Donn DeBoard

1. Donn R. DeBoard
Mid-AtlanticTechnical CommunicationConference
March 9, 2012

2.  Award-winning
technical
communicator,
25 years dedicated to
enhancing customer
experience through
clear, engaging
content.
 Senior Information
Developer, Vertex
Inc., a tax technology
company in Berwyn,
PA.
 STCAssociate Fellow.
 STCCommunity
Outreach Committee.
 STC Usability and
User Experience
(UUX) SIG.
 Interaction Design
Association (IxDA).
 Information
Architecture Institute
(IAI) .
 Usability
Professionals
Association (UPA).
March 9, 2012 2Copyright Donn R. DeBoard, 2012

3.  Share a little about
yourself.
 Share your reasons
for coming to this
conference.
 Any first time
attendees here?
 Share your
expectations for this
session.
March 9, 2012 3Copyright Donn R. DeBoard, 2012

4.  Use a compass and map
to travel from place to
place in unfamiliar
territory.
 Special topographical
maps indicate natural,
geographic, and man-
made features.
 CJMs are specialized
maps with many names
(service blueprints,
alignment diagrams, or
experience map) with
similar purpose.
March 9, 2012 4Copyright Donn R. DeBoard, 2012

5.  GPS allow you to find
multiple paths to your
destination.
 GPS corrects your wrong
turns and guides you
back on track.
 CJMs track the flow of
your journey to your
destination, including
pain points, such as
wrong turns.
March 9, 2012 Copyright Donn R. DeBoard, 2012 5

6.  What is customer
engagement?
 What are Customer
Journey Maps (CJMs)?
 Components of CJM.
 Creating CJMs.
 Benefits of CJMs.
 Metrics and CJMs.
 Exercise.
 Reflections on applying
CJMs.
 Summary/Questions.
March 9, 2012 Copyright Donn R. DeBoard, 2012 6

7.  Many slides are
annotated with
references to my
resources.
 Resources are listed in
the back of slide deck.
 I can see new heights
standing on the
shoulders of the
pioneers who went
before me.
March 9, 2012 Copyright Donn R. DeBoard, 2012 7

8.  “Customer
engagement is
thinking and acting as
customers do:
A series of inter-related
interactions that,
together, create their
‘customer experience.’”
- Craig McCulloch
March 9, 2012 8Copyright Donn R. DeBoard, 2012

9. March 9, 2012 9Copyright Donn R. DeBoard, 2012

10.  Visual representations of
customer’s experience
with product or service.
 Product is a generic
reference.
 Systematic exploration
of customer interactions
with your product.
 A framework for
customer actions,
motivations, questions.
March 9, 2012 10Copyright Donn R. DeBoard, 2012

11.  Customer-centric, not
provider-centric.
 Frame-by-frame review
of customer journey.
 Customer needs,
interactions, and
emotions as they use
your product.
 Holistic view of all touch
points w/product.
March 9, 2012 11Copyright Donn R. DeBoard, 2012

12.  An executive flies from
London to Lego office in
NewYork city.
 Describe journey in
phases: before, during,
and after flight.
 Can the overall
experience be more
positive?
 Are there make or break
moments?
 Where is more info
needed?
Hostyn
March 9, 2012 Copyright Donn R. DeBoard, 2012 12

13. Hostyn
March 9, 2012 Copyright Donn R. DeBoard, 2012 13

14.  Customer type: Lego
executive.
 Purpose:To conduct
business at Lego office in
NewYork City.
 Identify emotions
thought out journey.
 Identify areas where
more information is
needed.
 Journey phases:
 Before flight.
 During flight.
 After flight.
 Make or break Moment
(aka Moment of truth)
 How was check-in at
train station?
 Are seats wide enough
on plane?
 Short walk in airport.
Hostyn
March 9, 2012 Copyright Donn R. DeBoard, 2012 14

