Want to know why customers do what they do and why they act the way they do? This presentation makes the case for understanding what the the problem is and more importantly knowing "Why it is a problem". This is the key to designing and delivering improved service outcomes for customers.
7. There were two ways to be happy:
improve your reality, or lower
your expectations.
Jodi Picoult
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
8. “I signed up for a $80 contract..I try to control my
data but I inevitably breach my limit.
It’s the third month in a row I get a bill over $25O...
At the end of the contract I’m out”
CONTEXTUAL INTERVIEW
“I have have been contacting teh call centre
for the 6 months and the problem is still
unresolved.”
NPS REVIEW
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
9. I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE
Virgin America
Starting with why 25.07.2014 Proto Partners
10. I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE
Virgin America
Starting with why 25.07.2014 Proto Partners
11. I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE
Virgin America
Starting with why 25.07.2014 Proto Partners
12. THE IDEAL EXPERIENCE
Virgin America
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
13. I - UNDERSTANDING THE PROBLEM
Photo, Flickr, MarzoSyd
THE IDEAL EXPERIENCE
Uber
Starting with why 25.07.2014 Proto Partners
14. I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE
Uber
Starting with why 25.07.2014 Proto Partners
15. I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE
Uber
Starting with why 25.07.2014 Proto Partners
16. I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE
Uber
Starting with why 25.07.2014 Proto Partners
17. #1 CONTEXTUALISE THE PROBLEM
#2 SET A DIRECTION
#3 DETERMINE WHAT SUCCESS LOOKS LIKE
I - UNDERSTANDING THE PROBLEM
How to: Fill the gap
18. I - UNDERSTANDING THE PROBLEM
#1 CONTEXTUALISE THE PROBLEM
Starting with why 25.07.2014 Proto Partners
19. I - UNDERSTANDING THE PROBLEM
#2 SET A DIRECTION
Starting with why 25.07.2014 Proto Partners
20. I - UNDERSTANDING THE PROBLEM
#3 DETERMINE WHAT SUCCESS LOOKS LIKE
Starting with why 25.07.2014 Proto Partners
21. DO YOU ACT THIS WAY?
(After all the perks I gave you!)
_
II
Understanding the customer
Starting with why 25.07.2014 Proto Partners
23. Your most unhappy customers are your
greatest source of learning.
Bill Gates
II - UNDERSTANDING THE CUSTOMER
Starting with why 25.07.2014 Proto Partners
24. II - UNDERSTANDING THE CUSTOMER
CASE STUDY
VMA
41 point
CHECKLIST
6 KEY
POINTS
Starting with why 25.07.2014 Proto Partners
25. #1 DRILL DOWN
#2 PAY ATTENTION TO THE UNEXPECTED
#3 FACTS AND BEHAVIOURS ARE WORTH 1000 WORDS
#4 A FEW USER RESEARCH METHODS WE USE
How to: Look for the right thing?
II - UNDERSTANDING THE CUSTOMER
26. II - UNDERSTANDING THE CUSTOMER
#1 DRILL DOWN
Starting with why 25.07.2014 Proto Partners
27. II - UNDERSTANDING THE CUSTOMER
#2 PAY ATTENTION TO THE UNEXPECTED
Starting with why 25.07.2014 Proto Partners
28. II - UNDERSTANDING THE CUSTOMER
#3 FACTS AND BEHAVIOURS VS. WORDS
Starting with why 25.07.2014 Proto Partners
29. II - UNDERSTANDING THE CUSTOMER
Immersion NPS Responses Analysis Contextual Interviews
#4 A FEW RESEARCH METHODS WE USE
Starting with why 25.07.2014 Proto Partners
Calljacking Shadowing Customer Diaries
30. WHY CAN’T I MAKE SENSE OF THAT?
(It looks like a bunch of random data.)
_
III
Understanding the connections
Starting with why 25.07.2014 Proto Partners
32. Eventually everything connects -
people, ideas, objects.
The quality of the connections is the key
to quality per se.
Charles Eames
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
33. #1 PLASTER THE WALLS
#2 TRUST YOUR GUTS
#3 QUALITY VS. QUANTITY
How to: Deal with Simplexity
III - UNDERSTANDING THE CONNECTIONS
34. #1 PLASTER THE WALLS
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
35. #2 TRUST YOUR GUTS
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
36. #3 QUALITY VS. QUANTITY
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
37. #3 QUALITY VS. QUANTITY
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
38. WHY DOESN’T THAT WORK?
(It´s such a great idea!)
_
IV
Understanding the solution
Starting with why 25.07.2014 Proto Partners
40. To draw an idea accurately, decisions have
to be made that can be avoided by even the
most precise language…Whether the task at
hand is a hair dryer, a weekend retreat in the
country, or an annual report, drawing forces
decisions.
Tim Brown
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
41. Mapping the journey
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
Emotional Journey
& Painpoints
Key Action
by channel
& supporting
verbatims
Phases &
Touchpoints
1
2
3 Key Insights &
Opportunities
2
49. If we keep doing what we’re doing, we’re
going to keep getting what we’re getting.
Stephen Covey
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
51. Where to start first
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
52. Where to start first
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
PRIORITISATION MAP - NEW
CUSTOMER IMPACT
COST REDUCTION
12
3
#3
#3
#12
#8
#20
#6
#17
#14 #9 #5
#11
#4
#16
#10
#7
#1
#2
#18
#15
#19
COST REDUCTION
CRITERIA
DRIVES CALL REDUCTION
DRIVE STAFF HEAD
COUNT DOWN
REDUCE CREDITS
WASTE REDUCTION
REDUCE NON-VALUE
ADDING INTERACTIONS
CUSTOMER IMPACT
CRITERIA
SIGNIFICANT NPS DRIVER
STRONG VIRGIN DIFFERTIA-
TION
REDUCE CUSTOMER EFFORT
REDUCE NEGATIVE MOMENTS
OF TRUTH
53. Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
THE IDEAL
EXPERIENCE
UNMET
EXPECTATIONS
54. Starting with why 25.07.2014 Proto Partners
No one cares how much you know, until
they know how much you care
Theodore Roosevelt
V - UNDERSTANDING THE FUTURE