CUSTOMER EXPERIENCE TOOLKIT
1 Introduction
A large proportion of financial service Senior stakeholders of large and small provider customers do not use their accounts financial service providers may appreciate (68 percent of mobile money accounts, for the potential value of the customer-centric example, lie dormant). At the same time, business model but often lack the tools to two billion people around the world remain drive transformation. The goal of this toolkit is excluded from the formal financial sector. to fill that gap. While a number of resources on CGAP believes that a lack of customer focus customer experience and customer-centered by financial service providers is a primary thinking are available online (and many are cause of these disparities. Financial service cited here), this toolkit is the only one that providers now have a great opportunity to specifically targets the financial services create value by designing and delivering community with an added focus on unbanked positive customer experience – based on a and underbanked customers. We hope it granular understanding of needs, which in serves as a practical and useful guide, no turn creates value as customers choose and matter where you are in your journey toward use their products and services. a customer-centric business model or where you sit within your organization.
Design Impact Group – Base, Rwanda 2 3 RESOURCES TABLE OF CONTENTS
Look for these icons throughout the toolkit. Each indicates more in-depth information on a subject or helpful resources. 1. Making the Case 8 • What is customer experience and how can it transform employees into problem solvers? • What are the benefits of providing positive customer experience? • Who benefits from customer experience? • How have other organizations benefitted from a focus oncustomer experience? • How can a customer experience focus build trust and empower low-income customers? • What business challenges can customer experience help solve? Tools Case Studies • How have other organizations used customer experience to address challenges? • How is a customer experience focus different? Lead Customer Experience Initiatives Learn from Other Organizations
Robust tools to help you integrate and manage Evidence of the value of customer experience 2. Starting with Your Customers 28 customer experience within your organization, from financial service providers who’ve • What’s the approach for acting on customer experience opportunities? including key frameworks, project planners, invested in this approach and its methods. • Why does a customer experience approach build a culture of empathy? and design methods. Useful for managers who want to share what • What’s the best way to dive into customer experience research? Perfect for managers looking to create a customer experience looks like with teams and • How can design help deliver great customer experience? structure around their work and communicate organizational leadership. • Which customers should you target? its value to leadership. • How should you approach research with low-income customers? • How can you understand the needs of your target customers? • How can you identify the best opportunities to address customer needs?
3. Planning and Taking Action 58 • How can you define and prioritize promising business opportunities? • How do you operationalize customer experience? • How do you prototype for customer experience? • How do you get your team to rapidly test ideas? Experiments References
Put Customer Experience into Action Build Your Customer Experience 4. Making It Work 84 Knowledge Base Practical exercises that help you get closer • What type of team do you need to be successful? to your customers and make customer A curated set of research and reference • How do you ensure that your team works effectively? experience a core competency. Experiments materials to build your internal knowledge • How do you adopt a customer experience culture? can be done in as little as one or two hours. base and increase the impact of customer • How do you generate support from other parts of your organization? experience within your organization. Ideal for managers and project teams who want to immerse themselves in customer Valuable for advanced practitioners or those 5. Sharing the Results 104 experience or accelerate their work. who want to dive deeper into a particular area • How do you collect feedback and share results to motivate adoption of customer experience? of customer experience. • How can you showcase the impact of customer experience in your organization?
4 5 “We are looking at life stages to widen the definition of [customer] experience, because the customer is looking and shopping only when their need arises...” Aveesha Singh, Absa Bank, Kenya
Continuum – Nairobi, Kenya
6 7 In this chapter you’ll learn the basics In this chapter, we’ll cover the and benefits of customer experience following questions: for your organization, the low-income • What is customer experience and populations whose loyalty it aims to how can it transform employees 1 gain, and how customer experience into problem solvers? differs from other approaches. • What are the benefits of providing This orienting chapter helps define positive customer experience? MAKING business challenges and formulates • Who benefits from customer productive questions from a experience? THE CASE customer-focused perspective. • How have other organizations benefitted from a focus on You’ll learn how employees at Absa customer experience? Bank and miMoni found value in • How can a customer experience customer experience at their focus build trust and empower low- organizations, and you’ll be given income customers? tools to make the business case for • What business challenges can your own. Finally, you’ll be introduced customer experience help solve? to hands-on experiments that help • How have other organizations used catalyze a culture and approach that customer experience to address places customers at the center of your challenges? work. • How is a customer experience focus different?
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What is customer experience What are the benefits and how can it transform of providing positive employees into problem customer experience? solvers?
Although there’s a general consensus that A focus on customer experience ensures that digital financial service solutions will be the your products and services speak to customer Customer experience encompasses every A focus on customer experience gives largest contributor to universal financial challenges, are well designed and delivered, interaction customers have with your employees a sense of control and access, limited use and lack of uptake are two and empower customers to access and use organization throughout the customer resourcefulness in their roles. It allows devastating drivers of failed business models. them. With positive customer experience, lifecycle – whether in person at a branch, them to more holistically address customer uptake and use is more likely. interacting with an agent, connecting on issues and realize how products and services the phone, or interfacing online. fit into customers’ lives.
Customer experience centers on clear, An organization that sees the value in ? Overserved Markets compelling value propositions – products customer-minded employees supports A focus on customer experience emerged out of private and services that satisfy your customers’ their efforts to design and deliver customer- sector investment in identifying unmet needs and to needs and wants. Value propositions are centered services. These efforts can range deliver competitive advantage in overserved markets, usually associated with either short- or long- widely, from advocating for customer such as consumer electronics and financial services. term goals, i.e., a loan that helps a customer research in a product development cycle buy a house. Positive customer experience to championing the launch of a Customer generally has functional and emotional Experience Council at a local branch. Underserved Markets Customer experience is equally effective in addressing benefits based on whether expectations underserved markets where data on existing behaviors is are met or exceeded as customers interact lacking, needs and preferences are poorly understood, or with your organization. Delivering positive where profitability relies more and more on self-service customer experience requires coordination channels like branchless banking. ? across functions, including marketing, product development, customer care, retail branches, and other touchpoints. Organizations assume that what they’re going to do is just “dress up” the experience. But what we know is that you have to design it first from the [customer’s perspective and needs]. Patrice Martin, Co-Lead + Creative Director, IDEO.org
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Who benefits from How have other customer experience? organizations benefitted from a focus on customer
Customers: The young couple that dreams of buying a home but experience? struggles to save due to daily demands. If your savings product is designed to make small, short-term deposits easy, this couple is more likely to meet their goal. Customers win when products, services, and delivery experiences One way an organization catalyzes a customer- When discussing customer profitability, are designed with them in mind. Whether through products that better fit their centric culture is by defining core values. Led Zappos employees also talk about the "long needs or incentives that align with natural behaviors, focusing on customers by CEO Tony Hsieh, the online retailer Zappos tail” and how they can support individual helps financial service providers deliver more value and can drastically improve wanted to understand what customers love customers with unique needs rather than possibilities for customers’ lives. about the company and codify those insights simply dividing everyone into broad segments. into guiding value statements. Over the course Company leadership believes that as long Businesses: The couple that went from occasional user to loyal saver of a year, employees generated 37 value as they deliver on their customer promise, as they put away funds for a future home. An active account with less statements that were further consolidated positive financial results will follow. They also withdrawals means your organization retains a valuable customer-provider into ten core values. One value actively believe in the financial benefits of word-of- relationship. When customers thrive, organizations derive benefits like more encourages employees to develop listening mouth advocacy, which is difficult to quantify active accounts, strengthened brand reputation, and deepened customer skills to understand what customers want; it in customer value models but a key driver of loyalty – all metrics that fuel an improved bottom line. A focus on customer focuses less on collecting data and more on growth. experience across a portfolio of products and services translates to better direct listening. To improve service delivery, market fit, greater engagement, and increased retention. for example, call center employees are Zappos estimates that 75 percent of their encouraged to identify trends around what customer base is repeat business and Society: People in poverty who now experience expanded economic customers “say.” 25 percent is new, with 40 percent of new opportunities. More families with the ability to invest in education, participate customers coming through word-of-mouth. in the economy, and save for the long term translates to social value. When the poor have more predictable incomes and expenditures, economies experience stability and growth.
Conventional measures of success are actually indirect indicators, like portfolio growth. They give a false sense of security that the business is doing right by the customer. Microfinance Institution, East Africa
In the next 15 years, digital banking will give the poor more control over their assets and help them transform their lives. Gates Annual Letter, 2015 Reference: Learning from Customer Centricity in Other Industries Build Sustainable Foundations: Culture and Leadership
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How can a customer What business challenges experience focus build trust can customer experience and empower low-income help solve? customers? Think of the customers you serve, your Are there large gaps in your portfolio where portfolio of products and services, and your customers fail to engage or drop out? Can you most common channels. What challenges do consider these opportunities from a customer you face in acquiring, retaining, and expanding experience perspective? customer relationships? In unbanked and underbanked communities, and creates a psychological barrier to using the prevalence of cash, limited awareness financial services. of products and services, and negative prior ACQUISITION RETENTION EXPANSION experience add to reluctance to engage with Organizations in general may have limited Reaching new Deepening customer Expanding customer formal financial services – even though the insights about the financial lives of low-income customers relationships relationships benefits may exceed those of cash. In this customers, which is central to creating a context, it’s a particular challenge to secure, differentiated customer experience. Poor • Entering new markets • Solving customer challenges • Increasing up-sell and maintain, and gain trust so these markets adopt people do save, but in highly nuanced ways. • Understanding who to • Increasing uptake and cross-sell and use formal financial services. Securing trust In Mexico, many people physically divide cash target adoption of products and • Increasing engagement to promote digital financial services may be into categories such as school fees or food. • Launching new products services • Increasing customer value further complicated by customer uncertainty In Brazil, responsible spending is considered and services • Increasing awareness and loyalty about the quality of mobile operator services a type of saving: getting a good deal or • Acquiring customers or • Reducing dormancy • Reducing cost to serve (e.g., uptime), whether or not technology works, stretching wages is like tucking away a few extending base to new • Empowering customers • Increasing customer lifetime and lack of confidence in their own ability to use coins or bills. In Ghana, people pay a fee for segments value technology or resolve problems when errors the convenience of having a “susu collector” • Incentivizing referrals occur. come to their home or office to collect savings on a daily basis. Informal financial behaviors In banks in Brazil, for example, customers like these reveal a lot about the opportunity to are screened as they pass through large design customer experiences that engage and revolving doors under the scrutiny of security serve low-income markets. guards. The process is extremely intimidating Only as we start to articulate why a product needs to be built, what [customer] problem it is solving for [do we know how to begin]. That “why” piece is generally where we get a lot of meat for what we’re putting into the “how.” Reference: Learning from Customer Centricity in Other Industries Ginger Baker, Square Challenge: Design Customer Experience to Build Trust and Empower Low-income Customers 14 15 No organization is static, it’s running. The best way to ensure ownership is to align with current initiatives. Janalakshmi, India Brainstorming workshop, frog design and Dalberg – Jakarta, Indonesia
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How have other organizations used customer experience to Viewing business needs through a customer-centric lens significantly address challenges? impacts the bottom line by addressing key acquisition, retention, and expansion challenges. This approach allows you to better understand and serve customer needs, increasing long- and short-term value for Aveesha Singh both customers and your organization. MEET Aveesha used segmentation to transform branch strategy for Absa Bank in South Africa. For more information on business challenges, take a look at the CGAP Business Challenges Booklet. Role and Organization: Senior Segment Strategist, Absa Bank
Challenge: Make customer segmentation relevant to Absa’s core business.
Approach: Instead of sitting in an office at headquarters, Aveesha spent a month working from retail branches to understand how segmentation could benefit branch managers and front-line staff. Generic business targets were a constant frustration, so Aveesha ran immersive trainings with front-line agents to help them transform conversations with customers into valuable selling moments. A new “life stage” segmentation model helped branches create tailored business plans and customer engagement approaches that ultimately lead to stronger performance. The approach engaged customers and empowered front-line staff to understand and connect more deeply with those they serve.
No organization voluntarily decides to resegment or do something different in their customer experience, there has to be an existing problem or revenue opportunity – segmentation isn’t the [selling point], the [business] problem is. Aveesha Singh, Absa Bank, South Africa
18 19 We finally found a head of user experience. This person has the unenviable challenge of deciding what the best experience is for customers from end to end. How is a customer experience He mapped out every touchpoint we have with customers to figure out how to streamline and ensure we have control over the whole process. focus different? Gabriel Manjarrez, miMoni, Mexico
A focus on customer experience is one component of being a customer-centric organization, which requires larger shifts in organizational dynamics. These perspective and operational shifts affect strategy, culture, and structure.
