Do you understand the experiences of your customers? How about your employees? In this workshop/presentation Shift breaks down Journey Mapping best practices and offers hands-on guidance to perfecting your Journey Mapping skills.
Epoca presented at Service Design Drinks Milan #3 how to use the customer journey map tool in b2b projects, showcasing a case-study they have been working on in the last years.
Working with frog's UX experts, Melinda curated, collated and edited the GE User Experience Playbook for all those charged with designing GE products and services.
This document discusses the importance of customer experience and provides an overview of key concepts. It defines customer experience as how customers perceive their interactions with a company. Success requires following a four-phased path from repairing issues to differentiating through experiences. Six disciplines are identified to consistently deliver the right customer experience: customer understanding, strategy, culture, governance, design, and measurement. The business case is that better customer experience can drive higher revenues and lower expenses.
This document discusses customer experience mapping and metrics. It includes a sample customer persona profile for Sunil Kumar, a 42 year old married VP in an IT firm with an income of 18 lacs. It also lists various customer experience touchpoints and stages, as well as positive, neutral, and negative experience definitions. Metrics mentioned include customer effort score, customer satisfaction rating, sales conversions, return on marketing investment, and net promoter score.
All You Need to Know About Customer Journey MappingRealtimeBoard
A simple guide to customer journey mapping. It covers the basic definition of the journey, step-by-step mapping process, common mistakes, and related templates.
Bonus: click on the link to get a free demo board with online templates https://realtimeboard.com/app/board/o9J_k0oPqnw=/
Original article: https://realtimeboard.com/blog/customer-journey/
Journey mapping tool: https://realtimeboard.com
Building A Customer Journey Map PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Building A Customer Journey Map Powerpoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with seventeen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Building A Customer Journey Map Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
This webinar discusses demystifying the customer journey map. It provides an overview of the key differences between mapping B2B versus B2C customer journeys. B2B journeys typically involve multiple personas, a lengthy sales cycle with many people involved, higher monetary value relationships, and complex customized products. B2C journeys usually involve a single persona, a shorter sales cycle and duration, a large target market, and generalizable products. Exceptions can occur for complex B2C products like mortgages and simple B2B products like office supplies. The webinar encourages participants to submit questions and provides resources on customer journey mapping from GetFeedback.
Customer experience management is based on customer-oriented principles: it focuses on the customer’s experience with the end product and CEM seeks to comprehend his expectations and to create as many positive touching points as possible. The final goal of customer experience management is to turn happy customers into advocates of the respective brand/ product.
User Experience Maps (or Customer Journey Maps) enable you to track customer experiences and to draw outlines from their first contact with the respective brand until the ultimate disposal of the end product. All individual touching points will be evaluated and rated with an either positive or negative user experience (by using differently colored icons, for example). Thus, a map of the product experience evolves which exemplifies potential obstacles in regard to customer interaction.
The document discusses customer journey mapping as the starting point for any customer experience program. It provides an overview of the customer journey mapping process, which involves:
1) Understanding the customer experience better through additional research and stakeholder interviews.
2) Creating a customer journey framework that maps the customer experience and identifies minimum standards and key performance indicators.
3) Developing an action plan and roadmap to improve the customer experience by addressing gaps between the current and desired customer journey.
The customer journey mapping process results in a framework that describes the customer experience, interpretations for key customer personas, and a plan to improve the experience over time.
The document discusses customer experience (CX) and describes it as a journey that begins with discovery, then invention, and ends with the user. It notes that the CX journey does not have a clear end or start. The journey involves design experience (DX), customer experience (CX), and user experience (UX). It emphasizes that the total customer experience involves all three of these elements working together from the point of initial prospect contact through enrollment, engagement, and ultimately becoming a customer.
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...G3 Communications
The document describes a customer journey mapping exercise for a beauty retailer. It identifies key stages in the customer journey from discovery to loyalty. For each stage, it outlines typical customer activities both digitally and in-store. It then details the goals, motivations, needs and feelings customers likely experience at each stage. The purpose is to understand the full path to purchase and identify opportunities to improve the customer experience across all touchpoints.
This deck consists of total of thirty four slides. It has PPT slides highlighting important topics of Customer Journey Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
The customer journey map documents the various stages a customer goes through when engaging with a company from awareness to advocacy. It outlines the key stages as awareness, consideration, decision, delivery & use, and advocacy. At each stage it describes the customer activities, goals, and touchpoints. The business goals are to increase awareness, website visitors, conversion rate, and deliver orders to ultimately have customers advocate for the business.
This document provides an overview of an Oracle customer experience strategy and design workshop. The workshop aims to teach fundamentals of CX strategy and design to catalyze customer experience transformations. It involves hands-on experience with customer journey mapping and identifying gaps to improve experiences. The workshop also discusses how improving CX can influence business metrics like revenue and customer retention. It promotes embracing opportunities to change ineffective experiences and better align brand promises with customer realities.
Brief introduction to service design, personas and journey mapping. This presentation was part of a Customer Experience workshop organized by B.U.I.L.D, from Entrepreneurs Anonymous.
Mercury is the closest planet to the Sun and the smallest planet. Saturn is composed mostly of hydrogen and helium. Jupiter is a gas giant and the biggest planet in the Solar System. Neptune is the farthest planet from the Sun and the fourth largest planet. Venus has a beautiful name and is the second planet from the Sun.
Customer journey mapping involves understanding the customer experience at each stage of their journey and dividing the journey into stages. It defines what customers need at each stage, who is involved, and plans activities to provide customers with what they want, when and where they want it. Mapping also plans for issues, assesses costs and measures effectiveness to improve the customer experience, increase satisfaction and reduce business costs.
“You can download this product from SlideTeam.net”
Showcase the complete experiences that customers go through when interacting with your company and brand by using this customer journey analysis PowerPoint presentation slides. This professional and visually designed customer mapping PPT deck contains 34 content ready slides. All slides are totally customizable, and users can edit as per their requirements and needs. Users can change the colors, diagrams, fonts, text as needed. This customer experience analysis PPT theme consists of different slides like understanding customer mapping purpose, objectives, needs, feelings and barriers of customer journey mapping, key statistics of customer journey mapping, elements of customer journey mapping, customer journey mapping steps, information required in each stage of the customer journey, customer mapping journey cycle, customer journey analysis at each stage, customer journey layers, channels in each stage of the journey, customer journey map table. etc. Download this ready to use customer experience analysis PPT template now. Guide them in finding a calling with our Customer Journey Powerpoint Presentation Slides. Help them figure out the best career to follow. https://bit.ly/3iucBdX
Aligning Your Brand Promise with Your Internal Audiences to Improve Employee ...Vignette
Workshop:
How To Align Your Brand Promise With Your Internal Audiences, Increase Growth, And Improve Consumer Satisfaction
Description:
Mike Lepis, Creative Director and Principal of Vignette recently led the following workshop for internal communications professionals. Connect your brand to your employees and work on a strategic campaign of your own. Vignette has successfully helped clients develop strategies, programs, and tools to overcome brand challenges and help companies develop long-term plans of success.
Mike led workshop attendees through the tools & techniques Vignette uses to align company brand promises with their internal audiences, including:
* Identify your audiences—what motivates them, how to do they consume internal content, and where are the key opportunities
* Produce engaging content that connects your brand message to your internal audiences
* Illustrate your brand values through elements of story, message, and design
* Create a plan to measure ROI around the challenging area of internal communications
This document provides an overview of Lean Service Design methodology. It discusses key concepts like developing a point of view statement, analyzing users, empowering teams, exploring opportunities, developing plans, checking for improvements, and using tools like SOAR and SWOT. The document also includes worksheets and examples for mapping a customer journey, defining standard work, and outlining meetings to support the Lean Service Design process. The overall approach emphasizes iterative testing and refinement to continuously improve service design.
1st Conference - Catherine Hills - Service Design and Design ThinkingCatherine Hills
“Speaking with people. How to collaborate with and deliver value for your customers.”
It’s easy to say that we need to have “customer collaboration”, but how can we do this effectively? One way is by speaking to people, but what do you do with the information gathered to deliver valuable outcomes for them?
What does “human centred design”, “service design” and “design thinking” mean? How can we use “design sprints” and how can this be revalidated through the shorter feedback loops and frequent delivery that working with agility insists upon?
It’s all connected to human factors so let’s learn how these can combine to help us get closer to our customers and really deliver!
Catherine Hills is UX and Service Design Director at RMIT Online.
An accomplished and collaborative agile human-centered experience designer and research lead, she has worked for a range of businesses including ANZ Banking Group, SEEK, REA Group, Thoughtworks, 99designs, Envato and the University of Melbourne. Catherine is a seasoned Agile UX practice, delivery lead and people coach, with experience in product discovery and innovation.
