The primary tools for customer journey mapping are analog: whiteboards, butcher paper, post-it notes and markers are sufficient. The problem with these tools is that it is difficult to evolve the map that is created. For a customer journey map to grow with the organization it is necessary to transfer it to a digital medium so it can be built on over time. Unfortunately, there are not many purpose built solutions for moving your map beyond pen and paper.
Everything a company does is a service to their customers.
Marketing is a service that provides information that makes customers better at accomplishing their goals.
The sales process is a service, enabling customers to understand the scope of their project, the solutions available and to communicate the options to their team.
The delivery of a product or service is a service. How is the product shipped and what is the packaging like? What is the service kick-off like and how is progress communicated?
The product or service is obviously providing a service, as is supporting a product or service.
The end-of-life of the product is a service. Is it easily disposed of or recycled with minimal effort and environmental impact?
Since all business is service, it's probably time for all companies to invest in service design.
Marketing and sales must evolve to become services that deliver value independent of a purchase. They must make the customer better at who they are attempting to be and what they are want to accomplish. Shifting to service based sales and marketing requires a disciplined program of customer research, journey analysis and insight development.
Two men were born in 1948. Both were were raised in Great Britain. Both are married, have two kids, love dogs and are wealthy. And both are princes.
On the surface these men would appear to be quite similar. But engagement designed for one would probably fail for the other. One of these men is Charles, Prince of Wales. The other is Ozzy Osbourne, also known as the Prince of Darkness.
Companies invest heavily in designing the products they sell yet leave the services and experiences they deliver up to chance. Intentionally designed services and experiences can be a differentiator and source of lasting competitive advantage.
In this talk delivered at Denver Startup Week in the fall of 2014, I introduce the practice of service design. I provide tools and methods that you can use to designing services that are effective, enjoyable, and differentiated.
I have been having great conversations with people regarding breaking the traditional sales model. A consistent theme running through these conversations is that companies want to make changes in how they sell but they don’t understand their process well enough to even know what to start tweaking.