customer experience strategy development methodology v1.6

Strategic Methodology for

Improving the Customer

ExperienceRoberto E. Suarez-OjedisSenior Healthcare Strategy & Execution Leader

Objectives and Notes

The main objective of this document is to provide the reader with an

overview of the methodology developed and used by the author to

lead the development of customer experience strategies and

implementation roadmaps in the past, by providing brief descriptions

and examples of each step in this methodology.

To help this presentation stand alone as much as possible, material

normally considered “pre-read” or “additional reading” has been

inserted into some of the slides.

Speaker notes for this presentation are not available at this point.

2

Definition of Customer Experience

“Is the sum of all interactions

our customers have with our

products and services.”

Customer

Experience

3

Other Important Definitions

Touchpoint: A point of interaction involving a specific customer need or want in a specific time

and place. Keep in mind, Touchpoint ≠ Channel.

Channel: A medium of interaction with customer. Channels define the opportunity or the

constraint around a Touchpoint (e.g. Mobile constraint: small screens; Mobile opportunity: sensors).

Touchpoints are enabled by channels but are not ultimately defined by them.

Customer Experience (from previous slide): Is the sum of all interactions our customers

have with our products and services. Therefore, the collection of all Touchpoints = Customer Experience.

Touchpoint Map: A customer experience modelling tool used to improve the customer

experience by making it easier to describe and orchestrate each and all of the company’s customer

Touchpoints into a single customer-centric integrated model.

Journey Map: A customer experience modelling tool used to improve the customer experience

by making it easier describe, articulate and engineer “customer stories” or “customer use cases” for each of the targeted customer segments.

4

Recommendations and Approach

Step 1:

Establish Centralized Governance

Step 2:

Develop a Voice of the Customer

Program

Step 3:

Design the Customer Experience

Step 4:

Develop a Customer Experience Roadmap

Key Objectives:

Establish enterprise accountability for the

customer experience.

Facilitate the development of an end-to-

end customer experience vision and

strategy, as well as its implementation.

Key Activities:

Establish and manage the Customer

Experience Office.

Establish and manage the customer

experience governance processes.

Establish and manage the roles &

responsibilities necessary to meet the

above objectives.

Key Objectives:

Design the desired future-state customer

experience, each touchpoint at a time for

all customer journeys as they interact with

the company.

Key Activities:

Develop customer touchpoints and

journey maps. Each customer touch-point

includes functional and emotional

attributes with actionable descriptions, as

well as, specifications for what outcomes

and in what ways the experience must be

optimized. Touch-points are linked to the

integrated customer experience

framework to ensure they are addressing

the most important drivers of satisfactions

and opportunities.

Key Objectives:

Develop a capabilities and implementation

roadmap that reflects how the customer

experience vision and strategy is delivered

over time.

Key Activities:

Develop initiatives roadmaps that describe

key application, data, integration and

infrastructure architectural decisions.

Initiatives are defined in a way that

minimizes implementation costs and risks,

and maximizes value. The integrated

customer experience framework and

methodology is used in prioritizations and

investment allocations.

Key Objectives:

Better understand customers, their wants

and needs, as well as the priorities and

drivers behind these.

Key Activities:

Qualitative and quantitative customer

research, data capture, and information

gathering.

Analysis and rationalization of customer

data, information, and insights into an

integrated customer experience

framework and methodology.

Develop customer segmentation model.

Develop strategic themes and goals for

improving the customer experience.

5

Step 1:


Establish Centralized Governance Key Objectives and Activities

Key Objectives:

To establish enterprise accountability for the customer experience.

To facilitate the development of an end-to-end customer experience vision and strategy, as well as its

implementation.

Key Activities:

Establish and manage the Customer Experience Office (slides 8-9).

Establish and manage the customer experience governance processes (slide 10).

Establish and manage the roles & responsibilities necessary to meet the above objectives.

7

Health Plan

Finance Sales Marketing ProductIntegrated

Health Management

Operations

Pricing Strategy

Margin

Sales Strategy

New Sales/Retention

Upsell/Cross-sell

Marketing Strategy

Segmentation &

Targeting

Product Strategy

Differentiated Value

Proposition

IHM Strategy

Claims Expense

Ops. Strategy

Admin. Expense

Awareness Purchase Use Renew/Terminate

No end-to-end customer experience vision and strategy.

No clear understanding of the experience vis-à-vis: a) customer expectations,

wants, and needs, or b) competitive position.

No coordination of touchpoints across functional siloes.

