The Customer Experience Using Service Design to Delight Your Customers

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Clifford McCormick
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1 The Customer Experience Using Service Design to Delight Your Customers Penny S. Weller, PhD, CMA Las Vegas November 14, 2017

A global strategic business advisory and operations

sustainable business performance improvements SG&A

transformation journey assistance via executive advisory

WORLD-CLASS PERFORMANCE 93% Dow Jones Industrials 87%

2 A global strategic business advisory and operations improvement firm We help companies establish and implement sustainable business performance improvements SG&A benchmarking gold standard since 1992 Long term transformation journey assistance via executive advisory membership Our Clients HACKETT DEFINES AND ENABLES WORLD-CLASS PERFORMANCE 93% Dow Jones Industrials 87% Fortune % Dow Jones Global Titans 87% DAX 58% FTSE % CAC Global offices We served 1,150+ Clients

3 Customer Experience Myths & reality November 12-14, 2017 Concept and trends Service design what is it? How does it really work? Reframing from your customers perspective

4 Customer Experience Myths & reality November 12-14, 2017 Concept and trends Service design what is it? How does it really work? Reframing from your customers perspective

5 Customer Experience Myth #1 Myth: Reality: Customer experience is a concept that only impacts our external customers Customer experience focuses primarily on our internal business units along with others that use our services; i.e., vendors, suppliers, and employees

6 Customer Experience Myth #2 Myth: Reality: Our customers need to step it up to really understand how to navigate our processes more easily it would make everyone s life more pleasant Our customers look to us to provide exceptional services that are easy to use and understand and provide the most value so they can get on with their real work

7 Customer Experience Myths & reality November 12-14, 2017 Concept and trends Service design what is it? How does it really work? Reframing from your customers perspective

8 Cash Management Financial Accounting Management Accounting We have customers that rely on us

9 Employees want to buy products and services Examples include: Supplies Subscriptions Computers Office furniture Raw materials And, they want to do this with minimal effort Customer Perspective

deliver quality products/services on time, with pricing that aligns with

10 Preferred Suppliers SOX Compliance Negotiated Price Negotiated Delivery Terms Formal Contract Detailed, Formal Invoice Our Perspective We balance tasks to deliver quality products/services on time, with pricing that aligns with company guidelines We follow multiple steps to achieve the goal to satisfy the customer

11 How Hard Can This Be? We assist employees all the while ensuring compliance, procedures and policies are followed efficiently and effectively We are often accountable prior to and following the release of company funds Requirements may be difficult for customers to understand

12 Every interaction or touchpoint provides an opportunity to positively influence your brand What is your brand today? Quality Responsiveness Accuracy Professionalism

13 Customers are demanding more and more Speed Accuracy Ease of use Professionalism Mobile / remote access We are all customers

14 Our customers look at our menu of services and expect greatness quality, cost, cycle time We look to optimize our processes (recipes) with all their complexities while satisfying our customers

15 What s important to your customers? What does the process look like from their perspective? Keep in mind you likely do your job routinely while those that use your services may only do so periodically Service design is born

16 Your customers may be captive, but not necessarily captivated November 12-14, 2017 innovation of the customer experience is

17 Customer experience is a journey November 12-14, 2017 Most organizations have just started

18 Customer Experience Myths & reality November 12-14, 2017 Concept and trends Service design what is it? How does it really work? Reframing from your customers perspective

19 Service Design: Emerging method focused on providing a holistic service to the user, through user experiences and service interface design. Empathy mapping is used to identify pain points to customers Designs services from the customer s perspective rather than a process perspective Uses empathy (pain point) mapping Focus is to enhance the customer experience

20 Co-create Happy moments Colorful Visual Prototype Test early Tweak Design is sloppy Share Sticky notes November 12-14, 2017

21 Stakeholder identification Identify key stakeholder groups, their interactions with us and their general attitude Customer experience improvement Customer experience measurement Acting on feedback Develop measurement approaches tailored to key stakeholder groups Analyze customer feedback, develop and implement action plan Communication Provide feedback to key stakeholders on satisfaction and action plans

