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Transcript

Hey, welcome. We’re going to hold just another minute or two to give other attendees the chance to filter in, and then we’ll get started. Everyone, thanks for your time today. We’re going to wait just another moment or two and then we will jump in to today’s session. We’re just going to allow another minute or so for other attendees to begin to filter in here. All right. Well, thank you, everyone, for joining today’s session. Focused on from vision to Value, ÃÛ¶¹ÊÓƵ EPI use case planning. I want to thank everyone for their time in attendance today and just give everyone the heads up that the session is being recorded. After the session today, we will send out the presentation as well as a link to the recording so you will be able to reference it after the fact. If it is anything that you want to look back on. This live webinar is a listen only format, but we would love to have any questions or comments that you have through this session. Go ahead and feel free to input those either into the chat or into the Q&A pod that you’ll see as well. If it’s easy to address in the chat, we’ll do so during the session. But we have served time at the end to address any of the Q&A questions that are a little broader that needs some discussion at the end here. So feel free to go and put them in any questions you have as they come to mind and we will make sure we address them at the end. All right. So our presenter today is one of my favorite colleagues, Ashley Eccles. She’s a senior customer success strategist. Ashley recently moved back to Chicago after nine years in Maryland. She has 15 years of ÃÛ¶¹ÊÓƵ Experience two with ÃÛ¶¹ÊÓƵ and 13 as an ÃÛ¶¹ÊÓƵ customer. And Ashley is also an avid pin collector. So without further ado, I will turn it over to Ashley to take us through today’s content. Thanks so much, Katy and good morning and good afternoon. Really looking forward to today’s webinar. Hopefully everyone is kind of taken drinking their coffee and is really looking forward to diving into app use case planning. As Katie mentioned, the session will be recorded and we will be sending out the deck post webinar just to level set on today’s agenda. First, we will do a quick kind of baseline around value mapping because that is really the foundation and the underpinning of use, case planning and activation. Then will transition to the actual kind of tactics and strategies around building a use case. And then finally, what does the use case activation look like? And then we’ll wrap up with a Q&A. As Katie mentioned, if there are any questions, please feel free to post those in the chat. And also if folks want to share where you’re located, your company and what you’re looking for. So getting out of the session, you can share that in the chat as well. So I kind of want to start with the basics around what a use case is. And so when you think about the use case, it really is the functional requirements of a system. From that end users perspective, it typically points to or describes a strategy map to an objective within the context of customer experience. It describes how customers interact with a product or services. We as a as an organization, ÃÛ¶¹ÊÓƵ have definitely, you know, worked with customers and have identified challenges that companies usually face when they’re driving towards use case planning and activation. Those are typically, you know, implications around business ownership, misalignment between marketing and technology ology and undefined processes. When we look at kind of the ecosystem in the current state, excuse me, we see that when we’re really looking at digital transformation, when leaders are unified around the rationale and goals, there are 77% more likely to be successful than those that have less cohesion. So that really enforces the need for cohesion around a unified vision and strategy. When we’re talking about misalignment between marketing and technology, it’s really looking at what are the capabilities that are required in order to activate use cases. Also addressing lack of awareness around technical capabilities. And then finally, what are those standard processes that really, excuse me, help to increase standardization around mechanisms to track value? And so that’s really where we go into what we refer to as value mapping. And so this is really an activity and exercise that results in a visual tool that lets you plan what problems desires your product and your services address in a way that allows you to find a match between your product and then your customers expectations. For me, it’s like a blueprint. It really helps to establish the alignment between business and solution capability, ease and really reinforces that need to understand business objectives in the elements that are needed to support. Before we jump into an example of a value map. I do want to really kind of reiterate that it really starts with a vision. So when your death finding your vision and then aligning that strategy with clear objectives and success factors that can then be measured by KPIs, you start to build out a roadmap to attainable value value realization. So you’re tracking to those right KPIs. You’re maximizing your business value. And so when we take it a step deeper, once that foundational framework of your vision strategies and objectives is defined excuse me, you’re then able to have those new use cases, whether those are your journeys and experiences that are then evaluated against the framework that you can then use to prioritize. And so when we look at each of these elements, so starting with the vision, so this again is really being cascaded from senior leaders. What is the vision of the organization, you know, kind of future facing that ultimately you’re looking to address with your customer experience management? When you think about strategy, that’s really