Gabriel Manjarrez MEET Gabriel serves as a role model to employees and helps them develop an Customer experience requires a shift in strategy from a portfolio of products understanding of their customers at miMoni in Mexico. and services that drive growth to a portfolio of customers that drive growth based on meeting their needs. Role and Organization: CEO, miMoni
Challenge: Bring customers online to apply for loans rather than finding loans Customer experience requires a shift from a culture that rewards employees through pawn shops. miMoni currently provides electronic loans at an average for developing products and increasing sales to a culture that rewards of $100 USD, based on an online application and a proprietary risk algorithm employees for solving customer problems and deepening customer that determines eligibility. relationships.
Approach: Gabriel and his miMoni co-founder went door-to-door to meet customers and understand their needs, use of mobile phones, and use of Customer experience requires a shift from an organizational structure where financial services. Gabriel observed a trend among his own employees and employees operate in silos and interact with other functions only when they started to offer a new loan product. He encourages all employees to focus need to launch a product to a structure where business units are linked across on customer needs and identify areas in the loan process that cause friction functions by teams or taskforces. These mixed groups allow an organization to so miMoni can address them quickly and ensure the best possible customer rally diverse functions around customer needs and segments. experience. Gabriel sets an example by personally calling five to ten customers each month and asking about their experience. He recently hired a head of user Incorporating a customer experience perspective into your work doesn’t have to be intimidating. experience to support the company’s mission to bring in more customers and It’s possible to find opportunities for impact on a smaller scale as your organization becomes ensure a positive experience. familiar with the process and begins to shift toward customer centricity. (Refer to CGAP’s Business Challenges Booklet for more on how customer experience can help solve business challenges.)
Reference: Learning from Customer Centricity in Other Industries Customer Centricity Defined
20 21 Experiments
Introduction Try these experiments to become more familiar with customer experience.
A customer experience perspective requires Throughout this toolkit, you'll find quick and organizational leaders to test new easy ways to put customer experience into 1. 10 Questions That Work approaches with the goal of bringing a action. The toolkit includes three primary types Use these questions to assess the level of maturity of your organization’s current customer perspective into every aspect of of experiments: approach, and identify the most valuable ways to integrate a customer experience the organization. perspective. (See page 24 for the full experiment.)
1 2 3 Find more experiments in the CGAP Customer Experience Workbook: Experiments that Experiments that Experiments that help help you get closer incorporate the idea of you and your team to your customers customer experience establish customer- 2. Start a Conversation about 3. Take the Pulse Customer Experience Learning about your customers can into your organization centric habits Too often, conversations at begin with something as simple as an headquarters seem to be removed email. Front-line employees already from the reality of what customers know where customers struggle or experience in the field. But every one thrive best. Developing easy ways to of your organization’s employees is “take the pulse” of what employees Each experiment includes basic guidance on experiments are designed to be easy to try out also a customer in their own daily life. know is a great way to focus efforts execution and an illustrative case study. These with a minimal amount of time and resources. This exercise connects your team's early on. personal customer experience to your organization.
4. Change Your Scenery 5. Create an Alignment Map Changing your environment is a Customer experience projects work quick and easy way to begin shifting best when they align with internal your mindset. Shake up your office priorities and in-progress initiatives. routine. Choose a branch to work Take an afternoon to make a “mind from remotely and meet front- map” with several close colleagues. It’s like a germ attacking the body...the bank can’t be innovated from the outside, line employees for coffee. Learn Explore what a customer experience it has to come from within. Aveesha Singh, Absa Bank, South Africa more ways to make this time more project or perspective might add to productive and illustrative. your existing activities.
22 23 Experiment 1 10 Questions That Work
TIME ROLES An organization that puts customers first the level of your organization’s customer begins to shape its model and culture to reflect experience maturity and specific areas for 40-60 minutes 1 facilitator to capture responses this core driver. As a team, take a moment improvement. Team members to answer the following questions to identify
1. Has your organization designed key performance indicators to measure performance 6. Does your organization use a set of broad research techniques to understand customer against customer satisfaction objectives? experience, satisfaction, and loyalty?
2. Does your organization carry out research to understand customer wants, needs, and 7. Does your organization carry out research to understand how customers are using your purchase drivers? products and services, and why they may use them differently than you had planned?
3. Does your organization examine sales processes to understand where they might fail or 8. Does senior management have regular, direct contact with customers to get a realistic view why customers may not purchase? of what they experience when they engage with your organization?
4. Does your organization analyze the number of customers gained or lost each year? 9. Does your organization have a clear, consistent calculation of customer lifetime value when making customer investment decisions?
5. Does your organization apply a customer journey framework to design, document, and share the ideal end-to-end customer experience? 10. Does your organization understand the direct and indirect costs customers incur when they engage with your organization?
[0] [1] [2] [3] [4] [5] I DON’T NO. WE HAVE NO SORT OF. WE’VE YES. WE HAVE A YES. WE’VE YES. WE’VE KNOW. COMMITMENT TO COMMITTED BUT HAVE PLAN BUT IT’S NOT IMPLEMENTED AND IMPLEMENTED AND DO SO. NO REAL PLANS IN YET IMPLEMENTED. IT’S HAVING SOME IT’S HAVING MAJOR PLACE. IMPACT. IMPACT.
24 25 DRAFT
“The margin you earn through a particular product is meaningless if people don’t adopt the product.” Ginger Baker, Square Design Impact Group – Nairobi, Kenya
26 27 Now that you’ve begun to formulate the field to speak with customers, your organization’s business case staff, and agents. for customer experience, it’s time to focus on the customers themselves. In this chapter, we’ll cover the 2 This chapter shows how user following questions: research and analysis help identify • What’s the approach for acting on opportunities for business impact. customer experience opportunities? STARTING • Why does a customer experience You’ll learn how Centenary Bank used approach build a culture of segmentation to create successful empathy? WITH YOUR customer-focused marketing efforts • What’s the best way to dive into (see CGAP’s Customer Segmentation customer experience research? CUSTOMERS Toolkit for more details). You’ll • How can design help deliver great discover how personas helped customer experience? Bank BTPN integrate the voice of • Which customers should you target? the customer into their product • How should you approach research experience, and how building a with low-income customers? customer journey map acted as a • How can you understand the needs foundation for Janalakshmi Financial of your target customers? Services’ customer experience • How can you identify the best strategy. Along with persona and opportunities to address customer journey map tools, we’ll share needs? experiments that get your team into
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PREPARING Customer experience work is, by nature, highly After conducting robust customer research, iterative and improvisational. The objective in it’s important to analyze findings and What’s the approach this phase is to cultivate alignment and structure synthesize customer insights by clustering that allows creativity to thrive, rather than a observations into themes and identifying rigid, comprehensive master plan. Teams work patterns, opportunities, and gaps that are ripe for acting on customer best when they have a fair amount of autonomy for design. This may also be the point where in their approach to project goals, while at the tools such as personas or customer journey same time maintaining accountability and unity maps are useful. experience opportunities? as a group. During the learning phase, we recommend a This phase starts by defining research objectives process of insights generation, which helps – key opportunity you’re investigating, as well as transform observations into clear statements The general process for developing customer Remember, the process is iterative, not linear, the expectations your process will be measured that frame research learnings and underlying experience projects is influenced by human- and should be customized to fit your team, against. behaviors in actionable ways. centered design principles, innovation project needs, and capacity. Use the following techniques, and an agile product management framework to start your work and add the approach. additional details if your project is more 1. LEARNING 2. CREATING robust. Allow your team to iterate and course- Once your team is aligned around research Next, complement your research insights correct between phases. questions, it’s critical to devote enough time with design principles that guide your team as to gathering data within the organization and they generate ideas for improved customer clarifying what the team does or does not know. experience. After generating ideas, the team can Finally, with a clear understanding of knowledge prioritize and convert concepts into prototype LEARNING CREATING gaps, your team can choose qualitative and plans. quantitative research methods to help fill them. The output of this phase is a short list of viable, The objective of the learning phase is to well-defined customer experience improvement PREPARING SCALING Multiple rounds develop a nuanced understanding of customer opportunities that can be mocked up and tested of iteration needs, their financial situations, and the larger with customers. It may be useful to engage an context in which they live. Customer research external facilitator or consultant, especially if helps your organization understand gaps in your team is less familiar with brainstorming and your current customer experience and identify the prototyping process. opportunities to improve it. During customer MEASURING TESTING research, you’ll gather data through in-depth household interviews, co-design workshops, 3. TESTING field research techniques like fly-on-the-wall Chosen concepts go through a phase of rapid PREPARING 2. CREATING 4. MEASURING observations, and other human-centered prototyping or real-world customer testing. Define reserch objectives Conduct rapid prototyping Gather feedback design methods. This involves creating low-cost ways to test Refine and adjust prototypes Adjust designs 1. LEARNING small aspects of a new offering or experience Gather data internally 3. TESTING 5. SCALING Choose research methods Distill design principles Implement pilot Execute customer research Generate ideas Refine and scale up Analyze findings Generate insights 30 31 to see whether customers respond positively 5. SCALING to changes. Your team can quickly validate Prototypes that have performed well over (or invalidate) early designs and improve several iteration and refinement cycles can Why does a customer final solutions. be implemented as pilots. These small- scale launches are actually more formalized Co-design workshops with employees and tests with customers that, after a process experience approach build customers may use storyboards or paper of refinement, can be launched as formal prototypes to develop and test early ideas. offerings to target customers. Over time and To test more complex concepts, you may with success, a new offering can be further a culture of empathy? choose to involve external experts such as adjusted and scaled up in new markets, designers or fabricators. A small customer locations, or delivery channels. sample is usually sufficient to properly Iterative processes, robust research, striking Empathy helps your organization: refine and adjust prototypes and get valuable ideas – these are all crucial aspects of the • Design more valuable offerings and service feedback. customer experience design process. However, experiences for your customers
the real currency of this work is empathy, • Cultivate employee engagement and specifically, how a customer experience effectiveness 4. MEASURING approach can build a culture of empathy within • Enhance collaboration across departments, A prototype’s impact can be measured your organization – starting with customers. and among employees and leadership through formal and informal means. While A variety of resources offer methods for informal feedback helps hone designs, conducting customer experience work. It’s easy to hear statements like these and It’s important to position the customer formal feedback surveys help assess whether While we share some resources in this think, “That’s nice, but how does empathy experience process as a way to yield effective customer experience improvements added toolkit, we also recommend the following: impact my business?” The impact of translating marketing campaigns and product and service value or whether the cost-benefit analysis is a process of insights and innovation into an offerings. It also helps retain talent and positive. The process of gathering feedback is For planning, learning, creating, and ongoing culture of empathy is felt in several promotes departmental cross-pollination. possible with a small samples of customers, testing, check out: dimensions. Raising awareness of the importance of but should usually be done by an independent customer experience within your organization professional with no stake in the outcome. • CGAP’s Insights Into Action (pg 108-117) is more than a fringe benefit; it’s the first • IDEO.org’s Design Kit (see Methods) step to positively shaping culture and shifting After gathering feedback, your team can • frog’s Collective Action Toolkit operational norms. regroup and adjust designs, entering into a • CGAP’s Better Insights for Better Products new cycle of creation and testing until you’ve refined and validated a solution that’s ready And to learn more about customer Employees are generally at the front line of a business, and customers are the to implement. Prototypes are generally not experience in action at another financial source of profits, so understanding their experience is vital. When an entrepreneur successful in their first iteration – it’s normal service institution, reference Janalakshmi’s takes the time to empathize with the concerns and insights of customers and to undergo several rounds before identifying Prototyping Toolkit. employees, they can gain valuable information to piece into their strategy for a scalable concept. bettering the business. Joey Pomerenke, Founding Partner, UPGlobal
The main tenet of design thinking is empathy for the people you’re trying to design for. Leadership is exactly the same thing – building empathy for the people that you’re entrusted to help. David Kelley, Founder, IDEO.org
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QUALITATIVE RESEARCH
What’s the best way to dive Best for: Gleaning customer insights and understanding user aspirations, frustrations, rationales, and preferences. You’re completing more Methods include: Tradeoffs: into customer experience exploratory research on • 1:1 Interviews • Small sample sizes • Focus Groups • Broad scope of questioning customer preferences • Discussions • Encompasses explicit and implicit and needs. You don’t have research? • Ethnographies and needs, as well as behaviors and sufficient secondary research Customer Observations environment to form hypotheses and/or the • User / Usability Testing • Ideal for testing and iterating nature of behavior change is new product concepts The first step in improving customer experience To move toward a true understanding of so great that in-depth personal • May be expensive for robust ethnographic studies, but can is understanding your customers’ lives more customer behavior, a combination of qualitative information is required. be done less expensively with fully. This means uncovering elements that most and quantitative research methods is most Sample size tends to be much user intercepts and other rapid influence personal finance decisions, including effective. However, you don’t have to start from smaller, but qualitative techniques needs, motivations, and aspirations – as well scratch. An efficient research plan begins by research provides much • Fewer vendors available, but as current experience with and perceptions of tapping internal knowledge before diving into the deeper insights into unmet lightweight research can be performed by internal staff with financial services (especially your organization’s). unknown. If, from the beginning, you have clarity needs and expectations that explicit training in ethnographic Armed with this knowledge, you can design on what you do or do not know, focus efforts are less obvious in surveys. techniques (pay special attention more effective products, services, and customer on knowledge gaps to generate more relevant to bias) experiences, and increase value provided and research findings. generated. BLENDED RESEARCH: QUALITATIVE + QUANTITATIVE
QUANTITATIVE RESEARCH Best for: Gaining a clearer picture of a target market and the business opportunity within customers’ lives. Best for: Demonstrating market opportunity and gleaning a broad understanding of a population. A data scientist can help identify more nuanced ways to use quantitative research You have the time and Methods include: Tradeoffs: to understand behaviors and demographics. resources to conduct two • Validating insights from • Combines both approaches research phases and thus qualitative research • Tends to be more costly and time The burden of proof is high, a Methods include: Tradeoffs: through a broader consuming, but can be staged benefit from the advantages precise estimation of market • Surveys • Large sample sizes survey to validate their effectively • Conjoint Analysis • Narrow scope of questioning, of qualitative and quantitative opportunity is required, or prevalence • Max Diff generally focused on product methods. The combination you already have a strong • Conducting customer • A/B Testing features, attributes, pricing is particularly useful when interviews and understanding of customer • Limited to needs and preferences targeting a market or segment observations to needs and characteristics. people are aware of explain variances in with less well-established or Sample size tends to be much • Limited value for testing and refining user expectations or rapidly changing needs, such larger with quantitative new product concepts behaviors identified • Relatively easy to set up as low-income customers. research, and insights tend to through surveys or A/B • Expensive but quickly deployable testing be more narrowly applicable to • Results are more representative due product features, attributes, to large sample sizes and pricing models. • Results can be quickly conveyed to a We are losing customers because we just don’t understand them. Absa Bank, South Africa vast group of stakeholders 34 35 2. STARTING WITH YOUR CUSTOMERS | CUSTOMER EXPERIENCE TOOLKIT | 2016
How can design help deliver great customer experience?