22 Stakeholder Identification

23 What do you say and do? Gain: What do you need to achieve? How do you measure success? Pain: What pain do you feel? What are your biggest frustrations? What do you see? What do you feel? What do you tell your colleagues? IMA CMA Candidate

24 Customer Experience Measurement November 12-14, 2017

25 Acting on Feedback November 12-14, 2017

26 Communication November 12-14, 2017

It is a practice of making services better through research, developing ideas,

27 Service Design at Coca-Cola Operational excellence complementary approach that looks at all aspects of service experience. It is a practice of making services better through research, developing ideas, designing and testing experiences. Looking at every aspect of user experience across devices, touchpoints and technologies

28 Offering a good customer experience is a competitive advantage that is hard to beat or replicate by competitors, helps us to attract and retain the best talents Source: Webcast 2015, The Hackett Group

29 EMPATHIZE IDEATE DEFINE PROTOTYPE TEST Iterative Process Quick Sessions Source: Stanford d. School A Virtual Crash Course in Design Thinking

30 Current State What is Possible Multiple Options Source: Darden School; University of Virginia by Jeanne Liedtka

31 Value stream or process maps Define activities, understand importance, look for ways to improve flow and remove nonvalue added steps Process mapping

33 Try to look through the eyes of your customers Acknowledge that they have been heard Use opportunities to improve service levels and consider ways to optimize processes

34 MENTAL STAGE Sample customer journey map INTERACTIONS Start CHANNELS (VOICE, E- MAIL ETC.) Text Text Text Text Text Text Text Text Text PERFORMANCE CUSTOMER SATISFACTION

36 Happiness November 12-14, 2017

41 PDF copy of invoice Invoice detailed within Payment instructions online, mail Social media letters & numbers

45 Not as much November 12-14, 2017

The Pen Journey Map Customer MENTAL STAGE Perspective INTERACTIONS Start Pen & Offer Order Done Letter

) Pen & prom o Letter Vendo r portal Email Email Email Email Email Email Email PERFORMANCE CUSTOMER

Didn t notice shipping & set up Kept informed throughout Speed and accuracy Invoice higher than expected

46 The Pen Journey Map Customer MENTAL STAGE Perspective INTERACTIONS Start Pen & Offer Order Done Letter Presid ent Track Pens Arrive Bill Pay Son Says... Receipt Order Tracking CHANNELS (VOICE, E- MAIL ETC.) Pen & prom o Letter Vendo r portal PERFORMANCE CUSTOMER SATISFACTION Price & Quality of product were high Added fees were unclear Order placed without concerns Didn t notice shipping & set up Kept informed throughout Speed and accuracy Invoice higher than expected Reviewed original looking for fees Payment process sluggish Would have preferred alternative engraving

47 Customer Experience Myths & reality November 12-14, 2017 Concept and trends Service design what is it? How does it really work? Reframing from your customers perspective

48 What is the brand we want personally and for our team? November 12-14, 2017

49 Customer Satisfaction Net Promoter Score (NPS) Detractors Passives Promoters % Promoters, minus % Detractors

50 Customer Satisfaction Net Promoter Score (NPS) Detractors Passives Promoters % Promoters, minus % Detractors

52 Atlanta Chicago Frankfurt Hyderabad London Miami Montevideo New York Paris Philadelphia Portland San Francisco Seattle Sydney Vancouver

53 Statement of Confidentiality and Usage Restrictions This document contains trade secrets and information that is sensitive, proprietary, and confidential to The Hackett Group the disclosure of which would provide a competitive advantage to others. As a result, the information contained herein, including, information relating to The Hackett Group s data, equipment, apparatus, programs, software, security keys, specifications, drawings, business information, pricing, tools, taxonomy, questionnaires, deliverables, including without limitation any benchmark reports, and the data and calculations contained therein, may not be duplicated or otherwise distributed without The Hackett Group Inc. s express written approval. Reproduction of this document or any portion thereof without prior written consent is prohibited.

Moving From Shared Services to GBS What Does World-class Look Like?

Moving From Shared Services to GBS What Does World-class Look Like? Penny Weller, PhD, CMA The Hackett Group Moving From Shared Services to GBS What Does World-class Look Like? Shared Services is a successful,