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Experience Strategy Journey Mapping

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Experience Strategy Journey Mapping

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Experience Strategy Journey Mapping

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  2. 2. Intro to Experience Design Journey Mapping
  3. 3. • Becoming a “people” centric organization, putting the customer first. • Solving for multiple channels, creating a holistic customer experience. • Guiding future products, services and solutions to resonate with customer understanding, desires and expectations. • Communicate and motivate ideal or improved solutions. E X P E R I E N C E D E S I G N
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  9. 9. MISSION Journey Mapping
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  11. 11. 5 % ) ) % G &
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  15. 15. 5 % ) ) % G & .&'"%?(A"84(A"0+*$,8"% Our MRI equipment includes: !1.5T high-field MRI: Today, the gold standard for MRI in a clinical setting is a 1.5T high-field MRI scanner. A 1.5T machine is faster than lower-strength MRIs and is ideal for abdomens and chest MRI scans (where patients are asked to hold their breath for the MRI sequence). A 1.5T magnet has a greater signal than a 1.2T or lower strength magnet, which means it can produce higher-quality images in less time. XXX offers 1.5T high-field MRI scanners at every location in our network. Find a XXX location offering 1.5T high-field MRI options. !1.5T high-field open MRI: The 1.5T high-field open bore MRI offers a wide, “open” bore that can accommodate patients of almost any size and ease patient anxiety over being in an enclosed space, while still preserving image quality. Find a XXX location offering 1.5T high-field open MRI options. !3T high-field MRI: 3T high-field MRI is the newest and most powerful MRI technology for patients. 3T MRI scanners can provide extremely clear and vivid images and can often be done faster, decreasing overall scan time. A 3T machine isn’t always best for every kind of imaging, but it’s ideal for imaging small bones, breast MRI, musculoskeletal MRI, neurological MRI, and vascular MRI, where the minute details are especially crucial to diagnosis. Find a XXX location offering 3T high-field MRI options. !3T high-field open MRI: The 3T high-field open bore machine provides the same top-of-the-line image clarity and definition as a 3T machine, with the added benefit of a wide, open bore for patient comfort. Find a XXX location offering 3T high-field open MRI options.
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  22. 22. RESEARCH INTRODUCTION Journey Mapping
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  25. 25. Expectations Emotions Value Motivators Advocacy Understanding Happiness Triggers Ability Confidence Training Policy Process Infrastructure Loyalty Motivation Communication Consistency Efficiency Sustainability RESEARCH METHODOLOGY R E S E A R C H I N T R O D U C T I O N
  26. 26. .HOGVPDC(DVHC(IH)D>CGTOPA;K $ ! ) ! + $ ' H ( % & * $ G = I ' * % G &
  27. 27. UNDERSTAND THE CONTEXTUAL BEHAVIOR VARIANCES • Discover how situations both positive and negative affect the outcome when interacting with products and services. • Are there specific scenarios we should design for or at least acknowledge. • Can context of use inform proper cadence and scale. 2.2 R E S E A R C H I N T R O D U C T I O N
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  31. 31. • Stakeholder interviews • MSR Interviews • Member Interviews • Ethnography & contextual inquiry • Member support/complaint logs • Web analytics • Social media listening • Passive observation • Analogues experiences • Experiential audits (Secret Shopping) • Procedural review • Operations audit • Heuristic evaluation R E S E A R C H I N T R O D U C T I O N
  32. 32. INTRODUCTION TO PERSONAS
  33. 33. THE TWO COMMON NEEDS FOR PERSONAS 1. “In a Bubble” Companies find themselves designing without directly engaging with customers. • Lack of a feedback loop. • No dedicated team or advocate to champion customer needs. • Lack of internal protocol to influence a customer-centric model. • Distractions or prioritizations of business model over member experience. Results in experiences that reflect internal criteria and business model needs over member experience needs. 1 I N T R O D U C T I O N T O P E R S O N A S
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
  35. 35. “ “ THC;DEG(ADEAHCE; % & * $ G = I ' * % G & ( * G ( # ! $ ) G & + ) “ P(?"%b4(@*%4("$(%&&?(*%'( 0"$&(@*22(*$46(P(%&&?(47,%-8( 47*4(@,22(2&*?(4"(,%9"$0&?( /7*%-&6(%"4(c#84(*(+$&44'( +,/4#$&(P(/*%(+",%4(4"(47*4( +$"<&8(@&(8+&%4(*(2"4("9( 4,0&(*%?(0"%&': E"("%&(87"@&?(0&(@7*4(4"( ?"(@,47(47&8&6(Pb0(%"4(8#$&( @7*4(,8(%&=4: Pb0(%"4(8#$&(@&(?,?(47,8( /"$$&/42'(47&(2*84(4,0&d
  36. 36. Personas are not real people, but they are based on the behaviors and motivations of real people we have observed and represent them throughout the design process. They are composites based on behavioral data gathered from many actual users encountered in ethnographic interviews. They describe patterns of behaviors, needs, goals, expectations, senses, knowledge, etc. of the people who will interact with your creation. They are the characters in our stories. I N T R O D U C T I O N T O P E R S O N A S “ We can now design for the desires and needs of our customers, not personal preference or internal operational needs.
