools, a vast amount of data can be processed in a small
amount of 3me to provide insights
ü Can be used to predict outcomes
ü It takes good data and skill sets to mine it to accurately answer your
ques3ons
ü You need data from every part of the lifecycle – some3mes that’s hard to
get in face to face or call center transac3ons
ü Not a good emo3onal barometer
ü Cant follow up to ask further ques3ons or to probe deeper

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What
is
the
missing
factor
in
each
of
these
“its”?
14

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The
objec7ve
–
a
360o
Customer
Experience
15

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360o
Experience
Mapping
pulls
it
all
together
16

17. ©2015
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All
of
the
“its”
are
inputs
to
the
360o
puzzle
17

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360o
Experience
Mapping
Examples
18

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360o
Experience
Mapping
Examples
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360o
Experience
Mapping
Examples
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It
takes
a
combina7on
of
tools
and
teams
in
an
itera7ve
process
Technology allows you to beNer express
your findings
It shortens the 3me to present different
views and opinions
It doesn’t imbue any knowledge or
experience – that comes from you
It helps share, collaborate and present
your insights and best prac3ces up and
down the corporate ladder
Provides business acumen
Provides innova3on
Helps envision of what companies
need/want to achieve
Pulls in best prac3ces and achievable
improvement
Knows the right ques3ons to the right
people to uncover opportuni3es
The Tools
The Team

22. ©2015
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Start
by
crea7ng
a
wide
and
broad
lifecycle
framework
• Outside
in
from
the
customers
view
is
a
great
way
to
start
your
improvement
ini7a7ves
• Use
lifecycle
as
your
‘top
line’
for
all
of
your
data
to
provide
a
context
for
every
element
you
pull
in
• Iden7fy
your
interac7ons
at
a
granular
level
• Start
collec7ng
all
of
your
disparate
data/emo7ons/actors/pain
points,
moments
of
truth
and
metrics
at
the
interac7on
points
• Look
at
them
from
a
holis7c
view
for
general
insights
• Use
all
of
the
techniques
and
technologies
discussed
against
this
framework
to
get
the
most
out
of
all
of
them
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23. ©2015
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Use
your
big
data
(or
your
regular
data)
• Compile
your
data
to
reflect
the
customer
lifecycle
and
journey
• Pull
data
together
from
all
technologies
and
plagorms
• Map
to
the
lifecycle
then:
• Create scenarios by buyer segments
• Look at path to purchase (best/worst)
• Look at path to repurchase (best worst)
• Is there an obvious loyalty path?
• Look at other elements based on your Industry/Ver3cal
• Don’t forget to add in partners or mul3-­‐level B2B supply chains
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Pull
in
your
emo7onal
and
survey
data
for
insights
and
punctua7on
• Surveys
• Ethnographic research
• Social Media
• 3rd party VOC
Voice of the
Customer
• Surveys
• Performance Metrics
• Opera3ons Research and Methods
Voice of the
Employee
• KPI’s that are customer focused at the most granular level
• Interac3on point data
NPS/CSAT
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25. ©2015
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Use
digital
where
it
is
available
to
augment
interac7on
info
• Clickstreams
• Ra7ng
and
Rankings
• Social
data
• Path
to
Purchase
• Conversion
clickstreams
• 3rd
party
data
from
your
vendors
• Web,
email
and
SEM
streams
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26. ©2015
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Drill
down
on
your
journeys/experience
maps
to
solve
problems
–
address
hypotheses
• Outside
in
from
the
customers
view
is
a
great
way
to
start
the
process
• Iden7fy
the
touches
at
a
granular
level
• Combine
the
disparate
data/emo7ons/actors
and
metrics
at
the
touches
• Look
at
them
from
a
holis7c
view
for
general
insights
• Find
moments
of
truth,
pain
points
• Overlay
Processes
to
find
gaps
or
‘pile
ons’
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27. ©2015
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Where
are
you
finding
gaps
and
opportuni7es
in
gejng
a
360o
view?
27

28. ©2015
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Redesign
based
on
both
Outside
in
and
Inside
Out
28
People
• Train them to do their jobs based on customer-­‐centric principles
• Be sure you have the right people for the right jobs – use a scien3fic approach to hiring
• Reward them for the right behavior and mindset
• Increase coaching – don’t forget they need to con3nuously improve
Process
• Simplify processes and focus on moments of truth
• Turn around pain points
• Find and fix programs are very successful
• Make sure technology supports the right process vs. the other way around
Informa3on
• Present the right informa3on at the right 3me to leverage every interac3on with
prospects/customers
• Use drip-­‐irriga3on to keep collec3ng new and fresh informa3on
• Provide the right informa3on/data to employees at touchpoints
• Provide 3ps, techniques offers through data analysis and smart analy3cs
• Single source of truth for all customer data

