Customer Scenario Mapping & Experience Design
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Monitor Your Quality of Customer Experience
QCE vs. QoE: Monitor Operational Performance on the Things That Impact the Quality of Your Customer’s Experience with Your Brand
by Susan AldrichUnderstanding how Quality of Customer Experience (QCE) metrics differ from quality of experience (QoE) metrics will help you deliver the quality of experience your customers expect -
Interviewing Customers for Your Customer Scenario Mapping Session
The Pre-Session Interview Enables Great Customer Scenario Choices
by Susan AldrichCustomer interviews are a critical step in preparing for a Customer Scenario® Mapping session. Here’s our script and tactics for the pre-session interviews. -
Establishing Customer Experience Metrics Using Customer Scenario Maps
Developing Your Customer Flight Deck
by Susan AldrichUse customer metrics and moments of truth you identify in your Customer Scenario® Maps to create your QCE measurements. -
Selecting and Recruiting Customers for Customer Scenario® Mapping Sessions
How to Identify and Solicit the Right End-Customers for Customer Co-Design Sessions
by Patricia SeyboldWhat’s the best way to recruit customers (and partners) for Customer Scenario® Mapping sessions? Here are suggestions for ways to build customer co-design into your normal activities. We also describe what kinds of customers to recruit, and how many. -
Let Customers Co-Design Your Customer-Critical Initiatives
How and When to Use Customer Scenario® Mapping
by Patricia SeyboldWhat’s the best way to gather customer requirements? Invite customers to co-design their ideal processes with your cross-functional team. Design your requirements to meet your customers’ future requirements. -
Discovering Findability Requirements from Customer Scenario Maps
Building Your Search and Navigation Approach
by Susan AldrichOur findability requirements discovery methodology is centered on customer requirements and the customer’s perspective. -
Customer Scenario Patterns: Are You Making It Easy for B2B Customers to Select and Buy Your Products? (Part 2)
Anticipating the "Moments of Truth" that Surface Consistently in B2B Customers' Scenarios
by Patricia SeyboldIn many customer scenarios, there are common moments of truth that emerge despite differences in the customers' businesses. This report looks at those moments of truth that surface consistently in B2B select & buy scenarios. -
Customer Scenario Patterns: Are You Making It Easy for B2B Customers to Select and Buy Your Products? (Part 1)
Unpacking "Moments of Truth" that Surface Consistently in B2B Customers' Scenarios
by Patricia SeyboldBefore you begin a Customer Scenario® Mapping exercise, you should capture the context of the scenario. -
How to Identify Business Patterns, Part 2
Concepts, Strategy, and Techniques
by Patricia Seybold, Robert SheltonThis report works through examples of Customer Scenario patterns that underpin a B2B procurement case study and identifies the business roles that will link this Customer Scenario pattern to entity-relationship patterns. -
How to Identify Business Patterns, Part 1
Concepts, Strategy, and Techniques
by Patricia Seybold, Robert Eugene SheltonThis report introduces business patterns and begins our examination of Customer Scenario patterns that underpin a B2B procurement case study. -
From Scenarios to Solutions: Use Case Techniques Applied, Part 3
Transforming Customer Scenarios to Use Cases
by Robert Eugene SheltonThis report works through the third part of a case study of translating Customer Scenarios to Use Cases. -
From Scenarios to Solutions: Use Case Techniques Applied, Part 2
Transforming Customer Scenarios to Use Cases
by Robert Eugene SheltonThis report works through the second part of a case study of translating Customer Scenarios to Use Cases, focusing on getting the list of Use Cases right. -
Capturing Customer Requirements for Content Management
Using Customer Scenario® Mapping to Gather Requirements for Information Attributes, Metadata, Roles, and Responsibilities
by Patricia SeyboldWhat’s the best way to scope and launch any ECM initiative? Start with the audience for the information; identify that audience’s critical scenarios; then identify the information and content required to support those scenarios, the content attributes an -
From Scenarios to Solutions: Use Case Techniques Applied, Part 1
Transforming Customer Scenarios to Use Cases
by Robert Eugene SheltonThis report works through an example of translating Customer Scenarios into Use Case models and provides guidelines for successful identification of the Use Case model system boundary, actors and Use Cases. -
From Scenarios to Solutions: Use Cases
Mapping Customer Scenarios to Use Cases
by Robert Eugene SheltonThis report shows how to map Customer Scenarios to Use Cases and describes how to determine when and if such mapping is appropriate for your organization and situation. -
The Dangers of Defining a Specific Scenario-Mapping Customer
Creating a Composite Customer Yields Best Results
by Ronni MarshakWhen defining the customer for a scenario-mapping session, create a composite customer who embodies the common traits and needs of a key customer segment. -
Identifying the Right Customers and Context
Building the Foundation for a Customer Scenario
by Ronni MarshakBefore you begin a Customer Scenario® Mapping exercise, you should capture the context of the scenario. -
Gathering Customers' Real Requirements
Uncovering Customers' Moments of Truth
by Patricia SeyboldGathering customer requirements can be tough. Particularly if customers can't envision the possibilities of how they might reach their outcomes in a dramatically different way. -
How to Approach Multi-Channel CRM
Walk In Your Customers' Shoes and Identify the Services that Customers' Need across Channels
by Mitchell KramerYour customers demand a seamless experience when they do business with you—seamless across multiple channels. We call this multi-channel CRM. We created the Multi-Channel CRM Workshop to help you design this CRM approach. -
Beware of Business Process Management
Be Careful about Adopting Internally-Driven Business Processes; Instead, Design a Customer-Adaptive Enterprise Using a Services-Oriented Approach
by Patricia SeyboldBusiness processes are internally-focused, difficult to design, hard to adapt, and have very short shelf-lives. Instead of wasting time designing business processes, we recommend that you identify the services required to support key Customer Scenarios®
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