  37. 37. Customer interviews Ethnography & contextual inquiry Quantitative data from surveys and measurements Customer support/complaint logs Web analytics Social media listening Passive observation Analogues experiences Experiential audits QUALITATIVE PERSONAS NEED QUALITATIVE RESEARCH The point of qualitative research is not to quantitatively collect qualitative data. It is to build empathy and understanding for what it feels like to go through an experience. 1 I N T R O D U C T I O N T O P E R S O N A S
  38. 38. I N T R O D U C T I O N T O P E R S O N A S AVOID AMBIGUOUS DETAILS2
  39. 39. % & * $ G = I ' * % G & ( * G ( # ! $ ) G & + ) FOH(EL).HC(DB( THC;DEG;(;ODLUI( .H(.G;HI(DE(FOH( IP;ADVHCHI( VGCPG.UH;(DB(G( >PVHE(TCD.UH)6( ;PFLGFPDE(DC( HAD;R;FH) M
  40. 40. % & * $ G = I ' * % G & ( * G ( # ! $ ) G & + ) .HOGVPDC(DVHC(IH)D>CGTOPA;N
  41. 41. Persona Mike is an on-the-go executive who has to be organized with his time in order to fit everything into his very busy work days. Mike is always on his smart phone, using it to schedule meetings, send email, and adjust his schedule. Behavior Archetype Users who are comfortable and proficient using mobile technology for day-to-day activities. I N T R O D U C T I O N T O P E R S O N A S IDENTIFY BEHAVIOR VARIABLES5
  42. 42. I N T R O D U C T I O N T O P E R S O N A S
  43. 43. I N T R O D U C T I O N T O P E R S O N A S ALTERNATIVE: USE PERSONAS TO ADVOCATE FOR SCENARIOS6
  44. 44. P E R S O N A R E F I N E M E N T
  45. 45. B G ; > ( F C G E ; B D C ) G F P D E ( Q ; ^ ( g H S T H C P H E A H ( ; F C G F H > R ( I G R ( f ( % & * $ G = I ' * % G & ( * G ( # ! $ ) G & + )
  46. 46. I N T R O D U C T I O N T O P E R S O N A S
  47. 47. Common components of personas: • A name • Photo or visual resemblance (that does not infer a demographic) • Relevant behavior stats/ behavior architypes • Goals (VP models) • Emotions or emotional state • Challenges • Connections & associations with other personas I N T R O D U C T I O N T O P E R S O N A S
  48. 48. VALUE PROPOSITION DESIGN
  49. 49. Why did people hire a milkshake? - Clayton Christensen, Disruptive Innovation “
  50. 50. “ OBJECTIVE DESIGN Focus on core objectives rather than features • Why does this exist? What service is it performing? • What is the core objective you’re trying to accomplish? Look for high level value proposition • What right does your service, team or department have to exist? • What motivations does a customer have? V A L U E P R O P O S I T I O N D E S I G N Why did people hire a milkshake? - Clayton Christensen, Disruptive Innovation
  51. 51. B G ; > ( F C G E ; B D C ) G F P D E ( Q ; ^ ( g H S T H C P H E A H ( ; F C G F H > R ( I G R ( f ( . G Q ) ( * G ( Q ! ( = G & ! ( 5 G = ! V % & ,
  52. 52. U + V I ! ( # $ G # G ) % * % G & ( = ! ) % , &
  53. 53. U + V I ! ( # $ G # G ) % * % G & ( = ! ) % , &
  54. 54. U + V I ! ( # $ G # G ) % * % G & ( = ! ) % , &
  55. 55. !D.;(FD(.H(IDEH U + V I ! ( # $ G # G ) % * % G & ( = ! ) % , &
  56. 56. V A L U E P R O P O S I T I O N D E S I G N IDENTIFYING JOBS TO BE DONE Using the perspective of your persona, define the core goals the user has. This can be achieved by “asking 5 levels of why.” These should be high-level tasks that answer the question: “ What is this person really trying to accomplish? As a group, continue trying to come up with higher levels of functional need by asking why the member wants to achieve it. Ultimately you will arrive at the core ‘Value Prop’ that members will ideally need. Label these on the persona.