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Redesign
based
on
both
Outside
in
and
Inside
Out
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Technology
• Remember that technology should support People and Process – not the other way
around
• Integrate as deeply as possible from Demand Genera3on through Rewards/Loyalty
solu3ons
• User Adop3on is cri3cal – see change management!
Metrics and Measures
• Set performance indicators that are achievable by each employee team
• Reward on those – people do what they are paid for!
• Make them roll up/down so the chain of control and achievement are clear top to
boNom
• Everyone should be measured – and it should be transparent
Culture/Change Management
• Set up your change management and communica3ons team early – integrate into
con3nuous improvement processes
• Culture comes from the top – make sure you have buy in or success will be hard to
achieve
• Communicate – Communicate – Communicate

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Consumer Mapping
Experience
Mapping
isn’t
a
stand-­‐alone
exercise
30
Mapping only outbound touches
Does not address the whole customer
experience. Omits ini3a3on points as
Well as feedback loop.
Solu%on: Map ALL interac%ons to get a
full picture
No clear view of outcomes
Interes3ng collec3on of facts that
are not ac3onable. No
understanding of how they connect.
Solu%on: Focus on ac%onable
insights and the ini%al objec%ves .
Organiza3onal Alignment
Need the full coopera3on and access to
the staff across the organiza3on to be
sure the right informa3on is collected
and shared.
Solu%on: Be as deep and wide as possible
Process Only Mapping
Provides lots of data but no real insight
into the emo3ons of the employees or
customers limi3ng ac3onable insights.
Solu%on: Be sure to add emo%onal inputs,
ethnographic research and VOC /VOE.

31. Vision
Services
Plan
JumpstartMD
Xanterra
Na7onal
Membership
Organiza7on
Case
Studies

32. ©2015
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Client:
VSP
Customer:
Eye
Care
Professionals
• Challenge
• Desire to expand Eye Care division sales/marke3ng automa3on but didn’t understand buyer’s journey
• Inconsistent and 3ming issues of messaging rela3ve to offers
• Developing programs difficult due to a complex set of influencers and buyers
• Approach
• Interviews of all Ins3tu3on/Employee/Customers created a complex, mul3-­‐faceted buyer journey map
• Highlighted pain points, moments of truth and key interac3on points for use in crea3ng Salesforce.com
processes
• Iden3fied opportuni3es to improve rela3onships with Eye Care Professionals
• Results
• Developed strategies aligned with the level of complexity of the different cons3tuents
• Understanding of rela3onships across LOB’s and customers
• Salesforce tool mapped to different use cases based on insights
• Communica3ons mapped to influencers and buyers appropriately
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33. ©2015
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• Challenge
• Focus on acquisi3on leL Pa3ents feeling neglected
• Needed a customer-­‐centric data and marke3ng automa3on solu3on to beNer track and retain current Pa3ents,
deliver triggered campaigns and monitor likelihood to churn
• Needed to drive automa3on and consistency across mul3ple storefronts, online and across communica3ons channels
• Approach
• Conducted company-­‐wide diagnos3c with Pa3ent, Employee and Ins3tu3onal inputs
• Created Experience Map to fully understand pa3ent journey
• Developed ini3a3ves to close gaps (OPIT)
• Developed requirements, RFP’s and managed bid processes for marke3ng automa3on solu3on
• Developed Sales and Marke3ng Training for Segmenta3on and 1:1 Marke3ng concepts
• Results
• Immediate improvement of revenue due to decreased drop off
• Improved experience comments/survey results
• Drove business case for marke3ng automa3on tools
Client:
JumpstartMD
Customer:
Medical
Weight
Loss
Pa7ents
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34. ©2015
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• Challenge
• Hospitality conglomerate had mul3ple proper3es with different experiences
• In order to drive revenue using new segmenta3on and marke3ng plamorm needed to understand
guest journey
• Marke3ng was challenged with pulling emo3onal and ra3onal informa3on together
• Approach
• Developed journey maps for top brands and proper3es
• Iden3fied strengths and weaknesses for each property across customer lifecycles
• Created a lifecycle contact strategy
• Results
• Using as a basis for 2015 go to market strategy
• Crea3ng lifecycle marke3ng using new CRM database and toolkit
Client:
Xanterra
Customer:
Travelers
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35. ©2015
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• Challenge
• Client experiencing downturn in renewals for membership
• Strategy team concerned about ability to aNract and retain new members who increasingly eschew ‘joining’
organiza3ons
• Realized that ‘engagement’ may not mean touches – needed to see what that meant
• Approach
• Mapped touches as is by mul3ple views as compared to DMA standards
• Created customer journeys for top customer ‘jobs’ and interests to ID reason for joining, renewing, MOT’s and
Pain Points
• Developed different scenarios for customer personas and touch op3ons to beNer op3mize experience and
resul3ng renewal
• Results
• 2015 planning will include new programs and processes
• Addi3onal mapping projects underway to fine tune experience for
• Different personas and interest groups
Client:
Na7onal
Membership
Organiza7on
Customer:
Members
and
Prospects
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36. Q&A
Thank
you!
suitecx.com
@custoholic