15.  Costly: High cost of
product, high risk or
waste.
 Complex: Multiple
customer groups,
channels, or
departments.
 Changeable: Evolving
customer experience.
 Challenged: High
dissatisfaction now.
Expectations are
high.
 Climatic: Key
moments of truth,
emotions are high.
(Oxford Strategic Marketing,
(Section 2))
March 9, 2012 Copyright Donn R. DeBoard, 2012 15

16.  Actual: Physical journey.
 Transactional:
Process w/fixed steps.
 Experiential:
Ongoing experience.
 Emotional:
Mental journey over time.
 Relationship building:
Relationship over time
(customer).
 Rite of passage:
Major life change.
(Oxford Strategic Marketing,
(Section 3))
March 9, 2012 Copyright Donn R. DeBoard, 2012 16

17.  Customer experience
map –
 People, emotional,
qualitative. Same as CJM.
 Mapping the system
 System, analytical,
quantitative, process.
 Measuring experience
 Customer satisfaction
 Tracking and metrics.
(Oxford Strategic Marketing,
(Section 2))
March 9, 2012 Copyright Donn R. DeBoard, 2012 17

18.  Type of journey
 Actual.
 Transactional.
 Experiential.
 Emotional.
 Relationship building.
 Rite of passage.
 Type of CJM
 Customer Experience.
 Mapping the system.
 Measuring experience.
(Oxford Strategic Marketing,
(Section 2)
March 9, 2012 Copyright Donn R. DeBoard, 2012 18

19. March 9, 2012 19Copyright Donn R. DeBoard, 2012

20. 1. Customer actions in
chronological steps.
2. Customer goals or
needs at each step in
process.
3. Moment of truth/
areas of significant
importance.
4. Pain points, gaps, and
disconnects.
Kalbach
March 9, 2012 Copyright Donn R. DeBoard, 2012 20

21. 5. Brand impact ,
satisfaction, and
emotional responses.
6. Business or product
touch points, including
roles and systems.
7. Opportunities for
improvement.
8. Descriptive and
contextual elements,
quote/photo (optional).
Kalbach
March 9, 2012 Copyright Donn R. DeBoard, 2012 21

22. March 9, 2012 22Copyright Donn R. DeBoard, 2012

23. 1. Identify customer
community.
2. Identify customer
outcomes.
3. Identify customer
steps/actions.
4. Identify touch points
beneath customer
actions.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 23
Phase
1
1
2
3
4

24. 5. List and prioritize
moments of truth.
6. Review product
delivery.
7. Track ebb and flow of
emotional journey.
8. Blueprint backstage
process.
9. Improve and innovate.
10. Gather customer
feedback.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 24
Phase
2
5
6
7/8
9/10

25.  List stakeholders.
 Customer in center of
circles of influence.
 What do you do for them?
 What do they do for us?
 Who is else involved?
 Connect with real
customers.
 Create personas
(Present situation/future
ambitions).
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 25

26.  List customer
outcomes along
journey.
 What is customer
trying to achieve?
 Prioritize outcomes, if
possible.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 26

27.  List all steps/actions.
customer performs to
reach desired outcome.
 List actions in horizontal
line.
 Start before customer
decided to use your
product.What are
generating
circumstances?
 List specific trigger
events.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 27

28.  List every touch point
for each customer
action.
 Specify customer-
facing touch points and
back stage touch
points.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 28

29.  Specific interactions?
 Processes that support
touch point?
 People that support
touch point?
 Who owns touch
point?
 Who customer
interacts with?
 What tools are used
during interaction?
 What metrics are
tracked?
 What are the pain
points ?
 What should the ideal
customer experience
be?
Gleneicki
March 9, 2012 Copyright Donn R. DeBoard, 2012 29

30.  Moments of truth are
key or significant touch
points within customer
journey. Includes
decision points, too.
 Identify and prioritize
moments of truth from
all touch points.
 Focus on top 1-3
moments of truth.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 30