  57. 57. #$!#+$!=(Q-[ 'GTT!!(Q$!+] 34%,MN,OPQR
  58. 58. TRIGGER EVENTS & SCENARIOS
  59. 59. While personas describe the end-users of a product or service, they essentially exist as a snapshot in time. They are static. They are characters in a story. Scenarios are the landscape or circumstances in which a person finds themselves. They provide context for an experience and influence how a person will behave in response to certain trigger events. T R I G G E R E V E N T S & S C E N A R I O S
  60. 60. * $ % , , ! $ ( ! U ! & * ) ( ^ ( ) ' ! & + $ % G )
  61. 61. PERSONA: Date night hero T R I G G E R E V E N T S & S C E N A R I O S
  62. 62. GAMEPLAN + GET THE PARTY STARTED HOME and pushes the invite to social media. Krisís friends receive a notification and respond to his invite. as a group they vote on a movie and volunteer roles to bring food. everyone receives a reminder the day of... with directions or the option to get a ride from a friend. +FCP>>HC(HVHEFf B$,?*'(%,-74WWW * $ % , , ! $ ( ! U ! & * ) ( ^ ( ) ' ! & + $ % G )
  63. 63. ADD SOME MAGIC + NIGHTACAP THEATER+ itís showtime! and everyone is loving hercules! kris and his friends leave the theater and kris receives a notification from fandango. great idea fandan≠ go! HSTHCPHEAH( EGCCGFPVHf G(%,-74("#4("%(47&( 4"@%(@,47(9$,&%?8 * $ % , , ! $ ( ! U ! & * ) ( ^ ( ) ' ! & + $ % G )
  64. 64. HE PUSHES THE INVITE for dinner and a movie to social media so his friends can see... KRISíS friends see the invite and graciously accept, but not before voting on wat movie they would like to see GAME PLAN THEATER once voting is complete each friend buys their own ticket. cool! Everyone is in. Fandanñ go recommends a nearby pizza place and kris makes a reserñ vation with the opentable integration. everyoneís calendar is updated with an event and reminder for saturday. ;AHEGCPDf >",%-(4"(47&(0"<,&8 * $ % , , ! $ ( ! U ! & * ) ( ^ ( ) ' ! & + $ % G )
  65. 65. The next morning everyone receives a prompt to rate their night... and nominates the next planning genius. NIGHTCAP THEATERL;H(AG;Hf T#$/7*8&(F,/M&4 * $ % , , ! $ ( ! U ! & * ) ( ^ ( ) ' ! & + $ % G )
  66. 66. High “I need a solution immediately.” Moderate “I have a backup but need a solution soon.” Low “I need a solution but I have time.” TRIGGER EVENT URGENCY Triggers for needing a new washing machine fell into three categories of varying urgencies. T R I G G E R E V E N T S & S C E N A R I O S
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  73. 73. JOURNEY MAPS
  74. 74. . G I $ & ! - ( 5 + # )
  75. 75. J O U R N E Y M A P S
  76. 76. J O U R N E Y M A P S
  77. 77. Journey mapping is the process of illustrating a complete story about the relationship – and resulting experience – that unfolds over time between an individual and a system, service, product, organization… J O U R N E Y M A P S
  78. 78. GOOD JOURNEY MAPS HELP TEAMS: • Understand & Communicate the holistic experience • Identify & Explore ideas that solve challenges or improve the experience across multiple touch points, not just one • Discuss & Prioritize which ideas to pursue when (i.e. roadmaps and strategy) J O U R N E Y M A P S
