A set of 20 case studies from 15 years of experience conducting Customer Journey Maps, CX and Technology Vendor Assessments, Voice of Customer and targeted Contact Strategies.

1. 10
Key
Insights
from
15
Years
of
Customer
Journey
Mapping
Case
Studies
January,
2015

2. ©2014
suitecx
–
ConfidenDal
Client Mailing costs were
skyrocke2ng, and manual processes
made campaign planning difficult
and inefficient
Diagnos2c across four
lines of business;
shared services team
built around 19 CX
ini2a2ves
Automated 30% of
manual processes;
reduced employee
over2me; increased
program effec2veness
1.
Your
investment
in
CX
must
link
directly
to
key
business
results
• Have
a
clear
story
line
that
arDculates
the
criDcal
business
results
to
how
the
new/improved
processes,
capabiliDes
and
customer
centricity
will
deliver
your
business
enhanced
performance.
2
Company
Challenge
Approach
Results
Uncontrolled spending on marke2ng
materials with no automa2on or
insight into what works and what
doesn’t
Developed process
flows around campaign
management;
developed DAM
program; implemented
Aprimo
Increased sales revenue
including marke2ng
aLribu2on program,
decreased manual
costs; developed Best
Customer program
Key
Learning:
EliminaDng
waste
is
one
of
the
most
common
benefits
of
Customer
Journey
Mapping
and
DiagnosDcs
Key
Learning:
Refining
processes
around
markeDng
communicaDons
provides
guidance
into
what
really
works
and
what
doesn’t

3. ©2014
suitecx
–
ConfidenDal
Organiza2onal silos prevented a
seamless experience for Eye Care
Professionals
Journey Mapping
revealed many
opportuni2es for
coordina2on among
departments
Improved rela2onships
across Lines of
Business; BeLer process
and integra2on of
communica2ons
2.
Don’t
underesDmate
the
importance
of
comprehensive
execuDon
• The
most
frequent
failure
point
is
driven
by
organizaDons
underesDmaDng
the
key
success
factors
that
must
be
executed
well
3
Company
Challenge
Approach
Results
Client realized CRM technology plan
would not work without a Go-­‐to-­‐
Market Strategy and clearer
understanding of Needs/Objec2ves
& Business Requirements
Organiza2onal
assessment across
Sales, Marke2ng and
Service to determine
gaps in CRM efforts
Immediate
improvement in Sales/
Marke2ng rela2onship
leading to higher
u2liza2on of each
other’s capabili2es
Key
Learning:
Journey
Mapping
is
a
management
and
communicaDon
tool
bringing
together
diverse
groups
with
the
customer
at
the
center
Key
Learning:
Walking
in
each
others’
shoes
as
well
as
the
customers’
brings
clarity
to
key
objecDves
behind
technology
implementaDons

4. ©2014
suitecx
–
ConfidenDal
Needed
to
drive
automaDon
and
consistency
across
mulDple
storefronts,
online
and
across
communicaDons
channels
Growing pains required
a measured approach
over a 3-­‐5 year period
as new resources and
tools came online
Developed ini2a2ves to
close gaps; priori2zed
these according to
impact on customer
and company, and 2me/
cost to implement
3.
Build
a
3
year
roadmap
which
delivers
results
in
Year
1
• Customer
Journey
Mapping
o]en
exposes
quick
wins
that
achieve
immediate
successes
upon
which
to
build
for
the
future
4
Company
Challenge
Approach
Results
Help desk customer sa2sfac2on at
all 2me low; FAQ’s and informa2on
hard to find, inaccurate and
conflic2ng
Formal diagnos2c
process included
reviews of people,
process, technology and
data across mul2ple
product lines/divisions
Customer Sa2sfac2on
Increased by
measurable amount;
Lowered cost to
manage content
reduced 3 head count
Key
Learning:
Take
a
crawl-­‐walk-­‐run
approach
to
CX
iniDaDves;
quick
wins
can
be
very
powerful
to
build
momentum
Key
Learning:
CX
problems
can
seem
overwhelming
but
a
concentrated
diagnosDc
can
reveal
concrete
steps
to
improvement

5. ©2014
suitecx
–
ConfidenDal
Wireless compe22on heavily
impac2ng land line and business
customer revenue streams; limited
skills for customer focused strategy/
planning/tac2cs
Developed training
program around
customer centricity for
both B2B & B2C
departments,
championed by execs
Focus on growth,
reten2on & win-­‐back
led to increase of 35%
in sa2sfac2on survey
4.
Senior
management
leadership
involvement
is
imperaDve
• You
need
full
buy-­‐in
from
all
global
and
regional
leadership
regarding
the
scope
of
both
Dme
and
financial
investment;
there
needs
to
be
significant
socializaDon
and
visibility
by
execuDve
leadership.
5
Company
Challenge
Approach
Results
Company needed to compel leaders
of each unique property to buy into
a centralized customer experience
strategy
Customer centric
diagnos2c and journey
mapping brought key
best prac2ces and
common challenges to
the table
Created corporate
Center of Excellence to
facilitate CX
improvements; used
quick wins to fund
broader ini2a2ves
Key
Learning:
Leaders
who
are
commi`ed
to
improving
CX
realize
that
it
is
a
company-­‐wide
effort,
not
just
a
markeDng
thing
Key
Learning:
A
strong
focus
on
enabling
diverse
teams
to
listen
to
and
aid
each
other
leads
to
a
cascade
of
successes
both
internal
and
external

