MAPPING EXPERIENCES

@JimKalbach
 AGENDA
2:00 Overview
2:30 Initiate
3:30 Investigate
3:45 Break
4:00 Illustrate
5:00 Align & Envision
5:30 End
 “Value-centered design starts a story about an ideal
interaction between an individual and an organization
and the benefits each realizes from that interaction.”

Jess McMullin, “Searching For The Center of Design,“ Boxes and Arrows
 Individuals

Value

Organization
ALIGNMENT DIAGRAMS

Customer Journey Maps

Experience Maps

Service Blueprints

Mental Model Diagrams

Ecosystem models

…
CUSTOMER JOURNEY MAP
CUSTOMER JOURNEY MAP

Individual
CUSTOMER JOURNEY MAP

Individual

Organization
CUSTOMER JOURNEY MAP

Individual

Interactions

Organization
EXPERIENCE MAP
EXPERIENCE MAP

Interactions

Individual

Organization
 Individual

Interactions

Organization
MENTAL MODELS
MENTAL MODELS

Individual

Interactions

Organization
 SPATIAL MAP

Paul Kahn, “Information Architecture for the Web: Applied IA“ http://www.slideshare.net/pauldavidkahn/04-appled-ia
 STORY INTERACTION INDIVIDUALS ORGANIZATION

Goals, actions, Physical, artifacts,

Experience Map Chronological Interactions thoughts, feelings, opportunities,
pain points recommendations

Actions, thoughts,
Customer Journey Customer facing artifacts
Chronological Touchpoints feelings, moments of
Map and roles, opportunities
truth, pain points

Front-line services, back-

Service Blueprint Chronological Line of Interaction Stages, artefacts
office systems, gaps

Tasks, intent,
Mental Model Hierarchical Center Line Support, features, gaps
feelings, philosophy

Content usage, Data systems,

Spatial Map Spatial Overlays
categories departments, workflow
GENERAL PROCESS
 PRINCIPLES

Holism Experiences, not products

Multiplicity Multiple facets of activity

Interaction Touchpoints between people and a system

Visualization Provide a graphical overview

Self Evidence Little or no explanation

Relevance Address business problems

Validity Grounded in investigation and evidence

http://experiencinginformation.wordpress.com/2012/01/04/principles-of-alignment-diagrams
“Visualizations don’t provide answers outright,
they foster conversations. Diagrams are
compelling artifacts that draw interest and
attention from others in the organization. They
are a means to engage others in discourse.”
FACILITATION
CO-CREATION
CREATE & TEST ARTIFACTS
 GENERAL PROCESS

It‘s the journey and the destination

1. INITIATE
What is the difference between:

Customer Journey Map

Experience Map
Service Blueprint

?
BREATH v DEPTH / FOCUS
 WHAT IS AN EXPERIENCE?

What is an experience
Holistic Personal Situational
Frame the Effort

Point of View

Focus

Scope

Structure
DEFINE THE MAPPING EFFORT

1. Point of View

2. Focus

3. Scope

4. Structure

5. Use
CUSTOMER VALUE CHAIN
Focus
Scope
by nForm (CA)
Structure
Network
Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study
STRUCTURES
 1. DEFINE THE EFFORT

1. Point of view – whose experiences? Which experiences?

2. Scope – where do you begin and end?
3. Focus – which aspects are highlighted?
4. Structure – how will you arrange elements?
5. Use – what will you do with the diagram?
 2. ALIGN TO BUSINESS GOALS

Five things businesses care about:

• Increase revenue
• Decrease cost
= Growth
• Increase new business
• Increase existing business
• Increase shareholder value

Jared Spool: “UX means business” https://www.youtube.com/watch?v=hEyUe4q_pOk

 2. ALIGN TO BUSINESS GOALS

Pirate Metrics
• Acquire
• Activate
• Retention
• Referral
• Revenue

Dave McClure: http://500hats.typepad.com/500blogs/2007/09/startup-metrics.html

 SCENARIO
The Providence Tourism Office (PTO) would like to improve the overall experience guests have when visiting the
city, particularly holiday travelers. They already have some ideas what to do, but need to see the big picture in
order to prioritize funding and to focus on areas that will have the most impact.