UNDERSTANDING USER NEEDS Customer-centric design is built on learning create, evolve, and test possible solutions and directly from customers in their own repeat the cycle as many times as necessary. Quantitative Research Qualitative Research Ethnography Collection and analysis of large-scale Direct engagement with target users A type of social science- environment, then quickly developing Customer-centric design integrates a broad set demographic and psychographic and influencers through interviews, based qualitative research and refining concepts along with them. of practices around a common understanding data through methods such as and observational and participatory that relies on deep This ensures that needs and expectations of user needs that can improve strategic surveys and interviews to gather techniques to gather directional immersion in user’s lives and inform design decisions and lead to a higher decision-making and increase the effectiveness representative data on current data on emerging needs and culture in order to minimize likelihood of success and adoption. The of individual products. perceptions and practices. behaviors. bias. process challenges providers to understand,
DESIGNING FOR USER NEEDS
User Testing Prototyping Co-creation Evaluation of a product or service by Process of building an initial sample Process where users directly directly testing with users, focusing or model of a product, service, participate in designing a on the ability of the offering to meet or system in order to refine and product or service intended needs and fit into their lives so validate the concept or generate for their use. adoption is easy and natural. a new one.
GETTING USERS ENGAGED
Messaging and Communication Awareness and Access Community Engagement Process of crafting the value Any activities that increase the Process of building long- proposition of a product or service knowledge and reach of a product term relationships with Human-centered design: meeting people where they are and really taking their in a way that’s compelling, then or service among target user communities to increase needs and feedback into account. When you let people participate in the design determining where and when the segments, including marketing and trust and the potential to process, you find that they often have ingenious ideas about what would really message is best communicated to sales channels. influence behaviors and different user segments. norms. help them. Melinda Gates, Bill & Melinda Gates Foundation
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Which customers should Case Study Go-to-Market Lessons from you target? Centenary Bank, Uganda
Customer segmentation can help divide a to create a rigid “if this, then do that” guide. heterogeneous market into a number of If your organization has the resources Challenge Overview smaller, more homogenous markets based on and interest in carrying out customer Centenary Bank in Uganda is a full-service After completing a customer segmentation, one or more meaningful characteristics. The segmentation, familiarize yourself with the financial institution that offers a diverse range the broad-based messaging campaign, “Take scope of a segmentation strategy depends on process and determine whether you have the of retail banking products. The bank also offers your bank everywhere,” was replaced by the maturity of your organization, the diversity capacity to take on the project internally. You’ll a wide range of business products suitable for advertisements more specifically tailored of your market, and available timeline and find some great examples and guideposts and micro-, small-, and medium-sized enterprises, to each segment identified. These targeted budget. learn more about it in the CGAP Customer as well as corporate sector clients. ads enabled Centenary Bank to cut through Segmentation Toolkit. If budget allows, hire the noise of other mobile offerings. With A segmentation model is a powerful tool. a market research firm to help you more Centenary Bank launched a new mobile the combined go-to-market efforts, they When used properly, it can help you: robustly translate market insights into offering with a general marketing campaign saw 38 thousand users make 130 thousand • Estimate the size of a market opportunity actionable segments. that didn’t live up to expectations. The bank transactions within the first four months of the • Tailor products and services to your highest embarked on a segmentation exercise to new campaign’s launch. value customers Segmentation is a widely recognized approach improve the campaign’s communication • Shape communications to drive awareness that deepens understanding of your target strategy and shape communications by In the same way that an organization’s and adoption market. It’s a useful foundation for designing segment. offerings can change to fit target segments, customer-centric products, services, and messaging can be adjusted as well. Even if Segmentation exercises are unique to each experiences. Questions you don’t change your products or services, organization and situation. It’s impossible How do we improve our communication messaging can still be tailored to fit different strategy to more effectively target different audiences. segments?
How do we increase uptake of our new mobile All of this work has been done based on understanding pockets of segments... banking offering? because today’s niche markets are tomorrow’s mass markets. Small investments today create future adoption....you have to balance today’s investment with the longevity of tomorrow’s return. Absa Bank, South Africa
Reference: CGAP Customer Segmentation Toolkit
38 39 2. STARTING WITH YOUR CUSTOMERS | CUSTOMER EXPERIENCE TOOLKIT | 2016
Without segmentation, messaging may be too generic and as a consequence resonate less with customers (like Centenary Bank’s original campaign): How should you approach research with low-income customers?
Qualitative research requires time and Respect time and consider incentives. It attention. In high poverty environments, may be difficult to recruit participants for it’s especially important to approach the two- or three-hour sessions if it means they process sensitively. have to forgo work and daily income. Mitigate this challenge by recruiting up to a week in After segmentation, a better understanding of target segments allowed Centenary Bank to tailor Here are a few tips for guiding your work advance and offering small incentives for messages to various pain points discovered through customer research: with real customers: attending.
Meet people where they are. Research is Do no harm. In settings where sensitive best done in context – in peoples’ homes conversations are conducted, be aware of or places of daily living. An open demeanor participants’ privacy and security risks around helps them feel more comfortable with your your presence or conversations. presence, as does casual, appropriate attire. Handle people with humility and a spirit of Be mindful of norms. Whether religious, genuine curiosity and care. They are your gender specific, cultural, or socioeconomic, collaborators in building more impactful unspoken differences can affect the tone of customer experience. your conversations and participants’ feelings of comfort, openness, and dignity. Avoid For more guidance on working with unbanked judgment and mitigate unhealthy power and underbanked people, see UNICEF’s dynamics. Principles for Innovation and Technology Youth Salaried Workers Business Community in Development. Youth learned that they could Workers learned that they Business people learned that Bridge communication barriers. Make spend less time in long bank were able to withdraw money they could now save time and sure someone on your research team speaks queues – and gain an easier more regularly (as opposed to travel much less frequently the local language and establishes fluent way to receive funds from once a month). to the bank to handle daily interactions with participants. If you use relatives. transactions. materials or stimuli to prompt conversations, stick with visual icons and simple terms.
40 41 Case Study Leveraging Informal Financial Services with Tigo Save
Challenge Questions Tigo Cash launched its mobile money service How can we engage registered Tigo Cash in Ghana in 2010. But by 2012, only a fraction customers who are not actively using the Live prototyping with Tigo Cash, IDEO.org – Accra, Ghana of its over 1 million registered subscribers service? actively used the service and the company Experience Principles Tigo Cash physically placed agents in the struggled to gain momentum. In 2013, Tigo How do we position mobile money and • Create a visible Tigo Cash community community to explain the benefits of Cash, IDEO.org, and CGAP set out to better other digital financial services in new cultural (wherever I am, Tigo Cash is there) Tigo Save over informal means of saving, which understand how to improve the customer contexts, plus take into account the needs and • Offer expanded potential (create value conferred gravity on the product and gained value proposition – and the larger issue of aspirations of low-income Ghanaians? beyond convenience, have Tigo Cash offer trust by using actual representatives and word- engagement with mobile money among growth opportunities) of-mouth. low-income Ghanaians as well. Overview • Provide continuous support and make Over 14 weeks and through 40+ in-depth customers feel valued Initially, Tigo Cash expected customers to The need for secure financial services is often interviews, the team investigated important be loyal to the susu collectors who visit their context-specific, as is the case in Ghana where factors about making and receiving payments Prototyping Tigo Save homes and workplaces daily. Surprisingly, “susu collectors” and microfinance institution in Ghana. Details about customer desires and Once new ideas were generated, the team the exercise showed that the majority of loan officers walk through poor communities fears were synthesized into insights and guided developed three simple prototypes, including those interviewed actually preferred a new carrying hundreds of dollars in cash. Their the ideation phase. The team developed three the Tigo Save service. mobile money agent over their current susu physical presence is important, but while experience principles to help position Tigo Cash collector – perhaps because they’ve heard of or mobile money providers such as Tigo Cash talk in a new market and leverage informal behaviors Tigo Save was modeled on the role that susu experienced susu collectors running away with about the safety of their services they struggle and systems (e.g., susu collectors). collectors play in Ghanaian savings behaviors. people’s money. The Tigo Save service is now to gain trust in the market. The aim of the prototype was to make an present in 27 communities in Ghana. informal savings system feel more official.
Reference: Designing Customer-Centric Branchless Banking Offerings A CGAP Brief Report
42 43 2. STARTING WITH YOUR CUSTOMERS | CUSTOMER EXPERIENCE TOOLKIT | 2016
Tool 1 How can you understand Persona Profile the needs of your target customers? A persona is a descriptive summary of representative primary users and the key stakeholders that influence their behaviors, including an overview of their situation, context, needs, motivations, and benefits. A persona profile is developed from a range of different sources, pulling together common characteristics of similar people into an “archetype” through which a Segmentation models focus on select These fictional yet realistic portraits act like group can be understood. attributes and characteristics of target characters in a book, and are surprisingly customer groups. But in many cases, useful tools for designing and delivering particularly with financial services, products and services. customer needs do not fall into neat 1 categories. While segmentation can help To create a persona, the key is to collect PERSONA identify the most valuable customers and cull specific characteristics of a number Quote to target, it’s important to take another of people you’ve encountered in customer step to fully capture customer needs and interviews into one holistic portrait of BACKGROUND - What important life experiences or events have contributed to the persona’s current situation? expectations. One way to do so subgroup users. By defining a persona you’ll is to create user “personas.“ capture a comprehensive understanding of [FINANCIAL] BEHAVIOR - What behaviors are involved in his / the primary user, their context, and those who her financial practices? Which habits and rituals are performed on a regular basis vs. one-off behaviors that result from external Personas are summary descriptions based might influence their awareness and use of a Quote pressures? on real people that represent users from the product or service. Personas help you focus on subgroups an organization wants to engage. actual people rather than an abstract notion A persona is created by combining various of the groups they represent. Personas bring attributes of similar individuals, such as their segmentation to life. DRIVERS - What are the needs, enablers, and blockers that DREAMS - What are this person’s greatest dreams and influence this persona? Who are the influential stakeholders in situation, context, needs, motivations, and aspirations? What factors does he / she consider that might their lives? benefits, into a single holistic description. contribute to or hinder pursuit of these dreams?