think that’s really supporting the business. So, for example, if you are looking to increase revenue by optimizing your kind of conversion funnel, if you’re looking to improve customer loyalty and track and understand that customer journey to capture value, that’s really what your strategic underpinning will really start to highlight. And then again, when you’re thinking about those objectives, those objectives are really looking to activate that strategy. So again, if you’re thinking about customer loyalty, increased revenue, etc., one thing that we do like to really call out is this idea of critical success factors. And so those are really, excuse me, looking at what are the optimal journeys that incentivize new customers or high value customers based on what your objectives are within kind of your your digital ecosystem. You’re also looking to identify more operational levers. For example, what reports are needed to track performance of your use cases, what data is needed to activate those use cases. You’re really looking to see how behaviors change, you know, based on the activation in the execution of your use cases. And then when we start to look at kind of the top of this, this framework, when we have KPIs, performance and value, think of think about that in the context of a an actionable roadmap. So we have establish our key performance indicators and we’re looking to see what are those specific use cases that can continuously move the needle and ultimately result in value. So again, once that foundation and framework is confirmed, activation is able to accelerate. So now that we have validation of, you know, what the value realization framework really looks like, we can now excuse me transition to what again, that value map. So again, this is the blueprint as we think about, you know, what is, you know, the vision of the organization. In this scenario, we have to deliver a hyper personalized eyes banking experience. And so when we start to drill down into what are those objectives that will really support that overall vision, we can have, you know, grow and deepen customer relationships, improve customer acquisition and in conversion, etc… One of the things that I like to do is really take a closer look into the digital objectives that then align to those overarching objectives. This really helps to illustrate the value of the Experience Platform and the capabilities that are, excuse me, that are available in order to execute and activate your use cases. So, for example, when we’re looking at grow and deepen customer relationships, you know, our digital objectives really align to. I think we lost Ashley’s audio. Please hold on one moment and I think we can get her dialed back in. How about can you hear me now? Katie Perfect. Yeah, you’re all good as well. Okay. Thank you. Awesome. Apologies. So, yeah, so like I was saying, in terms of the digital objectives that can then be used as the foundation for you to start to ideate around potential use cases and then you align that to what are the solution capability, capabilities. Specifically, when we’re thinking about the ÃÛ¶¹ÊÓƵ Experience platform, what are those capabilities that will be needed to support your use case activation? And then, of course, we can never be too focused on how do we measure that impact. So what are those KPIs that we should be looking at in order to drive these use cases? And then finally, I also like to include just like organizational value, so more so from an internal facing lens, like what are those value levers that will really be supported by the activation of these use cases? And so before we get into, you know, kind of an example use case, I want to kind of walk through what does the kind of process and the steps look like when you’re thinking about building a use case. And so first, you know, the the most important and critical component is ensuring that your use cases align to business goals in your marketing tactics. So there are tons of considerations and questions that you ask customers, you know, should really start to circle around when you’re starting to do sort of the idea and planning. So what are your top and bottom line goals and how do they align? You know, for example, is it to increase revenue? Is it cost savings? You know, is it increased customer lifetime value? Are we looking more so at, you know, see and scores? And as you start to define those goals, you know, if a goal, for example, is to increase revenue, how does that translate to success against your your objectives and your your business goals? Ultimately, what are you trying to do? Like what? What is that end experience that you’re trying to deliver? And then finally, when you’re thinking about prioritization, should you know what is the direct impact on your business based on these use cases? And so once you have that mapped out, you can really start to look at what is that kind of defined end user experience. And so we have at ÃÛ¶¹ÊÓƵ really for questions when we’re thinking about the customer experience use case and how that impacts end customers. The first why is the use case worth delivering? So again, if you’ve done the diligence around ensuring that these use cases align to your business goals, you should have this answer like there should be a clear, clear answer as to why a use case is worth delivering. Also, who is the target audience? Who is the intended audience? This will really be critical when we start to think about segmentation, you know, as it relates to CDP and, you know, potentially even when we’re thinking about journeys and things of that nature. Next, what is the call to action? What is that? You know, really, what is that most next best experience? Often times I think that we see that there may just be, you know, a focus on the next best offer as opposed to what’s that next best experience. And so as you start to think through this call to