Hi everyone. In this video we're going to be breaking down the anatomy of an experience map. I really like experience maps for the reason that we don't just apply them to the customer experience, you can also apply it throughout the whole business and corporate operations. So looking at how your vendors tie into your corporate processes, your supply chain vendors, your professional services like your CPA, your HR lawyer, pay roll, our only timekeeping system, 401k, health care benefits. I got too much experience with all of those things. But It's useful to have. When you develop your user experience maps, thinking in the same way that you would when you zoom out on a mapping service, you might see, here are the different states. Zoom in further, you can say, "Okay, well here are the different counties." Further; towns, major thoroughfares, and then smaller community neighborhoods. You can build that various maps and integrate them together. The ultimate goal for you is to see what your customer's thinking and feeling, where some of the vulnerabilities are, so you can tie in robust design, and then where you can prevent things falling through the cracks so that you can have strong quality controls. This map here, we're going to start with the lens, the journey model, qualitative insights, and quantitative information and takeaways. Now, I'm sure that you all remember what my assend point is in qualitative data. Everything can be quantified. In the instance of say, qualitative where people like, well, that's blue, okay dark blue. Well, OO-3466 is the web color blue, and we're going to have a certain range between OO-3466 and OO-3469. Pretty short. That might be the range. Having quantitative metrics for everything helps keep people accountable. Learned that the hard way. The adaptive path model criteria. Components must be able to stand alone. Think of it in the terms of separate little neighborhoods where you might need to be able to go from one to another. Where they streamline to a major thoroughfare, and then how do you drive from say, California to Maine? What are some of the major roads? Where are some of the issues? Where are the roadblocks? How do we stay on track? The first step is going to be the Lens. The Lens is a filter through which the various users view the journey. Depending on your product, service, or application or piece of hardware, you're going to have different users. In a ride-sharing app, for example, or other gig economy things, you might have the driver and the passenger. What is the driver thinking and feeling, or people who might want to make some extra cash on the side? What are the passengers thinking and feeling? Then how do you bring everything together? That's what we do with the customer journey. The journey model. Initially, how do people interact with the product or service and find it online? Where are some of the areas for robust design? What are some of the difficulties? If somebody has poor internet connectivity, can they order online? If they're not that technically savvy to use e-commerce, can they give a phone call? Also with printing e-tickets in this example, what if there are big societal changes? Now with COVID, there are a lot of changes in processes where companies are making sure that people don't have to have physical contact with anything. Example, a lot of restaurants are changing to using barcodes in the cellphone to be able to pull up a menu so that they're not handling a physical menu. How do people change their plans, check different statuses, and also activities and unexpected changes? When you're mapping out your corporate processes, this is where you use mapping in order to be able to adapt quickly to any unforeseen events. If you're running a hospital, for example, and a pandemic happens, what processes do you have in place to quickly adapt and make sure that you're not facilitating unhealthy conditions via staff? The journey model as well. I like to apply this framework where you can map between different stages and use quantitative decision-making to pull people back on track. What I like to do with employees and when I'm working with clients, is take a look at what these different stages are, but then what the associated scripts are, and standard operating procedures so that people know what to do and how to behave in a different situation. Then be able to ensure that the process moves along and that you get from A to Z. This can be a little tricky, but it's important to do with your sales team. What obstacles are they hearing from customers? In the case of software salespeople, they might say, "Well, we get a lot of concerns about whether or not it's going to be able to be integrated with Google business ads." Awesome. That's a concern, we'll make sure it can do that. Then remember, iterative design, hypothesis testing, it integrates with Google business ads because of its key function, yes, no, and break it down that way. The third step, qualitative insight. Use the doing-thinking-feeling framework. Thinking; can I use this? Being able to overcome obstacles to these aspects of the sales part of your component of your company is going to be key in making sure that you can close sales. Because so many people, when they want to start a company, they've got their product and their concept, their application, they've got a website bill, they've got some of the services, but then closing a sale, that area definitely needs to be mapped out. People need to know how to close a sale. You need to keep your sales team accountable. Remember, translate qualitative things and the quantitative metrics and make sure that you're holding your sales team and business development folks accountable. I can tell you from experience, you give a business development person a company credit card and send them to some events, they better come back with some numbers and contacts and sales. Otherwise, I don't have time for that. Again, we start with the lens. You look through the eyes of the people that are going to be in different parts of your company and who engage with your company. If you've got a complex business going where you've got your data scientists, engineers, clients, and let's just say you're sub-contracting on opportunities for different prime contractors in the public sector, you're working with different technologies. Let's just say you also need to tie in hardware, software services, and then look at robust design and non-ideal conditions; what the price of labor is, whether raw materials are good, all of these things are critical for the success of your company. Nothing should really come out of left field, and if it does, then you've got to be able to adapt to and change and prevent obsolescence. That's probably the biggest thing that I've seen and so many companies just focus on what the actual product is that they're offering, and whether it's software or a service or a physical product. They don't pay enough attention to the overhead costs, the integration points, being receptive to feedback from the customer base, how their customers are buying and selling and finding the product. A lot of this is crucial because you might have a great business concept, but without the execution, it's not going to go too well, and without being able to correct cause, if you do mess up, when you do mess up because we're human, then that's going to be an issue too. Map these things out. Think of it again, like you're driving from California to Maine. Thanks, bye.