Challenges Managing the Customer Experience

Each area focused

on their respective

functional goals and

not on the overall

customer experience.

Customer Customer

8

BCBSMN

Finance Sales Marketing ProductIntegrated

Health Management

Operations

Pricing Strategy

Margin

Sales Strategy

New Sales/Retention

Upsell/Cross-sell

Marketing Strategy

Segmentation &

Targeting

Product Strategy

Differentiated Value

Proposition

IHM Strategy

Claims Expense

Ops. Strategy

Admin. Expense

Awareness Purchase Use Renew/Terminate

Provide end-to-end customer experience vision and strategy.

Provide clear understanding of the experience vis-à-vis: a) customer

expectations, wants and needs, or b) competitive position.

Provide coordination of touchpoints across functional siloes.

Customer Experience

Office

CX Strategy

Satisfaction

Loyalty


Customer Customer

9

Enterprise Strategy Development & Execution

Develop Governance Processes - Example

Customer

Experience

Council

Customer Experience

Office (CXO)

Corporate Strategic

Planning

Project Management Office

(PMO)

Develop and manage:

Voice of the Customer (VOC) Program.

Customer Touchpoints and Journey Maps.

Customer Experience Roadmap.

Facilitated exchange of ideas,

information and recommendations.

Develops and manage the

corporate strategy and

enterprise strategic roadmap.

Develop and manage:

Divisional strategies and

roadmaps = Sales,

Marketing, Product,

Operations, etc.

Capabilities strategies and

Rradmaps = Web, Mobile,

Email, Social, etc.

Prioritize and execute

projects and programs.

Business Divisions

10

Step 2:

Develop a Voice of the Customer (VOC) Program

Develop a VOC Program Key Objectives and Activities

Key Objectives:

To better understand customers, their wants and needs, as well as the priorities and drivers behind these.

Key Activities:

Qualitative and quantitative customer research, data capture, and information gathering (slides 17-19).

Analysis and rationalization of customer data, information, and insights into an integrated customer

experience framework and methodology (slides 20-25).

Develop customer segmentation model (slides 26-28).

Develop strategic themes and goals for improving the customer experience (slide 29).

12

VOC Program Overview - Strategic Importance (Part 1)

Among those firms that are using VOC solutions, the top reason for doing so is improving the customer experience, followed by gauging the overall health of

the business, retaining customers, selling on their successes, driving innovation, increasing demand, evaluating specific customer touchpoints, improving or

creating products, improving marketing effectiveness, capturing customer referrals, evaluating marketing claims, and understanding brand perceptions.

- Research by management consulting firm Peppers & Rogers.

VOC can become increased engagement. This is the case when, for example, customers feel they’ve been listened to.

Even negative comments broadcast online can lead to positive changes and increased customer engagement among a broad swath of customers, if the

company in question acts swiftly and sincerely. In fact, a comprehensive VOC program can help improve a company’s responsiveness.

Ultimately, all this customer advice and opinion—this Voice of the Customer insight—will help an organization reinvent its customer experience, strengthening

customer loyalty and improving profitability in the process.

From market research to mobile surveys, from one-on-one interviews to social networks, businesses can craft a VOC strategy that encompasses not just a

wealth of information, but a wealth of the right information: advice and opinions directly from customers about what matters to them most. Instead of business

leaders asking only about what they think they need to know, they can learn what they might not otherwise have known.

- Ginger Colon, “Why the future of VOC looks so bright.”

“We have only two sources of competitive advantage: the ability to learn more about our customers faster than the competition, and the ability to turn that

learning into action faster than the competition.”

- Jack Welch, former CEO of GE

Once feedback and survey responses are gathered and managed, businesses need to use the data to take action to improve customer relationships. Letting

customers know whenever the company initiates changes resulting from customer suggestions or feedback, and what specific changes were made, will

increase customer engagement and encourage future feedback.

- Adam Edmunds, Allegiance CEO, “Join the VOC Revolution”

13

VOC Program Overview - Strategic Importance (Part 2)

Consider the breadth of applicability of VOC programs throughout an enterprise.

• C-Suite. For senior executes, a VOC program becomes an indispensable tool for crafting the company’s strategic vision. Deeply understanding

customers’ needs allows a company to identify a path to position the company to fulfill those needs in the future, by more clearly seeing both the “to be”

as well as the “as is” states.

