 I am a coffee maker. I am a coffee drinker. They have taken a completely different level. It's not about my cup of coffee. Whether it is creating your own beverages through a mobile device. They are awesome royalty management experience. Things like gift to coffee. Does anybody know what that gift to coffee thing is? Every time you have a cup of coffee, you can actually donate something so that some homeless person or some poor person can get a free coffee on your behalf. So all these things, they have woven this entire story around a cup of coffee to make that coffee drinking memorable and we don't mind spending a small fortune on it. When we talk about magical experiences, can Disneyland be far behind? So, where is the magic of Disneyland? In the rides, yes, no. In the rides, yes, but think about it. Thousands of people are going on these roller coasters. You think nobody throws up. But I have not heard anybody complain about dirt in Disneyland. So clockwork like decision to manage the entire experience and make sure that when you come out, you're coming out with a very nice memory. So they have things like, you know, helping you look at where you've parked the car. The parking lots are like huge, right? So they don't want you to come out with this memory that sucks. I couldn't find my car, you know, at the end of a fabulous day. Or they have something like these memory maker RFID things that they're going to introduce for kids in the bands. So that when, you know, the kids pass by their favorite characters, they can actually call them up by names. How cool is that? My favorite. How many queer fans here? A few. I guess there was competition. So when I came for this trip, this was sponsored by my office and obviously they didn't go through clear trips. So every moment I was really missing those small, small things like, you know, sending me the notifications in advance, the week before on my mobile, sending me those digitized boarding passes on my mobile. I have to actually run for the paperwork and I'm not used to it anymore. Thanks to Clare Professor, he's called me. Kindle. I never thought I would become an e-reader convert. But with the Kindle now, it's so ergonomic, it's so light. It's just like, you know, reading a book is even better. Actually, this trip, after a very long time, I picked up a paper book from my office today. I'm reading Freakonomics. Who this phone is so tiny? Design awesome online experiences, right? But when the online experience doesn't compare with its offline counterpart, you have a gap. When you're using something online, you expect all the services around it to be awesome. When I'm using an awesome clear trip, I expect the moment I call their customer service desk, they should not take me through that huge idea-less, right? Because you're all about simplicity. We need to ensure that the experiences that we are designing so perfectly in the online world need to reflect on the offline world as well in relation to craft the UI, that's user experience. How many people in this room consider themselves as usability designers who don't do user experience? Anybody? User experience designers. The classic analogy is when you design a toy, you design for who? The user, who's the kid? And the buyer, who's the parent? So for the kid you design the features, the functionalities, the squeaky voices, yeah? For the parent, you design the affordability, the form factor, no sharp edges, non-toxicity. So you're actually catering to both, right? So how I can find other cells only to think from a user perspective? Why not broaden our sphere of products? I'm going to talk about customer experience like cycle in context of products. So I'll actually take a look at the customer experience edge before I find the rest of it. So typically, when you're talking about a customer's lifecycle with respect to a product, we are talking about identifying, I have a problem, I need to identify a solution. So I'll go to search engine, I'll go to blog. I'll try to figure out what are the tools for the utilities that can suffice my need. Then I will look at what are the different options. So I will evaluate, you know, the standards, environment, the literature. Then I will decide what I want to buy and actually go through the whole buying process. So the procurement, the licensing, the contract. Then if the deploy part, this is typically for software products where you will have your installation, have your initial billing. Then you have users with the standard tasks. I'm the proper student. All of this, your experience is to evaluate, procure, deploy. So at the moment I identify a new address for a product to actually evaluating what are my options. I go through hundreds and thousands of interactions, right? I make all the different blogs, I make talk, re-spread, I may look for things on the website. So each of these are part touch points. And it's the series of touch points that actually makes your whole customer experience journey. With me so far, everybody, here's an example of eregis.com. Let's say a virtual online company which sells vegetables. So I have a personal Sonya. She's happy with the broad choice. She thinks it's expensive as compared to the local vendor, but it's okay. It's not my comfort of her house, so she doesn't mind. So she goes ahead and orders online. After she orders, she realizes the cash and delivery option is not there. Now cash and delivery is something that most of the Indian sites are offering. So she assumes it's there and she's really annoyed. For some reason she doesn't want to use a credit card to buy vegetables. Vegetables are actually delivered into work. She has the next question, but the next time can I order food? Consider this as an example of a customer experience. Now, you guys tell me, okay, obvious happiness here and some points of obvious frustration, right? Obvious happiness is, you know, you're here where she is like being there, where she's like really happy. If I want to make up, do I want her to have this expression to work? How many yes? The other maybe? Interaction. Across your customer experience like cycle to be awesome is not sustainable. You will peak up very soon, okay? Or you will be investing so much money into it that you will run out. Speed point value and maximum differentiation for you as a company. And the competitor is not doing it. For example, let's say an airliner delays and then it just gives you free visa. How awesome is that? And that is going to stay with the promise for a very, very long time. This work because whether you like it or not, this is something that you will use as an entire design process. Now, end cap classic comes. My product may be very good for a user