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Customer Experience Management justification should be as hard as nails. Fancy flouncy artwork showing customer journeys do not connect with the reality of managing the business.
The CEMMethod™ helps you to create unified views of both the customer interactions, perceptions and expectations AT THE SAME TIME as linking those with the processes, systems and resources across the organisation. We call that view the Customer Performance Landscape™ Both Beauty and Profit on the same page. Lyall Shapiro, Senior Business Consultant in Australia at MLC shares his insights into the CEMMethod.
Here how he adopted it to help transform his business. |
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Customer Experience Mapping™Processes and Customer Journey Maps should be on the same page. Those fancy Customer Journey Maps mean nothing if they cannot communicate with the actual inner workings of our organisations.
Here the Coach explains the understanding gleaned thus far, as a prelude to the real work creating the Future State Process Performance Landscape (the unified Customer Journey Map and Internal Processes and Systems) |
Interactive and PragmaticWorkshops guide the development through Current State into Future State with an engineered approach that connects todays reality with tomorrows potential.
It does not require genius. If you can figure out what the right thing to do is you can innovate to do it using incisive techniques. Ultimately we want a picture that lets everybody understand what it we are trying to achieve, who is responsible for it, and what the Successful Outcome looks like.
We refer to this Output as a Customer Experience Map. Here is an example of the top level of Claims process experience. |
Here is the overview of the main CEMMethod concepts:
CEMMethod v15 Concepts
Ref. | Concept | Acronym | Explanation |
---|---|---|---|
1 | Business Outcome Based Costing | BOBC | The costs associated with achieving a particular Business Outcome |
2 | Business Rules | BR | A BR is any decision point in an Experience. |
3 | Business Rules Type | BRT | "There are three kinds of Business Rules (a) Strategic (b) Regulatory, and (c) Operational" |
4 | Causal Flow | CF | "Causal Flow is a visual representation of the Cause and Effect relationships between MOTs, Hos and BRs." |
5 | Customer Attributes | CA | Describe customers as if they are your friends (rather than segment by circumstance with demographics) |
6 | Customer Categorisation | CCAT | Customer Categorisation identifies three types of Customer (a) Funders (b) Watchers and (c) Enablers. |
7 | Customer Expecations | CEX | Customer expectations are the set of behaviors or actions that customers anticipate when interacting with a company’s products or services. |
8 | Customer Experience Audit | CXA | A customer experience audit is a comprehensive assessment of customers’ interactions and perceptions of a brand during every touchpoint of the customer journey. |
9 | Customer Experience Diagnostic Relationship Map | CXRM | "This technique is a visual representation of the cause and effect relationship between Moments of Truth, Handovers and Business Rules across a customer experience." |
10 | Customer Experience Diagnostics | CXD | "The CX diagnostics include Moments of Truth, Handovers and Business Rules. Referred to as 'diagnostics' they are the ultimate Cause of Work." |
11 | Customer Experience Justification Deck | CXJ | "A management deck that builds the case for Customer Experience. It uses as its justification the Triple Crown idea of simultaneously growing revenues, reducing costs and improving service." |
12 | Customer Experience Lifecycle Elements | ABACUS | "The elements of the Customer Experience including Awareness, Buyin, Acquisition, Customisation, Use and Share." |
13 | Customer Experience Lifecycle Map | CXLM | A visual representation of the MOTs in the context of the ABACUS elements. |
14 | Customer Experience Management Office | CXMO | The means to transform an organisation from the Outside-In. |
15 | Customer Experience Map | CXM | A representation of the Causes of Work and their associated tasks and Activities. |
16 | Customer Experience Six Measurement | CX6 | The Outside-In CX measurement approach that goes way beyond traditional measures like NPS and CSat |
17 | Customer Outcome Based Costing | COBC | The costs associated with achieving a particular Customer Outcome |
18 | Customer Performance Landsape | CPL | A representation of the relationship between everyone and everything connected to the Successful Customer Outcome. |
19 | Disruption Factor | DF | A calculation based on MOTs and HOs that demonstrates the degree of disruption created by a change to the Customer Experience. |
20 | Disruption Factor Chart | DFC | "A graph of the status of the Disruption Factor including these elements: Death Spiral, Chaos, Uncontrolled, Inefficient, Optimised and Ideal." |
21 | Disruption Factor Improvement | DFI | The improvement possible from the Current State CX to the Future State CX. Usually expressed as a % improvement. |