Catherine entered industry as a graphic and interaction designer and front-end engineer. Since then, her experience has been gathered in organisations in both the United Kingdom and Australia. Catherine has led design and research in digital agencies, publishing companies, education, technology and startups.
https://www.1stconf.com/speakers/#catherineh
A Deep Dive Into Value and Outcomes (Kristin Skinner and Kamdyn Moore at Desi...Rosenfeld Media
Kristin Skinner and Kamdyn Moore: “A Deep Dive Into Value and Outcomes”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Demonstrating the value of communicationColin Wheeler
The document is an e-book providing perspectives from experts on measuring and evaluating communication. It contains short chapters from professionals in the field discussing various topics related to demonstrating the value of communication through measurement. The e-book is produced by AMEC (the Association for Measurement and Evaluation of Communication) and contains advice on how to approach measurement and evaluation of communication activities. It aims to help readers on their journey to showing the value of communication through effective measurement.
Demonstrating the value of communicationColin Wheeler
This document provides advice on effectively measuring and evaluating communication programs from experts around the world. It contains several chapters written by different authors on topics such as integrating measurement, proving the value of PR activities, addressing myths about measurement and PR, and getting started with international media analysis. The introduction discusses the importance of being able to measure and evaluate communication to demonstrate its value to organizations. It encourages readers to use this collection of advice from AMEC experts to help them on their journey of demonstrating the value of their communication.
The document discusses mapping a client's journey with a professional services firm to better understand their needs and improve the client experience. It recommends five steps: 1) Form a cross-functional team, 2) Analyze current client insights, 3) Map the ideal future client journey, 4) Prioritize and implement changes, and 5) Continually refine based on metrics. Mapping the client journey provides a framework to intentionally create the experience clients will expect and differentiate the firm through behaviors, actions and propositions.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
JD discusses business analytics, and the fact that it is not the end-all-be-all. He stresses the importance of taking a step back and making decisions with your end customer in mind.
Design thinking is a human-centered approach to problem solving that uses empathy, ideation, and prototyping. It involves observing users, understanding their needs, coming up with ideas to address those needs, testing prototypes, and getting feedback to improve solutions. A key part is the empathize mode, where users are observed in their own context to understand their behaviors and experiences. Insights from empathy inform the define mode, where needs are identified. The ideate mode focuses on generating many ideas, while the prototype mode makes ideas tangible to test with users. Customer journey maps can be used to document a user's experience over time and identify opportunities to improve it.
Do you have a business idea but you do not know what to do next?
In this mini-course, you will learn how to proceed with your idea, segment your customers and conduct user research.
This document is ideal for founders, business executives, aspiring entrepreneurs or individuals who just want to learn how to get started on their business ideas.
Over the last year, we’ve done several customer insights projects for clients using the 'Jobs To Be Done' framework. We’ve done this for companies in management consulting, consumer packaged goods, and apparel. Doing 60-minute interviews with one customer at a time and distilling that information has been some of the most interesting work I’ve done in my career. Here’s how we do it and why it’s worth doing.
HR southwest presentation v employee mindmeldMike Courtney
This document discusses how conducting employee research, or "mind melds", can help HR gain a deeper understanding of employee needs and motivations. It provides examples of how qualitative and quantitative research methods like surveys, focus groups, and interviews can reveal insights about benefits communications, wellness programs, recruitment and retention. Conducting regular low-cost DIY research using available online tools is recommended to clarify messages, guide strategy, and ensure resources are used effectively to motivate positive workplace changes.
Customer Health Scores; Best Practices Megan Lozicki
Mia Nordborg, Chief of Customer Success at Mynewsdesk, spoke at our latest Women in Customer Success event about health score best practices, and what to consider when creating yours.
https://www.planhat.com/blog/customer-health-score-best-practices/
Addressing the Risks & Opportunities of Implementing an Outcomes Based Strategy Blackbaud Pacific
Presented by Brenda Dolieslager, Registered Psychologist & Outcome Measurement Consultant
In this webinar Brenda looks at the risks & opportunities that come with implementing an outcomes based strategy.
By watching this webinar you will:
• Learn what is and is not required to successfully adopt an outcomes based strategy.
• Understand how you are positioned to adopt an outcomes based strategy and what should be your next steps
• Assess the risks involved and learn how they can be mitigated
• Be armed with information to commence of further internal and external conversations around outcomes based strategies.
To view the full webinar please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past
Engaging Businesses with Consultative Selling--PWDA TrainingMichele Martin
This document provides an overview of consultative selling strategies for engaging business customers. It discusses building rapport with customers, understanding their needs and goals, and customizing interactions based on the stage of the customer relationship. The stages include getting to know the customer, building trust and liking, getting the customer to try services, ensuring positive experiences, and maintaining ongoing relationships. The document also covers topics like creating customer profiles, developing customized offers for different customers, planning interactions, asking powerful questions, and following up with customers after meetings. The goal is to take a consultative approach that focuses on the customer perspective and moves the relationship forward at each stage.
This document discusses holding a conference to provide actionable steps and accountability partners to help attendees achieve their big dreams and visions. It notes that many people have similar dreams but the difference is being willing to act, fail, and be mocked. The conference aims to leave attendees with measurable and accountable next steps. It then provides questions for attendees to reflect on regarding their goals and plans. The rest of the document outlines what attendees will learn, such as understanding customer and competitor needs to build a product from concept to market. It discusses the benefits and risks of bringing ideas to life. Finally, it emphasizes the importance of constant feedback loops and assessment in any project.
More Effective Lead Generation Using Persuasive Scenario PlanningMarketo
This document discusses using persuasive scenario planning to improve lead generation. It advocates creating detailed narratives for different persona segments to understand their unique needs, motivations and goals. These scenarios help align marketing, sales and product strategies and ensure all teams are working towards the same conversions. Tracking conversion rates for each scenario can reveal what approaches are most effective. The document argues scenario planning improves communication, execution, testing and profits by making implicit assumptions explicit and providing varied tests of different approaches.
Human-Centred Design & the Business Model CanvasHeather McQuaid
What’s the best way to show how Human-Centred Design (aka Design Thinking) methods could be applied to the Business Model Canvas? By mapping methods onto a specific challenge within a Building Block. Here, I've looked at how to better understand the Customer Segment in order to inform choices about Value Propositions, Channels, Customer Relationships and Revenue Streams.
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Jake Truemper
This talk will focus on redefining the way we talk about requirements today. Whether you are an up-stream decision maker, or a down-stream delivery expert, “requirements” are a frustration. Either you don’t get what you asked for, and are constantly battling budget and time crisises, or you are dealing with demands that simply don’t make sense. This talk will offer you a new approach to requirement definition that will end in faster delivery time and greater revenue gains both short-term and long-term.
Jake Truemper and Morgan Noel from XperienceLab discuss Human-Centered Design. What is it? How is it applied? and what are some tools and methods that the audience can take away and apply in their own businesses?
Husband and wife Jake and Alisha Truemper discuss the relationship between UX (User Experience) and SEO (Search Engine Optimization. Jake is a Director of User Experience at Manifest Digital, and Alisha is the Search Engine Optimist at Scottrade.
"Innie" or "Outie" In-house Digital Experience vs. OutsourcingJake Truemper
Is it better to have an “innie” or an “outie?” For belly buttons the answer is clearly an innie (sorry, but you shouldn’t have picked at it). For your digital customer experience the question is far more difficult to answer. This session will dive into the considerations for deciding whether a digital experience should be handled internally or outsourced, and how to effectively communicate a winning strategy to your boss.
Dr.* Truemper, Or: How I learned to Stop Being Wasteful and Love Lean UXJake Truemper
Introduction to Lean UX, presented Nov 15 2013 at the St. Louis Days of .Net
In this presentation, Jake ("Dr. Truemper") speaks to Lean UX: what it is, why it should matter to you, basic tenants, and how it can be applied.
The document discusses observations from testing a cheese grater with users. The observations note that users had trouble holding the grater, were displeased scraping grated cheese, and felt the grating surface was too small for the cheese they typically use. It also discusses the importance of user testing to understand user needs and problems with a design.
The document discusses key principles of design including learnability, efficiency, memorability, errors, and satisfaction. It emphasizes that good design is about problem solving rather than just aesthetics. Several quotes highlight that design should be a priority for all business departments and is important for customer experience and differentiation from competitors.
This document provides an overview of various user experience techniques used to test and design interfaces. It describes techniques such as usability testing, prototyping, card sorting, contextual inquiry, moodboard testing, persona development, user diaries, expert review, and A/B testing. The document explains what each technique involves and variations of common techniques.
Design Quality: Learning from the Mistakes of the US Auto IndustryJake Truemper
This presentation covers the early success of the US auto industry, as pioneered by Henry Ford, through present day struggles. Detroit's "Big Three" ultimately self-destructed by focusing on production and short-term sales, while Japanese manufacturers, as influenced by Dr. W. Edwards Deming, focused on design quality. Deming's popular "14 Points" are applied to current trends in software and web development, as we draw from history to learn how the information technology field can avoid the same fate.
Cracking the Corporate Social Responsibilty Code.pptxWorkforce Group
Corporate Social Responsibility (CSR) has evolved from a nice-to-have to a strategic imperative for businesses aiming for long-term success. Understanding and implementing effective CSR strategies can transform your organisation’s relationship with stakeholders, enhance its reputation, and contribute to its financial performance.
Implementing effective CSR strategies involves more than just philanthropic efforts; it requires a comprehensive understanding of your company's role in the community and the environment.
