Tuesday, May 12, 2015

Journey Mapping - Part 4: Capturing Customer Expectations and Designing a Value Proposition Canvas

Picking up from an earlier post, let’s continue developing the Jobs-to-be-Done (JTBD) customer interview that will serve to inform the design of a future-state experience in our space-heater purchase example.  Thus far in our journey mapping discussion, we have developed a current state map depicting our assumption of how we think a particular customer type (Persona) purchases our company’s space heater.  

We subsequently validated the current state map by interviewing representative customers and non-customers.  The validation revolves around the JTBD concept where the interviews focus on what customers are trying to accomplish (i.e. the “jobs”) as they consider, shop for, purchase and use a space heater.  The JTBD interviews can be done either in a group setting, or one-on-one.  A couple of important considerations to emphasize at this point are:
  • Quality of interviews trumps quantity - the typical qualitative interview method usually takes place in a group setting with discussions held in multiple markets.  This approach is neither necessary nor desired in validating your map and conducting the JTBD interviews.  Rather, take the time to recruit 10 to 12 customers and non-customers who are genuinely interested in providing the substantive input that can be used to subsequently design an improved experience.
  • Always try to include non-customers as part of the current-state validation - ideally, these are non-customers of both your company, as well as the product or service itself.  It’s not uncommon for these non-customers to provide viewpoints not typically gleaned from those customers who regularly purchase your firm’s products and services.
Now based on the findings of the JTBD interviews, let’s begin designing a future-state for the purchase experience.  Our starting point will be the Value Proposition Canvas introduced in a previous post.  Recall that the Canvas is a tool to depict…
  • The “jobs” the customer (persona) is attempting to complete in the course of the journey.  Remember that these jobs can be classified as either: Functional, Social or Emotional.  The importance of each will vary depending on the item purchased and / or the persona.  The jobs, for example, that a business person needs to complete in booking a flight will likely focus more on function, than for a vacationer whose needs are likely more social and emotional.
  • The proposed value proposition (i.e. the enhanced experience depicted in the future-state journey) will attempt to satisfy as many of the customer’s jobs as feasible given the company’s resources.  
Referring to our validation interviews, here’s a first stab at what a completed value proposition might look like for the student persona purchasing a space heater for their dorm room.  A couple of important points to make:
  • Keep in mind that this is a very simple depiction…the intent is to use a straightforward example to illustrate how the Canvas is used…”real life” journey maps and value propositions will likely be more complex in scope and design.
  • Customer Experience really is about “everything”…the product, the accompanying service, the channels, the staff, the back-office processes, etc.  So, the Value Proposition Canvas should include those customer-facing items that have a meaningful impact on the overall experience.  In our space-heater case, for example, the Value Proposition Canvas includes selected references to performance attributes of the heater…if client feedback indicates that items such as this are a key expectation (i.e. “job to be done”), then these should be captured in the Canvas, as this will help to inform the design of the overall experience.


In the next post, we’ll wrap-up the journey mapping discussion by using the results of the Value Canvas to design a future state experience.