Journeys
Mapping is one of my favorite things, from cx journeys, to campaign flows, or internal processes, is the best way to visualize pain points and, therefore, changes needed to add value.
UX Strategy case: designing the marketing strategy.
Our client: a supplier in the construction vertical.
Their product: an alternative constructive system in a cinderblock predominant market.
The problem: market growth was stagnated for the company. Sales efforts were unfocused and couldn't get traction.
What we did
In order to effectively resolve the problem, we (and the business itself) needed to understand the complex process, the personas involved, their motivations, and influence, in a major process itself: a building project.
How we did it
We did an in depth analysis of the historical sales records and client's database to get the most relevant kpi's , and classify our database.
Then we did internal stakeholders focus groups/mapping sessions, and in depth interviews with current customers and non-converted leads.
We complemented that with the available data from the website and social media current channels.
Results
We discovered ecosystem of 3 buyer personas, in which the decision maker role could fall in any of the 3 personas in a given purchase, making the other 2 roles stakeholders/influencers in that particular journey.
At the same time, we also developed a Customer Journey for each persona, paralleling each step with a stage of the marketing funnel, and mapping both, missed and successful current touchpoints of the company with the persona throughout.
The upper part corresponds to customer's complete building journey.
In the middle we have mapped the current touchpoints and the missed opportunities of the company to insert itself in the journey.
At the bottom, we have also correlated and divided the journey into the stages of the marketing funnel, specifying what we currently do well (current marketing or cx actions), and what we are losing or could be doing in those missed opportunities/absent touchpoints
Value
The mapped journeys were easily translated into marketing strategies.
The client had multiple choices to implement (agile framework), which were prioritized, and combined according to business needs and objectives:
Among some resulting strategies drawn from findings:
Awareness was a big missed opportunity, which led to an increased and lengthy effort from sales since the sellers had to explain to acquired leads what the system itself was all about. A redesign of the website and an awareness campaign to drive traffic was the strategy to implement. Traffic to website went up about 400% in the first week.
PR came into play. Inserting the brand in the Architectural and Engineering most important academic faculties was a long play strategy to slowly drive a cultural change on the preferred constructive methods to implement by the new professionals, validated from the academia through professors themselves.
Lead Experience: Mapping a best lead experience for potential new students
The business: Technical education Institution with over 60 years of existence, with a very old-school outbound call lead acquistion process.
The problem: marketing digital campaigns are flooding the still phone-driven sales department with leads that are either unattended, or overwhelmed by excessive contacts, due to a lack of protocols, and proper database management.
HOW MIGHT WE...
Properly identify, follow up, and store all leads acquired by marketing, making sure their experience as a lead is perceived as useful, and respectful: valuable?
The team
Sales department heads.
Process engineers (2)
Head of IT
Marketing manager (me)
What we did
We took on a series of interdepartmental meetings in order to review the current processes, and map solutions.
Results
Thanks to the mapping of current processes, and the suggestions we came up as a team I was able to propose processes involving lead opportunities that will initiate contact with the organization:
Non-automated process, with a new structure of the sales department agents.
An automated process, in case the correct integration with the CRM was achieved.
A new segmentation and process for marketing to implement for those non-converted opportunity lead.
Value
Along with the new processes proposal, guidelines and SLA's were defined for the sales agents
The marketing department also developed appropriate and standardized marketing assets for the sales agents to use along their conversion efforts
Previous "loss" of first contacts went from 30% to 12% in the first iteration of the new.
Long-due hygenization of the current database was also started as part as the proper opportunity/lead/client classification. 80% of the contacts sit idle until then.
Marketing design: Designing the direct messaging strategy.
The client: the same technical education Institution with over 60 years of existence.
The problem: direct communications with any of the users of the business (current and former students, leads, etc) were done manually and with no guidelines whatsoever in periodicity, content or channel.
What we did
We analyzed and understood the business structure, capacity and IT structure, as well as the multiple user journeys, their needs and pain points regarding information.
Results
Based on the previous analysis I designed 4 main flows of direct messaging:
Welcome - for new students
Regular cycle - for ongoing students
Leads
Unconverted leads
Each flow detailed also:
How and when the sequence should be triggered
The subject and possible content of each message.
Whether dynamic content from the CRM should be called.
Suggested CTA's
Database segmentation
Routing of the contact towards other business processes depending on the action (or lack thereof) taken.
Value
A "turn-key" direct messaging process
Along with this mapped flows I also delivered wireframes for each message to facilitate the first UI iteration. Besides the flows themselves, the company obtained:
A content strategy.
A process integrated with the business structure. No loose ends.
Database/CRM segmentation.