So, how do you approach Corporate Social Responsibility (CSR)?
In this deck you will learn the underlying concept of an effective Corporate Social Responsibility (CSR) strategy.
You’ll also learn
•The various types of CSR initiatives that exists
•Popular CSR strategies deployed by socially responsible organisations
•Tips for creating a socially responsible company.
1. **Team Strength**:
- Seasoned discoverers with mineral finds of >$1Bn (silver), >42Mozs (gold), >12Blbs (copper)
- $8.75M recently raised for aggressive exploration
- 30% management ownership aligns interests
2. **High-Grade Discovery**:
- 2021 re-discovery: 75Moz at 980g/t AgEq (silver-zinc-lead)
- Objective: Prove continuity between high-grade discovery and existing gold-silver mine
- Potential for a gigantic, continuous deposit
3. **Proven Production Area**:
- Site of one of Alaska's first open-pit gold mines
- Existing 43-101 resource: ~500,000 oz AuEq, mostly indicated
4. **Carbonate Replacement Deposit (CRD) Advantages**:
- High grades, low mining costs
- Metallurgically simple, minimal environmental impact
- Strategic metals (Zn, Ga) could expedite permitting
5. **Massive Potential**:
- Two polymetallic deposits potentially linked
- Extensive mineralization corridor to be confirmed by drilling
Key Takeaway: High-grade discovery with potential for a giant, continuous CRD deposit, backed by a proven team and existing resources in a mining-friendly jurisdiction.
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The Business Process Model and Notation (BPMN) is the OMG industry standard for defining and orchestrating the flow of activities comprising end-to-end business processes. This live event will showcase the iterative creation and seamless exchange of BPMN models among different tools, highlighting the interoperability and sophistication of current BPMN technology. This showcase is an invaluable opportunity for professionals in the field to witness firsthand the advanced functionalities and collaborative potential of BPMN tools. Join us for an insightful exhibition of the latest advancements in business process management.
Movers near me in Dubai , Best Packers and Movers In Dubaiimranmalik114455
Movers near me in Dubai offer services to facilitate seamless relocations for individuals and businesses within and across the UAE. Finding reliable movers near you in Dubai is essential for a smooth relocation experience. Whether you're moving within the city or to another emirate, professional movers offer a range of solutions, from transport and packing to de-packing and settling in.
Dubai is home to professional moving companies known for their efficiency and reliability in handling relocations across the city and beyond. Movers near me in Dubai facilitate smooth relocations for individuals and businesses alike. Their commitment to quality service and reliability makes them indispensable partners in navigating Dubai's vibrant real estate landscape and fast-paced lifestyle.
They specialize in managing the moving process from planning and packing up through transportation to unpacking and re-packing the destination. Dubai's movers are known for their efficiency, reliability, and customer-centric approach, making them integral partners in the city's dynamic environment where relocation is common.
Many companies also provide tailored solutions for international moves, making them a valuable resource for expatriates and residents alike.
Unveiling Mercury in Aquarius: Brilliance and Challengesmy Pandit
Explore the unique traits of Mercury in Aquarius individuals, known for their unparalleled intellect and innovative spirit. Discover how their unconventional thinking shapes their personalities and influences their interactions with others.
1911 Gold Corporation is located in the heart of the world-class Rice Lake gold district within the West Uchi greenstone belt. The Company holds a dominant land position with over 62,000 Hectares, an operating milling facility, an underground mine with one million ounces in mineral resources, and significant upside surface exploration potential.
Discover the power of virtual paralegals! Learn how to streamline your legal practice with remote paralegal support. This Slideshare presentation explores the benefits, roles, and essential skills of virtual paralegals. Optimize your workflow and boost efficiency.
Honoring and Understanding the Significance of Guru PurnimaExotic India
In the oldest beliefs, it is believed that the day marks the first transmission of the Yogic sciences from Lord Shiva (The Adi yogi or first yogi) to his disciples, the ‘Saptarishi
Solution manual for canadian income taxation 20222023 25th edition by william...stanslausnzuki569
Solution manual for canadian income taxation 20222023 25th edition by william buckwold joan kitunen matthew roman.pdf
Solution manual for canadian income taxation 20222023 25th edition by william buckwold joan kitunen matthew roman.pdf
As the world spins on its axis, the constant ebb and flow of current events, technological advancements, and social trends shape our daily lives. Here are the top five predictions for today that are set to influence various facets of our global society:
1. AI Integration in Daily Life
Artificial Intelligence (AI) continues to embed itself deeper into our everyday routines. Today, expect to see more AI-driven solutions in sectors like healthcare, finance, and education. Personalized learning experiences powered by AI algorithms are becoming mainstream, while in healthcare, AI is aiding in early diagnosis and personalized treatment plans. Financial institutions are increasingly relying on AI for fraud detection and customer service automation.
2. Stock Market Fluctuations Amid Economic Uncertainty
The stock market remains a rollercoaster, reflecting global economic uncertainties. Inflation concerns, geopolitical tensions, and shifting monetary policies are likely to cause significant fluctuations. Investors should brace for a volatile day as markets react to new economic data and policy announcements. Keep an eye on tech stocks, which are particularly sensitive to changes in interest rates and investor sentiment.
3. Climate Action and Environmental Policies
With climate change becoming an ever-pressing issue, today's headlines will likely feature significant climate action. Governments and organizations are set to announce new policies and initiatives aimed at reducing carbon footprints and promoting sustainable practices. From renewable energy investments to stricter emission regulations, these efforts are critical in the global fight against climate change.
4. Breakthroughs in Medical Research
The field of medical research is on the cusp of several groundbreaking discoveries. Today, we anticipate announcements of advancements in treatments for chronic diseases such as cancer, diabetes, and neurodegenerative disorders. Innovative therapies, including gene editing and personalized medicine, are set to offer new hope for patients worldwide. These breakthroughs not only promise to improve health outcomes but also to revolutionize medical practices.
5. Social Media Trends and Digital Influences
Social media platforms continue to shape public opinion and cultural trends. Today, expect new viral challenges, influencer endorsements, and social justice movements gaining traction online. With platforms like TikTok and Instagram driving much of the digital conversation, brands and public figures will leverage these channels to connect with audiences and promote their messages. Be prepared for a flood of new content that could spark debates and inspire collective action.
As these predictions unfold, they will undoubtedly impact various aspects of our lives. Staying informed and adaptable is key to navigating the rapid changes in today's dynamic world.
Maximise your Business Potential: Annual Planning Workshopchris908327
Are you striving to elevate your business to new heights? Prepare to transform your aspirations into actionable plans with our exclusive 90-Day Planning Workshop, meticulously designed for owners and managers of family and privately owned businesses. Led by Russell Cummings, Australia’s premier business coach from Shifft, this online workshop is your golden ticket to crafting a focused roadmap for the April to June 2024 quarter.
3. Human-Centered
Business Strategy
Successful businesses are able to step outside of their
internal motivations to recognize the human needs of both
their customers, and their workforce. Shift helps businesses
identify the right opportunity and isolate the right change.
Ways we help.
Product &
Service Design
Whether you are crafting a physical product or environment,
a digital product, or a full service experience, Shift applies
proven human-centered methods to drive momentum and
assure positive business outcomes.
Training
No matter your strategy, you can't change
organizations' behaviors without buy-in from your
employees. We have tested training programs to transfer our
knowledge of Human-Centered Design to your workforce.
6. tom er jour ney mapcus
“A diagram that illustrates the steps your customer(s)
go through in engaging with your company, whether
it be a product, an online experience, retail
experience, or a service, or any combination.”
— Adam Richardson, Harvard Business Review, 2010
WHAT
9. WHY
Empathy
Create empathetic
understanding within teams
Alignment
Drive alignment across the
business
Context
Understand the big picture in
order to isolate true needs
Note: Context can’t be found in a website or an app, it needs to come from the broader
human experience
10. “If I had an hour to solve a
problem, I’d spend 55 minutes
framing the problem, and 5
minutes thinking about solutions.”
— Attributed to Albert Einstein
WHY
12. QUESTION 1
Do I need a Journey Map?
Journey Maps aren’t a silver bullet. They should be considered
another tool in your toolkit. Never force a tool because it’s new or
exciting to you.
13. QUESTION 2
What should I communicate?
In order to craft an effective Journey Map you’ll need to know
what elements are most important to communicate. We call this
having the “end in mind.”
14. QUESTION 3
Who am I
communicating with?
Levels of depth and polish will vary based on the individuals your
map is intended to communicate with. Are you speaking to
executives? Delivery teams? The company as a whole?
16. HOW
Journey Mapping is about
telling a story
There is no one-size-fits-all when it comes to storytelling. It’s
important to recognize that this is a creative process. There are no
templates or tools that can automate creativity.
23. HOW
ACTIVATION
- Currently serving
- Opportunity (ideas)
- Budget allocation
- Responsible individuals /
teams
- Problem / hypothesis
statement
EMPATHY LAYER
ENGAGEMENT LAYER
ACTIVATION LAYER
24. STEP 1
Start with your existing knowledge
where possible (then invalidate)
HOW
Note: It is important to cross silos so that going into customer research, all voices have been heard
27. Spend a few minutes filling in the broad stages
of the experience finding and selecting a new
Primary Care Physician.