action, you should be thinking about this within the context of omni channel. So irrespective of where your end users are within their journey and, you know, the different kind of platforms, whether it’s mobile or web, email call center, etc., what is kind of that optimal experience. And then finally, where is that experience delivered? And so this will really be kind of informed by analysis that your team should be completing in order to identify what are those optimal locations for for this, you know, next best experience as we continue to to build out use cases. One of the top things that we really stressed to customers is really around measurement and ROI. So evaluating your KPIs and potential measurement framework and we’ll dive deeper into a measurement framework later in today’s discussion. But as you are, you know, planning an idea in your use cases, ensuring that KPIs can be directly tied to those use cases, you know, is a conversion growth site, traffic, etc. Also ensuring that your KPIs are specific and measurable, Are they aligned to the overall business goals? Do they directly impact larger, larger and more broader business objectives and goals? One of the things to that organizations want to consider as they are they’re building out excuse me, in planning use cases, can marketers act and optimize based off of data? So this gets a bit more into kind of people and process. But so as you start to evaluate, you know, the resources in the roles that are required to activate use cases, are there potential enablement gaps or solution gaps that that need to be filled in order for there to be continued optimization as you are activating your use cases, ensuring that the right data is in place. So all of this should be evaluated prior to, you know, activating it and going live with use cases, ensuring that you have the right data in order to build your audiences, but then also to report and measure, excuse me, performance. And then finally, when we’re thinking about, you know, potentially ROI and impact, we recognize that there is a operational kind of perspective and lens to use case activation. So as you are planning, you know, use case use case ideation, what are those cost estimates of implementing, you know, use cases relative to expected impact? So, you know, the number of resources that are required time to market for a use case, what technology is required? Are there potential integrations that need to be put in place in order to activate your use cases? Also, when you’re thinking about prioritization, you know, depending on, you know, short versus long term excuse me, timelines and really being able to find sort of that balance between kind of those quick wins and long term initiatives and goals, you know, really approaching kind of your use case planning via kind of a crawl walk run scenario. So maybe there are integrations that need to be put in place in order to kind of deliver on your ideal, you know, customer experience that customer journey. But are there incremental updates that can be made within kind of your your customer experience that would allow for you to activate these use use cases in conjunction with kind of evaluation excuse me, you know, kind of in the moment as you’re evaluating your use cases, there should be kind of a standard method in which operational cost are being kind of measured and evaluated. Typically when we’re working with customers, we see that, you know, within kind of the context of the work structure, when you have like a center of excellence, for example, the center of excellence can really kind of manage and provide that head cover for sort of those ongoing really kind of scale more operational and customer experience functions within the organization. So if we take a step back and so this should look familiar, this is just an example of when we have that value map, how can we then start to build out what are those potential use cases we could potentially look to execute on? So in this scenario, we identified a high level kind of, you know, functional use case as being targeting personalized experiences and omnichannel initiatives for cross-sell segments. So when we’re really starting to build out those details, we start to think through what is the expected customer journey, what requirements are needed to deliver, what is the goal and the impact. And so we break it down into kind of three, three milestones. So what’s the approach? So for example, in this scenario, we’re looking to analyze history of on site, off site behavior that indicates interest in home buying. And we want to activate within kind of this cross journey excuse me, cross-Channel leads the experience so customers can receive targeted offers to apply for a home loan and then that impact. So increasing that customer value, increasing product penetration because we are targeting kind of cross-sell opportunities. And then finally deepening member relationships. Think about think of this as a very kind of high level use case plan that can be shared more broadly within the organization. But then when you really start to think about how do we tie back solution capabilities to that end user experience, that’s where you get more into detail. And so you flush out the details of that use case and really kind of anchor around experience planning. So, for example, we’ve added additional details around what we would want that user experience to look like. So for example, we have Amy. Amy is an existing checking savings account customer looking to buy her first home. So these are the capabilities that platform offers. We know that we’re able to build segments, unified profile fragments and identity graphs. So that irrespective of Amy’s online or office or site behavior and activity, we can start to link those behaviors and really start to build out this profile across known and unknown data. So we’re able to build a story. And