Customer Experience Strategy and Service Design Training Course

Participants can define meaningful customer groups and articulate the needs driving service expectations.

• Needs-based segmentation compared with demographic and value-based customer grouping
• Personas built from research evidence, behaviours, contexts and constraints
• Jobs to Be Done identifying functional, emotional and social progress
• Customer needs statements separating outcomes, motivations and service requirements
• Vulnerable customer needs considered within service design decisions
• Priority segment selection using value, risk, volume and strategic importance

Participants can gather, interpret and triangulate customer evidence for service improvement decisions.

• Voice-of-Customer programme design across surveys, interviews, complaints and social listening
• Qualitative interview guides using laddering, probing and critical incident techniques
• Survey questions designed to measure satisfaction, effort, trust and intent
• Complaint taxonomy distinguishing product, process, people and communication failures
• Text coding methods for recurring themes, sentiment and root causes
• Triangulation of customer feedback with operational data and employee insight

Participants can map end-to-end journeys and identify the interactions most influential to customer outcomes.

• Journey map scope defined by customer goal, segment and service scenario
• Stages, actions, touchpoints and channels mapped from the customer perspective
• Moments that matter identified through emotion, effort, risk and value
• Customer effort analysis highlighting waiting, repetition, uncertainty and handoffs
• Journey pain points evidenced through feedback, contact reasons and abandonment data
• Future-state journeys specifying target experiences and measurable service outcomes

Participants can connect customer journeys to the processes, people, systems and controls delivering them.

• Service blueprints connecting customer actions, frontstage and backstage activities
• Lines of interaction, visibility and internal support clarified visually
• Failure points traced through handoffs, approvals, exceptions and rework
• Swimlane process maps distinguishing roles, systems, controls and delays
• Frontline discretion designed within policy, risk and compliance boundaries
• Service standards specified for timeliness, accuracy, communication and ownership

Participants can design channel roles that meet customer needs while controlling service demand and cost.

• Channel preference analysed by task complexity, urgency, confidence and customer segment
• Channel migration designed without forcing customers into unsuitable self-service routes
• Omnichannel continuity preventing repeated authentication, data entry and explanation
• Digital forms simplified through progressive disclosure, validation and plain language
• Assisted digital support designed for exclusion, accessibility and low confidence
• Contact deflection measured against successful resolution rather than volume reduction

Participants can build a balanced measurement system that links customer perception to operational performance.

• NPS, CSAT and CES selected for distinct measurement purposes
• Relationship surveys distinguished from transactional feedback at journey touchpoints
• Closed-loop feedback processes assigning follow-up, actions and escalation thresholds
• Driver analysis linking experience scores with journey attributes and behaviours
• Operational metrics connecting response time, resolution, errors and abandonment
• Customer metrics interpreted alongside retention, churn, complaints and lifetime value

Participants can design service recovery processes that restore trust and prevent repeat failures.

• Service recovery principles covering acknowledgement, ownership, explanation and remedy
• Complaint handling stages mapped from receipt through investigation and closure
• Root-cause analysis using Five Whys and fishbone diagrams
• Recovery authority defined by severity, customer impact and frontline discretion
• Apology language distinguished from admission of liability or unsupported promises
• Complaint trends converted into preventive actions, owners and due dates

Participants can select improvement initiatives and present a credible case for investment and delivery.

• Impact-effort matrices ranking initiatives by customer value and delivery complexity
• RICE scoring comparing reach, impact, confidence and implementation effort
• Root causes separated from visible symptoms before solution selection
• Benefits cases estimating contact reduction, retention, conversion and error avoidance
• Cost-to-serve analysis identifying expensive contacts, rework and exception handling
• Improvement backlogs structured by initiative, owner, dependency, measure and deadline

Participants can establish a practical implementation plan and operating rhythm for sustained CX improvement.

• Ninety-day plans sequenced through discovery, design, pilot and scale
• RACI matrices assigning accountable owners, contributors, approvers and informed stakeholders
• Pilot design defining hypotheses, target customers, measures and decision criteria
• Change communications explaining customer rationale, role impacts and expected behaviours
• CX review meetings using scorecards, journey evidence and action trackers
• Continuous improvement cycles applying Plan-Do-Study-Act to service performance