This project-centered course provides a guided opportunity for you to practice your agile development skills. Using the venture design process that frames the four courses in this Specialization, you will apply agile processes to a project of your choice or to a provided venture concept. From persona, problem scenario, and user story development to designing user testing and product launch, you’ll practice leading an agile project. You’ll finish the course with a portfolio-building design brief that demonstrates your learning and specialized skills in agile product development. To get the most out of this course, we suggest you first complete the other four courses in the Agile Development Specialization: Agile Meets Design Thinking; Running Product Design Sprints, Managing an Agile Team, Testing with Agile. By the end of this course, you'll be able to: --Formulate foundational positioning statements --Create, refine and test actionable personas --Conduct user interviews and analyze the results --Determine a 'happy path' to quickly test user stories --Run motivation and usability testing and evaluate the results As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 40 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.
IT Strategy Brief: The Customer Journey
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From the course by University of Virginia
Agile Development in Practice (Project-centered Course)
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From the lesson
Create Strong User Narrative
Welcome to Week 5! This week, you'll focus on creating strong user narrative, going in depth to detail out the user experience and plan atomic rewards. You'll develop epic user stories, child stories, test cases--and then put them up on the wall using sticky notes. Then take a picture and submit it along with the relevant portions of the Venture Design Template for peer review. Be sure to save time to give a thorough review to at least one of your peer's submissions.
Meet the Instructors
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're 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 customers 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 on-boarded?
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 story board for AIDAOR,
the framework we just looked at and United Children's Theater.
And 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 mom A's son doesn't want to do soccer so
maybe children's theater will 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 share this will desire to get him out and
get him associate with good thoughtful kids and some constructive activity.
Action while she goes to United Children;s Theatre 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 looked 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 he want's to do it and
if so what will he do.
All of that would fall into the retention basket.
So think through this and I highly recommend the story board 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,
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 very good way to think through
customer experience, if you think that level of depth would help your project.
Now, what are the things you may have realized as you went
though this customer journey.
Using the story board, using the AIDA framework is that the channels and
the types of relationships you want to have with the customer vary over
the course of that.
So relationships are ways that we interact with the customer.
There's a lot of different possibilities but kind of,
on one end of the spectrum here is residential Gmail for instance.
If you have a problem you can search forth on the forums and
ask people but it's pretty much self service.
Whereas dedicated personal service for instance if you have an insurance agent
who's a specific person, you could 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 then, 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 AIDAOR 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, why don't you think about your own project and
what are the types of customer relationships that your business, or
the business you're working with, has with their customers.
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 moms 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, you're child has a teacher.
You know that teacher can talk with them.
And then the channels are the ways that we deliver these relationships.
So what are the channels that United Children Theater uses all
triggers that out 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 these for United Children's Theater.
The parents auxiliary there's 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 teacher is an administrator's sort of do the sales if you will
by discussing the program with their students.
And then service, they use the parent's auxiliary and Facebook very heavily to
help parents answer each other questions about what's going on.
Here is how this looks and the business model canvas so
I've written the customer relationships here and the channels here I made
some notes about what relationships the different segments have.
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
highlight whatever inter-relationships 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 interrelationships.
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 uniquely strategically
important to delivering all these things that we've talked about so far.
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