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"you have to start from the customer experience and technology serves it, not the other way around." At the Shenze 2023 data-driven conference, Jim Kalbach quoted Steve Jobs's point of view and shared in depth the value of the customer experience to the enterprise.

This article is based on the complete sharing of Jim Kalbach. Follow the official account of Shenze data and consult the customer service to get the full version to share the video.

First, understand the three key points of "experience"

Jim Kalbach says that when we try to understand "experience," we need to be clear about three things:

First, the experience is holistic.

Experience takes into account many variables, including action, thinking, feeling, time, way, and place.

For example, about the experience of riding a roller coaster. When does the experience begin and end? Does it start when you are on a roller coaster and end when you leave the roller coaster? Or does it start when you wait in line to ride the roller coaster and discuss with your friends at home about the roller coaster ride at the amusement park? or does it end when you review the photos of the roller coaster ride? We must think about "experience" in a holistic way.

Second, the experience is personalized.

In other words, there is no absolute standard when we talk about experience, and experience exists in the mind of the experiencer.

Every customer has his own experience, for example, I like roller coasters, my wife does not like roller coasters, this is our different attitude towards the same experience.

Third, experience is situational.

For example, I like to ride a roller coaster, but after a big meal, I don't want to ride a roller coaster. Thus it can be seen that "situation" is also very important to experience.

It is these three characteristics of "experience" that make it difficult for enterprises to understand customer experience, especially for enterprises with multiple roles. In response, Jim Kalbach shares a very popular way to better understand the customer experience, that is, to understand the customer experience in a unified way through customer itinerary-- to visualize the customer experience in a holistic, personalized, and situational way.

Second, alignment of customer experience and enterprise value

Jim Kalbach emphasizes that the essence of the customer journey map is to align the customer experience with the business and goals of the enterprise in order to achieve the exchange of value between the two sides. Enterprises should start from the customer experience and think about how our solutions are integrated into the customer's world, that is, value alignment-the alignment of the external world (customer's world, experience) and the internal world (enterprise, organization).

Specifically, the needs of customers usually lie in the acquisition of benefits, saving time and better experience, while enterprises pay more attention to time, attention and profitability, so both sides must exchange values to meet their own needs. That is, enterprises provide products or services to create value for customers and get growth opportunities from them.

That's what Steve Jobs tells us: "you have to start from the customer experience and technology serves it, not the other way around."

In his book Mapping Experiences, Jim Kalbach describes in detail different types of charts, such as customer journey maps, experience maps, service blueprints, mental model maps, user story maps, workflow charts, and so on, which are collectively referred to as common maps, which he says can help companies align customer experience with business value.

3. 4 steps of customer itinerary planning

To be truly customer-centric, enterprises must find ways and paths to deeply understand the customer experience.

Usually, it is difficult for enterprises to cover all their business with one map, so they must first determine whose experience and which experience to draw, and through qualitative and quantitative field research, make the created map interpretable and operable. At the same time, enterprises need to ensure that internal roles in the organization know how to use customer experience maps and obtain information from them.

In the presentation, Jim Kalbach elaborated on the process of drawing the customer's journey, including initiation, research, explanation and consistency.

1. Launch to ensure that the customer experience is relevant to the enterprise. Enterprises define the experience drawing work by defining whose experience, which experience, what experience elements and so on.

First of all, enterprises need to circle the target customer base and make it clear whose customer experience they want to map. Second, customer-enterprise interactions usually cover a variety of online and offline contacts, and companies must determine which customer experiences are drawn in which scenarios, which Jim Kalbach calls a point of view. Then, the enterprise needs to define the start and end times of the experience, and as mentioned by Jim Kalbach in the roller coaster case, the customer experience is continuous and natural. Finally, identify the most important elements of experience for the business, such as actions, thoughts, and feelings.

That is, the enterprise needs to start the journey mapping from the three dimensions of viewpoint, scope and focus.

2. Research, based on effective observation of the real world, starting from qualitative research, to ensure the authenticity and effectiveness of customer experience.

Jim Kalbach believes that customer experience rendering should start with qualitative research, which can help enterprises maximize their effectiveness. For example, interact with customers face-to-face or remotely to understand the customer experience and extract key points, highlights, and important moments. This is usually based on the actions, thoughts and feelings of corporate research.

3. Explain that customer journey maps usually include timelines, actions, thoughts and emotions, which stems from the fact that the customer experience is integrated and made up of many different variables. Enterprises need to identify the most important variables and try to draw them to achieve visualization.

Jim Kalbach mentioned that enterprises can get a complete story of customer experience through this link, which has nothing to do with drawing or visualization capabilities, and enterprises do not need to master superb graphics skills.

4. Consistent, the enterprise must interact with the customer and understand the customer experience in order to make the customer journey map operational.

Usually, the customer journey map does not automatically show the answers we need, and the enterprise needs to interact with it and understand the chart to make it fully operational. Jim Kalbach stressed that the important challenge for enterprises in this segment is how to manage the customer experience. How to manage customer journeys over time? He says it is particularly important for companies to measure and track customer experience in response to this challenge.

Next, we can start to think, what is the data support behind the moments we created in the model? How much do we know about each contact at these moments? How do we track them? This prevents the customer's journey map from becoming an one-time deliverable and maintains a continuous and vivid understanding of the experience through data support.

At the end of the presentation, Jim Kalbach stressed once again that the user journey map is only an approximate representation of the customer experience, and that enterprises must combine qualitative and quantitative activity planning to make it operational. In order to stay ahead of their competitors, companies first need to change their way of thinking and be consistent with the customer experience in order to optimize their business.

Follow the official account of Shenze data and consult the customer service to get the full version to share the video.

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