6. ©2014
suitecx
–
ConfidenDal
One-­‐size-­‐fits-­‐all approach to broker
community led to lackluster sales of
vision insurance; vision was a give-­‐
away and not considered a strategic
benefit
Developed data-­‐driven
Broker personas in
order to create a
differen2ated contact
strategy
Personas implemented
across the Broker
database; Precision
marke2ng plan in place
with improved results
5.
Know
yourself
well
• You
need
full
buy-­‐in
from
all
global
and
regional
leadership
regarding
the
scope
of
both
Dme
and
financial
investment;
there
needs
to
be
significant
socializaDon
and
visibility
by
execuDve
leadership.
6
Company
Challenge
Approach
Results
Company needed to compel leaders
of each unique property to buy into
a centralized customer experience
strategy
Customer centric
diagnos2c and journey
mapping brought key
best prac2ces and
common challenges to
the table
Created corporate
Center of Excellence to
facilitate CX
improvements; used
quick wins to fund
broader ini2a2ves
Key
Learning:
To
truly
understand
your
buyers,
you
must
look
within
your
own
data,
then
idenDfy
gaps
and
opportuniDes
Key
Learning:
A
strong
focus
on
enabling
diverse
teams
to
listen
to
and
aid
each
other
leads
to
a
cascade
of
successes
both
internal
and
external

7. ©2014
suitecx
–
ConfidenDal
Internal company communica2ons
hopelessly broken; 70 SharePoint
Sites with no overall management/
governance
Formal diagnos2c
process included
reviews of people,
process, technology and
data across mul2ple
divisions
Improved employee
sa2sfac2on; stronger
focus on cri2cal
informa2on and
processes
6.
Start
with
process
and
reporDng
–
finish
with
“shiny
objects”
• Plofng
out
broken
processes
and
creaDng
future
state
narraDves
helps
drive
change
management.
Knowing
what
you
need
and
communicaDng
it
clearly
ensures
that
new
process
can
be
adopted
7
Company
Challenge
Approach
Results
Company iden2fied major gaps in
customer sa2sfac2on with loan
products; needed process and
communica2on guidance to improve
customer experience
Created detailed level
1-­‐4 process maps,
aligned with strong
connec2on between
process and narra2ve
Process narra2ves and
templates replaced
other tools to create a
standard approach;
improved sa2sfac2on
rates
Key
Learning:
New
tools
on
top
of
broken
process
simply
won’t
work
and
may
result
in
high
cost
of
employee
turnover
Key
Learning:
Clear
goals
and
plans
for
communicaDng
new
processes
and
standards
are
criDcal
to
achieving
real
change

8. ©2014
suitecx
–
ConfidenDal
Marke2ng team managed over 40
authors with disparate web sites
and programs; high degree of
frustra2on with web and e-­‐
commerce tools
Recommended several
ini2a2ves, but had to
create a realis2c road-­‐
map to solve biggest
pain points first
Several quick hits to
improve upsell/cross
sell iden2fied; tool
improvement began
with email, moved on
to e-­‐commerce & web
7.
Don’t
try
to
boil
the
ocean.
• Be
willing
to
brutally
prioriDze
to
avoid
overwhelming
complexity
8
Company
Challenge
Approach
Results
Company had strong behavior-­‐based
segmenta2on in place, but no
cohesive contact strategy that
included partners. This resulted in
millions of emails sent per week
with no real priori2za2on
Selected several
campaign types to
op2mize; tested various
scenarios for addi2onal
learning and to prove
the business case
Improved results with
new set of priori2za2on
rules; proved the case
for op2miza2on;
provided deeper insight
into customer base
Key
Learning:
The
amount
of
change
needed
may
be
overwhelming,
but
quick
wins
are
crucial
to
building
and
sustaining
momentum
Key
Learning:
It
will
always
feel
like
you
are
trying
to
catch
a
speeding
train.
Small
movement
forward
will
have
an
important
impact,
and
you
can
chip
away
at
your
pain
points
piece
by
piece