Detail High-Level Stages
Activity
Be prepared to discuss
Example:
29. HOW
STEP 2
User Research
• (In)Validate internal assumption & gain new insight
• Ideally through observational methods within the customer’s
environment
30. Spend a few minutes filling in the customer
attitudes / objectives at each Stage.
Detail Customer Attitudes
Activity
Be prepared to discuss
Example:
31. Realize Need Research Compare & Select Schedule Visit
Something is wrong, I think I
need to see someone.
What are my options? How do I know which
Doctor is best for me?
None of my choices are even
accepting new patients I hope I like this Doctor
32. HOW
STEP 3
Affinitize insights
• One insight per sticky note
• Use color coding to denote note type (e.g. attitude, step, pain
point, etc.)
• Start thinking about the granular steps of the experience
36. Within each stage, spend some time detailing
out the smaller steps that happen within.
Detail Granular Steps
Activity
Be prepared to discuss
Example:
37. Realize Need Research Compare & Select Schedule Visit
Something is wrong, I think I
need to see someone
What are my options? How do I know which
Doctor is best for me?
None of my choices are even
accepting new patients I hope I like this Doctor
(1) Illness or life event
(2) Online research (e.g.
WebMD)
(3) Accept the need for an
expert
(4) Research insurance
coverage
(5) Look for online
reviews
(6) Friend & family
recommendations
(7) Find a physician
(8) Compare
credentials and
reviews
(9) Narrow selection to
2-5
(10) Contact physician’s
office to find out of
accepting new
patients
(11) Schedule an
appointment
(12) Find doctor’s office
(13) Checkin & waiting
room
(14) Meet with new
doctor
38. HOW
STEP 5
Assign pain
• For broad CX Strategy initiatives, this may justify qualitative as
well as quantitative data
• For design teams, clear areas of focus may be revealed through
qualitative insights
40. Take the steps you created and assign positive
or negative emotional impact.
Emotional Arc
Activity
Be prepared to discuss
Example:
41. Realize Need Research Compare & Select Schedule Visit
(1) Illness or life event
(2) Online research (e.g.
WebMD)
(3) Accept the need for an
expert
(4) Research insurance
coverage
(5) Look for online
reviews
(6) Friend & family
recommendations
(7) Find a physician
(8) Compare
credentials and
reviews
(9) Narrow selection to
2-5
(10) Contact physician’s
office to find out of
accepting new
patients
(11) Schedule an
appointment
(12) Find doctor’s office
(13) Checkin & waiting
room
(14) Meet with new
doctor
Something is wrong, I think I
need to see someone
What are my options? How do I know which
Doctor is best for me?
None of my choices are even
accepting new patients I hope I like this Doctor
1
2
3
4
5
6
7
8
9
10
11
12
13 14
43. Keep it simple
Tip: Each model should tell one story. If you need to tell more, you may need a separate model.
You should be able to see from 15 feet away what you’re looking at
HOW
47. Strive to maintain your journey as a
living document
Tip: rapid prototyping tools work well for simple maps, and can include interactive layers
HOW
48. Tie in desired outcomes and
activate teams or individuals
Tip: With what we have done so far we already have a head start on Hypothesis Statements, a strong
activation tool
HOW
55. D
I
S
C
O
V
E
R
D
E
S
I
G
N
D
E
V
E
L
O
P
D
E
P
L
O
Y
Understandprojectneeds&goals
Collateral Assessment
Stakeholder Interviews
CONTENT STRATEGY
TASKS
TECH TASKS
Content Guidelines
Online Editorial Guide
CONTENT STRATEGY
TASKS
UX TASKS
Wireframe Design
CLIENT
REVIEW
Messaging, Voice
& Tone
Website
Preparation
Sitemap Design
Content Mapping
CONTENT STRATEGY
TASKS
Tagging Strategy
Content Types Definitions
Website Operations/Management
Governance Plans
CONTENT STRATEGY
TASKS
CMS Development
Communication &
Training
CONTENT STRATEGY
TASKS
Develop Content
CONTENT STRATEGY
TASKS
Content Development & Migration
Content Migration
CONTENT STRATEGY
TASKS
Content Migration Support
Editorial & Content Management
Editorial & Content Support
Community Management & Oversignt
Identifiesapproaches,process&strategiesImplementnewcontent,refineexisting
content&prepareforlaunch
Encoompasseslaunch&
post-launchefforts
Understanding the Business
Content Inventories
User Testing
QA TASKS
Test Site
SITE IS
LAUNCHED
CLIENT
REVIEW
CLIENT
REVIEW
CLIENT
REVIEW
CLIENT
APPROVAL
UX TASKS
Persona Development
Technical Assessment
Develop Business Requirements
I Need a
Website or
Redesign
Content Creation
Site Testing
Content Migration Planning
Content Creation PlanningOptimization Strategy
Engagement Strategy
Content Optimization
TECH TASKS
Choose CMS
VISUAL DESIGN TASKS
Visual Design
User Task Flows
Stakeholder Interviews
Competitive Analysis
Heuristic Assessment
Functional Wireframes
TECH TASKS
Front End CMS Development
VISUAL DESIGN TASKS
Look & Feel Discovery
Design Brief
Card Sorting
Back End CMS Development
VISUAL DESIGN
TASKS
Style Guide
User Interview
User Interviews
Competitive Analysis
Content Assessment
59. PERSONA IMPACT
WFA
RECOMMENDED
STRATEGY
“When the Smith Barney side merged
to Morgan Stanley the atmosphere
became hostile and overbearing.”
“What kind of support do
you have for my business?” “Who has more resources?
I deal with a lot of products
and programs...”
“For me it was mainly
talking to managers or
regional guys or advisors
who have been there.”
“When we narrowed down to two,
Wells Fargo did that due-diligence
meeting where we were literally
listening to the directors of those
divisions.”“The recruitment firm had
a site that was really useful.”
“What types of restrictions?”
“I did go online - I wanted to
make sure they aren’t going to
collapse...”
“Because of the privacy, I would
rather go to somebody who
doesn’t know who I am.”
“What type of mindset do you
have currently and in the future?”
“I like the idea of actually
comparing competitors. What
makes the firm different?”
“That’s the greatest thing
about this company,you
have help if you want it,you
can call.”
“When it actually came
time to move it was a game
changer for them to be so
supportive.”
“Name is important to me;
hanging my own shingle wasn’t
as attractive to me.”
“Does the website look really
good or does it look kind of
cheap? Does it smell of money?”
ADVISOR JOURNEY MAP
KEY TASKS
Awareness Qualification Evaluation Contact Decision-Making
EVALUATE
RISK/COSTMAILERS
EMAIL
FACE TO FACE
CONTACT
HIRING
MANAGER
WEBSITE
DUE
DILIGENCE
PORTFOLIO
TRANSITION
ASSESSMENT
& VALIDATION
RECRUITMENT
CALLS
SIGN OFFER
LETTER
COULD
RE-EVALUATE
LATER
OPPORTUNITIES
An experience map models a user’s complete experience with a company across a variety of interaction points.
This map is designed to help us focus on key opportunities to enhance consumer engagement.
PRINT ADS
CURSORY
RESEARCH
COMPARE
COMPETITORS
FRIENDS
AND
FAMILY
COMMUNICATIONS
TRANSITION
PLANNING
EXPERIENCE
COMPENSATION
LIFESTYLE
RECRUITMENT
CALLS
RECRUITMENT
CALLS
CONVERSATIONS
NARROW
LISTSUNDERSTAND
OFFERINGS
CUSTOMER STATE
Multi-channel presence
and subtle increase of
urgency
NEUTRAL DISSATISFIED CURIOUS EXCITED ENGAGED STRESSED
? ! !!
Clear path for immediate
action
Guidance to the right channel - then drill into
further detail
Help envision unique opportunities for now and in
the future - set stage for reconsideration later
Create a personal connection and
emphasize resources
Validate decision and/or allay remaining questions
about risk
60. Tess TESS’ JOURNEY
Tess TESS’ STORYBOARD
Tess EMOTIONAL JOURNEYS
Tess TESS’ DETAILED DESCRIPTION
Tess DRAMATIC ARC
Tess KPIS
Tess TESS’ FILE LANE
Tess' Arrival Journey
JOURNEY MAP
Example: Public transport
PROJECT
07 June 2018
EXPORT DATE
-2
-1
+0
+1
+2
+1
+2
+3
+4
+5
Trip From Denver to Paris (17 hours) Airport Logistics (2 hours) Train to Paris (1 hour) Arrival
Tess gets to the airport by
Taxi.
She gets on the train and
tries to enjoy the time.
She is woken up by the lights
in the cabin.
She waits in line for border
control.
After landing Tess heads to
the baggage claim.
She waits in line to purchase
a RER ticket.
Zoom In: Ticket Experience
She follows the sign to Paris
Ville.
She arrives at Gare du Nord
and changes trains.
Tess arrives at Place de la
Bastille one hour after
leaving the airport.
Tess checks into her airbnb.