First, the PTO is planning to significantly overhaul its website. The site has grown organically over the past
decade, and there are many complaints about finding information. In particular, the federated reservations
system for hotels is incomplete, outdated and hard to use.

Second, the PTO wants to offer mobile services and apps for travelers. With so many options in the mobile arena,
they are not sure where the best place to start would be.

Finally, PTO believes partnering with key service providers would improve the travel experience of visitors. PTO
already has information kiosks in tourist areas, but they are looking to integrate more with partner services.

You work for a research agency specializing in experience mapping. The PTO has hired you to investigate and
identify the most salient ways to bring the most value to visitors. They are also looking for new opportunities
previously overlooked. The insight they hope to gain will help structure a multi-year program for improvement.
 EXERCISE 1: VALUE CHAIN (20 minutes)

Based on the scenario, address the 5 questions for getting started:

1. What is your POINT OF VIEW?
2. What is the SCOPE of the experience?
3. What will you FOCUS on?
4. How will STRUCTURE the diagram?
5. What will you USE the map for?
Time permitting, create a value chain diagram.
1. List all of the actors and entities involved
2. Create a concept diagram show the flow of value
CUSTOMER VALUE CHAIN
2. INVESTIGATE
 INVESTIGATE

1
Gather existing sources
Qualitative & quantitative
 INVESTIGATE

1 2
Gather existing sources Interview internally
Qualitative & quantitative
Sketch experience

Identify knowledge gaps

DRAFT MAP WORKSHOP
 INVESTIGATE

1 2 3
Gather existing sources Interview internally Interview externally
Qualitative & quantitative
Sketch experience Contextual interviews

Identify knowledge gaps Surveys, quantitative data

 EXERCISE 2: INTERVIEW PARTNERS (5 MINUTES)

Who might you want to interview?

Internal interview participants External interview participants

_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
EXERCISE 3: INTERVIEW QUESTIONS (5 MINUTES)

What themes or topics might you include in a guide for interviews

internally at the HTO and externally with travellers?
Internal interview themes External interview themes

_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
3. ILLUSTRATE
ANALYSE DATA
 ANALYSE DATA

Text coding software,

e.g., MaxQDA
ANALYSE DATA – Short Way
ANALYSE DATA – Short Way
 Guideline Example 1 Example 2
Research cluster 1: People indicated they sometimes Research cluster 2: There is a clear pain point around
Start with insights hesitate and reconsider during the customer acquisition deploying the solution, primarily due to lack of
phase because of our premium pricing model necessary technical knowledge.

People reconsider when making a purchase because Users struggle to install the software for the first time
Use natural language
they may be nervous or anxious about the high cost if they don’t have the required technical skills

I reconsider when making a purchase because I’m I struggle to install the software for the first time
Keep voice consistent
anxious and nervous about the high cost because I don’t have the necessary technical skills.

Omit pronouns and Reconsider when making purchase due to anxiousness Struggle to install software for first time without the
articles and nervousness over high cost necessary technical skills.

Focus on the root Feel anxious and nervous when making purchase due to Struggle during installation due to lack of necessary
cause high cost, and then reconsider technical skills
Feel anxious during purchase about cost, and then
Be concise Struggle due to lack technical skills during installation
reconsider
Use abbreviations
“” Struggle due to lack of tech skills during installation
sparingly
anxious about cost
Struggle due to lack of tech skills
(In the cell for the column for “purchase” and row for
OR
Rely on context of “feelings”)
Lack tech skills
map Reconsider
(assuming a column for “installation” and a row for
(In the cell of a column for “purchase” and a row for
“pain points”)
“actions”)
Consider different layouts
by nForm (CA)
www.businessmodelcreativity.net
Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study
LAYOUT TYPES
STRIVE FOR CLARITY (negative example)
 CONSISTENT REPRESENTATION