Even if you are just serving one aspect of their financial life, try to understand them wholly, because it will give you a lot of ideas of how to build value into the product you are providing. Ginger Baker, Square
For more tools, visit the CGAP Customer Experience Workbook. 44 45 Each persona profile included: • Background context • Framework to illustrate the mental model of Case Study • Dreams and aspirations enablers, blockers, and needs in customers’ • Financial behaviors lives Bank BTPN Persona
Challenge Overview Bank BTPN is a mid-sized Indonesian Throughout three weeks of initial field commercial bank serving 1.4 million mass- research the team captured more than 5,000 market customers. In 2012, the bank launched photos, had conversations with over 70 people, BTPN Wow!, a mobile wallet geared toward and transcribed 2,600+ data points from low-income Indonesians and designed for use conversations with customers, agents, and on basic phones. However, the bank felt it experts. During the research process and post- needed additional support to tailor the offering fieldwork, synthesis sessions derived critical to truly meet customer needs. human-centered insights.
Project Bertumbuh (meaning “to grow”) was The team developed five personas to born of an effort to help BTPN improve the inject the “voice of the customer” into the BTPN Wow! product and better understand product experience via inspirational, stylized target customers. representations of individuals based on demographics, attitudes, interactions, and Question behaviors. Knowing that the introduction of mobile banking isn’t automatically a financial inclusion success story, how can Bank BTPN better understand low-income customers and improve adoption of their new mobile service?
46 47 2. STARTING WITH YOUR CUSTOMERS | CUSTOMER EXPERIENCE TOOLKIT | 2016
Tool 2 How can you identify Customer Journey Map the best opportunities to address customer needs? A customer journey map allows you to put • Understand your context. archetypal users or “personas” in motion to • Define process stages within the journey interact with your products and services in real from your customer’s perspective, e.g., life. A journey map is most helpful in capturing: awareness of need, research, selection, • A service experience over time and in the It‘s not enough to improve the direct experience customers. Like personas, journey maps are purchase/onboarding, use, upgrade/ context of everyday life (journey stages) customers have with your products and best developed as a group activity that captures downgrade. • Interactions between people, products, and services. In many cases their financial needs knowledge from customer-facing teams within • Detail touchpoints with your customers: experiences (touchpoints) extend beyond direct engagement with a bank your organization, such as sales agents and call How do they interact with your brand? • The balance between a person’s behavior, or moneylender. Financial decision-making center staff. Through journey maps, you’ll gain When/how do they connect with your mental models, and emotional reactions happens in all sorts of situations throughout clarity on what your customers do, how they product, employees, or platforms? (doing, thinking, feeling) each day, week, and month. To most effectively think, and what they feel when they interact • Fill in qualitative customer data such • Highs, lows, and key areas of opportunity reach customers, it’s usually not enough to with your products and services. Journey maps as their thoughts and feelings during the within a product or service (moments of identify their unmet needs. It’s also important describe a customer’s general experience with a process. truth) to understand where and when you have the particular process (e.g., buying a home), capture • Understand your moments of truth best opportunity to engage them and influence their experience with your existing products and or highs and lows of the experience that Creating a customer journey map requires choices – particularly true of the unbanked, services, and illustrate the desired experience for illuminate key insights and opportunities. several key steps. If you’re interested in who often operate outside the reach of formal new offerings. What all customer journey maps learning more, dig into the tool below. financial channels. have in common is an understanding of phases, defined touchpoints, and insights into users’ Customer Journey Map basics: A customer journey map is a tool that captures feelings. and communicates an individual journey through a specific product or service experience, Before you get started, clarify what you’d 2 such as signing up for a loan or making like your customer journey map to help you payments throughout the lifetime of a product. understand and the level of detail you want Customer journey maps are typically generated to get into. for each persona you create for your target
We are looking at life stages to widen the definition of [customer] experience, because the customer is looking and shopping only when their need arises...today [that definition starts when the customer has already chosen a provider]. Aveesha Singh, Absa Bank, South Africa For more tools, visit the CGAP Customer Experience Workbook. 48 49 Case Study Janalakshmi Customer Journey
Challenge Questions In 2015, Janalakshmi and nine other What do our customers value most? institutions in India were awarded the small Ideation workshop at Janalakshmi, Design Impact Goup - Bangalore, India finance bank license, which allows them to How can we design offerings and experiences For example, despite a strongly articulated only.” On other occasions, customers said expand their range of services beyond group that deliver on these values? social mission to serve poor customers, they waited over six hours for a manager to loans. With 11 payment banks launching large socio-cultural inequities were address them. Financial service providers that shortly and several banks, mobile payment How can we identify and remediate gaps in sometimes reflected in the Janalakshmi serve poor customers must keep a list of non- operators, and microfinance institutions customer experience and pave the way for customer experience: customers feared negotiable factors that reinforce their basic already in the picture, India could soon active, loyal customer relationships? asking questions. Some admitted to being minimum customer experience and create a become a competitive market for financial disrespected but didn’t feel empowered to distinct brand identity in customers’ minds. services for the poor. Janalakshmi saw an Overview express dissatisfaction. A customer waiting opportunity to invest in positive customer The customer experience project began by in a branch with her infant felt too self- Articulating values and pain points along the experience to distinguish their offering creating a cross-functional working group conscious to ask the all-male staff for a place Janalakshmi customer journey was an eye from the competition. Ashwini Jain, Head of employees from Janalakshmi branches, to breastfeed. Gaps like these stem from opening experience for the team. In a very of Products and Marketing at Janalakshmi, marketing, product design, and compliance factors such as gender inequality and class human way it revealed the discord Janalakshmi estimates that a quarter of their current group to collaboratively work on improvements. distance – and they impose a psychological sometimes faced in delivering on customer loan customers will graduate from group Through field research and immersion cost. They can turn customers away from needs and expectations, and allowed them to loans to a broader range of financial services exercises with customers, the team identified services altogether. plan for improvements and innovations. such as savings, insurance, and small- and current gaps in delivering a positive medium-enterprise loans. Jain reflects, “If you customer experience along their journey with Field research also revealed that sometimes have treated them well, then these are just the Janalakshmi. The project’s focus was to fill basic amenities were missing at a branch. customers who will stay with you rather than gaps in customer experience and move from, Drinking water was not available and go elsewhere.” in founder Ramesh Ramanathan’s words, “a bathrooms were often designated “staff somewhat average experience [for customers] to an experience of delight.”
Reference: 5 Ways to Improve Customer Experience for the Poor CGAP Blog Post 50 51 JANALAKSHMI CUSTOMER JOURNEY
Latent Need Feel the Need Search Select Onboard Use Migrate Up Migrate Down
Customers have an Customers feel the Customers search for Customers have Customers have The financial service, Customers migrate to a Customers reduce existing/upcoming need for products and solutions that address considered service considered one along with the reciprocal more comprehensive set or terminate their situation that could be services included in the their financial needs, providers that offer or more service financial process, is of financial services with engagement with addressed more suitably Janalakshmi portfolio, whether proactively adequate solutions to providers that offer an delivered to customers. Janalakshmi, e.g., adding Janalakshmi – whether through a Janalakshmi but either take no action seeking information their financial needs and adequate solution to For loans, this involves Badhti Bachat to their or not renewing an SBL product or service, but to address those needs or passively being have chosen Janalakshmi their financial needs disbursement and existing SBL product or or opting out of a Badhti are either unaware of or are only at the early influenced by peers. as their financial service and have chosen periodic collections; for moving from L1 to L2, Bachat account – for the offering or unable to stages of searching for provider. Janalakshmi savings accounts (Badhti respectively reasons such as finding correlate it to their life service providers who Bachat), this involves a better substitute or situation. can fulfill them. periodic collection and urgently requiring cash withdrawals
CUSTOMER VALUES Information Information, Relationship Information, Relationship Information, Relationship, Speed, Convenience, Flexibility Risk, Relationship, Speed Cost Productivity, Emotion/ Information Comfort
GAPS
INFORMATION: INFORMATION: RELATIONSHIP: Field COST: Have technology SPEED, PRODUCTIVITY: FLEXIBILITY: Using INFORMATION: Field SPEED: Designing Communication strategy Communication strategy employee structure enabled, user-centered Possibly looking at the flexibility as a key unique employee structure processes and systems needs to be designed needs to be designed and incentives could be tools that allow users design of newer systems selling point could be a and incentives could be could provide quicker better better better designed to assist to model their financial or the configuration of very strategic option for better designed to assist dispursements of money existing and prospective needs and select existing systems that Janalakshmi to adopt existing and prospective (in the case of savings INFORMATION: Field INFORMATION: Field customers in their search appropriate products that could lead to improved customers with their accounts) employee structure and employee structure and FLEXIBILITY: Janalakshmi process minimize total cost to TATs, and also a reduced portfolio management incentives need to be incentives need to be could create processes them. Design principles need for multiple process designed better to ensure designed better to ensure and technology systems could include low visits (or long visits) by conversion conversion that enable it to provide “The manager told me I can cognitive load and limited customers greater flexibility to take the next loan and make INFORMATION: literacy SPEED, PRODUCTIVITY: customers without my business better.” Information and “I usually ask my friends RELATIONSHIP: Field Programs could be increasing risk exposure or family for information communication systems employee structure improved by offering or operational costs when financial need could be better designed and incentives could be incentives for Janalakshmi arises.” to validate needs felt by FLEXIBILITY: Field better designed to assist Center employees to customers employee structure existing and prospective improve TATs during the and incentives could be “It’s hard for me to pay 100 customers in their onboarding stage better designed to enable rupees every day. I get my selection process “I’m very close to my enhanced flexibility for income monthly. Why can’t neighbor. We help each customers in terms of they adjust?” other out in times of timings, amounts, and difficulty. She introduced “Everyone recommended processes me to Janalakshmi and told Janalakshmi to me, and I me I could get a loan there asked my sisters – who also cheaper than in private.” said it was a good option.”
Learn more about the Janalakshmi Customer Journey.
52 53 Design Impact Group – Nairobi, Kenya
Experiments Starting with Your Customers
Try these experiments to practice basic skills for your qualitative research
6. Find 3 Agents in Your Community Seemingly simple moments like trouble-free access to an agent or effective guidance through the customer call center are easy to take for granted. But small breakdowns in experience can create critical challenges for customers as they try to engage with your products or services. (See page 56 for the full experiment.)
Find more experiments in the CGAP Customer Experience Workbook:
7. Have Coffee with Customers 8. Follow Front-line Staff Start impromptu conversations with Shadowing is a basic observation a group of customers while they visit technique that allows you to your branch. This is a great way to unobtrusively learn about an learn about their experience without experience from the perspective getting into the logistics of a formal of a single user. Following a front- focus group. line employee will help you uncover “Human-centered design really got beyond patterns and insights in interactions between customers and employees. the superficialities of consumer research 9. Create a Customer Sketch A customer sketch is a simple exercise to actually get to the bottom of the real to start characterizing your customers motivations and feelings of customers.” and learn where you may lack information. It can also help you guide Selorm Adadevoh, CEO, Digicel, Haiti the creation of a research plan and early-stage personas.
54 55 Experiment 6 Find 3 Agents in Your EXPERIMENTS IN ACTION: TIGO CASH, GHANA Tigo Cash launched its mobile money service Once the initial research took off, the Tigo Community* in Ghana in 2010. But by 2012, only a fraction Cash manager was challenged with a simple of its over 1 million registered subscribers exercise: find three agents to ask for help. actively used the service and the company The experiment would help the manager struggled to gain momentum. In 2013 Tigo experience the service firsthand and learn The agent experience is usually quite different There are a few simple ways to put yourself in Cash, IDEO.org, and CGAP set out to better how it worked in real life, in a real community. in rural and urban areas, and seemingly simple the customer’s situation to better understand understand how to improve the customer It took the manager more than ten calls with moments can be taken for granted – like their everyday challenges with your products value proposition – and the larger issue of a Tigo customer representative and several easy access to an agent or effective guidance and services. engagement with mobile money among hours wandering around town to find even one through the customer call center. low-income Ghanaians as well. agent. It was at that moment that Tigo Cash employees realized the practical challenges their customers were facing. STEPS
1 2 3 USE IT WHEN USE IT TO Start by visiting a town or village Follow-up activity: Choose a Take notes as you go through the with low adoption rates of your specific challenge you could face experience and once you’re back • Just before you start your research phase. • Get a better understanding of the daily products and services. Walk as a customer (e.g., unable to set at the office, reflect with your The experiment will help you think from challenges and needs your customers may around and try to find three up your mobile wallet). Ask the team on the following themes: a customer perspective right from the face with your products and services. agents that can assist you. (It’s agent if he/she can help you with • How much time does it take to beginning of the process. • Spark new ideas to improve current products ideal if you’re not familiar with the it, then phone the customer find an agent or gain effective • As a support activity to creating a customer and services. location beforehand.) Document center and ask them to help you support through the customer journey map – to understand how people the process in writing and images. solve the problem as well. call center? think, feel, and act in similar situations. Note your actions, interactions, • What moments in the process emotions, and thought process. If your organization does not work were frustrating for you? *with an agent network, you can still • Beyond the customer call run Step 2. center, who did you reach out to for support?
