I can’t tell you how excited I am about how the London event is shaping up.
On second thought, I can tell you. Read on!
This year’s theme is “Boost Your Customer Experience To The Next Level.” What’s that about? Well, we know from our research that companies are at wildly varying levels of customer experience maturity, ranging from not having gotten started yet to pulling even further ahead of competitors through CX differentiation. That’s why we’ve tailored this event to show attendees the one sure path to CX maturity and provide detailed guidance on how to advance along that path.
My wife and I have finally reached the last phase of a lengthy and complex home renovation project. To make sure that the new stairwell gets installed with the least risk of personal injury (descending the stairs first thing in the morning, in the dark, before coffee, and before the banister has been completed — not a good idea), we decided to spend a couple of nights in a hotel while our contractor finishes the job.
That hotel happens to be a Courtyard by Marriott property, one of a handful of businesses to achieve a rating of excellent in Forrester’s Customer Experience Index (Cxi). In the CXi, we ask consumers to measure how well each brand they’ve done business with measures up against three criteria: value, ease of use, and enjoyability. Most brands score OK to very poor. So how does Courtyard do it?
It's skirted the requirements trap. All hotels have rooms, showers, and parking. Wi-Fi, a business center, a dining area, and fitness facilities are pretty generic too. These things are required to compete in this market. But merely having these things is not enough.
A customer experience ecosystem map is a visual technique that connects end-to-end customer processes to the ecosystem of employees, partners, capabilities, processes, technology, information, and interfaces involved in delivering the experiences. Without these maps, companies regularly perform blind-man-and-the elephant exercises in which different silos of an organization see only parts of the customer’s experience related to their own jobs. A customer experience ecosystem map breaks down this tunnel vision to help systematically improve or redesign experiences to deliver value.
Customer experience ecosystem maps are evolved from service blueprints, which experience designers have used since at least the mid-80s. They essentially start with a customer journey map that depicts the experience a customer has in a scenario that describes the context and the outcome the customer seeks to achieve. But it doesn’t stop there. It continues to map the value stream responsible for delivering the experience.
Why bother with this exercise? Here are eight reasons:
For one thing, if you’ve ever been to London City Airport, it’s an experience that’s far superior to what you’ll get at bigger and better-known airports that I won’t name.* So even though I like to think that I know a bit about customer experience, Declan clearly has something special going on.
For another thing, Declan is charming. Taken together, that combination of content and presentation is, well, intimidating for your humble forum host.
In the run-up to the event, Declan took the time to write some great detailed answers to our questions about what he’s been doing, how his efforts have evolved, and what advice he’d give to others on the journey to customer experience maturity.
I hope you enjoy his answers, and I look forward to seeing many of you in London on November 19th and 20th!
Q. When did London City Airport first begin focusing on customer experience? Why?
A. London City Airport (LCY) has been focused on customer experience since its doors opened in 1987 — it’s a niche player, serving the travel needs of the business communities of Canary Wharf and the City and the political establishment of Westminster, and our passengers expect a consistent, best-in-class experience.
Ever since Forrester began conducting its Customer Experience Index study, retailers have topped all other industries. They not only have the highest average scores (as rated by their own customers), they comprise the majority of the companies in the “excellent” category. In fact, the only other industry that comes close to retailers is hotels.
That’s one reason why we’re delighted to have Jo Moran, head of customer service for iconic retailer Marks and Spencer, speak at our Customer Experience Forum EMEA in London on November 19th and 20th.
The other reason is that Jo has been on a journey to boost Marks and Spencer to a higher level of customer experience maturity — which is exactly what our forum is about.
In the run-up to the event, Jo graciously agreed to answer our questions about what she’s done so far and what she’d do differently if she had it to do over again. Her answers appear below.
I hope you enjoy her responses as much as I did, and I look forward to seeing many of you in London on November 19th and 20th!
Q. When Marks and Spencer (M&S) first begin focusing on customer experience? Why?
Simultaneously: using two devices at the same time to “multitask for efficiency.” Despite overwhelming evidence that humans cannot really split their attention among multiple tasks, 82% of global consumers believe that multiscreening makes them more efficient, and they act on that belief.
The survey is now closed. Many thanks to all of the agencies and service designers who submitted. We'll be in touch soon.
The survey deadline has been extended to November 7 at midnight Eastern! Please see my comment in the thread below for more details.
“Who can help us design great customer experiences?” I increasingly hear this question from our Forrester clients — and depending on what kind of work the client is after, my answer is often, “a service design agency.” I recently wrote two blog posts discussing the importance of service design and its relationship to customer experience. In December, I’ll be publishing a report that will help prospective clients find potential service design partners.
This report will focus on agencies that design service-based interactions that span the following steps in the customer journey: buy, access, use, and get support. Agencies that primarily design the employee experience will also be considered for inclusion in the report. If that sounds like your agency — and you’ve got one employee or several hundred — we’d love to include you. Just fill out this survey by November 1.
Service design is critical to customer experience (CX). (If you’re not sure why, please check out my post from earlier this week called "Service Design: The Most Important Design Discipline You’ve Never Heard Of," and then come back and continue reading.) But what exactly is the relationship between the service design and CX? And how does the field of user experience (UX) factor into this picture?
User experience primarily focuses on the design and development of digital interactions. Today, this typically means websites, mobile phones, and tablets, but UX can also include touchpoints like kiosks, desktop software, or interactive voice response systems.
Customer experience focuses on the design, implementation, and management of interactions that happen across the entire customer journey. This includes the interactions that take place as customers discover, evaluate, buy, access, use, get support, reengage, and leave.
As the image below shows, I believe that all UX work is a subset of CX work. Customer-facing digital touchpoints are by definition part of the CX, and employee- or partner-facing digital touchpoints either directly or indirectly affect the customer experience in some way.
Service design, like customer experience, focuses on the design and implementation of interactions that happen across the entire customer journey. Service designers also design the behind-the-scenes activities that enable those experiences to be delivered as planned.
Do you know what the right metrics are to measure your customers' experience? Do you know how to make the best use of the metrics to improve the customer experience?
If you cannot measure the customer experience, you cannot manage it. And that means that you will never move beyond the find-and-fix approach that characterizes the "repair" stage on the path to customer experience maturity.
So join me and your peers in the Forrester Workshop, Customer Experience Measurement Essentials, in Cambridge, Mass., on October 24th.
This workshop is a great opportunity for all CX professionals to:
Learn Forrester's framework for measuring the customer experience: how to identify the right metrics to measure CX and how to make the best use of CX metrics.
Today is the first annual Customer Experience Day! There’s a growing number of professionals who are dedicated to making great customer experiences — and today is a day to celebrate their work. Today I’d also like to celebrate the role of design in helping customer experience (CX) pros create those experiences. It's not graphic design, interior design, or industrial design — but the lesser-known field of service design. You may not have heard of service design yet, but I’d argue that it’s the most important design subspecialty in the business world today.
What is service design? Its purview includes the design of interactions that span time and multiple touchpoints. Service design is sometimes easiest to grasp when contrasted with product design. Product designers create tangible things: tennis shoes, teapots, and tablet computers. Service designers create intangible experiences: the series of interactions that you have as you book a flight, pay a bill, get a driver’s license, or go to the doctor. Service designers also design the behind-the-scenes activities that enable those experiences to be delivered as planned.