VISUAL CONTENT
• Fit to space • Actions: Start each with a verb,

• Font selection • Thoughts: Phrase as a question

• Color coding • Feelings: Use adjectives

• Icons and shapes • Pain points: start each with a gerund

• Touchpoints: Use nouns

• Opportunities: Begin with verb of change, e.g.,

increase the ease of installation
 CHRONOLOGY

ONGOING

REPEAT BEHAVIOR

VARIABLE ORDER ALTERNATE FLOWS

 EXERCISE 4: ILLUSTRATE (45 MINUTES)

In groups, create a draft diagram for the PTO scenario

Use the following phases Include the following aspects

• Plan Trip • Customer
• Travel • Actions
• Arrive • Thoughts
• Feelings
• Stay
• Pain points
• Depart • Channels / Touchpoints
• Return Home • PTO
• Visit Again • Role + Activity
• Goals
4. ALIGN & ENVISION
“Diagrams are compelling
documents that invite
engagement by others.”
COLLABORATE
• Hold a workshop
• Invite diverse group
• Assess performance
• Engage in exercises
EMPATHIZE
ASSESS
OPPORTUNITIES

1. Gaps
2. Weaknesses
3. Efficiencies
4. Competitors
Author Involvement Levels
The Ask
 Scientific American Supplement, No. 530, February 27, 1886
“A NEW PHOTOGRAPHIC APPARATUS”

This apparatus consists of a box containing a camera, A, and a frame, C,

containing the desired number of plates, each held in a small frame of black
Bristol board. The camera contains a mirror, M, which pivots upon an axis and is
maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and
sends the image coming from the objective to the horizontal plate, D, at the
upper part of the camera. The image thus reflected is righted upon this plate.

As the objective is of short focus, every object situated beyond a distance of three
yards from the apparatus is in focus. In exceptional cases, where the operator
might be nearer the object to be photographed, the focusing would be done by
means of the rack of the objective. The latter can also slide up and down, so that
the apparatus need not be inclined when buildings or high trees are being
photographed. The door, E, performs the role of a shade. When the apparatus
has been fixed upon its tripod and properly directed, all the operator has to do is
to close the door, P, and raise the mirror, M, by turning the button, B, and then
expose the plate. The sensitized plates are introduced into the apparatus through
the door, I, and are always brought automatically to the focus of the objective
through the pressure of the springs, R. The shutter of the frame, B, opens
through a hook, H, with in the pocket, N. After exposure, each plate is lifted by
means of the extractor, K, into the pocket, whence it is taken by hand and
circa 1886 introduced through a slit, S, behind the springs, R, and the other plates that the
frame contains. All these operations are performed in the interior of the pocket,
N, through the impermeable, triple fabric of which no light can enter.

An automatic marker shows the number of plates exposed. When the operations
are finished, the objective is put back in the interior of the camera, the doors, P
and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically
closed, and, containing all the accessories, forms one of the most practical of
systems for the itinerant photographer.—La Nature.
[EASTMAN] recognized that his roll film could

lead to a revolution if he focused on the

experience he wanted to deliver, an

experience captured in his advertising slogan,

“You press the button, we do the rest.”

PHOTOGRAPHERS
 THE ASK

Solutions that merely please, serve, meet

the needs/specs, or delight customers don’t
go far enough. They represent yesterday’s
marketing and design paradigms. They
misunderstand innovation’s real impact –
transforming customers.
ENTREPRENEURS
Who does Google ask us to become?
Kodak = Camera > Photographers
eBay = Trading Platform > Entrepreneurs
Google = Search Engine > Expert Researchers
WIERDO
 Supersize

UNHEALTHY
Kodak = Camera > Photographers
eBay = Trading Platform > Entrepreneurs
Google = Search Engine > Expert Researchers

but…

Segway = New Vehicle > Weirdo on Scooter

Super Size = Value for Money > Unhealthy person
 THE ASK & DIAGRAMS

1. At each phase ask: Who do we want our

customers to become?