TIME ROLES MATERIALS 1-2 hours Individual or small Mobile phone group exercise Notebook
56 57 Understanding your customers In this chapter, we’ll cover the can be an eye-opening experience, following questions: 3 but putting insights into action can • How can you define and prioritize be a daunting task. This chapter promising business opportunities? guides you through the process of • How do you operationalize framing and prioritizing customer- customer experience? PLANNING AND focused business opportunities using • How do you prototype for customer an opportunity brief, and shares experience? TAKING ACTION strategies for integrating customer • How do you get your team to rapidly experience into your existing work. test ideas?
You’ll discover how Janalakshmi, a microfinance institution in India, used ideation and prototyping to empower their teams and test their ideas in real communities. Additionally, you’ll build your team’s practical toolbox with the business canvas, budgeting tools, and practical tips for gaining support from all areas of your organization.
58 59 3. PLANNING AND TAKING ACTION | CUSTOMER EXPERIENCE TOOLKIT | 2016
Tool 3 How can you define and Opportunity Brief prioritize promising business opportunities? An opportunity brief aligns the most promising opportunities to improve customer experience and create business value. This tool helps drive alignment within your team and buy-in from stakeholders on where to invest to improve customer experience.
The segmentation model, personas, and journey If you have an existing product: What are the maps help you identify the compelling needs attributes that would strengthen these benefits and aspirations of your target customers and and increase uptake? where your offerings may fall short. Opportunity 3 briefs will help you capture and prioritize the Prioritizing touchpoints and channels key benefits and attributes your products and Analyze the touchpoints and channels through RISK TOLERANCE [FINANCIAL] BEHAVIORAL INSIGHTS - Summarize insights high services must offer to ensure adoption. The next, which customers experience your offering. about behaviors you observed in your customer’s financial and most crucial, step is translating these insights Identify the strongest and weakest touchpoints practices. Which habits and rituals are performed on a regular basis, vs. single behaviors that result from external pressures? into a viable business opportunity to invest and the challenges or opportunities of each in. Use the following questions to guide your channel. What should you keep or change? thinking, and the opportunity brief template on
low page 61 to dive in deeper. Prioritizing attributes to drive value FINANCIAL HORIZON FINANCIAL DISCIPLINE Look at the five key attributes that must be low high Prioritizing barriers included or optimized to ensure adoption MOTIVATIONAL INSIGHTS - Summarize the needs, enablers, and blockers that influence your customers. Who are the Analyze the barriers that would prevent customers (maximize benefits and minimize barriers), influential stakeholders in their lives? from using your product or service, and identify and identify the key attributes of your product those that are “deal breakers” for the personas you or service that drives adoption, e.g., speed, created. customer relationships, flexibility, etc. Assign a *Human insights are a product of real face-to-face user research. See Tool If you have an existing product: What product value from 1-10 for each. 02: Persona to learn how to create a summary description of representative attributes contribute most to these barriers? - What is the ideal/optimal value? primary users and key stakeholders. TRUST IN FORMAL - What is the minimal acceptable value? INSTITUTIONS Prioritizing incentives and benefits Analyze the potential benefits your product or Once you’ve assigned ideal, optimal, and minimal service should offer, and identify which are “must values, confirm them with key stakeholders; they haves” for the personas you created. may vary considerably for different contexts or For more tools, visit the CGAP Customer Experience Workbook. segments. References: Prioritization Tools Selected methods from The DIY Toolkit (Nesta), Insights Into Action (CGAP).
60 61 Tool 4 How do you operationalize Business Model Canvas customer experience?
Use the process outlined in earlier chapters to Compared with other forms of analysis, design- address short- and long-term opportunities for oriented processes provide concrete results to The business model canvas is a tool for describing, analyzing, and designing business models. testing customer experience improvements. learn from in a relatively short period of time. It describes the rationale of how an organization creates, delivers, and captures value, and is a Whether one week or six months, the scale of While they may seem more fluid, their rigor good starting point for thinking through and discussing the business model of your organization, investment will depend on the type of solution comes from a set of principles and processes your competitors', or any other enterprise. and the scope of research and testing you want that encourages rapid cycles of learning, to pursue. creating, and testing.
PROJECT SCOPING GUIDE
4 Level of Effort Light Effort Medium Effort High Effort Timeframe 1-3 weeks 4-8 weeks 2-3 months
KEY PARTNERSHIPS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER CUSTOMER RELATIONSHIPS SEGMENTS Project Janalakshmi Janalakshmi MyAgro Example Marketing campaigns Service/product Product development at the branch improvement
Team 1 senior management 1 project lead KEY RESOURCES CHANNELS 2-3 core team members 2-3 field researchers 1 translator (as required)
1. LEARNING TIME: TIME: 2 weeks 2 weeks of planning 3 weeks of learning ACTIVITIES/TOOLS: COST STRUCTURE REVENUE STREAMS Household interviews SECONDARY RESEARCH: 15-16 interviews Framing the innovation 3 hours per interview space Tools: Income spending map Space influencers and Janalakshmi touchpoints Organizational dynamics Shadow field employees PRIMARY RESEARCH: 1-2 observations 3-4 hours Household interviews 1 person 3 hours per interview Fly-on-the-wall Intercept interviews 1-2 observations 50-70 interviewees 3-4 hours 20-30 minutes per interview 1-2 people Customer workshops For more tools, visit the CGAP Customer Experience Workbook. 2 workshops (3 hours each) 5-7 customers per session 62 63 3. PLANNING AND TAKING ACTION |CUSTOMER EXPERIENCE TOOLKIT | 2016 PROJECT SCOPING GUIDE
PROJECT SCOPING GUIDE PROJECT SCOPING GUIDE
Level of Effort Light Effort Medium Effort High Effort Level of Effort Light Effort Medium Effort High Effort Timeframe 1-3 weeks 4-8 weeks 2-3 months Timeframe 1-3 weeks 4-8 weeks 2-3 months
Project Janalakshmi Janalakshmi MyAgro Project Janalakshmi Janalakshmi MyAgro Example Marketing campaigns Service/product Product development Example Marketing campaigns Service/product Product development at the branch improvement at the branch improvement
Team 1 senior management 1 project lead Team 1 senior management 1 project lead 2-3 core team members 2-3 field researchers 2-3 core team members 2-3 field researchers 1 translator (as required) 1 translator (as required)
2. CREATING TIME: TIME: 4. MEASURING MEASUREMENT TIME: 1 week 1 week ACTIVITIES: 2 weeks ACTIVITIES/TOOLS: ACTIVITIES: Customer satisfaction Note: Activities same as Group ideation Ideation workshop survey testing phase 2 sessions 1 session Tool: Dalberg Customer 4-5 customers per session 8-12 employeees Experience design 2 facilitators 1 facilitator Note: Activity out of scope Section I: 60 minute group Stakeholder interviews of 4-8 week timeframe exercise Tools: Ideation templates, solution cards Section II: 30 minutes 5. SCALING Note: Activity out of scope of TIME: Tools: Idea pitch template, 4-8 week timeframe Over 6-8 months rating template Note: Phase to be determined
3. TESTING TIME: TIME: 4-6 weeks 2 weeks Once you’ve developed your project plan, coordinate involvement from other groups at the PROTOTYPING PROTOTYPING ACTIVITIES/TOOLS: ACTIVITIES: branch or department level to gain cross-functional support and align with current initiatives. Note: Steps represent Paper prototypes process for each prototype Farmers passport for Planning enrollment (example) Tool: Planning template Monitoring worksheets Design to prioritize expenses Production (example) Implementation Mobile wireframes Tool: Prototype update For registration and Measurement enrollment (example) Tools to gather feedback Interactive Voice Response skits 5-minute skit to illustrate a new service experience
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How do you prototype for customer experience?
User experience prototypes are a customer- To gain the most benefit from prototyping, facing representation of a product or service a product or service must be flexible. idea used to validate, spark new ideas, and Undertaking prototyping and testing implies refine concepts with stakeholders. Prototypes a commitment by your team to embrace use available materials to quickly mock up customer feedback and make necessary aspects of a product or service. changes.
Why prototype? Multiple rounds of prototyping are the way Prototyping allows your team to explore many to really focus on concept details. Prototypes concepts quickly before investing in detailed fall into three main categories: concept design and development. It gives product and prototypes, interface prototypes, and usability service ideas form so they can move out of the prototypes – and can range from concept office and into the reality of customers’ lives, sketches to interactive high-fidelity artifacts. needs, desires, and abilities.
Principles of Prototyping: • Fail fast with many ideas • Refine and revise promising ideas • Make efficient use of available resources, skills, and tools • Actively involve your customers in product and service creation
CGAP – Jakarta, Indonesia 66 67 3. PLANNING AND TAKING ACTION | CUSTOMER EXPERIENCE TOOLKIT | 2016
PROTOTYPES
Iteration Type Description Setting Example How do you get your team and Purpose Prototypes The stage when you test a formed In the field (street, A working wireframe (interactive version of your concept/solution community spaces, of a mobile service to rapidly test ideas? concepts to with specific features and branch offices, home) platform for a potential experiment representative users in a natural customer to click with or test) context. through
Prototypes are valuable tools for A key element of customer experience projects prototyping, particularly in the early stages. testing specific questions about is rapid prototyping. By quickly building in just It can be difficult to break through existing features, audiences, or experiences in context. Generally used in enough resolution to make an idea real, you mindsets and convince your team members facilitated experiences with users. can get it in front of customers and solicit their to try (and risk failure) in order to quickly feedback. learn from customers. But prototypes take Pilots or The act of putting your idea into Target or representative A 60-day trial of a new a wide variety of forms and some do not Mini-pilots the world in a more substantive service environment service with a group Most financial service providers are not used require much commitment on the part of your (small scale way. At this stage, your solution is (branch, store, mobile of 100 customers, to quickly testing their ideas through rapid organization, as noted below. programs to ready to be tested in a relatively platform, etc.) followed by short refine) unfacilitated manner in order to phone interviews gather insights on its natural performance with users. Metrics and other evidence help your team hone and evolve a pilot into an implementable offering.
PROTOTYPES Pilots and mini-pilots provide crucial trial periods before refining and launching an offering. Iteration Type Description Setting Example and Purpose Implementa- When a tested offering is rolled out Actual service A new loan offering Idea Mockups Quick, tangible manifestations of Meetings or workshops A storyboard that tion to market in a more permanent environment with with a digital (rough your ideas. Low-fidelity, simple demonstrates a new (models or way. At this point, your product real partners onboarding experience representations representation that can take the service experience offerings to or service should be able to stand facilitated by field to illustrate) form of sketches, storyboards, or sustainably alongside your existing portfolio of agents and through role playing scenarios. launch) offerings. Internal (business model, mobile channels operations) and external (service Best used as artifacts to push experience, marketing) details forward discussions on an idea. should be fleshed out and only tweaked slightly. Success is measured by indicators refined from the pilot stage, as well as business performance.
Implementation stage offerings are real-world solutions launched with actual customers.
