Customer Experience Design Training Course

Participants can plan and synthesise customer research that supports defensible design decisions.

• Research questions framed around decisions, assumptions, evidence gaps and customer segments
• Qualitative interviews planned with screener criteria, discussion guides and consent
• Contextual inquiry captures behaviours, workarounds, environment and service dependencies
• Observation notes separate customer quotations, interpretations and untested team assumptions
• Survey questions use neutral wording, response scales and sampling controls
• Affinity mapping synthesises interviews into themes, needs, barriers and opportunities
• Research repositories preserve evidence links, confidence levels and participant anonymity

Participants can define customer needs and prioritise opportunities using evidence-based segmentation methods.

• Proto personas distinguished from evidence-based personas and audience segments
• Jobs to Be Done defines customer progress, circumstances and desired outcomes
• Functional, emotional and social jobs separated during needs analysis
• Outcome statements written with direction, measure, object and context
• Opportunity scoring combines importance, satisfaction and strategic fit
• Accessibility needs represented without treating disability as a single segment
• Personas tested against research evidence, service data and edge cases

Participants can build evidence-based journey maps that identify high-value customer improvement opportunities.

• Journey map scope set by persona, scenario, channel and time horizon
• Stages, steps, actions and decisions documented from the customer viewpoint
• Emotions charted using evidence, intensity scales and critical incident markers
• Pain points linked to causes, consequences and affected customer outcomes
• Channel switching mapped across digital, assisted and physical service interactions
• Moments that matter prioritised by emotional impact and business consequence
• Future-state journeys distinguish validated changes from design hypotheses

Participants can expose operational dependencies behind customer journeys and design effective recovery responses.

• Service blueprints connect customer actions, frontstage interactions and backstage processes
• Lines of interaction, visibility and internal interaction clarify accountabilities
• Support processes, systems and policies attached to each service step
• Failure points identified through handoffs, queues, exceptions and rework
• Service recovery designed using acknowledgement, ownership, remedy and follow up
• Wait time and demand patterns assessed with basic queue management concepts
• Blueprint annotations expose controls, compliance checks and operational constraints

Participants can design clearer, more accessible and lower-effort customer touchpoints.

• Touchpoint inventory classifies owned, partner, employee and automated interactions
• Information architecture aligns labels, content hierarchy and customer mental models
• Task flows reduce effort through clear choices, feedback and error prevention
• Plain language standards improve instructions, notifications and service correspondence
• Accessibility reviewed against WCAG principles for perceivable, operable and understandable content
• Interaction patterns account for identity checks, consent and privacy notices
• Prototypes specify states, content, handoffs and exception handling

Participants can build a practical measurement approach linking customer feedback to service decisions.

• Voice of Customer programmes combine solicited feedback, behavioural data and complaints
• NPS, CSAT and Customer Effort Score matched to decision purposes
• Closed-loop feedback defines alerts, owners, response standards and escalation
• Survey sampling plans control invitation timing, channel bias and response rates
• Qualitative coding separates themes, sentiment, root causes and customer language
• Customer metrics linked to retention, conversion, cost to serve and risk
• Dashboard narratives distinguish signal, noise, correlation and actionable findings

Participants can select improvement initiatives using customer evidence, operational feasibility and business value.

• Root-cause analysis uses five whys, fishbone diagrams and process evidence
• Opportunity statements connect customer needs, business outcomes and service constraints
• Impact-effort matrices rank improvements by value, complexity and confidence
• RICE scoring compares reach, impact, confidence and estimated effort
• Cost of poor experience quantified through contacts, rework, churn and complaints
• Experiment hypotheses define target behaviour, intervention, metric and decision rule
• Benefit cases state assumptions, owners, dependencies and measurement baselines

Participants can establish accountabilities, standards and feedback routines for sustained experience improvement.

• CX governance assigns decision rights, escalation paths and design authorities
• Cross-functional roles clarified through RACI matrices and service ownership
• Experience principles embedded within policy reviews, change controls and procurement
• Frontline feedback channels capture recurring friction, exceptions and customer language
• Service standards define response times, quality criteria and recovery commitments
• Training requirements translate redesigned journeys into employee knowledge and behaviours
• Third-party providers aligned through shared measures, standards and reporting routines

Participants can prepare an accountable roadmap for applying customer experience design methods after the course.

• Experience roadmaps sequence quick wins, foundational work and longer-term investments
• Initiatives structured with objectives, owners, milestones, dependencies and measures
• Change impact assessment identifies affected roles, processes, systems and policies
• Stakeholder maps plan sponsorship, consultation, communication and resistance responses
• Pilot plans specify scope, eligibility, safeguards, success measures and exit criteria
• Review cadences use evidence to continue, adapt, scale or stop changes
• Individual application plans commit priority actions, sponsors and first review dates