@Dave Seaton Great question!
I've worked with four large and midsize B2B SaaS and tech clients in service and support and facilitated workshops to create CJMs several times, so this one's near and dear to my heart! To your questions:
Is your Customer Service and Support team using CJMs to bring customer insight into strategy decisions about processes, channels, and technology for support?
If so, who champions the creation and maintenance of the maps? Does Support own their own maps, or do you partner with Marketing or Commercial?
I hope that helps!
We use Miro extensively with Zoom breakout rooms to create collaborative learning experiences around users applying their new knowledge to solve a sample problem. We put a facilitator in each breakout room to keep the group on track. Miro is very well designed, with the ability to present slides directly from within the tool, create instructions for activities, manage user voting, etc.
LucidChart has recently introduced a tool called Lucidspark that seems to be a Miro clone, but I haven't tried it.
From our perspective, we take a multi-layer approach to feedback. First, there is the people aspect, which is covered in weekly/bi-weekly 1 on 1s. These are used for the employee and manager to connect on whatever topic they believe is important to discuss at that particular time. Then, we have the operational/performance objectives that are set every quarter and reviewed on a monthly basis during monthly team meetings, quality reviews and 1 on 1s. We do have a bi-yearly performance review process where every 6 months, we review the employee's overall performance and areas of improvement. This serves as a check point to ensure we recap the last 6 months and set expectations for the next 6. We also review their individual development plans to see their development and track career progression.
We believe that feedback needs to be given on a consistent basis on all aspects related to the work our team members are doing day-in day-out. I hope this helps.
Focusing on vendor-defined offers, for which my organization aligns with, I am in agreement with all thoughts presented by Jack. I believe many of the "what-if" scenarios are covered. Persona's, disciplines, etc. are discussed.
What I will add is that the Renewals business model must align with your Customer Journey Model. For example, and in 2020, Sales Account Exec's were removed from renewal process, especially for Mid and upper-tier Tech Touch customers. Increased ownership placed on Renewals rep and CSM. More accountability for the latter.
Bottom-line: CSM increased responsibility to ensure a seamless renewal, while "listening" for increased financial opportunities. This adjustment required editing our customer journey model. As Phil so perfectly states, "Put the right resource, at the right point in your customer journey, that delivers the best experience but in the most cost effective manner."
Important note - Unless a significant Upsell opportunity, even High Touch renewals are owned by Renewals Rep and CSM. But of course, migrations. cross-sells, significant requests for subscription discounts, etc. will have the account exec. involved.
Some thoughts - Digital (e-commerce) processes are dominant for Tech Touch customer renewals.
Don't be shy, just open that can of worms 😊! Here's a recent research report on that topic by @Jack Johnson
In addition to Jack, I think it would be interesting to bring in some expertise from varying roles and perspectives on this topic:
Many of the people at our company come from design thinking and service design backgrounds (we also manage the design thinking group on LinkedIn, which has more than 150,000 members). Thus, using journey maps is natural for us. One of our board members is also engaged in this and we use CJMs in our quarterly board meetings.
In our case, the customer success team and the offer development team are jointly responsible for developing, researching, and maintain the CJMs and making sure we have data for each touchpoint.
We have enhanced our CJMs in two ways.
Steven - this is a very hot topic today. In addition to the blog post in Scott's post, we have two sessions dedicated to it at TSIA Interact.
The first one is the Support Services Business Model on Tuesday, 10/20/20 from 10:00 am - 10:45 am PDT https://www.tsia.com/support-services-conference. While improving operational performance is a fundamental objective in support, the charter and business model heavily influence support financial models. This session will outline the key elements we believe are essential for a properly defined SS strategy and provides the wireframing for you to document your SS Business Model.
The second one is Business Challenge Accelerator Session on Wednesday 10/21/20 from 10:00 am to 12:00 pm PDT "Is your plan part of THE plan? Aligning and executing service strategy"https://www.tsia.com/field-services-conference . Although that session is fully subscribed at this point, I did record a 20 minute introductory video on our recommended method to develop, align, and execute your strategic plan that will be available to all attendees. Here is a overview of the general process:
@Thomas Lah One thing that I'm particularly fond of is our cleverbridge B2B Round Table that we organized for renewals, ecommerce, and digital transformation execs. It's been a valuable ongoing forum for peer-to-peer sharing and community. We've conducted these over BlueJeans video conferencing. These have typically been 1.5 hour meetings with lots of interactivity. We're now looking to offer a more festive social mixer in a virtual setting periodically until we can convene in person.
This is a big issue, especially when it comes to German work councils.
I also suspect that many things we think of as privacy issues are actually data ownership issues. Digital data is not like a physical object, it can be owned by more than one person and there are many types of ownership, it is a bundle of rights. I find that people are more willing to share data when they have an ownership stake in that data and some control over how it will be used.
We have had to configure systems differently for different regions, and we often have to locate servers and host data in specific jurisdictions. We keep EU data in the EU (Germany actually), Canadian data in Canada for our government customers, and most of our data in the US. I suspect we will have data servers in Japan, India and somewhere in Latin America in the future.
You need to design this into the system from the beginning, so that different privacy and even ownership configurations are possible.
Asking questions about this is important when choosing vendors.
24x7 is expected in anything beyond standard. The key differentiators are around:
SLAs: initial reaction time --> these are becoming quite standard, and the most premium offerings are striving to get the shortest possible reaction times for P1s, e.g. 15 minutes is turning into a new trend.
But in my opinion, the best advantages come from the ones below:
Additional services: assigning a TAM, providing context sensitive support staff (staff that are familiar with the environment of the customer), named support expert on demand, additional support services during special events (Black Friday, Weekend Upgrades, special sales weekends)
And even beyond:
Micro on demand services: performance optimization, go-live checks, migration checks, etc.
I hope this helps,