68 69 “The focus [of the prototypes] was on moving from a somewhat average
Continuum – Lahore, Pakistan experience for customers to an experience of delight.” Ramesh Ramanathan, Janalakshmi, India
70 71 Case Study Janalakshmi Prototyping Process
Challenge Overview With increasing competition in the market During the six-week testing phase, prototypes that provides financial services for the poor, were rolled out by designated project leads. Janalakshmi, India's largest urban microfinance Teams tested the most promising solutions Janalakshmi tested three prototypes: zones, and kids play zones were provided at institution, saw an opportunity to distinguish with customers to get rapid feedback so that • improved facilities for customers at a bank two branches in poorest of the poor areas their brand through customer experience. In after a few iterations customer experience branch that lacked those facilities. Janalakshmi 2015, CGAP collaborated with Janalakshmi and improvements could be formally incorporated • a faster disbursement process that reduced trained hosts to welcome each customer, Dalberg to better understand the customer into the Janalakshmi business processes. The customer waiting time provide a token for waiting, and direct people journey and make customer experience prototyping phase was structured as follows: • a rewards program that recognized to a seating area. The positive impact of this interventions. Dalberg used qualitative research customers who paid back loans faster and prototype showed they needed to scale the to design a blueprint for short-term customer Prototype Planning: Define hypothesis; create consistently attended loan meetings non-negotiables to all branches nationally. experience improvements at Janalakshmi, process maps, timelines, budget and resource starting with small prototypes. Learn more requirements, and approach to gathering A modest budget was set aside for the team Janalakshmi also tested a radical idea for about the research phase on page 50. feedback. to use for prototypes. A senior staff member reducing customer waiting time for group loan
was assigned as the customer experience disbursements. Customers complained that Questions Prototype Design: Create collateral, artifacts, champion to ensure prototyping managers they lost a day of work and wages to get loan Which customer experience prototypes will processes, and training materials. had the permission and buy-in to complete funds into their accounts (which requires the prove the most impactful and valuable for their projects. entire loan group to be present at the branch Janalakshmi to implement and scale? Prototype Production: Procure or produce at the same time). The team tested a new collateral or artifacts. Keep these components Some ideas were easy to implement. approach where all paperwork was done at a How can Janalakshmi create cross-functional to a minimum so prototypes are lightweight Janalakshmi decided they needed a list of community center near loan group members’ teams to design and run customer experience and flexible. non-negotiable factors to reinforce the basic homes (generally in the same community). prototyping projects? minimum customer experience at every They still needed to be at the branch to get Prototype Implementation: Implement branch and agent location to create a distinct money on their ATM cards but waiting time prototypes over several weeks until desired brand identity in the minds of customers. They was reduced. With fewer customers waiting, sample size and actionable insights are prototyped Jana Basics, where water, clean the branch processed more loans each day: achieved. bathrooms, large waiting areas, breastfeeding good for customers, good for business.
Reference: Can a Good Customer Experience for the Poor Benefit
Business? CGAP Blog Post
72 73 However, compliance and risk teams were Janalakshmi is creating key performance hesitant since the prototype challenged indicators for employees that encourage industry norms on enforcing group liability. customer-centric innovation. They realize They feared it would affect replayments. An it’s important to incentivize employees (with increase in business was not evident in six time and money) to contribute beyond their weeks of prototyping but customers seemed usual responsibilities. A customer centricity to like the program. As a result, the prototype council called Suno Unki Kahani (“listen to moved to a piloting phase for more evidence their stories”) has been set up with members and management committed to back it if the from every business function. The group business case was proved. meets periodically to highlight customer- centric initiatives and bring customer voice At the end of the six-week period, the Jana into the boardroom. A Janalakshmi branch in Basics business case was clear. Currently, Bangalore’s Neelasandra neighborhood has a second prototype for changing loan been transformed into a lab for testing all new disbursements needs further piloting for customer-centric initiatives. If prototypes work evidence of impact and a third customer there, it’s the first endorsement for scaling rewards program prototype is back to the up customer experience improvements. With design table because it needs a stronger a combination of cultural norms, structural business case. Janalakshmi is also in the incentives, and clear processes for innovation, process of building a practice of continuous Janalakshmi is fueling a new focus on customer innovation and testing around customer experience in the organization. experience. Employees took great initiative during prototyping but struggled to balance responsibilities with their regular jobs. Continuum – Nairobi, Kenya
74 75 Paper mockups for testing concepts showed people naturally thinking about their money in terms of tangible needs and Case Study dreams. The mockups helped the team engage interviewees in a proactive exercise that generated ideas and improved the most Bank BTPN Prototyping: valuable concepts. Project Bertumbuh
Challenge Overview Bank BTPN, a mid-sized commercial bank, After three weeks of initial research in the field, serves 1.4 million mass market customers in the team synthesized 2,600+ data points from Indonesia. Project Bertumbuh (“to grow”) was conversations with customers. The team then Paper prototypes to test the product born of an effort to improve the lives of the field tested five main concepts that emerged concept (simple marketing posters) helped 150-200 million Indonesians who are currently from an ideation workshop where 118 new the team explain product functions and frame unbanked. However, the bank felt it needed ideas were initially developed with bank the conversation around the most critical and additional support to tailor offerings to truly employees. Throughout the testing phase, interesting benefits. meet customer needs. prototypes at various levels of resolution allowed the team to garner insights around Question the most valuable concepts, features, and How can Bank BTPN better understand messaging components the product needed to low-income customers to improve uptake of offer to ensure adoption. their new mobile service in Indonesia?
Mobile prototypes as proof of concept were developed out of paper to test USSD menus and SMS interfaces – features designed to build trust between customers and agents that would eventually lead to a credit history or credit offerings. Based on customer feedback, the team was able to focus on the most appealing concept and product at the end of the prototyping phase.
76 77 Tool 5 Tool 6 Project Planner Budgeting Tools
Use these simple framing and timeline planning tools to begin the loop of prototype design, Budgeting tools help model basic costs required to execute customer experience activities over feedback, and tweaking. It’s important to plan adequately, and far in advance, to consider your the course of a week, a month, or longer. These tools help you define different internal and prototype objectives, the key customer experience improvement hypothesis you’re testing, external cost categories since, in many organizations, certain types of funding can be harder (or sample size required, locations, materials, budget, and timeline. easier) to procure.
Tool 5 Tool 6 PROJECT CONCEPT OWNERS Budgeting Tool (1/4: core team resourcing)
ROLE ON Customer OPPORTUNITIES - What PROJECT STAGE PLANNER ITERATION - How can your concept TYPICAL FUNCTION RESPONSIBILITIES % ALLOCATION ESTIMATE COST experience TEAM opportunity area does your project be improved upon and iterated 1. 2. 3. 4. exploring? over time? • Set business goals & vision • N/A $ • Drive organizational buy-in Activities Executive Sponsor Senior Manager or Executive Sponsor • Mobilize resources
• Bring strong customer mindset • 50% forsmall & medium projects $ Marketing • Define strategy and approach to • 100% for large projects or critical Customer Research Project Lead achieve busienss goals stages of smaller initiaitves Product Development • Provide familiarity with customer Digital Banking centered approaches
• Bring strong customer mindset • 25% for small % medium projects $ • Define strategy and approach to • 50% for large projects or critical Product Management Operations achieve busienss goals stages of smaller initiatives Operations • Provide familiarity with customer Resources (internal / external) centered approaches ROLES - What people are needed SUCCESS - What would success look to make this a reality, and for like for this project? • Align Customer experience efforts • 10% for small & medium projects $ Strategy with strategic and financial goals • 25% for large projects or critical what are they responsible? Finance Business Analyst • Develop financial models and smaller initiatives Finance analysts to support business case for Customer experience
Sales & Marketing • Tap broader knowledge base and • Minimal time allocation to track $ Evangelists / Customer Support customer data progress and provide input, typically • Evangelize for Customer experience 2-4 hours / week. Champions Engineering / IT across functions & departments • Usually this extended team comprise Branding & Communications • Anticipate dependencies in support another 3-5 people functions like marketing, branch managemenetor IT Subtotal TotalTotal costs costs
For more tools, visit the CGAP Customer Experience Workbook.
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Experiments Planning and Taking Action
Try these experiments to push yourself to set boundaries and plan within constraints
10. Show the Impact of Your Prototype Organizations often wait until they have a fairly developed product before gathering reactions and interest through customer testing. But a low-resolution prototype is a cost-effective way to test your concept, gauge its value to customers, and uncover their perceptions about specific features. Prototyping is a great way to tangibly ground your ideas and elicit feedback from your audience. (See page 82 for the full experiment.)
Find more experiments in the CGAP Customer Experience Workbook:
11. Check Your Assumptions 12. Scope Your Project When undertaking customer Budgets and priorities often shift. experience projects, it’s always good When taking on customer experience to keep your assumptions in check. projects, be mindful of lean and Use this simple test to spark reflection thoughtful project management. and dialogue. This tool will help you embrace your resourceful side.
80 81 EXPERIMENTS IN ACTION: TIGO CASH, GHANA Experiment 10 Tigo Cash launched its mobile money service The Traveling Kiosk Prototype in Ghana in 2010. But by 2012, only a fraction Concept: A dedicated, consistent Tigo Cash Show the Impact of Your of its over 1 million registered subscribers customer service presence in communities. actively used the service and the company The kiosk is a live, in-person physical struggled to gain momentum. In 2013 Tigo installation, i.e., a table with a banner or a Prototype Cash, IDEO.org, and CGAP set out to better van set up near a Tigo Cash agent. The kiosk understand how to improve the customer provides educational information, try-on Organizations often wait until they have a fairly customers, and uncover their perceptions value proposition – and the larger issue of experiences, support, and referrals to the local developed product before gathering reactions about specific features. Prototyping is a great engagement with mobile money among Tigo Cash agent for transactions and usage. and interest through customer testing. But way to tangibly ground your ideas and elicit low-income Ghanaians as well. a low-resolution prototype is a cost-effective feedback from your audience. Three prototypes were tested live: Traveling way to test your concept, gauge its value to The project’s prototyping phase lasted two Kiosk, Video Tools, and Star Promoters were weeks. At the workshop, the team defined all done on the spot – in the street or with a planning and logistics for three live prototypes. Tigo representative approaching potential They began by splitting up the team and customers without pre-arranged interviews. STEPS There are many ways to build a low-resolution prototype that tests your initial assumptions. It can even take less than three hours! figuring out logistics before going out in The Traveling Kiosk was set up at a busy the field. intersection; the team measured how many 1 2 3 people walked up to it, what kinds of questions Identify concepts you’d like Low-resolution prototypes can Put your concept into action with they asked, etc. to understand more deeply. take many forms: mock-up real users. Ask them to “test” To illustrate your idea more marketing posters, paper interface the product, messages, and key completely, determine the “screens,” or a cardboard desk features. Have them articulate components you’d like to test with faux staff. Choose the low- their thought process aloud or using a storyboard or concept fidelilty approach that fits your explain their understanding of map (e.g., a rewards program with concept and create questions to features back to you after the many components: kiosk sign-up, evaluate interactions with sample experience. Record and debrief USE IT WHEN USE IT TO rewards structure, mobile). users. each interaction.
• You already have a concept and want to • Learn where value lies for customers learn how people react to it • Test how easy it is for people to use your TIME ROLES MATERIALS • You want to add a specific feature to a product or service, and challenges they face Building a prototype Group of 3-4 Online resources for mobile product or service • Learn how customers use your products or Paper prototype: 2-3 hours When testing: prototyping (mockups, POP • You’re crafting a communications or services Hi-resolution prototype: 2-3 1 facilitator (role playing) 2.0) outreach campaign • Understand which features are missing and days 1 note taker which can be excluded 1 photographer Testing It’s one thing to say, “ok, I understand my customer”…and another thing to Spread activities over 2 days actually go make something and try it out. IDEO.org
82 83 Embarking on a journey to become We also support the next phase of a customer-centric organization is a your journey with creative resources serious endeavor that requires the that capture and promote your work, sustained support and engagement like the case study template and the of senior management, your board, capturing business value tool. Don’t 4 and employees. Leadership needs forget to share your project with to ensure that all employees are CGAP. You may be the next case we committed to this major cultural shift, profile! MAKING and properly incentivized. In this chapter, we’ll cover the This chapter focuses on team changes following questions: IT WORK that are key to becoming customer- • What type of team do you need to centric, as well as ways to ensure be successful? that teams work effectively with new • How do you ensure that your team methodologies. works effectively? • How do you adopt a customer Building a customer experience experience culture? culture requires high visibility internal • How do you generate support from communication that focuses on other parts of your organization? the need for becoming customer- centric, key customer insights, and showcasing customer experience initiatives and success stories.