so we see that Amy is searching for homes in and over. She gets a personalized mortgage rate ad based on her bank account. Last week we saw that she browse mortgage content on the bank website. And so that is then able to really flush out what do we want Amy’s experience to look like when she interacts with our brand. So then we can really start to look at what does the personalization look like? Are there opportunities for specific landing pages aligned to Amy and other customers that look like Amy so we can start to build up the segment within kind of the context of platform as we look at what capabilities are available. We know that within Agero we have next to personalized should also that Journey Orchestration. When we think about, you know, the content in creative, you know, we have sites and assets to ensure that we have the content that’s needed to feel and build all of the experiences that we want to deliver. Based on Amy’s behavior. And so as we start to move through kind of the phases, were then able to do even more micro segmentation or 1 to 1 next best experience based on the capabilities that we’ve built within platform. And then that offer offers up, you know, again, around kind of that omnichannel view where irrespective of where Amy is on her journey on her device, you know, we’re able to have that cohesive experience. You know, if she is, again, kind of, you know, doing research on mortgage sites, were able to take that that behavior, those those data attributes and unify those within her profile. So then within ego, we’re able to build out those journeys. But then also looking at kind of the the entire ecosystem, you know, partnering with you know, various retargeting through affiliates and partner data sharing. So again, leaning on CTP and you know, what’s that next best offer that is kind of the for kind of full scope of kind of the experience planning. But like when we really get tactical, when we’re really looking at, okay, we know that Amy has, you know, has on site and offsite indicators that lead us to believe that she is looking to buy her first home. What are those tactics that we can really look to build out? And so this is really where when you’re thinking about those functional use cases, when we are looking to see what resources are required to activate, you know, what does that process look like? What is the end goal? You know, this is the framework that we use where we list out, you know, all of the details associated with that use case. So providing a summary so that this can also just be easily shared throughout the organization. One of the things that I often recommend with what customers is really starting to build out. You know, your your advocacy for the initiatives and the projects that your teams are delivering against. And so when you start to follow these frameworks, you have this information already in a very kind of concise format so that those that maybe aren’t familiar with the platform can really start to connect the dots around what is being activated as it relates to this use case. And so in this scenario, you know, we’re really looking to to personalize on web app push an email. And so building out again, what is the what’s that audience definition. So active customers with a propensity to apply for a home loan, We do want to ensure that if there are exclusions that need to be taken into account, we explicitly call those out. Also, what it’s what’s the data that’s required for activation be as comprehensive and exhaustive as possible, because oftentimes if we do excuse me, kind of go down that route of not having all of the data sources and the data that’s required, we have to go back, you know, to to step one and reevaluate, you know, what does the use case activation look like? Also, what are those activation channels? I know that it is listed within the the title, you know, the name of the use case, but again, being very explicit around where we want this use case to be delivered. And then finally, when we’re thinking about that end user experience, what are the journey touchpoints? So this is really taking into consideration what content is required. You know, are there capabilities within a platform that need to be enabled? When we’re thinking about, you know, SMS and text and things of that nature? And then finally wrapping up with ensuring that you have your measurement framework in place. So what are those KPIs that this use case is ultimately going to be kind of performance? How how are the use case? How is that going to be monitored based on the performance when we start to get into use case activation, this is again, just a framework that we recommend and because it really helps to highlight kind of these five key milestones that customers need in order to execute inactivate use cases. You’ll notice in terms of the legend. So for the gray phases, think about those as more of a kind of strategic overarching roadmap. This is really when you’re thinking about at the program level, what does the what are those use cases that are needed in order to drive the business value? And then finally, when we’re thinking about ongoing optimization, use cases should never be kind of one and done. There needs to be kind of this iterative approach so that you continue to optimize your customer experience excuse me, based on your key learnings. But when we look at kind of these milestones one through four, this is really when we are kind of focused on that activation. So with the use case planning, you know, this is kind of informed by what does that roadmap look like, kind of, you know, the assessing kind of feasibility of use cases. You know, do you have the necessary data resources? Is there a process in place? You know, all of the solutions are implemented and onboarded in a way that can support the use case activation. And so you’re going through this process of detailing what