31.  Moments of truth are
defining points in the
journey that affect
reaching successful
outcomes.
 Moments of truth impact
a customer’s likelihood
of revisiting journey.
 May also include pain
points/areas for
improvement.
March 9, 2012 Copyright Donn R. DeBoard, 2012 31

32.  Under each touch
point, who delivers
product or service?
 Who is directly
responsible?
 Where are areas for
improvement?
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 32

33.  Evaluate the
experience for each
touch point.
 Map the emotional ebb
and flow of customer
experience at each
point.
 Compare w/ ideal
customer experience.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 33

34.  List supporting
organizational
structure back stage .
 Who supports the
service?
 Who influences back
stage?
 Resulting CJM is an
“outside in”
perspective of
company
VanOosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 34
Blueprint Backstage Processes

35.  Identify CJM areas
needing improvement.
 Creative
brainstorming.
 Compare w/ ideal
customer experience.
Van Oosterom
March 9, 2012 Copyright Donn R. DeBoard, 2012 35

36.  Create a prototype
process or revised
workflow.
 Gather customer
feedback from
selected customers.
 Incorporate customer
feedback to CJM.
March 9, 2012 Copyright Donn R. DeBoard, 2012 36

37. March 9, 2012 Copyright Donn R. DeBoard, 2012 37

38.  Can you see:
 Customer types?
 Experience triggers?
 Journey phases?
 Specific touch points
and interactions?
 Emotional highs and
lows during the
journey?
Desonance/Edwards
March 9, 2012 Copyright Donn R. DeBoard, 2012 38

39.  Experience triggers:
 No drivers license
 Need ID for passport
 Pain point: Lack of ID is
roadblock to future
avenues to success.
 Specific touch points:
 Phone
 Web
 Passport office
 Emotions- Highs and
lows along journey.
 Journey phases:
 Discover.
 Investigate.
 Prepare.
 Apply.
 Receive.
 Use.
 Opportunities for
improvement.
 Pain points.
Hostyn
March 9, 2012 Copyright Donn R. DeBoard, 2012 39

40. March 9, 2012 40Copyright Donn R. DeBoard, 2012

41.  CJMs illustrate:
 How customers
interact w/product.
 What they want
from each
interaction.
 How they feel about
each interaction.
Temkin
March 9, 2012 Copyright Donn R. DeBoard, 2012 41

42.  Identify individual pain
points during the
journey, not after the
fact.
 Provides a framework
for modeling and
re-designing services
and interactions.
 Build empathy with
customers.
March 9, 2012 Copyright Donn R. DeBoard, 2012 42

43.  Provides an internal
communicati0n tool in
your organization.
 Provides a customer
engagement tool to
encourage customer
conversation.
 An audit tool to
develop user
experience metrics.
March 9, 2012 Copyright Donn R. DeBoard, 2012 43

44. March 9, 2012 Copyright Donn R. DeBoard, 2012 44

45.  Value-centered design:
Shared value is the
center of design.
 Value comes from
intersection of:
 Business goals and
customer needs
 Business Return on
Investment (ROI) vs.
Customer Return on
Experience (ROE) (Sales vs.
Satisfaction)
McMullin, Nieboer
March 9, 2012 Copyright Donn R. DeBoard, 2012 45

46. March 9, 2012 Copyright Donn R. DeBoard, 2012 46
 Customer Satisfaction (Y
axis) and Degree of
Achievement (X axis)
 Basic attributes: Features
taken for granted.
 Performance attributes:
Direct correlation between
degree of achievement
and customer satisfaction
 Delight attributes:
Unexpected attributes that
are something out of
ordinary.
Holst/Baymard

47.  Customer satisfaction
deteriorates as more
companies present
same feature.
 Customer expectations
always go up.
 CJM provide critical
context on customer as
your design your next
delight attributes.
Holst/Baymard
March 9, 2012 Copyright Donn R. DeBoard, 2012 47

48. March 9, 2012 48Copyright Donn R. DeBoard, 2012

49.  Exercise is high-level,
due to the limited time.
 We can do CJMs as a
group or break into
smaller discussion
groups.
 I’ll give you a topic.
 Use worksheet as a
guideline to help you
brainstorm.
 Your decision?
March 9, 2012 Copyright Donn R. DeBoard, 2012 49

50. March 9, 2012 Copyright Donn R. DeBoard, 2012 50
 Map how you get your
coffee at Starbucks.
 Every group needs a
recorder and a
presenter to
summarize the
discussion.
 No wrong answers.
 Take 5-10 minutes.
 Have fun!