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  84. 84. J O U R N E Y M A P CONSTRUCTING A JOURNEY MAP TASK FLOW TASK FLOW MEASUREMENT TOUCHPOINTS TASK FLOW OPERATIONS STAGES STAGES TOUCHPOINTS TOUCHPOINTS TOUCHPOINTS
  85. 85. . G I $ & ! - ( 5 + # ADE;FCLAFPE>(G(!DLCEHR()GT *+)(TVGJ *+)(TVGJ 5!+)I$!5!&* *GI'H#G%&*) *+)(TVGJ G#!$+*%G&) )*+,!) )*+,!) *GI'H#G%&*) *GI'H#G%&*) *GI'H#G%&*)
  86. 86. J O U R N E Y M A P : T A S K F L O W S PERSONAS While personas describe the end-users of a product or service, they essentially exist as a snapshot in time. They are static. They are characters in a story. SCENARIOS Scenarios are the landscape or circumstances in which a person finds themselves. They provide context for an experience and influence how a person will behave in response to certain trigger events. TASK FLOWS Task flows describe an action (or tightly linked set of actions) that someone will experience by interacting with your service over time.
  87. 87. . G I $ & ! - ( 5 + # [ ( * + ) ( T V G J ) BLFLCH(;FGFH(g UP>OFODL;H(HBBHAF
  88. 88. J O U R N E Y M A P : T A S K F L O W S Task Flows are the spine of a Journey Map: Set the scale, pace, cadence and time factor (minutes, hours, days, weeks) Capture the actions that the user is doing. Are made up of “verbs” only! These are the moments of actions. • Seeing • Thinking • Doing • Viewing • Talking • Etc.
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  90. 90. J O U R N E Y M A P : T A S K F L O W S
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  92. 92. . G I $ & ! - ( 5 + # [ ( * G I ' H # G % & * ) ADE;FCLAFPE>(G(!DLCEHR()GT *+)(TVGJ *+)(TVGJ 5!+)I$!5!&* *GI'H#G%&*) *+)(TVGJ G#!$+*%G&) )*+,!) )*+,!) *GI'H#G%&*) *GI'H#G%&*) *GI'H#G%&*)
  93. 93. . G I $ & ! - ( 5 + # [ ( * G I ' H # G % & * )
  94. 94. . G I $ & ! - ( 5 + # [ ( * G I ' H # G % & * ) Beverly, MA Ledgewood Rehab Beverly Hospital Private Duty Home Care (NSPRN) owns / operates? Kin Healt opera Herrick House on the campus of Elsewhere Lahey Health Senior Care, a not-for-profit organization dedicated to meeting the healthcare needs of seniors on the North Shore by offering a complete continuum of care comprised of the highest quality programs and services. is a private-duty home care agency providing outstanding quality home health care services to seniors throughout the North Shore. Lifeline Systems Spectrum Adult Day Health Program Monitoring Services operated by Visiting Home Care Lahey Health Senior Care Lahey Health Care Link Lahey Health at Home North Andover, MA Spectrum Adult Day Health Program includes Spectrum Adult Day Health Program Assiste Skilled Rehab has 2 locations includes inclu Lahey Hospital & Medical Center Burlington Lahey Outpatient Center Danvers Lahey Outpatient Center Lexington Lahey Medical Center Peabody Lahey Health Existing Websites http://laheyhealthseniorcare.org/ redirects to http://www.laheyhealth.o similar content http://www.beverlyho http://www.northeasthomecare.org/ http://www.nelink.org/ http://www.nsprn.com/ http://spectrumdayprogram.org/ http://theherrickhouse.org/ http://www.ledgewoodrehab.com/ http://www.seacoastrehab.com/