• Sales. Understanding the drivers and the leading indicators of changes in customers’ perspectives toward the company allow sales management to

proactively detect (and enable corrective action against) trends in business outcomes. Unlike sales tracking systems, the thrust of a VOC program allows

sales professionals to see beyond “what happened” to “what might happen”—and, to understand the reasons why.

• Customer Service. Today, for many businesses, the primary interaction point between the company and the customer occurs when service is needed: a

question to be answered, a problem to be solved, or a confusion to be clarified. Getting it right is a golden opportunity to strengthen the relationship, and a

VOC program allows a company to understand “what works” in successful company customer interactions and to monitor customers’ perceived

satisfaction with those interactions.

• Marketing. For marketing to work well, it must be relevant to its audience. A VOC program facilitates the development of effective positioning and

messaging by incorporating the vocabulary and the viewpoints of customers, the identification of purchase decision factors, and the structure of the most

beneficial segmentation schemes based upon customers’ expressed needs.

• Product Development. In a rapidly evolving marketplace, companies must continually improve existing products as well as identify future products. A

VOC program contributes to the achievement of both goals—and, in the process, allows a company to broaden the depth and breadth of their relationship

with the customer, resulting in improvements in share-of-wallet.

• Finance. The foundation of finance is money—more specifically, customers’ money spent with the company. A VOC program can help align finance

professionals with the realization that all money comes from two sources: what customers spend with the company today, and what they are likely to

spend in the future. Both sources of customer equity are highly influenced by customers’ perception of and experience with the company, and knowing

and monitoring the quality of those perceptions and experiences is as important to the health of the business as knowing and monitoring cash flow.

• Human Resources. A VOC program provides insights into those specific employee traits that contribute to the development or to the destruction of

customer relationships, knowledge of which may be utilized in hiring decisions, in performance evaluations, and in training programs. For example, with a

VOC program, it is possible to understand that the intention of “showing empathy and concern” most effectively manifests itself through specific

behavioral cues such as (a) reflecting upon and reiterating what the customer said or (b) validating the customer’s emotions.

- Thomas Lacki, Peppers&RogersGroup & Allegiance, “Capitalizing on feedback and VOC”

14

VOC Program Overview – Basics (Part 1)

What is a VOC Program?

A voice of the customer (VOC) program is a channel for acquiring business insight about customers and what is important to them. The

central facets, from both a company’s and a customer’s perspective, include:

Company Perspective

• Importance, as an ongoing strategic initiative central to the success of the company.

• Centralization, with integrated data from multiple source of customer feedback.

• Accessibility, with the timely dissemination of customer feedback (at individual and aggregate levels) throughout the organization to empower change.

• Responsibility, assigning the task of responding to a customer to an appropriate individual in the organization, and the monitoring of the timeliness of

completing that duty through case management.

• Actionability, with distilled insights from the feedback having practical and potent applicability in real-time.

• Accountability, achieved by quantifying the linkage between actions to improve the customer experience and business outcomes.

• Comprehensiveness, encompassing both qualitative and quantitative customer feedback

Customer Perspective

• Availability, giving customers the opportunity to share feedback whenever they choose do so.

• Anonymity, with the option of allowing customers to provide feedback without disclosing their identity to ensure forthright comments; and simultaneously

allowing the company to individually respond and carry on a dialog.

• Responsiveness, providing a reply to a customer’s feedback in a timely manner.


The Voice of the Customer is the needs, wants or problems your customers or potential customers have. It is also a process: the qualitative and quantitative

methods and tools that companies use to understand and react to these customer needs, wants or problems . It is important that the VOC be:

1) Complete, 2) Expressed in the customer’s language, 3) Organized into a hierarchy, and 4) Prioritized by importance and current satisfaction.

- Applied Marketing Science, Inc.

15

No formal VOC Program:

Understanding of the customers wants and needs is commonly

incomplete, fragmented, functionally myopic, and anecdotal.

Customer data capture and analysis is commonly fragmented and

performed in the context of “siloed” business objectives that may or

may not aligned with the overall desired customer experience.

VOC Program Overview - Basics (Part 2)

A formal VOC Program:

Provides a single, integrated, complete and prioritized

understanding of the customers wants and needs. In addition, a

clear understanding and view of the drivers behind these wants and

needs.

Uses rigorous quantitative and qualitative methods and tools for

data capture completeness and insightful analysis.

Qualities of desired VOC programs:

• Credibility: How widely accepted is the measure? Does it have a good track record of results? Is it based on a scientifically and academically rigorous

methodology? Will management trust it? Is there proof that it is tied to financial results?

