1. Reorganizing around customer behaviors
Reorganizing around customer behavior requires knowing what those behaviors are...
Internal barriers (like disconnects between teams or an overly product-centric culture) can get in the way of an optimal customer experience. The first steps a brand should take to break down these barriers and better align around customer behaviors are:
- Map the experience
Many brands use customer journey maps, but they are often illustrative or based on intuition. We are advocates of understanding and mapping the journey, but doing so through a combination of data about current customer friction points and live observations of unmet needs.
- Strategy and experience prioritization
Develop a shared vision that prioritizes customer experience opportunities based on their business value and complexity. The business value of an experience improvement can be determined through testing, surveying a consumer panel on an ongoing basis about brand interactions and conducting post-experience surveys. The goal should be to understand the net value of an experience change. Will it influence a larger sale? Will it make a customer come back? How do those things affect our business metrics?
- Visualization of the new journey
After mapping the journey and prioritizing new opportunities, articulate the intended future vision for the experience to stakeholders in a visual way using storyboards, wireframes, full creative mock-ups or video. Define the overall ROI improved by each individual experience based on the anticipated behavioral change.
- Roadmap development
Once stakeholders are aligned on the new journey vision, create a phased action plan to guide implementation. This needs to incorporate details about the planned functionality, the internal teams that need to come together, the technology, the data, and the anticipated timeline for creation.
Projects within the roadmap will fall into two categories:
- Reinvention—solving an unmet expectation, like giving a customer an easier shopping experience online
- Pioneering—meeting an unmet need, like being the first in an industry to create a mobile booking tool for an airline
We use this matrix to map initiatives and identify whether they represent an opportunity for reinvention or pioneering an entirely new experience.
2. Reinvention of the underperformers
When a project has high customer value and is not meeting customer expectations, that experience should undergo a reinvention. Examples of reinvention include:
- A full experience redesign to streamline common tasks
- A mobile or social application enhancement enabling new functionality
- Conversion and funnel optimization that decreases friction across digital channels
When looking at the moments that need to be improved, the solutions still need to be channel agnostic. For example, if a loyalty program is not performing well signing up new customers, there could be an unmet expectation that is reducing performance. Solving that experience is going to require an analysis into the varying expectations a customer might have as he or she interacts (from the first download, through ongoing experiences) to find that the problem is in the description of the app on the app store, or the requirements needed on the registration screen.
There can also be tremendous opportunities to improve business outcomes by reinventing just a portion of an experience. For example, Delta asked Razorfish to reinvent its online booking process and flight management experience. After revamping these to be more memorable and simple, Delta experienced an increase in its J.D. Power scores and hundreds of millions of dollars of incremental digital sales revenue.
3. Pioneering new experiences
Projects with high customer value that address an unmet need involve pioneering entirely new experiences, products or services. Drivers of new services include:
- The opening of new channels or business models that change traditional ways of interacting with a customer
Example: Roadster in California allows customers to find a new car and negotiate the deal online, then have the car delivered to their door, avoiding the dealership entirely.
- New technologies that enable new types of interactions that did not previously exist
Example: Magic Leap layers augmented reality naturally into a user’s environment.
- Changes in customer behavior
Example: After discovering that younger urban customers were less likely to need a test-drive before buying a vehicle, Razorfish partnered with Audi to create Audi City, a digital showroom experience.
- The intersection of digital and physical experiences, which creates new opportunities to connect previously disconnected brand touchpoints
Example: Razorfish launched a new retail store for GrandVision in Shanghai that allows visitors to come into the store and interact with digital tools to get fitted for their next glasses.
Unmet needs can be identified during the journey mapping and visualization process explained earlier. Developing the actual ideas will require a strong knowledge of consumer, industry and technology trends. Once ideas for new product or service experiences are identified, we recommend asking:
- Does this new service or product reflect the brand’s culture?
- Does it build the brand?
- Is it technically feasible?
- Will people love it?
- Will it be profitable?
If it meets these criteria, it is worth further exploring as part of the larger roadmap. To limit risk, try variations of the Opportunities for Customer Experience innovation experience in test markets.