51. March 9, 2012 Copyright Donn R. DeBoard, 2012 51
 Type of journey?
 Journey purpose?
 List of outcomes
 Phases of journey?
 Customer actions?
 Customer touch
points?
 Other insights?

52. Hostyn
March 9, 2012 Copyright Donn R. DeBoard, 2012 52

53.  Customer type: Erik, the
repeat customer.
 Purpose:To work and/or
drink coffee.
 Baseline experience:
Ambiance, convenience.
 Enhanced experience:
Positive, customer
delight.
 Poached experience:
Negative, crowded,
impersonal.
 Journey phases:
 Anticipate: Office to
car.
 Enter:Walk in.
 Engage: Get in line,
order, pay, sit, drink,
and work.
 Exit: Pack up and walk
out.
 Reflect: Car.
Hostyn
March 9, 2012 Copyright Donn R. DeBoard, 2012 53

54. March 9, 2012 Copyright Donn R. DeBoard, 2012 54

55.  Engagement is a
continuum where
technology is an
enabler to the journey
and specified
outcomes.
 Customer journeys
should be engaging,
worthy of sharing, and
unified, regardless of
platform.
Solis
March 9, 2012 Copyright Donn R. DeBoard, 2012 55

56.  Customer Journey
Maps allow you to
understand:
 If supporting content
is needed to improve
a customer journey.
 The type of content
needed.
 How customer
prefers to interact
w/content.
March 9, 2012 Copyright Donn R. DeBoard, 2012 56

57.  Customer Journey
Maps allow you to
understand:
 Pinpoint key touch
points
 Where interactions
break down, including
symptoms and cause
 Where general work
flow can be improved
March 9, 2012 Copyright Donn R. DeBoard, 2012 57

58. March 9, 2012 58Copyright Donn R. DeBoard, 2012

59.  What is customer
engagement?
 What are Customer
Journey Maps (CJMs)?
 Components of CJM.
 Creating CJMs.
 Benefits of CJMs.
 Metrics and CJMs.
 Exercise.
 Reflection on applying
CJMs.
March 9, 2012 59Copyright Donn R. DeBoard, 2012

60.  Thanks for your
participation.
 Questions?
 Comments?
March 9, 2012 60Copyright Donn R. DeBoard, 2012

61.  You are welcome to
contact me with
questions and comments.
 Email:
donn.deboard@vertexinc.
com
 LinkedIn:
http://www.linkedin.com/
in/donndeboard
 Twitter: @donndeboard
March 9, 2012 61Copyright Donn R. DeBoard, 2012

62.  Cobb, Dale. “CreatingYour Own Customer Journey
Map,”
http://servantselling.blogspot.com/2008/01/creating
-your-own-customer-journey-map.html, January,
2008.
 Edwards, Mel. “Customer Journey Mapping,”
http://desonance.wordpress.com/2010/06/16/custo
mer-experience-mapping, June 10, 2010.
 Engine Services Design. “Customer Journey
Mapping,”
http://www.enginegroup.co.uk/service_design/
m_page/customer_journey_mapping, Date
accessed: November, 2011.
March 9, 2012 Copyright Donn R. DeBoard, 2012 62