9. ©2014
suitecx
–
ConfidenDal
Outdated technology for Marke2ng
and CRM required upda2ng;
complex design included 48 data
feeds and numerous lines of
business customiza2ons
Developed processes,
use cases and data
inputs / outputs;
ensured IT buy in via
the Solu2ons Design
and PMO teams
Implemented Marke2ng
Automa2on/Campaign
Engine and Analy2cs
solu2on; ini2ated
precision marke2ng
strategy
8.
Spend
sufficient
Dme
fully
vefng
partners
• Ensure
your
key
partnerships
are
fully
ve`ed
against
your
business
needs
and
that
they
have
experience
in
your
parDcular
need
set;
many
CX
implementaDons
fail
due
to
people/chemistry
issues
9
Company
Challenge
Approach
Results
Exis2ng Sales Tracking system not
sophis2cated enough, crea2ng the
need for significant manual efforts;
no automated systems to support
marke2ng
Worked with Sales
Process team to
develop requirements
for CRM/Sales Force
Automa2on RFP;
evaluated over 30 tools
Chose two vendors that
already had a strong
partnership, leading to
a joint implementa2on
that produced results
immediately
Key
Learning:
Ensure
all
internal
stakeholders
are
heard
so
that
you
have
a
clear
set
of
requirements
for
your
future
vendor/partner
Key
Learning:
SomeDmes
it
won’t
be
just
one
partner
or
vendor
who
can
fully
meet
your
needs;
find
companies
who
have
already
forged
their
own
partnership
for
CX
success

10. ©2014
suitecx
–
ConfidenDal
Client had many point solu2ons and
mostly manual processes; strategy
to put the customer first included
strong desire for metrics
Developed detailed
priori2zed plan to close
technology gaps
star2ng with new ESP,
and adding data to
customer database
Developed more
comprehensive data
collec2on & usage;
started A/B tes2ng &
formal reten2on
program
9.
Just
the
right
amount
of
measurement
and
reporDng
• Dashboards should provide a common framework and discipline for your global enterprise and should
display business results, customer impera2ves and marke2ng effec2veness metrics
10
Company
Challenge
Approach
Results
Client’s membership was not
growing, especially in the the 50-­‐60
segment. Opinion of the brand was
declining. Renewal rates were
declining.
Created touch inventory
to understand current
experience, highlighted
quan2ty, quality &
cadence of touches for
a year in a member life
Successfully highlighted
gaps in the CX that
harmed the relationship
and led to attrition;
showed need to integrate
more data to make every
touch more effective
Key
Learning:
Metrics
for
the
sake
of
metrics
are
not
useful
unless
they
De
back
to
the
customer
experience
Key
Learning:
Make
sure
the
right
hand
knows
what
the
le]
hand
is
doing.
Look
at
all
customer
communicaDons
in
the
aggregate
across
lines
of
business
to
ensure
the
cadence
makes
sense

11. ©2014
suitecx
–
ConfidenDal
Create integrated data warehouse
for 28+ owned firms including auto
dealerships, retail, banking, telcom,
etc.
Combined different
technologies and
approaches into a single
source of truth
Developed more
comprehensive data
collec2on & usage;
developed CRM insights
across all companies
10.
Be
prepared
for
technical
difficulDes
• Global implementa2ons bring an uneven technology landscape and technical/analy2cal skills.
11
Company
Challenge
Approach
Results
Many companies combined
databases with vastly different levels
of sophis2ca2on, cleanliness, etc.
Created standards and
procedures to get all
organiza2ons on the
same page; allowed for
individual company
nuances
Despite limited IT
resources, worked with
technology partners to
achieve a phased
approach to success
Key
Learning:
A
step-­‐by-­‐step
managed
process
can
ease
the
growing
pains
of
a
significant
technology
change.
EducaDon
&
change
management
are
criDcal
tools
to
use
along
the
way.
Key
Learning:
Bringing
in
partners
is
a
good
way
to
shore
up
limited
resources
during
a
major
implementaDon

12. ©2014
suitecx
–
ConfidenDal
12
INDUSTRY KNOWLEDGE
Deep exper2se with similar
environment travel & hospitality,
loyalty rewards programs, marke2ng,
CRM/CXM
COLLABORATIVE
We don’t “do it for you”, we “work
with you” and adapt to your
environment
EXPERIENCE
Our founders each bring over 20 years mul2-­‐discipline consul2ng exper2se and
best prac2ces from all major CRM / CX agencies:
Peppers & Rogers Group, KPMG, Accenture, McKinsey & Company,
PriceWaterhouseCoopers, Coopers & Lybrand, Bearing Point, Wunderman, SWAT
Team Partners, Experian
And we can also bring consul2ng and client side prac22oner CRM creden2als:
We understand day to day P&L pressures
STRATEGY THROUGH EXECUTION
Our sorware reflects our knowledge
and breadth of our experience
Customer insights meet data and
technical execu2on
Psychology meets Technology
QUICK WINS &
LONG TERM IMPACT
We understand the need to put
wins on the board
INNOVATION
We were at the incep2on of
customer experience mapping
HOLISTIC RECOMMENDATIONS
People, Process, Data, Technology &
Change Management
WYSIWYG
We won’t bait with experience and
switch to junior teams
SUSTAINABLE KNOWLEDGE
We aim to build self-­‐sufficiency
in our clients and broaden the
Customer Experience discipline
Its not a job –
it’s our
PASSION!
Our
Value
ProposiDon:
The
Right
Technology,
The
Right
Team

13. suitecx.com
@custoholic
Thank
You