to use, but for them to onboard, you know, get it installed. It's a headache. So, as user experience designers maybe not concern ourselves with that, but as customer experience designers it does become our product. Then you have experience designers. So, there are various ways that you do experience journey maps. I think we saw a few of them in the workshops. Then there are ethnologies like root cause analysis, five lives to identify, you know, where the pain points are there. Defining what you want to be your momentum growth. You use all that as a basis for advice. Then you prototype your cares, you monitor. Let's talk about a little bit in detail. When you talk about safe strategy. It's about taking a tagline seriously. How many of you have companies which have taglines? Mine does. Experience certainty. Eat fresh. You know who this is? The world in time. 8 to 10. It's everywhere you want to be. The stuff showing me the failure. Expect more, pay less. Very good. If this is somewhere tagline and I walk into somewhere and I see vinted led users. It's a situation. Every time I'm designing weather, UX or CX. Again and again. But clear term is dedicated to making travel simple. And they have not let that simplicity in terms of the UI. No promotion. No flashy pop-ups. The first thing you do is you see that huge, you know, the booking panel and you just go there, do your thing and leave. Right? No gimmicks to engage you and make you stay there for like two hours. Comprehensive. Reliable. And precise, concise words. Detailed out what making travel simple means to them. So much so that today I think about 40% of clear-trips traffic is true. The next phase is just safe design. The studies, surveys, contextual enquiries. Who else in ours to do it better? Only thing is, we need to know to start applying them beyond usability. Example of experience design that we also do at my organization, this is a section in one. So when we talk about experience design, what do we do? What do we need? Right? So let's take a case study of Anita, who works in a software company ABC, pretty much like mine, where every time you need a new software, you have to raise a CR or you want to take it, which is why many people don't want to upgrade. So this is a CS journey map which shows Anita's journey. I have a line which is put behind the scenes. So there are certain things that we, remember we are looking at it from Anita's perspective, right? So there are things behind the scenes that she doesn't know, but they are still happening. And clean to document that when you pay lots to the company in romance. So the artifact here, or this color, golden-ish brown, is the artifact that she's implicated in. She finds links to the log ticket, logs the ticket, the CS consultation, the application she can factor into the beginning application. Behind the scenes, what is happening, the request is going into the infrastructure pool. It's allocated to a person called Ashok. So I'm going to give this question to Ashok. She's later, who just cannot update. Ashok is busy with his work. She escalates to the infrastructure manager. Media is female, old. It is then manually assigned to Manu as a priority request because it's gone, escalated, so you don't fix it in two hours. Installation is completed and the ticket is closed. Now if we look at this journey map, there are three states here. At some cost, she's going to be happy, slightly burdened and downright unhappy. So what we do as the next step is, they stick these dots. So if you're doing it physically in a postage, you can use a different manner of building these or something. Thoughts on where you think the term actually detail down to where the problem is. So the problem is no updates and escalates to instrumentation. Now think about what you can do differently. So camera system itself find out that the SLE supports us three hours or four hours. So after that, it automatically assigns the request to somebody else so that this entire date couldn't be avoided. At the same time tickets four hours are already lost, you can go to Anita saying that look for some reason we are delayed. She is upset not only because the problem has not been fixed but big question not being communicated. Until she, you know, escalates the matter, she doesn't get any communication. So fine, don't fix the problem of how you do experience the time. There are of course various other techniques. Idea is, you have the communication through monitoring. So how do you monitor whether the solutions that you have defined as part of your customer experience, whether it is an observation metric, perception metric and outcome metric, these are pretty much industry standards. What do you mean by observation metric is what is actually captured through your analytics or your CRM tools, right? Time spent on a ph, average quanta and ticket phrase. Perception metric, how customers perceive your product or services. So yesterday those who attended, I think Sarah's workshop would have talked about net promoters for those of you and if you are a source source where you basically ask people to rate your product or your service on a scale of 0 to 10. How likely are you to recommend this product or service to friend or colleague depending on the score and average and that is considered to be how likely people are overall likely to recommend your product. So a high NPS means that your product is doing good. Then there is the outcome metric. Outcome metric is what you actually see as a tangible result. So what will give you your rate? Has your monet share increased or not? Has a number of footfalls to your website increased or not? I think we would typically calculate over a period of time. This is an example of a customer experience assessment that we didn't use yet. So my group which is actually the product experience COE has four different streams. User experience, customer experience, information visualization and product health and support, product documentation. UX and CX both of them are here. And under the site's initiators we did this particular exercise where we have a suite of products by master crafts. It's basically productive productivity accelerators like you know HV quality center kind of product similar. So we went and spoke to the people who use these products as well as the customers as well as you know business relationship managers and product resellers who we thought represent the users. So if you're not getting adequate users of the products we did we kept the binding separate. So you see the three colored parts the blue are issues cited by customer greens by the eyes you connect for the young kind of people and the maroons are those cited by the product