Now more than ever, corporations are investing heavily in IT. The quality of these investments affect the daily work of millions, yet it’s not uncommon to see industry surveys where the failure rates for IT projects is over 50%. It’s possible to do better and it’s possible to do so consistently. In this two-week course, we’ll step through major challenges within corporate IT and how to address them with the disciplined use of design thinking, Lean Startup, and agile as a team framework. By the end of this course, you’ll be able to: Use the Business Model Canvas to focus your company strategy and facilitate buy-in from stakeholders Translate your work on the Canvas to specific charters in IT Rapidly prototype strategically-aligned processes for implementation within your IT infrastructure Please Note: This is a short-form course two weeks in duration.
IT Strategy Brief: The Customer Journey
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Из курса от партнера University of Virginia
Customer-Centric IT Strategy
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How do you define a customer-centric strategy you can actually execute?
To do strategic IT, you’ve got to have a strategy! Ideally, you need one that’s easy to understand and use as a clear basis for action. That’s what you’ll learn this week.
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Alex CowanFaculty & Batten Fellow
Darden School of Business
In the last video, we looked at these two items here, Customer Segments and
Value Propositions.
And how does the interchange of these two things drive the business.
Here, we are going to look at the end-to-end customer experience, and
what that means for the relationships and channels,
that the business has with the customer over the course of that journey.
The way I like to think through that, is with this framework that you see here.
So first we ask, how do we get the customer's attention?
How do they even know we exist?
How do we break through the noise floor?
Then, we look at what's interesting about our proposition.
What problem that we know that they have, be that a job that they do,
a desire, a habit.
What is it that we engage them with, what interests them.
And if we want them to do anything of any real material importance,
there's some emotional resonance to what we're offering them, and
there's a desire that they have that's propelling them to action.
Here, we're looking at, what is the absolute minimum set of actions
required for the customer to get to the next step with us?
And that's something we want to be especially thoughtful about,
as we design systems.
Then, we look at how does the customer get onboarded.
How do we make them a regular, habitual user of our product, and
how do we know if that's working?
And then finally, we kind of look at everything beyond that and
the customer's recurring use of our product with retention.
And how do we deepen their involvement with our product,
and how do we get them talking positively about it to others?
Now again, even if your software isn't directly touching the customer.
These things are almost certainly going to have major implications for it, and
it's important for you to be at least generally aware of how they work.
Here is a storyboard for AIDAOR, the framework we just looked at,
and United Children's Theater.
In the attention step here, mom A talks with mom B,
who has her child in a program at United Children's Theater.
And they talk about how the mommy's son doesn't want to do soccer, so
maybe children's theory would be a good fit.
Mom B follows up with mom A through an email, and a link to
some information about United Children's Theater, that engages her interest.
Mom A doesn't want her son, Carlos, in trouble or
idling around the house, so she had this real desire to get him out and
get him associated with good, thoughtful kids in some constructive activity.
Action, while she goes to United Children's Theater site and
it's clear to her what she gets, what she pays for,
whether there's financial aid available and when she starts.
And then the next step here is Onboarding, and
what happens on the first day of school?
How does Carlos get started with the right program.
And then Retention, we look at the use of email, a Facebook group and so forth.
Carlos, let's say he completes a successful
year at United Children's Theater.
What's in store for him next year?
And how does he know if wants to do it and if so, what we do?
All that would fall into the retention basket.
So think through this and I highly recommend the storyboard.
And how does this work for your key customer relationships, and
your key channels?
That's what we'll look at next.
Another thing you consider doing, if you're interested in this,
is you've learned about Think, See, Feel, Do.
How do each of those work at every step of this process?
That's something we call a journey map, and
it's a really good way to think through customer experience,
if you think that level of depth would help your project.
Now, one of the things you may have realized as you went through this customer
journey, using the storyboard, using the IDA framework, is that the channels and
the types of relationships you want to have with customer,
vary over the course of that.
So relationships are ways that we interact with the customer.
There's lots of different possibilities.
The kind of on one end of the spectrum here is residential Gmail for instance.
If you have a problem, you can search for it on the forums and ask people,
but it's pretty much self service.
Whereas dedicated personal service for instance, if you have an insurance
agents who's a specific person, you can call them up and ask them questions.
That's kind of the other end of the spectrum,
and there's lots of things in between.
And channels are the way we deliver that relationship, and
we talked about the AIDAOR journey and Promotion, Sales, Service.
The channel that you use to deliver the relationship you want, may vary over
the course of these different types of activities, over that IDAOR journey.
So let's take a minute and think about customer relationships for
United Children's Theater.
And I'll reveal that in a minute, but now when you think about your own project.
And what are the types of customer relationships that your business or
business you are working with, has with their customers and
how do they change over the course of that customer journey that we looked at.
Okay, here's what that looks like for United Children's Theater.
They use a mix of online community like the two mom's following up,
the way you saw that.
Personal Service and this happens both through the center itself,
as well as for instance mom A meeting mom B.
The parents and the parents auxiliary, deliver personalized relationships and
word of mouth organically for United Children's Theater.
And that's a really important part of their business model and
what makes the business work.
So we want to make sure our enterprise software doesn't break that for
instance, and then there's direct personal service as well.
So for instance your child's a teacher, you know that teacher,
you can talk with them.
And then the channels are the ways that we deliver these relationships.
So what are the channels that united children's theater uses?
I'll show you that in a minute, but think about
the channels that your business uses and how those vary across the journey.
Take a second and make a few notes on that.
Okay, here is all of this for United Children's Theater.
The Parent's Auxiliary does a lot of Promotion work, and
it's really parent to parent kid to kid, the promotion.
And the Sales, if you will, is Direct.
The teachers and administrators at United Children's Theater,
will come to local schools and talk about their program.
And the teachers and administrators sort of do these sales if you will,
by discussing the program with their students.
And then Service, they use the Parent's Auxiliary and they use Facebook very
heavily, to help parents answer each other's questions about what's going on.
Here is how this looks in the business model Canvas.
So I've written the customer relationships here and the channel's here.
And I made some notes about what relationships the different segments have.
Now that may or may not be pertinent to what you have going on.
The nice thing about the canvas is that, it makes it really easy to sketch and sort
of highlight whatever interrelationships you think are most important.
And so I would encourage you to make these notes for the business you're working on.
You can also take a note about revenue streams and
perhaps, how these relate to those if you'd like.
And I would finish filling these out, and
think about what are the key inner relationships.
In the next video, we're going to move over to this part of the canvas and
look at the activities that your business executes that are you uniquely,
strategically important to delivering all these things that we've
talked about so far.
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