does that activation plan look like? Also confirming the measurement plan, which again, I’ll dive deeper into the live on the next slide, but then also identifying who are the the owners, what’s that, that roles and responsibilities, who’s going to own what within this activation process. And so once you finalize that information, those details, that’s really, really when you get into excuse me, the experience creation. So this is really around data. Audience configuration, content, creative, ensuring that you have all of those necessary elements in order to activate your use cases. Also, you know, assessing kind of the current state of your your stack. So again, calling out, you know, potential integration opportunities. And so as you get into testing and launch, this is really where I would say kind of the rubber hits the road. So you’ve invested, you know, time and resources into the ideation and the planning and the configuration. What does this look like from an end users perspective? So ensuring that you do quality assurance that end to end testing, you know, iterate, even if there are any issues or bugs that are found within your testing. And then finally, when we think about kind of that post deployment, post deployment analysis, so if you are, you know, potentially looking to optimize this campaign, you know the reporting in the dashboard that is needed to monitor performance that was created and identified in that first stage of your use case planning. So this should become, you know, almost kind of default to the organization because you have the measurement in the data and place to really start to optimize and potentially do, you know, retrospectives around what work, what didn’t work. Potentially maybe instead of, you know, kind of ongoing optimize zation within kind of the context of your customer journeys, it’s more so what’s the optimization for this use case? So you could potentially, you know, start back into kind of the experience creation. Are there potential, you know, test and testing landing pages that you want to evaluate and assess within kind of the context of your use case? Is there different content that’s been created? Create it that you would want to incorporate? Like all of these key learnings really kind of go hand-in-hand with your optimization and scale. And so this helps to really kind of feed. What does that overall program look like based on your customer experience? And so that’s where you see with this ongoing optimization, you’re able to reprioritize based on learnings after, you know, post use case activation, you’re evaluating your use case roadmap. For example, maybe, you know, there was this expectation that an integration needed to be stood up in order to activate a use case. But as you were able to go into that use case creation in that testing and launch, you found, you know, a potential workaround. And so that is a key learning that you can then use in leverage for, you know, potential time savings, things of that nature. So again, all of this is very iterative in nature. And so when we really start to think about how do we measure the performance of our use cases, there are kind of six key areas that excuse me that we really dive into. And so you’ll notice that I do not have when we’re thinking about kind of what’s that measurement plan. And this is something that should be constant throughout your activation process because that ultimately help you inform what future use cases will look like. So really being able to define what are the goals for your measurement measurement framework in your measurement plan. And as I stated before, you know there should be a dashboard or report in place prior to the use cases being activated so that you can start to monitor performance when you’re thinking about, you know, who who is going to leverage this data. There may be different flavors of audiences. You know, maybe there needs to be kind of an exact level specific dashboard board versus more of your, let’s say, you know, your practitioners or your marketers that are looking at daily performance to identify, identify opportunities to optimize when we’re thinking about kind of those KPIs, again, ensuring that the KPIs align back to those use cases, do we have the necessary data in order to build out excuse me, those, those KPIs default states? You know, if let’s say your your organization kind of operates more so on a seasonal calendar, like what are some of those default look back periods that need to be incorporated into your measurement framework. What are the expected this visualizations for each of the reports, etc.? And then as we think about kind of that, that activation and ongoing optimization. Again, this is not something that, you know, you just kind of set it and forget it. Within kind of the use case framework. We always recommend having frequent retrospectives. So as you’re building out this use case, you’re going through that process of planning creation and testing a lot post post-deployment, an ongoing optimization, really assessing what’s going well, what’s not going well, what do we want to try next? Depending on some issues or challenges that have been uncovered, are there any unanswered questions that need to really be, you know, taking a deeper look into identify opportunities? Where else could this process work? Think about this within the context of, you know, maybe this is a use case that you are looking to, you know, kind of test the capabilities of platform so you can then start to kind of standardize in scale. What would that process look like? You know, depending on regions and business units, etc… Also identifying future integration opportunities. One of the things what two of the things that I often, you know, share with customers is as you are activating and planning for your use cases, ensuring that not only are you, are you measuring the performance of