resellers guys you know people within the product teams who typically do demos and stuff like that. We evaluated the quality of experience through one-on-one telephone and face-to-face recovery evaluated by access user support all those product touch points that we saw earlier. Interesting things that we saw here was if you look at this right user support quite a few customer issues are cited here but when we ask the BRM guys and the product resellers do you think customers are having any issues here not a single one because typically for them what happens is they probably not bother about what are the other issues that customers are facing but whereas for them maximum issues are a discovery evaluated you know I think customers have a genuine problem finding my product customers are saying no no when we want it we know who to ask but these guys they need to sell and they feel that sales is not happening enough because awareness is not enough they assumed be very careful and their findings can be very revealing we are kind of towards the end now you know the great customer experiences I'm sure we'll have our memories of great customer experiences what we need to understand is that they are not incidental they have to be decided okay you may luckily take all our Vodafood and meet a very helpful guy next time you meet like this really stupid person that is when you are playing in favor it's not a design experience design experience means consistency and you cannot build that kind of experience unless you have a serious discipline of practice and the organization you know this is exactly what maybe other seniors were talking about 10 years back or 15 years back when we spoke about UX now the same challenges we are facing for CX because everybody knows I want to give awesome customer so I think we as designers are in this really unique position to actually spearhead these combinations in our organizations we are back to the coffee again I hope you guys don't need coffee again you can see some blousy heads so creating a culture of customer experience one cup at a time what do you mean by customer experience culture has anybody heard of something called as the green starbucks employee receives the day we join the organization it's a small book which is designed to fit into the apron okay and that who our customers are what we need to do to handle them basic things like be welcoming greet your customers when they enter call customer by name get to know their likes and dislikes over the years time which is why consistently across so many starbucks from china to the US to create a consistent customer experience it's not because they hire the exact same people it's because they have a process in place to actually invite this experience down to the you know the smallest person in the company I'm going to leave you with these thoughts to order about as designers we already have the tools and the tools to design great customer experience the only thing is we need to push ourselves out of our comfort zone we've been thinking UX look beyond that look beyond what your services and products are doing when the user is interacting with them because all the other things are equally important a great UI with a pathetic support is not going to bring a lot of accolades the first step is you identify people in your organization who will champion this for you and believe me once you start asking this is just a start and only you can invite this build it as a structured practice in your organization so next time when we meet I really hope to hear a lot of more shared stories about customer experience with all of you and with that to be your app or the best website not necessarily so I may be a CIO and I am buying some software for my company I'm never going to use that software myself but at last end users are the users right? customers is only like promoting the software so we are saying the word customer now implies users plus values but one thing I want to tell you is like we produce like we even want software like these superior managers approve that at last to the end user they told it is frustrated and it's not able to use or something like that they are scolding then it is a problem right? so the touch points for the two are different right? for your end users the touch point is used which needs to be good for them for the person who is making the buy decision like that manager the touch point is the contract negotiation the license saying you know the evaluation that needs to be smooth but ultimately you have to design a life cycle designers you only take the users into consideration now what I am saying is you brought them in and you also consider these people what are their pain points when they interact pain point to be sales for example so it is really necessary to take the consideration of customers it depends on what is the kind of brand you want to build if you want your product to have an overall recoil value no matter who interacts with it and how they have to come back thinking it's awesome you can switch back then you can limit there is one observation here Prachi okay we will take one more question so I say two hands you guys choose okay both of us will ask the questions I will ask first in case it is not a question just an observation say user experience we are in full control with the users we are talking about users and all those things and we talk about customer experience things are not in our control like you are talking about sales offices or you are talking about it is something you know much more larger it may be a showroom where you know you don't have any control over it so you are basically trying to position yourself so that you are part of the customer experience strategy but you don't have a say in that that is what I said you need to push yourself out of the comfort zone so for services I know it may apply but when you are designing a product you really have a lot of attachments I myself am a user experience designer but I have been doing customer experience for the last two years and believe me people are more than happy to talk when they come from so I hope it answers when we connect outside yeah can we take one last one of yours yes can you just ask the person I will come over and answer it okay it is a general question basically you talk about the culture and the practices of Starbucks they have been from such a big firm from TCS and Tata have other firms like Tata and Alexa from and Starbucks yes and each having their own design teams and design departments so how do you manage these things we don't we don't but I know one small module can learn from another module they can so when I become the CXO I will back for another so