22 | Disruption Factor Status | DFS | The current Disruption Factor score. |
23 | Four Es Approach | 4EA | An advanced measurement technique relying on objective data for 100% of MOTs |
24 | Future State Customer Experience | FSCX | "The MOTs, HOs and BRs associated with the Future State." |
25 | Handover | HO | Any interaction in the Customer Experience not directly involving the customer. |
26 | Handover Type | HOT | "The type of Handover which could be Person-Person (PP) Person-System (PS) System-Person (SP), and System-System (SS)" |
27 | Key Customer Outcome | KCO | Part of the Customer Performance Landscape Key Customer Outcomes feed into the Successful Customer Outcome. They are documented also within the Successful Customer Outcome Canvas. |
28 | Moments of Truth | MOT | Any interaction with the Customer. |
29 | Moments of Truth Action Plan | MOTAP | The migration plan of Current State MOTs to Future State MOTs |
30 | Moments of Truth Level | MOTL | "MOTs can be at three levels: Macro, Operational and Micro." |
31 | Moments of Truth Owner | MOTO | "The MOT owner. Ideally an individual, more often a department." |
32 | Moments of Truth Type | MOTT | "The type of Moment of Truth which could be Person-Person (PP) Person-System (PS) System-Person (SP), and System-System (SS), Person-Product/Service or Prodct/Service-Person" |
33 | North Star Alignment Template | NSAT | A matrix which states the organisation objectives and the individual/team objectives |
34 | North Star Metrics | NSM | The aggregation and prioritisation of all SCOC Key Customer Outcomes. |
35 | OI Task Activity Map | OITAM | Two layers within the Customer Performance Landscape showing tasks and activiites. |
36 | Organisation Readiness & Competence Assessment | ORCA | The maturities model for the Habitat of the organisation. |
37 | Organisphere Relationship Map | ORM | "The relationship diagram showing the customer, the inner circle and the outer circle and their connections." |
38 | Organisphere Structure Diagram | OSD | A picture of all the organispheres for certain/all categories of customer |
39 | Outside-In Action Plan | OIAP | The action plan with responsibilities and timescales for moving from current to future state |
40 | Outside-In Dash Framework | OIDF | A five day model of reviewing any inititaive to generate an actionable plan by day 5 delivering triple crown benefits within a month |
41 | Outside-In Dashboard | OID | A complete picture of the key metric to be monitored and controlled as part of the migration to customer centricity |
42 | Outside-In Innovation Landscape | OIIL | An itemised list of possible innovations and their associated value |
43 | Outside-In Migration Plan | OIMP | A prioritised listing of deployments to achieve Outside-In Customer Experience culture |
44 | Outside-In Stakeholder Assessment Matrix | OISAM | Key players impacting the outside-In Migration Plan |
45 | Outside-In Strategic Control System | OISCS | The strategic and operation approach for implementing the CEMMethod |
46 | Outside-In Strategic Matric | OISM | A matric contrasting the Process view (industrial age) with the Customer view (Outside-In age) |
47 | Points of Failure | POF | A formulaic approach to understand the status of an experience |
48 | Points of Failure Action Plan | POFAP | Moving from inside-out to Outside-In requires specific actions and ownership. The action plan details these. |
49 | Points of Failure Documentation | POFDOC | The document that identifies the removal of Moments of Truth and the associated benefits |
50 | Proactive-Reactive Index | PRI | A calculation based on how proactive an experience is converted into an index to understand the % improvements |
51 | Process Performance Landscape | PPL | A representation of the relationship between the processes and systems connected to the Successful Customer Outcome. |
52 | Red Amber Green Analysis | RAGA | A listing of metrics contrasting outputs measures v. outcome measures. |
53 | Risk Evaluation Table | RET | Not every MOT is created equal. The RET assess the likelihood of failure at any MOT within an experience. |
54 | Risk Impact Matrix | RIM | A visual comparison of the MOTs regarding the impact of failure against the customer and organisation vectors. |
55 | Six Step Innovation | 6Si | An Outside-In measurement system that can assess the performance of experiences and their associated MOTs |
56 | Successful Customer Outcome | SCO | The stated achievement of customer needs by delivering against outside-In measures identified in the SCOC. |
57 | Successful Customer Outcome Canvas | SCOC | "Eight questions answered that build an objective understanding of a customers needs, expectations and aspirations." |
58 | Triple Crown | TC | "The simultaneous ability to grow revenues, reduce costs and enhance service." |
59 | Triple Crown Value | TCV | A measurement of the scale of the Triple Crown wins. |
CEMMethod is a practical hands on, straight to the point approach.
Review some of the recent quickvids.
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