those use cases, i.e. what’s the customer impact, but then also internally, what’s the program efficiency and by program efficiency, this is really around, you know, kind of within the context of your customer experience organization. And I recognize that can take on, you know, kind of different data. So whether it’s digital or marketing, etc., really being able to evaluate like how are you improving internally to be able to increase the velocity of your use case activation, also time to market, time to insights, things of that nature so that then you can have kind of a baseline excuse me around what does it look like to activate these cases. And so you can start to measure your performance and ultimately, you know, optimize and improve what that timeline looks like. One of the things in terms of kind of the difference between kind of a retrospective and a mortem retrospectives should really happen within the lifecycle of your use case activation. The post mortem is really looking at the very end of that use case execution. So being able to identify excuse me, you know, were deadlines met or missed, were all of the deliverables outlined within kind of that scope of that that use case framework or those met? If not, why really start to evaluate and assess, you know, why there may have been challenges and gaps with regards to your measurement framework where those predefined success metrics achieved from a, you know, kind of a standardization and kind of compliance lens or the the workflows in the processes followed. And so that really goes back to, you know, when we’re thinking about those those five milestones around planning, creation, testing and launch, etc., are the use cases following, you know, that process because that ultimately ensures that there are no gaps related to, you know, data, audience, etc… So really being diligent around, you know, ensuring that those processes are being followed. I mean, I just kept the chat really quick to make sure that there are no questions. Yeah, I think so far. Okay, thanks. Katy also. So one of the thing I do want to just call out is like when we’re thinking about kind of the use case activation. Yes, the technology is important. You know, platform is a a critical factor, but then also just ensuring that your people are not forgotten within kind of the context of your use case activation because we recognize that people are the most valuable asset in order to really be successful with use case planning and activation. So really, you know, ensuring that you have, you know, change management in place if for whatever reason you are changing the way that you go to market. So ensuring that you know any changes are being properly communicated, that’s going to be key to, you know, ensuring that that your use case activation is successful. But then also just your program initiatives are successful. And so as we kind of wrap up, I want to leave you guys with kind of three key takeaways. So the first is really around what I’ve been referring to as the foundation. So what’s the organization’s vision, strategy and objectives? Because again, that does serve as the foundation for your use case planning. You’re then able excuse me, to build out what does that intended an optimal customer experience look like? What are the requirements needed to deliver? You know, what’s the goal in the impact? And then finally, when we’re tracking to the right KPIs that ultimately maximizes the business value. And so when you take kind of the strategy definition with their objectives and your success factors that are then that can be measured by KPIs, we can then start to build out that roadmap, you know, to attainable and scalable value realization, which ultimately results in kind of your use cases and what you’re looking to kind of deliver and activate on as an organization. I wanted to leave time for four questions, so I will open the, I guess, the chat, if there are any questions from the group. Actually, as people start to think over any questions that they might have to share, one thing that would be nice to get your perspective on is currently what do you see as one of the most common challenges to getting that value out of the app? Use cases with your client? That’s a great question, Katy, And it really, I would say goes back to kind of an and let me take a step back. Let me. Actually go back to. The slide. But so when we’re thinking about kind of that value realization, the vision is really the foundation, the vision and the strategy. And so often times when I’m working with customers, they will share and communicate, you know, vision and strategy. But it’s not aligned, it’s not unified. And so that’s why it is critical and important to have that unified vision and strategy, because that ultimately ensures that everyone is kind of marching towards the same end goal and that you then see kind of that value realization, you know, when you have the misalignment, that kind of results excuse me, that results in, you know, a lot of kind of false starts because maybe one senior leader, senior leaders expectation is different from another. And so you start to have, you know, kind of those internal conflicts around what does that use case activation really look like? Makes sense. Thank you. Absolutely. Are there any other assistance? All right. Well, if anything does come up for you guys, question raises. You start to reflect back on this session. Feel free to reach out to your ÃÛ¶¹ÊÓƵ team and we can help guide you from there. Great. Well, thank you all so much for joining us this morning, this afternoon, wherever you may be. And again, we will share the content and the recording shortly. Thanks, all. Have a great day. I’m also going to put some upcoming sessions in the chat. If anybody has availability this month I would like to attend. They are still open for registration. Thank you everyone so much for your time.