Tess has always wanted to go to
Paris. For her 30th she heads to
Paris with her partner. She leaves
home early and arrives at the
airport on time.
On the plane, Tess plans the list of
things she'd like to do in the city.
"Why do they turn on the lights so
early? We still have two hours to
go!"
Tess just had her passport
renewed as her old passport.
"Hmm, I get my baggage after
going through security?"
"How does this work? A one day
ticket? A Visit Paris ticket? A week
ticket? This seems
overcomplicated."
Zoom in: Journey of Ticket
Purchase
"I think this is the right way." "Pardon, I'm looking for the 5 line.
Can you help me?"
"Google Maps says the apartment
should only be a five minute walk
from here."
"Whew! Finally here."
RER sales / day: 3528 tickets / €
14.710
av. time at ticket machine: 1:12
minutes
passengers at station / day:
80.000
Customer_Interviews
PDF
ticket_sales_gare_du_nord
XLSX
64. Interaction
DURING SERVICE BLUEPRINT
4. Post Exam - Wrap Up3. During Exam2. Pre-Exam1. Enter Exam Room
I’m feeling anxious
about my exam.
Now how long will I have to wait here?
Will I have to leave this room to go to another?
Is this going to be uncomfortable? Is the doctor listening to me?
Will I be able to remember everything the doctor is telling me?
Am I supposed to leave yet?
I still have some questions...
MINIMUMVIABLE
EXPERIENCE
CUSTOMER
GREETER
Interaction
Interaction
Interaction
MEMBER ADVOCATE
NURSE
Interaction
DOCTOR
Interaction
OTHER
DataPeople Tool ProcessSpace
App Email
Human to
Human
Text Desktop Data Process
● Nurse who escorts patient to the exam room should be the same nurse who stays with the
patient throughout the visit to build a relationship.
● Making the exam room warm and inviting will help relieve stress for the patient, a window with
blinds could help with this, or even a mural of nature views if window access is not an option.
● Having a comfortable chair and a TV (with obvious and simple controls) would be ideal to take
the mind off of the medical visit.
STRATEGY
INSIGHTS Mark, Jen and Kyle are all in the
exam rooms.
Actors involved:
● Gwen the Greeter
● Caren the Care
Advocate
● Nurses Emma & Raj
● Doctor Scott
Mark is impatient and
sees a printer in the exam
room and is glad he won’t
have to wait for the nurse
to leave and come back
with printed information.
When Kyle enters the
exam room, he is glad he
doesn’t see an
intimidating exam room
table.
Tablet
● The nurse who is taking notes and is the advocate for the patient should be somebody that is
knowledgeable to build the trust and relationship with the patient, this should be an NP.
● Users like the partition with the translucent glass, the wall and door was too secluded.
● Doctors and nurses should all be dressed in scrubs to show a team mentality, but should not
include personalized attire.
● Members want the preference of being able to receive post-op instructions and extra research via email or printed out
● Members want to be able access notes from their portal but it is not top of mind. The portal is a tool that is used as an as
needed tool such as when a user needs to view their billing history or medical history.
● Patients wants to be informed of their health care next steps and want to be aware of possible hidden fees.
● Patients want the nurse to be able to set up their next appointment while still in the exam room and get answers to
insurance questions from Caren without having to leave their room.
Physical
Space
5. Out Of Clinic Care
Do I have to go into the clinic?
Exam rooms
types:
- family-friendly,
- consultation,
- procedure
- sick room.
Provide
educational or
medical toys in
kids exam room
Doctor enters
information
regarding Mark’s
visit into chosen
information
system.
Greeter is
responsible for
tracking
member’s exam
area preferences
Based on Jen’s
preferences, she was
taken to a family-themed
exam room with
educational toys.
Back in exam room #1,
Nurse Raj finishes Kyle’s
flu inoculation and escorts
him to the checkout area
where Caren is waiting.
He sends Kyle on his way
with a friendly reminder to
contact the clinic with any
issues, or questions.
The exam rooms
will be equipped
with a computer
and printer
Exam room tables
will be modular
chairs that
convert to a table
● Nurse should review / clarify medical condition
with patient and inputs the information into their
tablet / laptop.
● It is important to minimize wait time in the exam
room and have the nurse complete as much as
possible until the doctor arrives.
● After the doctor has already review the member’s
file, and enters the exam room, the nurse will
provide additional information about medical
conditions from what was learned in the room.
Nurse is
responsible for
leading patient
from waiting room
to exam room
with a high-touch
level of service.
Member
preference data
for exam rooms
are used to escort
them to the
appropriate area
Doctors and
nurses alike
should wear a
standard style of
scrubs (no
custom patterns)
Convertible exam
table / chair is
available in exam
rooms
Doctor is
responsible for
reviewing the
patient file ahead
of visit
Nurse will
administer full
treatment when it
is not necessary
to have a medical
doctor
Nurse will stay
with the member
through the entire
exam
Nurse is
responsible for
performing
“scribe” role,
asking probing
questions for the
member, and
providing overall
assistance during
the exam.
● User’s like to use telehealth when they
are traveling, and for other needs such
as: prescription renewals, treatment
monitoring, or other services that
would not require physical presence
with a doctor or care team.
Reasonable sized
screen is
accessible to the
doctor in exam
room
Doctor will use
visual aids and
supporting
content as much
as possible with
member
Nurse is
responsible for
escorting the
patient out, and
answering any
remaining medical
questions
Member Advocate
will address
insurance
questions
following
appointment, and
schedule
appointments
Doctor will handle
prescriptions
Nurse will escort
the member out of
the exam room
Jen will have the
opportunity to get
any lingering
insurance
questions
answered
Nurse will brief
Member Advocate
on decisions in
exam including
prescriptions,
physical therapy,
etc.
Nurse or any care
member can
access system to
add notes, retrieve
information, etc.
Later while traveling, Kyle
feels like he might be
having an adverse
reaction to the Flu shot he
had been given.
Because he’s traveling, he
uses the telehealth option
to contact a doctor and
get advice.
Mark’s nurse wraps up the
exam by emailing Mark his
care plan summary, and
printing out the
information for the
support group according
to his preferences.
One week later, Jen gets a
call from Emma with the
results of her lab work.
She takes time to explain
what the numbers mean
and addresses any other
follow up questions from
the visit.
Emma brings Jen to Caren
and gives here a brief on
all of Jen’s questions.
Caren works with Jen to
answer her insurance
questions.
Nurse is
responsible for
creating a care
plan during the
exam and
delivering it to the
member
according to his
or her preference
Meanwhile, the nurse is
preparing Mark’s care plan
which includes the links to
the information the doctor
showed Mark during the
exam, and additional
information about
physical therapy support
groups in the area.
Mark receives
printed
information from
his visit, per his
preferences to
have printed or
emailed content
Member has the
option to use
telehealth when it
is not feasible for
him/her to come
to the clinic, and a
phone call will not
suffice.
Doctor uses
telehealth to
preclude
unnecessary clinic
visits
Member will
receive a
follow-up call to
go over lab work
results
Nurses will be
responsible for
follow-ups on
labs. Interactions
with member will
include summary
of results
In Jen’s exam room, the
doctor is updating Jen’s
prescription. She has a
pricing question around
the change in medication.
Emma informs Caren that
they are about ready to
come visit her.
When the member
has questions
around plan costs,
Member Advocate
will be available
to provide clarity
In exam room #1, Kyle
quickly receives a flu shot
from Nurse Raj in the
exam room.
Meanwhile in exam room
#2, Doctor Scott is
examining Mark, he uses a
reasonable sized screen
to explain the causes of
Mark’s pain.
He also finds a video
online to inform Mark on
how to do physical
therapy for the issue.
Emma, Jen’s preferred
nurse asks how the kids
are doing and about Jen’s
general well being.
Down the hall, Kyle is
noticing that all the clinic
staff is in clean
pattern-free scrubs.
Kyle likes that the doctor
is also in scrubs because
it creates an impression of
a cohesive team.
Jen is in exam room #3
with her prefered nurse
Emma and doctor.
Emma stays with her
during the exam to
provide assistance, take
notes, and ask questions
that Jen might not have
thought of.
In exam room #2, Doctor
Scott enters to start
Mark’s exam. He knows
that Mark is in for back
pain.
The exam room is
equipped with a
convertible table/chair; in
which Mark is already
sitting. Doctor Scott
converts the chair to the
table setting and begins
the exam.
65. HIGH
MEDIUM
LOW
5
4
3
2
1
Review Environment
HUB STRATEGIC DIRECTION HUB BUSINESS PLAN CONSOLIDATED LRP OPERATIONAL PLAN
Retrospective on Business Plan
MPM LEAD
Based on the projected market landscape for the next 10 years, what are the agreed key strategic imperatives for the expected growth of my Hub?
Create Business Environment Outlook
Retrospect & Evaluation Receive A Global Decision Communicate the
Hub Strategic Direction
Socialize / Publish Agreement
MPM Business Planning Journey and Touchpoints
Task 1: Communicates to MPM leadership team, GCLT,
corp. Strategy and corp. Finance, and technology
Task 2: Delegate the list of improvements (ways to
make $, reduce costs, etc.) projects, assign to
functional groups; and make decision about what to
fund & how to fund it
Task 1: Receive data, KPI List, Assumptions & from RPO
& CS with their interpretations.