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FUNCTIONAL TYPICAL ROLE CONTRIBUTION TO CUSTOMER GROUP EXPERIENCE PROJECT
Product • Product Manager • Understand user behaviors, needs, and wants • Product Development to create the right product What type of team do you Development Engineer • Define product portfolio, requirements, and • Product Architect features rollout need to be successful? • Quality Assurance (QA) • Usability of product and user journeys • Product Owner / Program • Understand uptake of various features Manager
Information • Information Technology • Manage internal technology platforms and Manager systems, including customer data When executing a project that focuses on 1. Team Size depends on the scope of your Technology • Systems and Infrastructure • Most likely to manage internal knowledge customers, your best work will be done as project, but it’s best to start with a core team Manager management platform or all technology used a cross-functional team. You’ll need a built- of at least two people from different customer- to collect and record customer feedback in set of collaborators with whom you can facing functions in your organization. brainstorm ideas, give and get feedback, and “gut check” assumptions throughout the 2. Working with Outside Contractors Marketing • Marketing Strategy • Define and understand target customers project. Make sure each team includes the What can be done internally vs. what requires • Market Research in the process of creating consumer value • Branding and propositions (marketing messages), product following perspectives: consumer mindset, an external firm? If you’re unsure and budget Communications pricing, market sizing, and trend scoping operational savvy, financial expertise, and allows, consider having at least some external • Digital Marketing • Smaller companies generally assume that organizational evangelists. Two additional assistance. Even for basic research, subtle • Search Engine Optimization marketing is the natural home for customer- factors to consider are team size and working changes in questioning technique can result in centric initiatives with outside contractors. dramatically different results. Analytics • Customer Data Analysts • Collect customers’ behavioral and transactional data Organizational Functions • Raw data doesn’t provide significant value but intelligent analysis can bring valuable insights FUNCTIONAL TYPICAL ROLE CONTRIBUTION TO CUSTOMER GROUP EXPERIENCE PROJECT Strategy • Competitive Intelligence • Conduct market and competitor intelligence Design • Designer • Aesthetics, visual and brand identity for • Channel Strategy on key market and competitor trends that • User Experience Designer products and retail environments • Corporate Strategy span social, technology, and consumer • Interaction Designer • Prototype and test new product concepts, • Market Analyst • Service Designer particularly for web and mobile channels Sales • Sales • Define and communicate value propositions • Account Management to customers • Customer Relationship • Understand customer preferences, concerns, • Customer Researcher • Gather and understand customer behaviors, Customer Manager and needs Research perceptions, current product usage, desires in new products and services, exerperience using • Customer Support / Service • Handle customer feedback or complaints after products, etc. Customer Support Manager sales • Customer Support • Some companies systematically monitor Representative customer care feedback to improve current References: CGAP Customer Segmentation Toolkit, Insights into • Branch Manager product offerings Action Decision Tree
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How do you ensure that your team works effectively?
Customer experience projects require a few key operating principles for sustained success.
PHASE OPERATING PRINCIPLE
PREPARING Customer Experience Needs Leadership Support: Projects require strong, consistent management support for the organization to remain true to its mission and ensure that customer experience is a priority among trade-offs.
Cross-Functional Involvement: Customer experience projects cut across product, sales, and operations functions – and require cross-functional teams for success.
Budgets: Customer experience projects need separate budget heads, especially in cases where the benefit does not accrue to a single business function.
1. LEARNING Go to Customers: User research should happen within the natural customer context as much as possible.
Study the Entire Lifecycle: Customers' interactions with your organization represent a small fraction of their financial lives. It’s important to study the entire lifecycle of their financial needs.
Rich Interactions: Research should be designed to create rich interactions “One of the most promising ideas in with customers that reveal much deeper insights than simply asking questions finance is using social ties and strengths can. 2. CREATING Engagement Across Functions: Customer experience ideas should be to keep people on responsible savings developed in a way that engages as much cross-functional expertise as possible. programs.” Ginger Baker, Square
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PHASE OPERATING PRINCIPLE PHASE OPERATING PRINCIPLE
Prevent Premature Critique: Many customer experience ideas run Early and Often: Collect feedback as soon as users are exposed to counter to prevailing wisdom. It’s important that ideas are given thoughtful prototypes since people tend to quickly forget what they saw, thought, or felt. attention rather than premature criticism. Budget for Measurement: Collecting feedback is one of the most Clear Metrics: When ranking customer experience ideas, it’s important to rate important activities of the prototyping stage. Without it, there’s no way to know each one by a well-defined set of parameters that takes into account quantitative whether or not to scale. Allocate budget for resources (people and money), as well and qualitative factors. as time to conduct meaningful measurement activities.
Stories Communicate Better: Rather than blurbs that may be “Right Sized” Samples: It’s vital to define upfront how many customers you misinterpreted, writing down ideas as short stories (100-150 words, plus pictures) want to collect feedback from. Too few and the team may not have enough quality encourages thoughtful debate. data to proceed; too many and you have to invest a lot in resources and time. In the Janalakshmi project, for example, the team collected feedback from 50 customers in control and exposed groups over a three-week prototyping period. 3. TESTING Prototypes Are Not Pilots: Prototypes focus on testing specific components of processes and services. Pilots tend to be small-scale implementations of an entire process or service. They need to be treated differently.
Plan a Little, Prototype the Rest: Once the basic details of your 5. SCALING Build a Platform: Scaling up successful customer experience projects needs prototypes are in place, it’s important to let users experience them and provide a dedicated process or platform to expand best practices across geographies and feedback. Then tweak. product lines.
Fast and Cheap: While prototyping, quick and raw can be more valuable than Customer Experience Team of Experts: Having a dedicated team of waiting for perfection. Low-fidelity prototypes can yield very useful information customer experience managers who can travel to different locations and initiate and insights about what can improve customer experience. scale-up of customer experience projects helps institutionalize adoption.
Take Calculated Risks: Prototyping needs evaluation and approval metrics that are less stringent than those applied to standard projects or pilots. Measured Dedicated Budgets: Create a budget pool for carrying out customer risk-taking is encouraged. experience projects, with business rules that govern contributions and utilization of funds by various geographies and functions. Budgets: The culture of prototyping benefits from having a separate budget for prototyping on a regular basis.
Project Team Best Practices • Establish a clear communications strategy 4. MEASURING Plan for Measurement but Avoid Complexity: Building a • Create a dedicated project space if possible • Share progress throughout your measurement plan during the design and inception of any customer experience • Maintain momentum by setting aside time organization project or prototype is important. But keep customer experience projects as simple as possible. For example, a survey with five or six questions can be done in to consistent work together as a group • Document everything person or over the phone to gauge the impact the project has on customers.
Avoid Conflicts of Interest: Measurement surveys and tools should be administered by people who have no stake in eventual outcomes. Reference: Design for Libraries
90 91 DRAFT
Tool 7 Team Roles + Descriptions
Customer experience involves a number of different skills and capabilities that may not be present in one single individual. Some skills may be found within your organization already, particularly in customer-focused roles such as marketing or customer care. Use the role descriptions in this worksheet as a guide to help build your team.
Tool 7 Team Roles + Descriptions
WORKING DISPOSITIONS help clearly convey innovations and can GROUP GOALS What are your goals for this PERSONAL GOALS What are your individual DESCRIPTIONS motivate the emotions and actions of a project and team? What would success look like? goals for this project? Is there a skill you’d like Anthropologist: A curious inquirer broader audience. to gain or enhance? A professional milestone? who wants to find out how people tick and interact with each other, Analyst: A seeker of patterns in the their environments, and their tools. data. You can find the story of human You notice what others may not and behavior in quantitative touch points approach qualitative understanding to identify opportunities for impact. with rigor. You view people with an This perspective can help find ways to empathetic, open mind and seek measure creatively and model business inspiration from everyday human value quickly. They often are your innovation. translators to operational or financial roles in your organization. Experimenter: A consummate builder PROJECT PERSPECTIVES who tests to learn. You aren’t afraid to Connector: A gregarious socializer with Share the perspective and disposition you bring to your project team. This will help your team identify how to share work and leverage strengths. work through a problem in a rough state a knack for cross-pollination. They can and would rather make decisions from bring in multiple perspectives from How representative of this of you? evidence than theory. Experimenters their own experience or network. This ANTHROPOLOGIST this is not me this is me don’t need to have a hard design or skill is crucial in the field to building 1 2 3 4 5 technical discipline, but can often be rapport, forming mutually beneficial seen drawing through ideas, making partnerships, and building connections EXPERIMENTER this is not me this is me models, or talking through hypothetical and support in your organization 1 2 3 4 5 situations to seek clarity. to spread your work in Customer Experience. STORYTELLER this is not me this is me Storyteller: A synthesizing mind with 1 2 3 4 5 a knack for finding the storyline in the data points. You cut through jargon and ANALYST this is not me this is me find ways to translate work to a broader 1 2 3 4 5 audience – identifying the challenge, plot, and characters. Your messages CONNECTOR this is not me this is me 1 2 3 4 5 “We’ve created a new job, a customer What implications does this have for the role and responsibilities you’ll have in this team? service person at the Janalakshmi center. We will hold that person accountable… it can’t be touchy feely, it needs to be stuff we can measure.” For more tools, visit the CGAP Customer Experience Workbook. Ramesh Ramanathan, Janalakshmi, India
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Tool 8 How do you adopt a customer Case Study Template experience culture?
Customer experience projects provide rich ground for learning by contextualizing the value of your offerings within customers’ daily lives. As you integrate activities into your organization, it’s a good idea to have a standard format for capturing outcomes in the form of case studies ADOPTING A CUSTOMER EXPERIENCE CULTURE | PRINCIPLES FOR MAKING A CULTURE SHIFT and lessons learned, plus specific return on investment / key performance indicator metrics.
Customer Communication Incentives Guarding against Experience and Visibility Designing appropriate Pitfalls Leadership Building a customer incentives such as It’s important to stay experience culture an organization-wide the course in becoming Tool 8 Embarking on a journey to become a customer- requires high visibility contest or financial perks a customer-centric centric organization is internal communication can encourage a large organization. Guard number of employees to PREPARING 1. LEARNING 2. CREATING 5. SCALING a serious endeavor that that focuses on the need against common pitfalls requires the sustained for becoming customer- suggest and participate like turning back due to support and engagement centric, key customer in customer experience unexpected but isolated of senior management. insights, and showcasing initiatives. failures. Creating the role of chief customer experience customer experience initiatives and success LEARNING CREATING officer can help provide stories.
PREPARING SCALING sustained leadership. Multiple rounds of iteration
MEASURING TESTING
4. MEASURING 3. TESTING
For more tools, visit the CGAP Customer Experience Workbook.
94 95 STAKEHOLDER TYPICAL QUESTION SAMPLE RESPONSE
Operations • What resource implications • Customer experience projects are typically exist for new customer developed on an iterative basis, pulling How do you generate experience projects? from resources within the organization that strongly connect with customers. While resource-intensive over time, projects often support from other parts of start with a small team and adjust as they go, incorporating feedback from customers to ensure that value is captured before your organization? significant resources are deployed. • Which employee resources • Employees can become quite passionate are required and how will the about customer experience projects, putting organization fulfill existing considerable time into them in addition to obligations? their existing obligations. This is a great asset for building motivation and entrepreneurial Decisions are not made unilaterally at most some questions about customer experience skills, but expectations need to be carefully financial service providers, particularly if and its implications for an organization managed. Customer experience projects they're about customer-facing interactions. that are commonly asked internally. Take a usually require at least one employee with These types of decisions generally require moment to think about which facets of your time specifically allocated for the effort. input from a wide variety of functions, organization may need support to embrace a • What are the implications for • Front-line employees are extremely valuable including sales and compliance. Here are customer-centered approach. front-line employees? They participants in the customer experience earn by commission and process. Besides monetary, there are need to be paid for their time. often other rewards that compensate How do they benefit? for involvement and provide sufficent motivation. Rewards may take the form of STAKEHOLDER TYPICAL QUESTION SAMPLE RESPONSE recognition or the opportunity to present ideas to senior leadership. • How will customer • Customer experience efforts typically do not Legal/Regulatory • Do customer experience • Customer experience design is customer- experience efforts take run up against legal issues, at least in the Compliance Department efforts abide by internal driven, using customer needs rather than into consideration the local prototyping phase, unless they involve signing Department guidelines or partner internal guidelines as a starting point. regulatory environment? up new customers, or, in some countries, specifications? However, as ideas and concepts mature and complex offerings. However, knowing regulatory show value, it’s critical to align with internal constraints upfront and seeking appropriate guidelines and flag compliance issues while review allows you to build the best customer still in the prototyping phase. experience possible within legal boundaries. It’s • Does customer experience • Customer experience efforts often begin with important to know that a lot of prototyping and put existing vendor licensing mockups and prototypes that do not involve testing can be accomplished with dummy data agreements across the real data or threaten partner or licensing to avoid sensitivities. product portfolio at risk? agreements. The design process is generally • What costs and risks does • Product and service concepts need to be flexible enough to steer clear of these issues, the organization face when evaluated based on potential upsides and particularly in the early exploratory phase. creating new products and risks – prior to implementation. Part of the • Are customers at risk? • During the design and prototyping services? value of a customer experience process is that phase, customer experience does not put it allows concepts to be prototyped and tested customers, or customer data, at risk. Risk to determine potential value before risk/reward is often avoided by using dummy data and considerations (as opposed to killing promising making results anonymous; sample size is ideas at the outset if there’s even the potential also generally quite small. of risk).