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  96. 96. . G I $ & ! - ( 5 + # [ ( * G I ' H # G % & * )
  97. 97. . G I $ & ! - ( 5 + # [ ( * G I ' H # G % & * ) PEOPLE All the people directly or indirectly involved in the service, experience or process, from employees, staff, and partners to members and employers. ARTIFACTS Tools (objects) that support or influence the experience…any technology, system, item or object ENVIRONMENT The settings or location (physical or digital) where the experience takes place. PROCESS Procedures, mechanisms, protocol and flow of activities by which actions take place over time. B"#$(H2&0&%48("9(F"#/7+",%48
  98. 98. J O U R N E Y M A P : T O U C H P O I N T S
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  100. 100. . G I $ & ! - ( 5 + # [ ( 5 ! + ) I $ ! 5 ! & * ) J*(C/:+*%>'"/;%73D;/,,"'
  101. 101. J O U R N E Y M A P : M E A S U R E M E N T S
  102. 102. J O U R N E Y M A P : M E A S U R E M E N T S
  103. 103. . G I $ & ! - ( 5 + # [ ( G # ! $ + * % G & ) ADE;FCLAFPE>(G(!DLCEHR()GT *+)(TVGJ *+)(TVGJ 5!+)I$!5!&* *GI'H#G%&*) *+)(TVGJ G#!$+*%G&) )*+,!) )*+,!) *GI'H#G%&*) *GI'H#G%&*) *GI'H#G%&*)
  104. 104. J O U R N E Y M A P : O P E R A T I O N S
  105. 105. J O U R N E Y M A P : O P E R A T I O N S
  106. 106. POST-JOURNEY MAPS
  107. 107. P O S T - J O U R N E Y M A P S 1. THE CUSTOMER PERSPECTIVE How could this strategy help differentia te XX amongst its customers? How could this strategy help XX improve business processes? 2. THE PERFORMANCE VALUE PERSPECTIVE 3. THE LEARNING PERSPECTIVE 4. THE FINANCIAL VALUE PERSPECTIVE BALANCED SCORE CARD How could this strategy sustain XX’s vision to change and improve? How could this strategy help XX succeed financially? Increase market share Improve brand image Improve consumer satisfaction Creation of database of customer data to guage consumer feedback Introduce innovative process Improve & streamline delivery, installation & service An upgraded information system Fewer complaints to management Recruit high potential profiles to implement strategy Processes Improve learning abilities among staff Motivated & empowered staff Increase turnover & % sales of new products ROI affected via less appliance returns, more purchases, higher brand equity, fewer trips to concumer Improved stock market value Socially responsible enterprise How could this strategy help XXimprove business processes? 5. THE SOCIAL IMPACT PERSPECTIVE 6. THE ENVIRONMENTAL IMPACT PERSPECTIVE How could this strategy help XX succeed financially? Introduce innovative process Improve & streamline delivery, installation & service An upgraded information system Fewer complaints to management Increase turnover & % sales of new products ROI affected via less appliance returns, more purchases, higher brand equity, fewer trips to concumer Improved stock market value Socially responsible enterprise
  108. 108. P O S T - J O U R N E Y M A P S
  109. 109. # G ) * b . G I $ & ! - ( 5 + # )
  110. 110. P O S T - J O U R N E Y M A P S
  111. 111. P O S T - J O U R N E Y M A P S
  112. 112. # G ) * b . G I $ & ! - ( 5 + # )
  113. 113. # G ) * b . G I $ & ! - ( 5 + # )
  114. 114. PREPARED BY: Jonathan Podolsky VP, Experience Strategy & Service Design Jpodolsky@madpow.com THANK YOU

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