Task 2: Alignment with RPO, Finance & CS Lead to create
the interpretation of the actuals vs the KPIs (How we do
vs what we planned)
Task 3: Approve this year’s top priority learnings from
Retrospect and Evaluation
Review Year 1 & 2 LRP Approve Plans
“I receive notification of the global decision.” “I must communicate the definition of success
/ the results.”
Consolidate Hub Business Plan Integrated Business Planning
Forum
Bring Ideas Approved to the Plan
Provide the final
Hub Business Plan
Add revisions from Hub Business
Plan Approval & Add LRP Direction
Review Year 1 & 2 Plans
Recommend P&L for the Year 1+2
to the Hub Lead
Recommend Volume
Seed Applied Solutions
Communicate Year 1 & 2 LRP
Sponsoring the Development of
Operational Plans
Task 1: Gather the information from
the RPO and the CS (assumptions &
key imperatives, expected deviations
from previous year LRP and risks),
and SE Go To Market Strategy
Task 2: Integrate the retrospective
and its learnings
Task 3: Create a report “Big Picture”
How do we translate the strategy to financial numbers? What are the tactical plans to enable the strategy and the numbers associated with the tactical plans?
Task 1: Incorporate approved ideas
to the strategies or plans
Task 1: Provide the final version of the
Hub Plan to the Hub Lead to present at
the Global Commercial Forum
Task 2: Approval. Thumbs up or Changes
Task 1: Gathering GTM & Category from RPO
(Environmental Challenges & Opportunities)
Task 2: Gathering customer assumptions &
trends, brand changes from CS
Task 3: Determining SWOT based on last
year performance (Monsanto Capabilities at
the time)
Task 4: Prepares a presentation of the
information (key data and business drivers /
SWOT) into a summary for corp. Finance &
corp. Strategy
“What are the market trends? What are the customer
needs / insights? What do the macroeconomics look
like? Does the environment still look the same as
last review?”
“I must Identify success and failures and causes of
the key strategic imperatives defined last review
driving the expected growth.”
Task 1: Receive data, KPI List, Assumptions &
Strategy from RPO & CS with their
interpretations.
Task 2: Alignment with RPO, Finance & CS
Lead to create the interpretation of the
actuals vs the KPIs (How we do vs what we
planned)
“Communicate the definition of success / the
results.”
Task 1: Get a notification of the global
decision from the forum
Task 2: Tailoring the long term strategy
(actuals & targets, and environmental
projections & capabilities) for his/her HUB
Task 1: (What he will say) Create a
communication plan for the HUBs
‘downstream teams’ & messaging within a
specific timeframe that enables them to
make plans based on the guidelines
(Category strategy team, category planning
team, IBP team (monthly view), HUB
leadership team, Executive team
Task 2: Fields questions and feedback from
downstream teams; meetings
“I am synthesizing category and brand
strategies for a holistic Hub plan.”
“I must bring approved ideas from the
idea cultivator to the plan.”
Task 1: Compare the consolidated
plan with strategic direction
Task 2: Collaborate with all the peers
(Supply Chain Lead, SE Lead, Hub
Lead, Finance Lead, Commercial Opps
Lead) to make decisions, but possible
changes impacting Category and
Brand strategies will be made by RPO
and CS
“We need to be united in how we represent
our Hub approach for the next 5 years.”
“I need to explain the purpose for the Hub
Strategic Plan and how it's to be used.”
How do I prioritize imperatives and goals across categories and brands and markets across geographies in my Hub to
deliver the expected numbers.. what is the biggest impact on the Hub's success?
3yr
“I need to create a plan that tactically exceeds meeting Y1 LRP financials.”
“I need to govern the plans in 1-2 year span to
ensure alignment with the Hub Business Plan.”
“I need to ensure that my people involved in LRP
have the direction needed.”
“I need to understand how the tactical plan
translates in P&L numbers for the LRP.”
“I need to approve the current plan based on
direction from Hub Business Plan.”
“I need to build confidence that the plan built will deliver
the strategy and committed financials.”
“I will recommend year 1 & 2 LRP based on global prices
set up.”
Task 1: Gaining alignment with global Seed
Applied Services on price strategy by crop and
brand
Task 2: Decide which volume scenario to be
used in the LRP according to the price strategy
“I must share the approved LRP assumptions and targets
with category teams involved in the planning process.”
“I need to provide direction on tactical operational
plans.”
Task 1: Communicating the connection
between the Hub Plan and LRP
Task 2: Share the feedback from the Global
Commercial Team to my people
Task 3: Partner with finance to reconfirm
globally defined assumptions from the Hub
Business Plan and communicate financial
expectations by category.
Task 1: Provide oversight for each of the
“annual” plans for the 2 year plan
● Brand Plan
● Product Portfolio (life cycle mgmt)
● Dealer Mkt Fund plans
● Grower MF plans
● Distro Mkt focus plan
● Demand planning future season plan
● Crop planning plan
● Capabilities plan
● Price Targets
Task 2: Provide direction on volume and mix
for demand forecast and production
purposes
Task 1: Give feedback & lead
discussions to refine the numbers
related to the plans
Task 2: Partner with Finance and his/her
teams to create a P&L by Category and
total by Hub
Task 3: Validate the numbers against the
Hub Business Plan financial
assumptions
Task 1: Approving and recommending:
plans below:
(Accountable)
● Brand Plan
● Product Portfolio
● Dealer Market Funding
● Grower Market Funding
● Dist. Market Focus Plan
● Demand Planning Future Season
● Crop Plan Mix and Supply
● Capabilities plan
(Recommend to Hub lead)
● Price Targets
● Volume Targets
● Bottoms up LRP
Task 1: Consolidate the plans into one story
task 2: Anticipate questions with my team
(prepare to present to the Hub Lead)
Task 3: Recommends the P&L and cash flow,
includes volume and price targets
Task 1: Share with the RPO Task 1: Provide Inputs
Task 2. Provide a high level review ahead
of hub lead approval to cost to serve,
account plan processes and COL approval
for capabilities plan, distribution
development plan, training plan
Task 3. Provide feedback on the RPO / CS
portion of the operational plans
Task 4. Receiving feedback on his/her
portion of the operational plan
MONTHLY FORECASTING
Review
Approve Operational PlanPropose Operational Targets
“I need to assess the breakout opportunities
identified in the LRP exercise and recommend
targets to the Hub lead.”
Recommend and Approve
Volume Seed Applied Solutions
Task 1: Decide which volume scenario to be
used in the operational plan according to the
RPO price setting
“I will recommend & approve year 1 operational
volume allocations based on RPO prices set up.”
“I will formally sign off on the finalized operational
plan.”
Task 1: Assess the opportunities by
category and its financial impacts
Task 2: Share with IBP the propose targets
and collect feedback from the IBP group
Task 1: Approve the final operational plan
Task 2: Formal sign off on the finalized
operational plan
Task 3: Share the approved plan with the
MPM team
1yr
3yr
Task 1: Looking at the shorter - 5 year horizon; any
triggers?
Task 2: Respond accordingly (Changes/No change)
“I must work with the RPO & CS Leads and their inputs
on customer needs, macro, insights, and market
trends.”
Hub Forum
“I must represent my hub's customer market
and competitive outlook for the 10 year
horizon.”
Task 1: Present Information & share
context around the data
Task 2: Give & Take Feedback from
corp. Finance & corp. Strategy & other
leadership attendees
Task 3: Generate a draft picture of the
next 3-5 years (Big Decision Point) & a
strategy for how to
accomplish/execute
Review Environment
1yr
“Have the business environment and
capabilities changed enough to change the
strategic direction?”
Task 1: Looking at current vs past environmental data;
any triggers?
Task 2: Respond accordingly (Changes/No change)
Decision
MPMOPPORTUNITIES&GAPS
AreasinMPMBusinessPlanningEcosystemwhereissuesand/orambiguitymightbepresent.
Supporting Roles
Finance Lead: Meeting in person w/MPM support
Hub Lead: People Strategy with HR
FTO situation analysis (regulatory)
Create Capabilities Plan: HR
Task 1: Receives an update of the Hub biz plan and
the LRP directions
Task 2: Make the changes to their Capabilities Plan
according to revisions recommended by the MPM
Crop Planning and Demand Planning:
Supply Chain Create Account Plans & responsible for making
recommendations: COL
COL: Cost to Serve, Capabilities Plan, Distributor
Development Plans, and Training Plans
Bottoms Up P&L: FInance
2 Yr HUB LRP Targets & Approvals: FInance
Create People Strategy (HR)
FTO Situation Analysis (Regulatory)
Data (Metrics & Context)
Collaboration (w/Decision Makers)
Communication (to Stakeholders)
Presentations (Summarizing
insights for stakeholders)
Awareness (i.e. Instant
Notification, Alerts)
Methodology used to collect MPM
information (i.e. HCD Approach)
HCD
INSIGHTS/HUMANTHEMES
Task 2 Make
Changes
Task 1: Collect data, KPI List,
Assumption List and Actuals
Create Category Outlook “Situation”
Create Customer / Brand Outlook “Situation”
Task 1: Meet with teams to
determine the data they need, and
how they’re going to get it.