• Reliability: Is it a consistent standard that can be applied across the customer lifecycle and multiple channels?

• Precision: Is it specific enough to provide insight? Does it use multiple related questions to deliver greater accuracy and insight?

• Accuracy: Is the measurement right? Is it representative of the entire customer base, or just an outspoken minority? Do the questions capture self-

reported importance or can they derive importance based on what customers say? Does it have an acceptable margin of error and realistic sample sizes?

• Actionability: Does it provide any insight into what can be done to encourage customers to be loyal and to purchase? Does it prioritize improvements

according to biggest impacts?

• Ability to Predict: Can it project the future behaviors of the customer based on their satisfaction?

16

Research, Data Capture, and Information Gathering (Part 1)

Customer feedback is coming from a growing number of channels, including in-person, phone, comment cards, surveys, email, Web, social networking,

mobile devices, and more. Successful companies will be in a position to rapidly respond to customer feedback from any channel. This includes giving

customers the option of contacting them through mobile devices or Twitter if that is their medium of choice. Examples:

• A customer makes a purchase at one of your retail stores and sees a sign asking him to send a text to a special number to provide feedback. He sends

the text and gets a response with three questions about his experience.

• A customer completes a survey that she is unhappy with a purchase from your company. She immediately gets a response from your team and is

delighted to be treated so well, so quickly.

• Many customers start commenting on Twitter, Facebook or through your web site about a particular product glitch. Your VOC dashboard gives you a real-

time read on the most mentioned topics so that you can take action to fix the problem.

Companies that take the time to actively listen to customers and use feedback to improve their businesses will not only survive, but thrive when it comes to

attracting, retaining and competing for customers. Your business should not only provide customers with a convenient way to provide feedback, you should

be able to respond to them through the most appropriate channel.

- Adam Edmunds, Allegiance CEO, “Join the VOC Revolution”

Gathering customer feedback has become increasingly commonplace, with over three-quarters of companies now having a customer listening function. Yet,

less than one in ten describes it as innovative or cutting edge,2 for good reason.

Lack of proactivity. Too often the gathering of customer feedback by the company is an attempt to react to a problem that has already occurred (e.g., a

decrease in customer retention) rather than an act to prevent its occurrence.

Lack of practicality. Too often the customer feedback doesn’t drive noticeable changes to customers’ experiences with the company, as a consequence of

descriptive analyses that are deficient in delivering proscriptive insight.

Lack of performance. Too often companies lack the discipline and the capabilities to demonstrate the linkage between the savvy use of customer feedback and

an improvement of business results.

Capitalizing on customer feedback requires more than the occasional sending of surveys in response to ad hoc business needs. It requires a strategic and

ongoing dedication to hearing, listening, understanding and acting upon the voice of the customer (VOC) through a formal Program.


17


From market research to mobile surveys, from one-on-one interviews to social networks, businesses can craft a VOC strategy that encompasses not just a

wealth of information, but a wealth of the right information: advice and opinions directly from customers about what matters to them most. Instead of

business leaders asking only about what they think they need to know, they can learn what they might not otherwise have known.

- Ginger Colon, “Why the future of VOC looks so bright.”

Voice of the customer must become an integral part of your business. It is vital that your VOC program not only integrates multiple channels, but also "talks"

to your existing business systems in order to combine feedback and loyalty data with financial and operational data. This enables you to make sound

business decisions, backed up by answers to questions such as "what is the value to my business of increasing satisfaction by 5 percent?“

- Leonard Klie, DestinationCRM.com

"It has to go far beyond simply collecting customer feedback and survey data. Collecting data is great, but unless you have a clear path for taking action, all

you have is mounds of data,"

- John Maraganis, founder, president, and CEO of Omega Management Group

VOC, at its core, is an in-depth process designed to capture customer thoughts, expectations, preferences, and aversions; organize them into a hierarchy of

needs; and prioritize them relative to particular business goals.

A VOC program also involves closing the loop with corrective action based on the feedback received. VoC goes beyond just hearing what customers are

saying to actually listening, taking what is heard, deriving meaning and intent from that, and turning it into action. It should open numerous opportunities for

companies to effect immediate change.

VOC solutions go far beyond surveying. They take traditional feedback from siloed channels and create a unified approach that takes into account the entire

customer journey across multiple channels.

- Leonard Klie, DestinationCRM.com

18


VOC solutions are about "bringing all the data into one place, where a company can look at and understand everything the customer is saying about the

company, its products, and customer experiences,"

- Duke Chung, cofounder and chairman of Parature.

