The Art of the Possible: Bringing Journey Mapping to Life

Transcription

1 The Art of the Possible: Bringing Journey Mapping to Life Leading The Future Customer Experience CS Week 2016 Wednesday April 27, 2016

2 Table of contents Introductions The Changing Customer Case Study: Journey Mapping at Duke Energy The Experience Lab: Bringing Journeys to Life Lessons Learned Q&A 2

3 Introductions Erwin Furukawa Executive Director EY Power & Utilities Customer & Strategy John Lincoln Customer Experience Leader Duke Energy Simon Watson Senior Manager EY Power & Utilities Customer and Strategy 3

4 Are we ready? Market Drivers Technology Competition Regulatory Customer Behavior Corporate Culture 4

5 The changing customer environment Utility customers are undergoing significant change from their simple behavioral preferences through to the way they want to interact with their energy usage on a real time basis Demographic transformation Customer demographics are evolving and increasing the wide range of service needs Instant visibility Customers of all demographics are increasingly using real time data and information to manage experiences Technology revolution Developments in technology that are transforming the way customers interact and manage their energy is causing disruption to the traditional utility value chain New products and services Range of products and services beyond the meter are developing, alongside increasing competition Accelerating expectations Non-utility service models create customer expectations that are far beyond the traditional utility capability set Source: EY 5

6 Rising expectations and digitization The shift in expectations is not simply limited to luxury goods and services, but also extends to low value transactions and interactions. Tesla was able to adjust suspension settings on its cars through a software update within days to avoid more punctures leading to car fires pending a hardware fix. Wells Fargo ATMs use adaptive analytics to recall most frequent transactions for customers to present each time they use the service and they wish you a Happy Birthday! Domino s pizzas can be ordered via text (using an emoji), tweet, smart TV, speaking to their mobile app, or from a Ford car with sync applink. Orders can be tracked from assembly, through cooking and to delivery to your door. Verizon Wireless and other carriers can send usage, payment and other alerts to help customers manage their accounts and payment options. 6

7 Core utility customer journeys Customer journeys allow us to focus on specific customer interactions across the customer lifecycle that define the experience and ultimately the satisfaction of every customer There are 6 key customer lifecycle stages that every customer goes through with their utility provider Across those 6 lifecycle stages, there are 15 core customer journeys that define the customer experience and satisfaction The 15 customer journeys allow us to break the customer experience into manageable focus areas to identify improvement and define our target experience Have a maintenance issue Have an outage Pay my past due bill Want to complain Outage Want to disconnect Hear about us Want to sign up Need a new connection Moving home Question about account This also allows us to prioritize specific journeys to ensure we improve the key areas of focus for the organization and the customer Understand & pay my bill Manage my Need meter read usage Interested in products & services Receive information Source: EY 7

8 Making customers real persona development Methodology The 4 most relevant characteristics for our customer journeys allowed us to develop three distinct personas Financial flexibility Digital savviness Property ownership Age Personas Ann 66-year-old married grand-mother Eric 29-year-old married father Sue 24-year-old single Key characteristics Affluent (high-income) Low digital savviness Homeowner Retired Middle-class High digital savviness Homeowner Time-constrained professional Low income Medium digital savviness Renter Money-challenged % of customers ~37% ~38% ~25% Segments High income engaged investors Low engagement Cost savers Technology lovers Money-challenged 8

9 A four phase approach that starts with the customer Source: EY 9

10 Combing VOC and insider-out perspectives sets a baseline Eric Yes, but it's a problem when you move, you get a new account number, and never told to add it online. Now my bills late... Sue bill online; "you have a past due balance!" even though I set up autopay. Go to bill pay: "you have autopay set up! So now, I am in a new house with no power in NC for 2 days because for some reason the soonest you could get me a tech was Mon. #Utility companies "may" waive ONE late fee per YEAR for families who struggle ALL YEAR.. Ann The scary part about this no power situation is that I ve not seen one Duke Power Energy Truck on this side of town my bills are lower than they have ever been, but I didn t realize they would be until I got a new home HVAC system. Verbatim sources: CPT, Fastrack, JD Power, social media 10

11 Mapping the As-is customer journey identifies c-sat pain points Before During After Section 1. Persona Description Description of the customer profile used to define the journey and experience Scenario Summary of the customer s motivation and expectations of the interaction with Duke Energy for the journey Journey (Activity) 4. Thoughts 5. Channel 6. Pain 7. Delight A sequence of interactions a customer will have with Duke Energy The thinking a customer may have that guides their emotional state for their interactions Pathway of interaction (touch point) a customer has with Duke Energy Description of missed customer expectation when interacting with Duke Energy Description of met or exceeded expectation when interacting with Duke Energy Jurisdiction 9. Business Group Description of variance in interactions experienced by customer due based on geography Operational business area that supports the defined activities impacting the experience Source: EY and Duke Energy 10. Metrics Operational measures used to understand performance/ effectiveness of defined activities 11

12 Designing for the future based on what our customers expect. 12

13 .and what they want from an interaction with us 13

14 Challenging and designing for an engaging future Designing the to-be experience is about creating the right mindset and environment that allows employees to think about the future state of customer experience without operational constraints Art of the possible Gather utility and cross-industry leading practices to understand what the customer experience could look like Define key design principles to be applied during workshops Capability identification Conduct workshops to brainstorm, without constraints or limitations, the capabilities that would create delightful customer experiences Engage attendees from across functions and levels To-be journey mapping Map the to-be journey activities based on the desired capabilities Identify the channels that need to be enabled to support the desired experiences Review and iterate findings with key stakeholders and leadership Key differentiators External market experience and research Journey templates and workshop facilitation Workshop coordination ThinkTank review sessions Capability model development Source: EY 14

15 Delivering on Duke s promises to our customers also drives future state design Source: EY and Duke Energy 15

16 To-be journeys can address challenges today and build in delights for the future Before During After Section 1. Customer Expectations 2. Journey (activities) 3. Channel 4. Capabilities 5. Channel Key 6. To-Be Scenario 7. Customer Promises Description The expected outcome that the customer would like to accomplish A sequence of interactions a customer will have with Duke Energy Enabled and preferred pathways of interaction (touch point) a customer has with Duke Energy List of possible operational (people, process, and technology) capabilities needed to deliver the to-be journey Legend of preferred communication channel during the customer journey Describes a specified combination of a persona, channel(s) and conditions that defines the customer s expectations and the way they interact with Duke Energy for a given journey The four customer promises that serve as the design principles for the future customer journey Source: EY and Duke Energy 16

17 Gathering capabilities across the mapping effort can drive manageable sets Voice of Customer Design Workshops Stakeholder interviews Leading practices Ideas to enable the desired to-be experience across all core journeys and scenarios Capabilities Initiatives Initiatives designed to enable the required capabilities across the organization Themes to organize the execution and delivery of selected initiatives Solution sets Source: EY 17

18 Metrics can be matched or developed to track implementation Tactical metrics designed to manage day to day customer experience through each lifecycle Each solution set is designed to deliver improvements across all lifecycles that should demonstrate improvements to our tactical metrics Tactical lifecycle metrics are then mapped to primary operational metric to identify core impact area Each metric can be monitored using actuals, progress to date and performance against targets, to allow for regular monitoring, short term initiative planning and long term strategic planning Source: EY 18

19 Bringing the journeys to life.

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