(Actuals & Targets)
Task 1: Collect data, KPI List,
Assumption List and Actuals
Create Retrospective for Category
Create Retrospective for Brand
Refine Category Strategy
Task 2: Make
Changes
Refine Brand Strategy
Task 1: Meet with teams to
determine the data they need,
and how they’re going to get it.
(Actuals & Targets)
Task 2: Interpret the findings
Task 3: Suggest change and a
strategy for Hub Strategic
direction for customer insights &
market intelligence to MPM
Task 2: Having teams gather
Actuals & Targets data to create
their portion of the report
Task 3: Create communication
report
Task 4: Supplying the category
outlook to the MPM (product,
seed treatment) (Past work -
sales, production, pricing, market
funding)
Task 3: Create communication
report
Task 2: Having teams gather
Actuals & Targets data to create
their portion of the report
Task 4: Supplying the customer
outlook to the MPM (Customer
related work - customer insights,
market intelligence)
Task 2: Interpret the findings
Task 3: Suggest change and a
strategy for Hub Strategic
direction for customer insights
& market intelligence to MPM
Receive ideas approved to the plan
Task 1: Once
approved, add the
ideas to the correct
plan based on
overall value to the
business
Task 1: Once
approved, add the
ideas to the correct
plan based on
overall value to the
business
Receive ideas approved to the plan
Create GTM Strategy
Task 1: Review
retrospective
information
Task 2: Assess
market and industry
trends for the
following 5-10 years
or the HUB
businesses and
geographies
Task 3: Review cost to
serve information of
current RTMs as well
as new alternative
RTMs in a 10 year
span per business and
geography
Task 4: Review
customer insights
and brainstorm on
customers future
needs for business
and geography
Task 5: Propose
adjustments to the
GTM strategies
Task 6: Determine
new GTM strategy:
changes and
adjustments to
current GTM model
by business and
geography
Task 1: partnering with
finance to run scenarios on
volume vs price by crop
Consolidating LRP for Category
Task 1: Pull in the
assumptions from the Hub
Business Plan and then the
tactical plans. and
coordinate with the plan
owners
Task 2: Build into the
LRP the cost and return
aspects of the tactical
plans
Task 3: Assess if there are
gaps between the LRP and
LRP direction given by the
MPM
Task 4: Identify
opportunities and
scenarios to address the
gaps
task 5: Connect with
tactical plan owners to
determine recommended
tactical plan changes
Creating the Volume Scenario
Task 1: Receives an update
of the Hub biz plan and the
LRP directions
Reviews HUB Plan
Reviews HUB Plan
Reviews HUB Plan
Future Opportunity
Current Capabilities
Activity SE
Activity CS
Activity RPO
Tasks
MPM Touchpoint
Consolidating LRP for Category
Understand / Awareness of the Approved LRP
Understand / Awareness of the Approved LRP
Task 1: taking the approved
category LRP to the category
strategy team
Preparing and Approving Operational Plans
Creating Operational Plans
Task 1: Approves supply
allocation, price setting
and discretionary market
funding allocation by
category
Make Changes
Task 1: Collaborate
w/ MPM to make
changes to the
plan.
Make Changes
Task 1: Collaborate
w/ MPM to make
changes to the
plan.
Create 2 Year Tactical Plan
Task 1: Developing the
Tactical Plans for their
category
Create 2 Year Tactical Plan
Create 2 Year Tactical Plan
Task 6: Confirm
recommended scenarios
with MPM
Task 2: ALign with CS
and SE
Consolidated LRP for Category
Task 1: Provide
assumptions to the RPO
from their tactical plans
Task 2: Provide the
resourcing and return
numbers for the tactical
plan
Task 3: Collaborate with
RPO to create scenarios
to address gaps
Task 4: Make changes
as necessary
Creating Operational Plans
Task 1: Recommend
Training Plans
Create Account Plan
Task 2: Recommend
capabilities Plan
Task 2: Recommend
distribution development
Plan
Task 2: Inform MPM
Task 1: Assess
previous account
planning cycle
Task 2: Plan service
level and touch points by
account
Task 3: Create Plan is
collaboration with CS
Task 4: Approve plan
with COL
Task 5: Propose plan /
targets to MPM
MPM LEAD
MOMENT OF TRUTH
HUB FORUM
RPO LEAD
CS LEAD
SE LEAD
MOMENT OF TRUTH
CONSOLIDATE HUB
BUSINESS PLAN
MOMENT OF TRUTH
INTEGRATED BUSINESS PLANNING
FORUM
MOMENT OF TRUTH
ADD REVISIONS FROM HUB
BUSINESS PLAN APPROVAL & ADD
LRP DIRECTION
MOMENT OF TRUTH
REVIEW YEAR 1 & 2 PLANS
Initial Business Planning Hypothesis
WE BELIEVE THAT …
[Doing this]
[For these people]
WILL RESULT IN …
[the outcome]
WE WILL KNOW WE HAVE SUCCEEDED WHEN...
[this feedback and metric]
COETOUCHPOINTS&INSIGHTS
AreasinMPMBusinessPlanningEcosystemwhereKeyTasksIntersectwithotherCOE
Leads;insightsandopportunitiesaredescribedinHumanThemes
AreasinMPMBusinessPlanningEcosystem
Project Goals
TASKS
● List them
● List
● List
● List
● List
H2H
H2P
H2T
H2T
H2T
H2T
H2T
H2P
H2P
RPO LEAD
CS LEAD
SE LEAD
MOMENT OF TRUTH
PROPOSE OPERATIONAL
TARGETS
“Identify success, and failures and causes of last year's
Hub Business Planning cycle driving the expected growth.”
Insight
Possible decision to support
interface
The outcomes should show up in the
Consolidated Hub Business Plan.
Possible need for a screen level
deep dive: Who, What, When,
Where, Why, & How
Possible need for trigger that causes a
strategic review.
Sponsoring the Development of
the Category and Brand
Strategies
Task 1: Provide critical input
Task 2: Provide a review ahead of it
going to IBP
Task 3: Responsible for sponsoring
at IBP
The outcomes from the annual
Retrospective on Business Plan
should show up in the
Consolidated Hub Business Plan.
There is also a need for
collaborative functionality and a
critical barrier. The MPM cannot
move forward until he/she is able
to tell the story.
Create Category Strategy
Task 1: Create the
portfolio, pricing
and market funding
strategies; and
category/business
strategy
Task 1: Retrieve
Retrospective
information.
H2T
Create Brand Strategy
Task 1: Create the
strategic marketing
plan
Task 1: Retrieve
Retrospective
information. H2T
Create Customer Strategy
Task 1: Market
segmentation
assessment and
multi-brand
positioning
Functionality needed that would
allow a new learning to show up
automatically and be able to
compare to Retrospective.
Also a critical alignment moment.
MOMENT OF TRUTH
PROVIDE THE FINAL
HUB BUSINESS PLAN
Approval. Getting direction to go
into the LRP
Functionality needed that would
highlight the changes made to
the Hub Business Plan.
Task 2: Make the changes
to their Category Strategy
according to revisions
recommended by the MPM
Task 1: Receives an update
of the Hub biz plan and the
LRP directions
Task 2: Make the changes
to their Brand and Customer
Strategy according to
revisions recommended by
the MPM
Task 1: Receives an update
of the Hub biz plan and the
LRP directions
Task 2: Make the changes
to their Go To Market
Strategy according to
revisions recommended by
the MPM
Finance partners with MPM: Finance
confirms globally defined assumptions from
the Hub Business Plan to the MPM
“Does the plan make sense with the strategy?”
Task 3: Submit plans to
category strategy team?
Task 4: Provide to MPM
for feedback.
Task 5: Make changes
based on MPM inputs
Task 1: Developing the
Tactical Plans for their
brand
Task 2: ALign with RPO
and SE
Task 3: Submit plans to
category strategy team?
Task 4: Provide to MPM
for feedback.
Task 5: Make changes
based on MPM inputs
Task 1: Developing the
Tactical Plans for their
Go To Market Strategy
Task 2: ALign with CS
and RPO
Task 3: Submit plans to
category strategy team?
Task 4: Provide to MPM
for feedback.
Task 5: Make changes
based on MPM inputs
Functionality needed that would
allow a smooth and seamless
process for the gathering of
support data.
Additional considerations will be
needed regarding permission
control / access to systems that
allow the transfer of this data.
Task 7: communicate
changes to plan owners
Task 1: Provide
assumptions to the RPO
from their tactical plans
Task 2: Provide the
resourcing and return
numbers for the tactical
plan
Task 3: Collaborate with
RPO to create scenarios
to address gaps
Task 4: Make changes
as necessary
Functionality consideration that
would allow an intuitive, or
partially automated process for
ranking programs., e.g. an
algorithmic function such as a
Strategy Index that could rank
the programs by any number of
selected criteria so as to lessen
the burden of time performing
manual calculations.