Capitalizing on customer feedback requires more than the occasional sending of surveys in response to ad hoc business needs. It requires a strategic and

ongoing dedication to hearing, listening, understanding and acting upon the voice of the customer (VOC) through a formal Program.


19

Analysis and Rationalization – Key Principles (Part 1)When the design and delivery of the VOC program is tightly aligned with a small set of proven principles, success is nearly assured.

Principle 1: Attain clarity on the business problems to be solved. A VOC program may deliver many unexpected and serendipitous benefits

along the way, but it begins with a focus upon an organization’s most pressing points-of-pain. Stray surveys are not a substitute for sound strategy, and in the

absence of explicit goals customer feedback may lack clarity and coherence. To be maximally effective, the definition of those pain points begins with a

business end: enhancing customers’ share-of-wallet, retention, or lifetime value, for example. For each such objective, ask two questions: (1) what are the

leading indicators (e.g., customer engagement) that portend a change in that outcome; and (2) what are the drivers

(e.g., customers feeling confident and informed) which, if positively altered, will be most influential in affecting those leading indicators? These questions will

lead to testable hypotheses about the causal chain connecting tactics to results. Additionally, this clarity will guide decisions about what data to collect, from

whom, and at what frequency; plus, it will suggest how the data are to be analyzed and reported.

Principle 2: Analyze customer feedback to separate signal from noise (and, to discover diamonds in the rough). Customer feedback may be the

consequence of a company initiated action (e.g., sending a periodic survey) or of customer’s own initiative (e.g., completing a “contact us” website form). In

both cases, the feedback may be structured (e.g., quantitative responses on a rating scale), unstructured (e.g., qualitative input as comments), or a

combination of both (see Figure 2). Analyzing these data to produce business insight has historically been a challenge for most organizations, due to the lack

of a centralized and integrated database combined with the absence of powerful (but yet straightforward) statistical tools. Business professionals want

answers, not more programs to be learned and problems to be solved.

20

Analysis and Rationalization – Key Principles (Part 2)

Principle 3: Act on customer feedback. Unless the company alters some aspect of its behavior toward its customers, it will fail to realize a return on its

investment in a VOC program. Those actions can occur at the individual customer level (case management), at an aggregate customer level (change

management), and an organizational level (knowledge management).

Principle 4: Embed customer feedback into the company culture .When the attitudes, behaviors, beliefs and values concerning the importance of customer

feedback become a socially accepted standard inside the organization, then customer feedback has been engrained in the company’s culture. Under these

conditions, the customer perspective— gained through a VOC program—is systemically persuasive throughout the enterprise and becomes a central facet of

the company’s customer-centric purpose and vision.

21

Analysis and Rationalization – Evolution of Impact (Part 1)

VOC programs progress along a developmental path,

1. Beginning with the collection of a single metric (e.g., Net Promoter Score, JD Powers Score), followed by disillusionment and disappointment

because it provides little guidance for improvement.

2. The adoption of leading indicators of business outcomes defines the next step in the journey, followed by an unease about how to impact those

indicators.

3. A focus upon drivers of those leading indicators takes an organization to the next level, raising concerns about the tactics which may have the

greatest influence upon them.

4. When an organization links drivers to leading indicators to business outcomes, it progresses to the next phase, followed by a realization of the need

to forecast changes in those outcomes.

5. Finally, with the use of predictive analytics, companies are able to deeply understand the interdependencies and estimate future benefits. Across all

these phases, the business impact is enhanced as the sophistication of the VOC program moves from an emphasis on hindsight to insight to

foresight.

❶

❷

❸

❹

❺

22

Analysis and Rationalization – Evolution of Impact (Part 2)

What are consumers saying?

What are consumers doing?

❶

❷

❸

❹

❺

23

Analysis and Rationalization - Integrated Customer Experience Framework (Part 1) - Example

Information and

Communication

Provider

Choice

Coverage and

Benefits

Claims

ProcessingStatements

Customer

Service

Approval

Process

Customer

Service

Representative

Automated

Phone SystemWeb eMail

Concern for

needs

Courtesy of

representative

Knowledge of

representative

Promptness in

speaking to a

person

Timeliness of

resolving

problem

Leading

Indicators

Drivers

JD Powers

ScoreSingle

Metric❶

❷

❸

Indicates placeholders for additional leading indicators and drivers.24

Analysis and Rationalization - Integrated Customer Experience Framework (Part 2) - Example

