The Emerging CX Blueprint
The technical design of the CX is explained below.
Currently this first device is used to capturing and collate all the data we expect to receive. The data fields in the frameworks cover all the aspects we need to understand at this stage. This data will inform the hypotheses we create and will take to clients. At that stage the feedback from clients will be combined to define the suggested Customer Experiences.
DOWNLOAD THE IMAGE ABOVE: CLICK LINK
The Discretionary Fund Manager Session
On Wednesday the 24th October we worked with the team in London to understand the journey, ask what needs we are responding to and what we do as BNY Mellon in return. Since then we have been working with the team to deepen the data and start to understand the other criteria we need in order to develop the baseline for the CX Design.
The Fund Selector Session
On Friday the 3rd November we worked with the team in Madrid. The image above shows the initial capture. The synthesis of this and the narrative we gathered will be developed within the Customer Experience Blueprint (Initial version below). The information we receive from the teams is developed through a series of questions and through a number of lenses.
Identifying Quick Wins As We Go
As the picture emerges there are some early signs of things that can be improved. They are those areas that are repeatedly identified as needing improvement. As we develop beyond this stage we will keep adding to these. We will also keep watch on how the ultimate CX design emerges and ensure that these stay valid.
The CX Framework Overview
Each blueprint we are building explains each audience/community in general terms. All stakeholders are aware that the picture is more detailed than we have time to develop in the short term. We are asking for data on their environment, what they do on any typical day, their needs and aspirations as a professional and what they expect from us.
We are breaking their ‘journey’ into a series of simplified phases (Creating Awareness/Generating Interest - Securing Business - Generating Value and Sustaining Value/Client Business). We are establishing the events that happen within each phase with the sole intention that we will be able to improve the experience where possible.
You Will Find Larger Files On These At The Link Above and HERE
FOUR RULES OF CUSTOMER EXPERIENCE
Customer Experience is built on a good understanding what the customer wants and expects and ideally surpassing that.
We will only design that Final Experience when we compare what we currently do with what customers actually appreciate.
Our aim is that the final Customer Experience will surprise and delight the customer which may well be beyond what they’ve said they would appreciate.
Their input is crucial and our best interpretation is critical
Explaining the ‘devices’ we’ve used to engineer the data.
This blueprint illustrates the early stage design of the CX Blueprint:
As each ‘trigger’ is identified and the needs understood (both from the enterprise and the customer) we will be able to design the experiences themselves. This will inevitably mean changes to the way we think and work. In turn this will involve transformation. That is in terms of both what we create and how we show up to the customer. It will (as a minimum) involve the channels we use, the messages and quality of content, the speed with which we respond and the techniques and types of activities the enterprise operates around.
NB: In the main architecture we have imagined as many possible areas of information as we can that help us in designing the experience. As we gather information we will be continually testing the data items and definitions and refining the model until we are happy that this is the most relevant information to feed the process.
CUSTOMER EXPERIENCE IS A MULTI-DIMENSIONAL JOURNEY
HOW WE GOT TO HERE:
This work was undertaken over the months of September and October 2018.
These journeys are captured as images and important notes to the discussions and are shown here as the visuals to help the teams with their work and as we iterate towards newer and newer versions. Over time these will become more and more conclusive.
TO SCROLL THROUGH THE IMAGES USE THE LEFT AND RIGHT BUTTONS:
TO SCROLL THROUGH THE IMAGES USE THE LEFT AND RIGHT BUTTONS:
A GROWING LIBRARY OF IMAGES FROM THE PROGRAMME
In this gallery there are the key images that we’ve used to develop the work and put structure into each discussion. As we have evolved these images have enabled us to get alignment and agreement in a rapid and effective way so that we are better informed as we move to each stage.
The Backdrop To All This
“Transform the Customer Experience (CX) for BNY Mellon Investment Management across the enterprise.”
After the initial period of discovery we’d built a ‘picture’ of the context we are working in. It was a representation which resonated well enough with the stakeholders to enable intelligent conversation. This discussion was deepened through the development of a vision model and a series of frameworks designed to put structure into the challenge.
We developed a vision of the journey we are on. This is the North Star - helping us to stay true as we make progress and widen the impact of the work. We know that there are bound to be hurdles and unknowns on the journey ahead but we have a clear mission and are feeling a good energy/passion from everyone we meet.
Everything we do relies on the ‘science of frameworks’ and their ability to ensure we focus on the key elements of the challenge. They have the power to focus the attention, make sure we don’t miss the important context and they are ideal structures to force better thinking.
They ensure we think about everything as part of the overall system that it is.
Our main intention here was to get guidance from the leadership and make some decisions. Specifically we wanted guidance over focus - for example which Persona’s and which Customer Journeys we needed to start with. The ones that were most representative of the important markets that we need to create the best impression with.
The All Important Language:
A common language is critical. Only through common language can we make sure that everyone can contribute in the same way as we build each customer journey and understand where we can improve performance/have impact.
Impact is vitally important - it means several things to us. The CHANGES we need to make in the experience, the DIFFERENCES we might need to make to our operation and the VALUE we must bring to the client (and which we determine needs improvement).
The Client/Customer Persona - The persona is the language commonly used to describe the overall characteristics of a client type. It is a pragmatic container of their characteristics designed to make it more convenient to describe a spectrum of 'types' of people.
The Customer Journey - This describes the 'route'(s) a customer takes through the lifecycle. This describes our and their involvement. The Customer Journey is a multilevel and multi dimensional concept. It explains how and where they touch our organisation and (importantly) how our organisation may need to alter how it functions and reacts to them.
The Primary Events ('Chapters Along The Journey') - We've used the word EVENT (Primary Event) to mean the main interactions along the client lifecycle, The client lifecycle explains, at high level, how the client interacts with us. That leads to the Triggers. We have impact at every one of these EVENTS and Triggers. (EG; Creating Awareness, Taking Our products To Market, Enabling The Sale, Concluding The Sale, Onboarding, Servicing The Account etc.)
Triggers - Within every Primary Event there are sub events (Triggers) which are the component parts within it. It is here that we will have material impact. These are the specific activities that we do WITHIN each Primary Event. They are the points which we need to respond to - they will be the pinch points of the experience that the client has. (EG: Make the phone call, send the e-mail, provide the information, create the presentation, design the events etc. We know that at each of these triggers have the additional dimension of them needing to be timely, accurate, coherent and relevant etc.
The Customer/Client Needs - In order to create the experience we want to create the needs of the client must be considered. We can over-deliver on needs to deliver experiences that they didn't know existed but we cannot miss responding to the need at all.
The Touch Points - These are the physical/virtual and more specific 'ways' that a consumer can interact with us. This can mean externally and internally and many of them will be described as media channels. (EG: Person-to-person, The Website, The Advertorials, E-Mails, Phone Calls, Events, Blogs, Video's and so on.)
The Specific Offer - This means the product, service or capability that shows up and is being delivered at a specific 'moment of truth' or through a specific or set of touch points. There may not be a different or specific offer at each 'moment of truth' but where there is we need to know.
The Value Proposition - This describes the value that the 'offer' brings to the client - the benefit of it that makes it a compelling or coherent proposition. At each 'moment of truth' there may be a variation of the overall value proposition that's being expressed. This is very true when the touch point or media being used suggests a different way of telling the story.