I have lived in Australia for almost two years, and while my family in Canada loses power due to ice storms and snow squalls, I sit writing this post in 38-degree Celsius heat as Sydney experiences the first heat wave of the summer (but not the last). So, this time of year does not at all feel like Christmas to me. However, there are certain inevitable experiences that remind me that yes, indeed, this is the festive time of the year. Christmas parties, decorations and lights, mobs and mobs of people doing their Christmas shopping (in shorts and T-shirts), and for at least the past decade, the now-inevitable act of waiting for holiday packages from online shopping to arrive.
This is where this Christmas story really begins. eCommerce shopping is now a stalwart of the holiday season, as savvy shoppers do their Christmas shopping online to avoid the crush of people at the shopping mall. While this is definitely a stress-saver, the online shopping experience produces a new kind of stress — the stress of wondering if the package ordered will arrive in time for the big day.
One of Forrester's customer experience key frameworks is called "the customer experience ecosystem." This ecosystem is an observation of the fact that companies that deliver good customer experiences understand that their businesses exist in a highly complex network that extends far beyond the walls of their headquarters. This includes partners like agencies, suppliers, tech vendors, contractors, etc., etc. And all of these other residents of the ecosystem can make or break a great customer experience.
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:
Like it or not, the success of your customer experience initiatives depends on business technology.
That’s because the quality of customer interactions with your brand results from a complex system of interdependent people, processes, policies, and technology that we call the “customer experience ecosystem.” And just like a natural ecosystem, when your CX ecosystem gets out of balance, every part of it suffers — especially your customers.
An increasing number of CIOs, enterprise architects, and application developers get this. That surprises many of the marketers and other business people I talk to on a regular basis. But it shouldn’t: Business technology leaders are ideally placed to see the connective technology tissue needed to create a standout omnichannel customer experience.
To help shed insight into the complex interplay of customer experience and business technology, I recently sat down with Stephen Powers, Forrester vice president and research director serving application development and delivery professionals, to record a podcast. You can hear it in its entirety below (episode 1) or choose topic-sized cuts (episodes 2, 3, and 4).
Even companies that make customer experience a strategic priority struggle to implement major long-lasting improvements. That's because they fail to connect behind-the-scenes activities to customer interactions. These firms need a new approach to customer experience management: one that considers the influence of every single employee and external partner on every single customer interaction. Forrester calls this complex set of relationships the customer experience ecosystem.
Healthy customer experience ecosystems create value for all of the actors in the system. To nurture a healthy ecosystem, firms must balance the needs of and engage all of the parties involved. Customer experience leaders need to:
Engage employees to meet business and personal objectives.
Engage partners to drive results for their organizations too.
Engage customers to create experiences that meet their needs, are easy, and are enjoyable.
I’m not the biggest NFL fan in the world, but now that I live in Boston, I follow the Patriots. I think it’s actually a requirement of citizenship.
And I do have a passing interest in some other teams. Who doesn’t love watching anyone named “Manning” throw a football? (Unless it’s against the Pats in the Super Bowl.)
With that as background, may I say that the now-ended lockout of NFL refs set the low watermark in football customer experience? Yeah, customer experience — not just for all those who buy tickets, but for all of us who “pay” for the games with our time by watching ads.
Lest we forget, let’s count some of the ways that the replacement refs ruined our Sunday afternoons and Monday nights:
Stopping the game every other play to try and figure out what really happened. Football is supposed to be a sport, guys, not a meeting of the local debate team.
Making game-changing calls that the replay showed were dead wrong. Hey, if you screw up, 'fess up — then make it right and move on. My sixth-grader knows that, so why doesn’t Roger Goodell?
Clogging the air time on ESPN with self-righteous defenses of their bad calls. (Okay, that didn’t happen on Sunday afternoons or Monday nights, but it was worse because it spread more pain across three weeks when all I wanted was to see the top 10 sports plays from the previous day. Argh!)