Business

Outcomes

Measures

Operating

Income

Price Sensitivity SalesAdministrative

Costs

ReferralsRepeat

Purchases

Cross-Selling &

Up-SellingRetention

Channels

Utilization

❹

Information and

Communication

Provider

Choice

Coverage and

Benefits

Claims

ProcessingStatements

Customer

Service

Approval

Process

Customer

Service

Representative

Automated

Phone SystemWeb eMail

Concern for

needs

Courtesy of

representative

Knowledge of

representative

Promptness in

speaking to a

person

Timeliness of

resolving

problem

JD Powers

Score

Leading

Indicators

Drivers

Single

Metric❶

❷

❸

25

Customer Experience Customer Segments – Example 1

26


27


28

Customer

Customer

Customer Experience Strategic Themes and Goals - Example

Make It

Easy For

Consumers

Provide

Accurate

Service

Emphasize

Velocity

Consumer

Satisfaction

Elevate

Service

Recovery

Deliver

Positive

Surprises

Establish

Personal

Emotional

Connections

Deliver

Personalize

d Service

Consumer

Loyalty

Increase

Staff

Members’

Knowledge

Phone

Mail

Web

Social

Mobile

eMailConsumer

Experience

Office

Finance

Sales

Marketing

IHM

Product

OperationConsumer

Experience

Office

Strategic Goals

Customer

29

Step 3:

Design the Customer Experience

Design the Customer Experience Key Objectives and Activities

Key Objectives:

To design the desired future-state customer experience, each touchpoint at a time for all

customer journeys as they interact with the company.

Key Activities:

Develop customer touchpoints and journey maps. Each customer touch-point includes

functional and emotional attributes with actionable descriptions, as well as, specifications for

what outcomes and in what ways the experience must be optimized. Touch-points are linked to

the integrated customer experience framework to ensure they are addressing the most important

drivers of satisfactions and opportunities (slides 32-36).

31

Touchpoints & Journey Maps Context - Example

Health

Plan

32

Touchpoints Map - Example 1

33

Touchpoints Map - Example 2

34

Journey Map - Example 1

35

More on Touchpoints & Journey Maps

The richness, granularity and level of detail used to describe each Touchpoint in the Touchpoint and Journey Maps is directly proportional to the

strength of the resulting consumer experience vision, and to the ability of the organization to effectively implement it, and must:

Be at a level that allows the identification of:

o “Moments of Truth” and how to “WOW” them at these moments.

o “Moments of irritation”, how to recover from them, and how to fix them permanently.

o Duplicate, redundant, disjointed and ineffective touchpoints, and how to fix them into a “seamless” and “easy” experience.

o Opportunities for new or existing touchpoints to increase satisfaction and/or loyalty.

Include the respective hindsight, insight and foresight from the VOC Program and CE Analytics, as well as the insights on how to improve

satisfaction and loyalty shared and validated by those involved in the development of these deliverables.

Be able to serve as the main input into:

o The design of an “IT-tools-categories-level” architecture to enable the consumer strategy vision.

o The rough-order-of-magnitude cost and benefits estimation of the implementation of the consumer strategy vision.

36

Step 4:

Develop Customer Experience Roadmap

Develop Customer Experience Roadmap Key Objectives and Activities

Key Objectives:

To develop a capabilities and implementation roadmap of the customer experience vision,

strategy, and future-state touchpoints and journey maps that reflects how is delivered over

time.

Key Activities:

Develop initiatives roadmaps that describe key application, data, integration and

infrastructure architectural decisions. Initiatives are defined in a way that minimizes

implementation costs and risks, and maximizes value. The integrated customer

experience framework is used in prioritizations and investment allocations (slides 39-40).

38

Designing the Future-State Customer Experience vs. Developing the Implementation Roadmap

While the most effective and efficient way to design a customer experience (vision, strategy, touchpoint and journey maps) is by designing the

experience from an outside-in perspective of the consumer, the most effective and efficient way to implement it is by designing the implementation

roadmap from an inside-out perspective of the enabling technologies (Web, eMail, Mobile, Contact Center, Social, etc.) and enabling processes and

programs (feedback-communication processes, Health Literacy Program, campaigns, etc.)

To maximize return on investment, the consumer experience roadmap should be sequenced so that those initiatives that address what is most important

capabilities to the consumer, where our performance is the lowest, and implementation cost is the lowest are implemented first.

39

Implementation Roadmap – Example 1

40


41


42

Any Questions?

Contact Roberto E. Suarez-Ojedis