CUSTOMER EXPERIENCE WORKSHOP

UNLOCKING YOUR MOMENTS OF TRUTH

Legacy Innovation Group delivers expert assistance in this area via its Customer Experience Workshop.   This is an exciting and dynamic workshop where we bring together all of the affected stakeholders in the business and engage them in a comprehensive, collaborative ten-step Customer Experience (CX) design process.

We begin the workshop by first ensuring we have all of the right stakeholders involved.   This is critical, as we need to ensure that we have all the right parties in place so that when they have a role to play in delivering the new experience, they are present with us to sign up for delivering on that role and its outcomes.

Second, we lead the team in establishing the goals and objectives, or intended outcomes, of the new experience they will be designing.   This is important, as everyone involved must clearly understands these up front.   This helps us to ensure that – throughout the whole workshop – the team stays together and focused on pursuing these specific outcomes.

Third, we lead the team in establishing a set of relevant KPIs to be used in gauging the new experience's impact on the business.   These serve to ensure that the new experience is producing the intended (positive) ROI for the business.   This will involve any number of specific and objective metrics that can be tracked over time so as to gauge the effectiveness of the experience and how it is being delivered.   They must of course be meaningful to the business and its top line, and must likewise tie clearly to the outcomes the team outlined in the preceding step.

Fourth (unless done prior to the workshop, which is sometimes the case), we engage the team in defining and documenting customer personas that represent the specific market segments being targeted.   These establish who the customers are that will be encountering the new experience.   Each such persona will reflect important psychographic and demographic details about that particular segment, as well as what that segment's needs, motivations, and desired outcomes might be at each of the touchpoints involved.

Fifth (unless done prior to the workshop, which is sometimes the case), we engage the team in defining the Brand Experience Lens through which the new experience will be designed.   The Brand Experience Lens is that collection of ideas and statements that serves to focus the design and delivery of the experience in such a way as to yield a very particular brand experience.   It thus gives the team the guidance they need to create the intended mood and tone for the experience.   This allows the experience to thereby serve as a bridge to the business' customers in the way intended and desired by the business.

Sixth, we engage the team in storyboarding the "future story" of this new experience – what the new experience is to look and feel like as it unfolds.   This allows the team to have a deep conversation around the experience as it explores each of the experience's nuances.   At the same time, we are striving here to ensure the stories we are telling are highly compelling to the targeted customers – so that the stories themselves help the team to capture the vision for this powerful new experience.   The act of storyboarding thus serves to engage the team's minds and imaginations, and is where the team will flesh out much of the nuance and detail of what it wants to deliver (albeit not the mechanics of such).   It is not uncommon for a team here to explore any number of different future stories in order to compare & contrast different potential experiences against one another.   As it does this, the team will eventually work to narrow down these alternatives and focus in on a few ideal stories and experiences to pursue.   Ultimately teams will select the one or two most ideal future stories they wish to develop as detailed experience designs.

Seventh, we engage the team in roughing out a preliminary Customer Experience Journey Map (CXJM).   This helps the team to first of all understand what are all of the touchpoints involved in realizing the overall customer lifecycle (customer life journey) in this situation.   It also helps the team to begin thinking conceptually about who are all of the stakeholders that need to be involved in delivering each of these touchpoints – both as on-stage actors and as backstage supporters.   This is undertaken for each of the eight distinct stages of the customer lifecycle, the first four of which deal with the "buy" cycle, and the last four of which deal with the "own" cycle.

Eighth, we engage the team in reviewing and discussing any preexisting research around an existing or surrogate experience.   Such research often reveals insights about how that experience has or has not been delivering its intended outcome, and why this has been so (was it more on the customer perception side, or more on the stakeholder delivery side?).   We will attempt to draw out here – to the extent the data allows us to do so – any insights into which touchpoints in that situation customers deemed to be of greatest importance, as well as which touchpoints in that situation represented the highest amount of "pain", "angst", "frustration", or "roadblock" for customers (or for stakeholders).   Wherever we can find combinations of these two, it can help the team to know where to focus more of its efforts for the sake of differentiation in the new experience.

Ninth, we lead the team in detailing the Customer Experience Journey Map (either all or a portion of it) – complete with undertaking a Cognitive Task Analysis for each of its respective touchpoints.   This lets the team understand each specific touchpoint in full detail, including the customer psychology and emotions involved (which relates to their expectations for the touchpoint), the channels (domains) involved, and each stakeholders' specific actions required to deliver that touchpoint, whether they are an on-stage actor or a backstage supporter.   This is again undertaken for each of the eight distinct stages of the customer lifecycle.

Tenth, if a new product, service, or business model is involved, and this step is desired, we lead the team in translating the attributes of the customer experience into corresponding product, service, or business model attributes.   This serves to ensure that the new product, service, or business model will in fact deliver its part of the overall experience.   We do this using our signature Designed Experience Approach to produce a Designed Experience Model, and document this via our Product Experience (PX) Framework.

When the workshop is finished, and the team has completed all of these steps, it will have converged on an optimal experience design that is capable of delivering the experience they had envisioned in the beginning.   The end result of this is documented in an Experience Design Brief.

Customer Experience Workshops are typically staged as 3 – 5 day events, and can be held anywhere of your choosing, though they do require an ample amount of vertical working space for storyboarding and experience mapping.

THE ENGAGEMENT

The Customer Experience / Business Experience Workshop Engagement typically follows these steps:

1. We begin by listening to you so that we can understand your goals for the particular customer and/or business experience of interest – as well as to ensure that your team is ready and prepared to embark on this workshop together (if not, we have ways of helping them to get ready – usually certain pre-workshop homework assignments to complete).
2. We also ensure before starting that you have signed on all of the affected stakeholders to this workshop, so that its end result will succeed.
3. When your team is ready, we facilitate the workshop, leading them through each of its sequential, cumulative steps.
4. Once the workshop is complete, we document the resulting Customer and/or Business Experience coming out of it.
5. Following the workshop, we offer post–workshop support for any subsequent questions or thoughts that may arise within the team.