63.  Flom, Joel. “TheValue of Customer Journey Maps: A
UX Designer’s Personal Journey.” UX Matters,
http://www.uxmatters.com/mt/archives/2011/09/the-
value-of-customer-journey-maps-a-ux-designers-
personal-journey.php, September 7, 2011.
 Gleneicki,Annette. “Customer Interaction Maps:
Plotting the Customer’s Journey,”
http://www.allegiance.com/blog/customer-
interaction-maps-plotting-the-
customer%e2%80%99s-journey/869,October 18,
2010.
March 9, 2012 Copyright Donn R. DeBoard, 2012 63

64.  Holst, Christian. “UX and the Kanos Model,”
http://baymard.com/blog/kano-model,,
Baymard Institute, February 7,2012.
 Hostyn, Joyce. “Visualizing the Customer
Experience using Customer Experience Journey
Maps,”
http://www.joycehostyn.com/blog/2010/03/22/
visualizing-the-customer-experience-using-
customer-experience-journey-maps/, March 22,
2010.
March 9, 2012 Copyright Donn R. DeBoard, 2012 64

65.  Howard, Jeff. “Using Diary Studies for Customer
Journey Mapping,
http://designforservice.wordpress.com/2009/12/17/
using-diary-studies-for-customer-journey-mapping/,
December 2009.
 Kalbach, James. Customer Journey Mapping
Resources on theWeb,”
http://experiencinginformation.wordpress.com/2010/
05/10/customer-journey-mapping-resources-on-the-
web/ , May 10 2010,updated September 17, 2011.
March 9, 2012 Copyright Donn R. DeBoard, 2012 65

66.  McCulloch, Craig. “ Creating an optimal
customer experience,” .Net Magazine,
http://www.netmagazine.com/opinions/creating
-optimal-customer-experience. August 9, 2011.
 McMullin, Jess, “Searching for the Center of
Design”, Boxes and Arrows,
http://www.boxesandarrows.com/view/
searching_for_the_center_of_design, (originally
posted September 9, 2003), reposted November,
2011.
March 9, 2012 Copyright Donn R. DeBoard, 2012 66

67.  Neiboer, Harry. “Value-centered Design,”
http://blogs.infosupport.com/value-centered-
design/, November 16, 2005.
 Oxford Strategic Marketing. “Customer
Journey Mapping:An Introduction” and
“Customer Journey Mapping:A Practicioner’s
Guide,” Cabinet Office website (Sept 2009,
last visited May 2010).
March 9, 2012 Copyright Donn R. DeBoard, 2012 67

68.  Richardson, Adam. “Using Customer Journey Maps
to Improve Customer Experience,” Harvard Business
Review,
http://blogs.hbr.orgs/cs/2010/11/using_customer_
journey_maps_to.html, November 15, 2010.
 Solis, Brian. “Why User Experience is Critical to
Customer Relationships,” Fast Company,
http://www.fastcompany.com/1815756/the-
importance-of-ux-in-customer-engagement ,
February 14, 2012.
March 9, 2012 Copyright Donn R. DeBoard, 2012 68

69.  Stollery, Richard. “Lego's Customer Strategy:
Lego Rebuilds Customer Loyalty, Brick by
Brick,” An Post Mail Media Unit, Dublin,
http://www.anpost.ie/AnPost/AnPostDM/Ne
ws/DMNews/2009/Richard+Stollery+-
+Lego.htm,Aug 12, 2009
 Temkin, Bruce. “Customer Experience
Matters.”
http://experiencematters.wordpress.com/
March 9, 2012 Copyright Donn R. DeBoard, 2012 69

70.  Torio, James. “Experience Maps Identify
Inefficiencies and Opportunities”. UX Magazine.
http://jamestorio.com/blog/2011/10/17/experience-
maps-identify-inefficiencies-and-opportunities/ .
October 4, 2011.
 van Oosterom , Arne. “Mapping Out Customer
Experience Excellence: 10 Steps to Customer Journey
Mapping,”
http://www.mycustomer.com/topic/customer-
intelligence/customer-journey-mapping/105167#,
December 3, 2010.
March 9, 2012 Copyright Donn R. DeBoard, 2012 70