This is also a point where the
MPM will remind the team of the
Hub Strategic Plan. Functionality
may want to be considered that
would allow for triggers,
collaboration, commenting, etc
relative to the reviews that need to
take place.
Global Commercial Team Approval
MOMENT OF TRUTH
Recommend P&L for the
Year 1+2 to the Hub Lead
This is a major decision point and a
critical dependency - the MPM has to
recommend the final financial
numbers for the next 2 years to the
hub lead, but is dependent upon
collaboration with other key
personas and dependent upon
finance partnering with cash flow to
enable the MPM’s decisions that
need to be made.
Collaborate on P&L
Collaborate on P&L
Collaborate on P&L
Task 1: Collaborate with
MPM on anticipated
questions
Task 1: Collaborate with
MPM on anticipated
questions
Task 1: Collaborate with
MPM on anticipated
questions
Finance will partner with cash flow
This is a major decision point - the
final recommendation for volume to
be used in the LRP.
Task 1: collaborate with
RPO on volume analysis by
crop - bringing the brand
and customer perspective
Collaborate with RPO on Volume Scenario
Collaborate with RPO on Volume Scenario
Task 1: collaborate with
RPO on volume analysis by
crop - bringing the Go To
Market Perspective
Considerations will be needed
regarding transparency / permission
control / access of systems that
allow the transfer of the data to and
from supporting parties.
Task 1: Receiving the
approved LRP
Understand / Awareness of the Approved LRP
Task 1: Receiving the
approved LRP
Task 1 Recommend how
to allocate the
discretionary market
funding and programs
for the brands
Price Setting
Task 1: RPO sets prices to
meet operational targets
Pricing Recommendations
Task 1: gives perspective to
the RPO on the brand pricing
Finance: analysis and background work - impact
on the price to the P&L
Consolidate Operational Plan
Task 1: Consolidate
components of the
operational plan and
make the
recommendation for the
MPM to approve
Task 1: Review the full plan
to ensure it reflects the
right brand experience
Collaborate on Defining Operational Targets
Task 1: Partner with
finance to build numbers
for the opportunities
Task 2: Recommend to
MPM category
operational targets
Collaborate on Defining Operational Targets
Task 1: Collaborate with
RPO to build numbers for
the brand opportunities
Task 2: Collaborate on
defining the brands
operational targets
Collaborate on Defining Operational Targets
Task 1: Collaborate with
RPO to build numbers for
the Go To Market
opportunities
Task 2: Collaborate on
defining the Go To
Market operational
targets
Partner with Finance - Finance is an enabler
66. Product
Reputation
PRODUCT EXPOSURE DECISION TO BUY PURCHASE & ONBOARDING SERVICE EXPERIENCE RETENTION & COMPLIANCE
“The science is strong”
5
4
3
2
1
1
2
3
4
5
PATIENT
DOCTOR
“My doctor recommended it… and the
online reviews look good.”
FRICTION
HIGH
LOW
LOW
HIGH
Awareness
Marketing
Service
Reputation
“My patients want data, not just my
opinion.”
“I’ve read bad things about zinc. What
options do I have?”
“I want to do what’s right for my
patients… as long as I don’t lose money.”
“I wanted to buy what the doctor
recommended, but it was expensive,
and he said I could still get results over
the counter, so I’ll give those a try.”
“This monthly ordering cycle is a hassle.”
“Ordering online is much more
convenient, but I don’t like being
charged shipping.
“Why am I still paying this lease? This
pisses me off.”
“Seeing improvement in my eye health
motivates me, but I don’t want to keep
paying for the test.”
Awareness
Product
Reputation
Service
Reputation
Being “sold”
Patients are largely
unaware of
EyePromise
Doctors are much
more aware of the
product
...but would like
greater patient
awareness
Positive reviews
available to see
Otherwise minimal
brand trust
established
Positive reputation
for quality
Carrying
supplement
Device space: not
significant
Supplement space:
marginally
significant
Supplement
Options
Supplement
Options
Doctors with greater
sales success tend
to focus on 1-2
supplements
Most doctors are
unaware of new
options
Knows to order
EyePromise, but not
which one
Negatives are being
spread peer-to-peer
...and through
professional
organizations
Capabilities impacted
Open opportunities
ZEAVISION
Running
Test
Test is a minimal
part of doctor
revenue from
EyePromise
Largely unconcerned
about test time
Time to explain test
is important
Running
Test
Patients hesitate to
pay for a test
Variable results
prevent retesting
FRICTION
Thought
Leadership
Thought
Leadership
Desire to have
information to
respond to studies
and information
patients have found
Desire to be able to
talk to patients
better about the
need for
supplements
Being “sold”
Discomfort
Selling
Trial
options for
doctors
“Ease in”
case
commitment
Contract
Rewards
Even doctors highly
successful selling
the product expect
to pay down the
lease eventually
If doctors are
unsuccessful it
leads to strong
brand detractors
Expense
Underserved
Doctors
Lack of sales rep
support in certain
regions
When desiring to
return the device,
EyePromise “goes
dark”
Patient wants
information, not to
be “sold.” They need
to believe in the
value, and the
science is there
Doctors don’t want
to be “sold” either.
They want to find
partners who will
help them find value
for patients and their
practice
Monthly
Ordering
Unsuccessful
doctors feel forced
to order cases they
don’t need
Successful doctors
will intentionally wait
until the next month
rather than order
earlier and lose
credit against the
lease cost
End of month hassle
is negative for all
Opportunity to
become a
thought leader
Partner, not
pester
No indication of
negative service
reputation
Ability to easily sell
enough cases to not
pay lease isn’t
trusted
Doctors may shy
away because of
need to sell
Lack of visual aid
use (41% use no
visual aids, 43% only
use the macular
pigment screening
as an aid)
Training
Turnover &
Retraining
Lab space
for device
Device space: not
significant
Case
commitment
Doctors are often
doubtful about the
ability to easily sell 4
cases per month
Desire to have easier
entry options
Ability to
measure
Ability to
Measure
Ability to measure is
a sales point for
patients
and& doctors alike
Website is
hard to use
Hard to find product
information
Hard to order
High percentage of
“somewhat
valuable” and below
when asked “how
valuable is the
information on the
website”
43% “ok” and below
on ease of checkout
Website is
hard to use
Doctors generally
don’t use and are
unconcerned with
the EyePromise
website
Opportunity to
make website
more useful for
doctors
Turnover may create
drop-off if not
re-trained well
Doctors view that as
being their issue
Improve
retraining
options (digital,
etc.)
Training viewed
positively
Help sell more,
rather than
cross-sell
Subscription
Service
Subscription
services aren’t
promoted due to
perceived lack of
equal return to
doctors
Subscription
Service
Patients often
choose over the
counter options or
purchase at the
physician office over
online subscriptions
Machine
Updates
Of little concern
Need for data to
make decisions for
themselves on
EyePromise’s
relative value
Expense
EyePromise is not a
huge source of
revenue, which is
generally fine
Doctors who feel like
they are losing
money through the
deal become very
discontented
Other options do
work (diet change,
over the counter,
etc.) Patients need
to weigh which one
is the right value
Doctors will provide
options, unlike
prescriptions
Doctors don’t feel
rewarded for loyalty
Rewards are more of
a hassle than a
benefit for loyalty
Rewards
Patients don’t have
the expectation of
rewards, but may
help with
compliance
Advocacy
Too many detractors
in the market at
present for
advocacy to really
make an impact
Advocacy
Patients aren’t
aware enough of
EyePromise to
leverage advocacy
Print mail
campaign
Television
marketing
Marketing
Reframe
business
value in
marketing
Reframe
patient value
(science)
marketing
Marketing Marketing
React
in-market to
negative
experiences
React
in-market to
competitor
attacks
Clarify value
prop for
patients
Make patient
adoption
easier (free
bottle, etc)
Sales Sales
Reduce
product
options
Target
marketing for
niche
products
Business
Marketing
Promote
new
products
Clarify value
of each
product
IT
Opportunity to
make website
more usable
for patients
Sales
Clarify the
perceived
value of online
shopping /
subscription
Offer retraining
when sales
dips
Sales
Eliminate /
embed
shipping costs
(for patient)
Offer ability to
purchase full
year
Sales
Revise the
ordering model
(end of month)
Sales
Marketing
Get ahead of
the message
by responding
to / creating
studies
Provide talking
points
proactively to
doctors
Education for
consistency of
measurement
(e.g. if this
then do that)
Provide talking
points to
hasten
explanation
time
Sales
Consider
recommending
that the test be
given for free
Business
End never
ending lease
Create
transparency
of lease
structure
Restaff sales
team
Sales
Restructure &
redefine roles
needed & add
as appropriate
Provide
comprehensive
support to
struggling
doctors
Sales
Offer patients
incentives for
compliance
Business
Simplify the
rewards
program for
doctors, and
make it more
about loyalty
Opportunity
analysis
Business
Assess the
relationship
between regional
economic
status, test
pricing, and
product sales
Routine
Change in daily
routine is the
greatest negative
impact on
compliance
Erroneous
Purchases
Customers have the
strong belief that
they are purchasing
the right
supplements, but
often times are not