A Methodology For Crafting Awesome Experiences

Anyone can put together a customer experience.

It really is not that hard to do.

You document a process, look for some imperfections to work out (if you don’t find any that adds to the cache of the experience being “well built”), create documentation as to what should happen at what time.

C’est fini.  An experience is born.

Of course, that is a bad experience.  I don’t even have to see what the final product is, I know it is bad.  I have crafted  sufficient experiences to tell you.  That – is a bad experience.

Want to do it right? Well, that takes a significant amount more.

I am going to take the crafting to good experiences, cut it into smaller portions, and give you some guidelines in seven episodes.

Here is episode one – the 100,000 foot view of crafting awesome experiences.

To craft an Awesome Experience you have to use a methodology.  A methodology will ensure that you stick to best practices, that you do the parts you don’t want to do, and that you (at the very least) use a checklist to ensure you followed all the steps.

There are four parts to my methodology:

design – crafting the experience in paper.  determining what the experience will look like when it is done
validate – bringing it to the customer for input.  if we want them to use it, it better be what they need and want.
implement – bring the documentation to real life. there is so much more than you think – pilots, tests and more
measure – you will measure with metrics and data specific to the crafted experience and nothing else.

Needless to say, I hope, is that the methodology relies on iteration.  There is no end to experience management, it is a lifelong journey with milestones along the way.

There are two more sine-qua-non elements for this methodology.

First, we need an index that stretches across the entire methodology.  Something that relies on smaller measured elements but also brings it all together into a single metric that is easy to see in a dashboard, analyze, slice-and-dice and make meaningful.

Second, all this has to happen within a framework.  You cannot do this on a stand-alone model without further integration into the rest of the organization.  And you certainly won’t do this on a silo-mode, channel-by-channel.  I won’t let you.  Too painful.  Either in a multichannel model or nothing.

So, what do you say – are you with me for the next few weeks to explore the other six posts?