2. Use metaphors. These are often experts

3. Reframe solutions to transform users

 Club House
VIP Member guest
Royalty Foodie Friend
Explorer Citizen Documentary
Activist Reporter
Filmmaker
 EXERCISE 5: ALIGN

1. In groups, discuss who you want your customer to become.

2. Together, brainstorm ideas that will transform you customers.

If we want our customer to become <the ask>,

then they need these <solutions, services>
ARTICULATE IDEAS

1. Written stories

2. Storyboards

3. Sketches

4. Prototypes
STORYBOARDS
PROTOTYPES
EVALUATION
ITERATE
WORK RAPIDLY
 RAPID MAPPING

0
HOURS

8
 RAPID MAPPING

0
HOURS

8
 RAPID MAPPING

0
HOURS

8
 DESIGN SPRINTS

“[Mapping] will add

context to your
project and highlight
opportunities you
may have otherwise
missed.”
IDEAS ARE OVERRATED

@JimKalbach
VALLEY OF DEATH

@JimKalbach
 BUSINESS VALUE EXPERIMENTS

5x5 Framework
• 5 people
• 5 days
• 5 experiments
• $5k
• In 5 weeks

(i.e., small bets…)

@JimKalbach
EXAMPLE: SNAP SUPPORT
EXAMPLE: SNAP SUPPORT
SENSE AND RESPOND
 Danke schön!

@JimKalbach

[email protected]

www.experiencinginformation.com
FINAL WORD
MODELS
EVANGALISE
 EXERCISE 7: ADVANTAGES (5 MINS)

What are some benefits of alignment diagrams?

_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
_________________________________________
 BENEFITS

• Longevity of information
• Common big picture
• Continuity in vision
• Diagnosis of problems
• Indicate where to create value
• Opportunities for growth

not product research

 KNOW THE OBJECTIONS
Objection Argument
I was in our target group. Just ask me. You’ve internalized processes and may not express them freely.
Also, different people have different ways of doing things. We want
to look beyond what we already know.

We regularly listen to customers Listening to customers is good, but it is not enough. We also need
alignment throughout the organization. Also remember the 90-9-1
rule: Only 1% of people will send such an email.
We already do market research. Market research and Diagramming are different. Marketing
understands what people will buy so we can sell more. This work
seeks to uncover fundamental needs and activities for innovation.

We don’t have time or budget Alignment diagrams needn’t be expensive or time consuming. For
the cost of a usability test or marketing survey, we can conduct an
alignment project.
A focus group would be easier By taking people out of their contexts, much of the situational and
environmental cues are missing. People also don’t remember
exactly how they work without the actual tool or artefact present.
Focus groups sometimes lead to group opinions.
 CREATE A PITCH
• Key elements of an elevator pitch
1. What problem are your solving?
2. What is the value proposition?
• Characteristics of elevator pitch
• Be succinct
• Easy to understand
• Greed inducing
• Irrefutable – leave no questions
 EXAMLE PITCH
You’d like to grow into a new markets to move beyond
maintaining your current offerings. You’ll have better
understand the needs and behaviour of this segment quickly.

Alignment Diagrams reflect a modern technique that more

and more companies are using to improve their customer
understanding, such as Intel and Microsoft.

By visually aligning various aspects of customer behaviour

with business processes, you’ll be better able to understand
how to create, deliver and capture value. It will also give you
insight in to creating innovative products and services that
outperform competitors and help business growth.

With relatively little investment, alignment diagramming

provides you with the strategic insight you need to keep up in
today’s fast changing marketplaces.
Men are moved by two
levers only:
fear and self interest

- Napoleon Bonaparte
 READ LITERATURE
On Techniques On Business Relevance
• Mental Models, Indi Young • Game Changer, A.G Lafley & Ram
Charan
• ‘Locating Value with Alignment
Diagrams,’ James Kalbach & Paul Kahn • Subject to Change, Peter Merholz et al.

• Google: • Business Model Generation, Alexander

– ‘customer journey mapping’
Osterwalder

– ‘mental models’ • Harvard Business Review articles

– ‘service blueprint’
• Forrester Reports
 CONVINCE

• Find case studies

• Find out what competitors are doing

• Do a small study ‘under the wire’

• Demonstrate the value first hand

• Find champion in management

 SUMMARY

1. Know the benefits

2. Know the objections

3. Prepare arguments

4. Read the literature

5. Pitch and convince