96 97 STAKEHOLDER TYPICAL QUESTION SAMPLE RESPONSE
Finance • What’s the return on • Customer experience projects are an effective Experiments Department investment for customer way to test new business models and value experience efforts? propositions to determine appeal before investing in production and scale-up. They generally have a strong return on investment, Making It Work as up-front costs are low and potential opportunities to drive customer value can be significant. • When and how does • That depends on goals. Customer experience customer experience projects can target both short- and longer Try these experiments with your team to create demonstrate value to the term improvements to customer experience. bottom line? Because the process is customer driven, it healthy habits and bring the voice of the customer tends to surface a range of options that need to be filtered against business goals and into your daily work through prototyping sessions. priorities. In areas like retention, efforts have sometimes seen bottom line improvements in 13. Align Your Team Values a matter of months. • How does customer • The process is customer driven, so the ability Seemingly simple, this value mapping exercise can put all team members experience encourage greater to impact key issues such as retention/ on the same page. It acts as a common call to action, decision-making compass, efficiency in retention/ acquisition depends in large part on and tool for negotiating priorities and conflicts. (See page 100 for the full acquisition? Which current the organization’s ability to implement experiment.) problems should it address? improvements that emerge from the customer-driven design process.
Information • What are the implications • Customer experience improvements require Find more experiments in the CGAP Customer Experience Workbook: Technology of customer experience close alignment with IT systems, particularly technology? How do you to support more intelligent and personalized think critically about evolving branchless banking experiences. It’s ideal customer experience within to involve tech teams from the beginning 14. Storyboard Your Idea 15. Energy Barometer for Weekly current technology systems? and work closely together to prototype and A storyboard is an easy way to Check-ins test concepts so IT implications are well robustly illustrate an offering idea Managing a project can be tough understood. • How do you ensure that • The customer experience process starts within the life of your organization and work, especially if it involves going the mock-ups/prototypes with customer needs, not tech constraints. its customers. Storyboards provide against everyday norms. Use this you develop reflect real Concepts are often explored that don’t reflect details on users, flow, interactions, simple technique to gauge the positive constraints of the IT system, all existing constraints within the business, including costs like mobile such as IT. However, as ideas and concepts and dependencies, and act as early (or negative) energy of your team, and messaging? mature and show value, it’s critical to align stage mock-ups or prototypes. channel it toward productive work on them with real world constraints (and costs) a regular basis. to priortize concepts that are the best fit from a cost/benefit perspective.
“Your biggest sell is to who owns the balance sheet in the organization.” Absa Bank, South Africa
98 99 Experiment 13 Align Your Team Values
EXPERIMENTS IN ACTION: MADHYA PRADESH, INDIA What makes you do what you do? something you’ve never actually articulated or This value mapping tool enables you to describe written down. Defined values can be very useful A technical support leader for the government The team drew up an annual work plan that the values embodied in your personal work and in trying to explain your work to colleagues and health team in the Indian state of Madhya covered human resource and organizational in the wider organization. Values are probably partners. Once team values are defined they can Pradesh identified that her team was stuck development dimensions. Compartmentalizing more influential than anything else in shaping be shared; they act as a common reference point in a rut. They were resistant to change, yet values into four neat boxes was easier said what you do. They may be something you take to simplify and speed up decisions, and ensure exhausted by the day-to-day challenges of than done, but in reality the values overlapped for granted, that you believe is obvious, or consistency in the work your team accomplishes. government protocol. on the individual and organizational levels. Although there were shifts in position, The technical support leader used the value personnel, and policy, a common thread was mapping tool to identify core values on the detected. STEPS individual and organizational level that could bring much wanted change to the way the After the exercise, outputs were shared with 1 2 3 system operated. The idea was to try “change government partners, which helped pave the Print a value mapping template Place a wide range of values Ask other team members to management” so resources could be used to way for buy-in for upcoming health projects for each team member (see (ten or more each) in the relevant complete the same exercise. Once more productively deliver services to citizens. and needed systems changes. Reference, page 101). Start by fields on the template. Swap them all templates have been defined, individually writing down on a around until you feel they’re in together you can establish which piece of paper (or sticky note) the right place. To focus your values are important to the USE IT WHEN USE IT TO what you feel is most valuable activities, place a maximum of organization as a whole. for yourself, as well as your five in the “always important” • A change in management is underway that • Expedite decision-making at critical organization. Make sure each column. may affect your team dynamic, and you want moments by aligning on commonly agreed- team member first makes a to ensure that team members are aware of upon values that work as guiding principles personal value map. how changes may align (or not) with their throughout your project. individual values. TIME ROLES MATERIALS
40 minutes Collective exercise Value mapping template 1 facilitator (optional – for Sticky notes introducing and guiding the exercise)
Reference: DIY Development Impact and You The DIY Toolkit (Nesta) Value Mapping
100 101 Continuum – Nairobi, Kenya
“The prototyping process can create a lot of value...because it aligns the full organization around one idea. For instance, if I say ‘knife,’ you are going to visualize a kind of knife, I’m going to visualize another knife, and if there were other people in the room they would visualize many different kinds of knives. But if I design a knife right now, I align everybody around that knife.” Mauro Porcini, Chief Design Officer, PepsiCo
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5 SHARING THE RESULTS
Both customers and your team may In this chapter, we'll cover the be energized by your new customer following questions: experience initiative, but galvanizing • How do you collect feedback and broader support for this type of share results to motivate adoption work is crucial. It requires a reflective of customer experience? process – gathering feedback, • How can you showcase the impact measuring impact, proving value, and of customer experience in your telling the story of your process and organization? learnings.
104 105 5. SHARING THE RESULTS | CUSTOMER EXPERIENCE TOOLKIT | 2016 How do you collect feedback and share results to motivate adoption of customer experience?
Customer experience initiatives work best As you share with your organization, paint a Recommended sharing practices As you embark on internal storytelling, when they’re holistically spread throughout robust picture. Four key sharing dimensions • Post-interview documentation: Direct quotes keep in mind these key guidelines your organization, rather than isolated in include: from customers are an incredibly valuable • Sharing is an exercise in balance between a department, team, or moment in time. • process what you did, how you did it way to make your case (Design for Libraries, process and outcomes, too much and too Sharing and storytelling is crucial to building • results the quantitative and qualitative Insight Capture Sheets, Final Documentation little, formal and informal channels momentum and buy-in from peers and impact of your project PowerPoint) • Focus on people, not just products superiors. This simple act of transparency is • stories vivid stories that reveal insights • Field research observation capture sheets: • Consider which insights may be most directly a highly valuable but often forgotten practice about people and places Vivid takeaways from contextual research useful to your team’s work when leading organizational and cultural • learnings positive and negative takeaways and prototyping (DIY Toolkit, Tools 11+12) • Appeal to a diverse audience; satisfy both change. that may inform future practice • Project journal: a daily or weekly account the skeptic and the cheerleader of progress to use for pulling insights • Stories and qualitative sharing can be just as When it’s time to share your customer It often feels overwhelming to digest and • Photos and videos: Visual capture from rigorous as quantitative findings experience projects, don’t just reach for share information, especially at the end of research, workshops, synthesis, and • Presentation is important; balance story, numbers and quantifiable results. It’s often an initiative. But a well-established habit of prototyping numbers, and imagery the illustrative anecdote or qualitative documenting will pay off as you share with insights that are most provocative. people outside your project group.
I had to run something like a political campaign within the bank [to advocate]. I communicated with those interested...showed iterations...and was opportunistic. Absa Bank leader
106 107 5. SHARING THE RESULTS | CUSTOMER EXPERIENCE TOOLKIT | 2016
Tool 9 How can you showcase Customer Statisfaction the impact of customer Survey experience in your
Customer satisfaction surveys are highly useful evaluative tools that can be adapted and used organization? throughout your process, although they are especially pertinent during prototyping and testing. Surveys are a quick way to generate data to validate or disprove your hypotheses, and are Whatever the outcome of your project, link organization can continue to step toward ideally executed at regular intervals so you can continue to make adjustments and iterate on your findings back to your organization’s improving customer experience. The three ideas until a solution is refined enough to scale. overall business objectives and, ideally, main things to consider when showcasing provide recommendations on how your the impact of customer experience:
INCLUDE A MARKET MAP THE IMPACT OF LAY OUT NEXT STEPS STRATEGY ANALYSIS YOUR PROJECT TO SUPPORT YOUR THROUGHOUT YOUR
TARGET GROUP SAMPLE QUESTION 1 2 3 4 5 CASE ORGANIZATION Include intangible Neither Both How comfortable do you feel at the [service Very Somewhat Somewhat Very comfortable nor benefits as well location]? comfortable comfortable uncomfortable uncomfortable uncomfortable
Both When you have questions, how adequate do Very Somewhat Neither adequate Somewhat Very you feel the information provided at the [service adequate adequate nor inadequate inadequate inadequate location] is? • Refer to value matrix from • Create a concept reach map • Immediate next steps
Exposed group Have you noticed any changes at the [service location]? (Yes/No) Very A lot Somewhat Indifferent Not at all Business Challenges across the value chain If yes, how much do you like these new changes? little Booklet • Create a product roadmap Both Overall, how satisfied are you with your overall Very Somewhat Neither satisfied Somewhat Very • Carry out a product rollout • Lay out the ecosystem experience at the [location]? satisfied satisfied nor unsatisfied unsatisfied unsatisfied sensitivity analysis around your product or
Both How much do you like the facilities at the [service location]? A lot Somewhat Indifferent Very little Not at all • If possible, carry out a service profitability study, or at least
Customer Feedback Customer Feedback project profitability
For more tools, visit the CGAP Customer Experience Workbook.
108 109 Design Impact Group – Nigeria
Experiments Sharing the Results
You’ve worked really hard. Now try some experiments to explore tactical ways to measure and share the impact of your projects.
16. Make a Video, Show Your Impact Sharing an “aha!” moment as a story brings the impact of your work to life. Create a one- or two-minute video with your camera phone and show the impact to your peers. (See page 112 for the full experiment.)
Find more experiments in the CGAP Customer Experience Workbook:
17. Launch a Customer Council 18. Create Insights Cards To better understand how a portfolio Insights cards are tools that cleverly of offerings holds up, test it with a address that moment at a meeting Customer Council. Over time, use this when you sense that the customer champion group to better understand focus is getting lost. Build insights customer preferences, brand cards from your work by gathering “Financial service providers are looking impressions, and market direction. understandings from personas, for data and analysis, but may not have needs, and goals. the capacity to make sense of it. That’s where this work comes in.” CGAP
110 111 Experiment 16 Make a Video, Show Your Impact
TIME ROLES MATERIALS We often get lost in numbers and charts, audience. In fact, you’ve probably already 1-3 hours Individual or group of 2: Video function from your thinking this is the best way to showcase shared a moment of realization (when the (1 fixer – logistics, and 1 phone results. But while data is important, sharing impact of your work dawned on you) with a cameraperson) stories of people is another powerful way to customer or your team. leave an impression and resonate with your
USE IT WHEN USE IT TO
• You want to share the impact of your work • Get people excited STEPS internally • Share the process across your organization • You’re trying to make the case for an and gain buy-in to scale up product 1 2 3 organization development or tested prototypes Brainstorm and recall Make a four- or five-step Keep it simple. Focus on the moments of realization that storyboard that plans the story – not the execution. you and your team had. Think shots you’d like to capture Some tips to spark your how you’d like to capture one in your video. imagination and keep it “The real danger is that we get caught in the words of customer centricity. We of those moments. simple: need to connect...in a personal way. The best way to make [customer experience] • Interview a customer or come alive is through stories.” Ramesh Ramanathan, Janalakshmi, India employer you worked with • Create a photo sequence from the field, with captions and background music • Role play with your team
112 113 IDEO.org – Kumasi, Ghana
“People talk and talk about things until somebody arrives with an object, a prototype, and then everybody gets excited.
That’s how you unlock resources...speed up your innovation process, and make the outcome more relevant to customers.” Mauro Porcini, Chief Design Officer, PepsiCo
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IN CONSULTATION WITH
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