Parallels Between the Buying Process and Learning Todd Kasenberg

1. Parallels Between the Buying Process and LearningTodd Kasenberg

2. Todd Kasenberg Principal, Guiding Star Communications and Consulting @Guidingstarcc http://www.linkedin.com/in/toddkasenberg www.guidingstarcc.com todd@guidingstarcc.com

3. What This Session Should Do For You Synthesize a model of the buying process Reflect on the parallels between the steps in the buying process and the “learning process” Provide an overview of customer journey mapping Explain the purpose of customer journey mapping Outline concepts and approaches for learner journey mapping Present a peak at the future

4. The Confessions Compliance Voluntary Just in time/Tactical Planned/Strategic

5. Atypical Focal Points Here! Here! Need Advocacy DesignedLearning Program

6. Here’s your situation… Surprise! You’ve inherited a heritage home!

7. The Munsters home…

8. The Kitchen

9. In examining your new domain, and beyond cleaning, what are some things here that must change? Talk to me!

10. Exercise Work with those near you: Choose one of those change items Explore how you will acquire the goods or services needed to improve upon the current state. In short –walk through the “buying process”, documenting or charting all the things you must do and think about as you move from that ugly kitchen to something more livable.

11. Let’s Learn… The Buying Process: the process through which those with an “itch” determine how to scratch it, then find, evaluate, and choose among alternative “options” (aka brands).

12. Todd’s Consensus Buying Process

13. Todd’s Synthesis – 7 Steps in the Buying Process Evaluation of Options Need Re/Search Justify / Vendor Step-backs / Objections Acquire Review / Remorse / Repeat / Recommend

14. What Does This Have to Do With Learning?

15. A learning program is more than the instruction – it is the sum of all elements from first contact with need to recommendation to others.

16. Step 1: Need Recognition of problem • “Need” Powerful emotional stage – current state not acceptable, change must occur Drive for change must exceed cost of status quo Internal stimuli vs external stimuli Do our learning programs actively cultivate need?

17. Step 2: Re/search Meander through information: ZMOT Social connection/recommendation Expert advice Media / advertising Store “help” Do our learning programs support re/search?

18. Google’s Zero Moment of Truth

19. Better Than Social Recommendation?!?

20. Step 3: Evaluate Options Needs are met many different ways… especially if vaguely expressed Problem: Water is coming through the top of my home Options… Do our learning programs support option evaluation?

21. Brains Colliding? Logical vs emotional Indecision

22. Step 4: Justify / Select Vendor When a particular option has been selected… Justify > often cost factors, relationship factors come into play Commodity vs single source vs customized/personalized Do our learning programs support approach/style selection?

23. Step 5: Step backs / objections Objections Early: Not enough motivation to change Blissfully unaware of problem / problem scope Objections Late: Cost, competitive pressure, implementation issues Do our learning programs address the step backs/objections?

24. Step 6: Acquisition Disruptions: negative feedback from other customers and the level of motivation to accept the feedback Do our learning programs address the nay-saids?

25. Step 7: Review/Remorse/Repeat/Recommend Expectation reference • in brief, customers will compare products with their previous expectations and will be either satisfied or dissatisfied. Confirmationbias Do our learning programs drive loyalty and recommendation?

26. Where Are the Fall-Downs? Need inadequate – not enough emotional pain/motivation Re/search – approach (e.g. unstructured), inadequate options, trust, time Evaluate options – inadequate basis for decision, personalization desire

27. Where Are the Fall-Downs? Select vendor – relationship factors, pricing, return on investment, commodity Step backs/objections – not enough performance, credibility or relevance Acquisition – change cost too high, nay-sayers win the day or are credible R4 – quick win experience missing, post-acquisition “care” neglected

28. Persistent Problems of Learning The learner sees no reason to participate in the learning. • Need problem… The learner has heard parts of it before, and wishes s/he could be somewhere else. • Re/search/evaluation of options problems The approach /style/format of the learning is inconsistent with the learner’s approach/style/format preferences. The learning offers too much/too little, too late. • Justification/vendor | Step backs/objection problems The learner participates, but refuses to translate to behavioural change. • Acquisition/R4 problems

29. You and Me and a Dog Makes Three… The approach /style/format of the learning is inconsistent with the learner’s approach/style/format preferences. The learning offers too much/too little, too late. Segmentation… Decision criteria or brand keys Marketing and sales concepts!!!

30. An Interesting Thought from the Massage Table

31. Customer Experience the New Rage Customer experience (CX) is the sum of all experiences a customer has with a supplier of goods and/or services, over the duration of their relationship with that supplier. This can include awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy. It can also be used to mean an individual experience over one transaction; the distinction is usually clear in context. Analysts and commentators who write about customer experience and customer relationship management have increasingly recognized the importance of managing the customer's experience -Wikipedia

32. It’s a BIG rage…

33. It`s About Me!

34. The best experiences make the technology and platforms used invisible as part of a seamless experience that provokes emotion.

35. Technology Platforms Emerging in Other Applications

37. Even Attempts to Tell Us What Media Types to Use to Match the Buying Process

38. KNOW YOUR CUSTOMER. PERSONALLY. SELL TO

39. Journey Mapping Courtesy of Bruce Temkin

40. Customer Journey Mapping: The Quest Divergences Inconsistencies Weaknesses Moments of truth Before, during and after the “acquisition” Leverage into (re)design to create WOW experiences

41. The purpose of customer journey mapping is to have the data you need to engineer or redesign to create WOW experiences. WOW Experience: Trust Loyalty

42. Approach to Journey Mapping

43. Approach to Journey Mapping

44. Using Journey Maps

45. What’s the connection to learning???

46. Needs Assessments are… So Outdated Understand the whole learner journey Brace yourself for different learner types (segmentation)? Implement learning strategies that match

47. Towards Learner Experience Mapping End to end Journey > show motion Touchpoints – visible and invisible Moments to create value, to do something Relevant channels for intervention What the learner feels… What is the end state… Moments of truth The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions. -Donald Calne

48. Interviewing Those Who Have Learned Walk the experience of having “learned” the subject Use audio, video and photographic recordings Use post-it notes Keep a log of the experience Record/address emotional state reported Learner Goals Want and don’t want Goals Subgoals Ambience Feelings – coping / happy Company Goals

49. Interviewing Those Who Will Learn Walk the experience of having “learned” a subject Ditto! Learner Goals Want and don’t want Goals Subgoals Ambience Feelings – coping / happy Company Goals

50. Learned/Learner Ethnography Ethnography is a process that combines observation and interview to find out what people really do and how they really do it. It aims to surface attitudes and emotions that underlie the doing. Anthropologic method