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SF Business Admin Cert > Customer Discovery > Flashcards

Customer Discovery Flashcards

1
Q

5 most important questions

A

What is the purpose of the business?
Who is our customer?
What do our customers value?
What are our results?
What is our plan?

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2
Q

Salesforce Admin contribution to Drucker School 5 important questions

A

Determining SF contribution to purpose
Enabling Effective view of customers
Ensuring systems that capture customer value
providing measures to track key results
Incorporate Salesforce in the plan

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3
Q

The creation of experiences that foster ongoing engagement and strengthen connections between people, companies and communities is what?

A

Definition of Relationship Design

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4
Q

Journey Maps identify (5 items)
SCPTF

A

steps/activities to achieve a goal
challenges faced to accomplish goal
people they interact with
touchpoints or channels (ie devices or opps)
feelings thoughts & reactions they have throughout the journey

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5
Q

Why journey map? (3)

A

understand everything in the customer experience
demystify how each role in the company affects the customer
why its important to collaborate

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6
Q

Define personas
BAMG

A

models of key customer behaviors, attitudes, motivations and goals

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7
Q

Benefits of journey mapping (6)

A

Better team alignment
strategic thinking
deeper understanding of pain points
increased empathy
strong case for innovation
guide to measuring impact

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8
Q

What is defined when you identify your why?

A

define business objective

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9
Q

What is the “who” in journey mapping?

A

Audience best served or most impacted by the experience

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10
Q

What is a defining characteristic of good scope definition

A

clear start and end point

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11
Q

How do you define your Audience?

A

identify users and use-cases

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12
Q

7 characteristics of a Journey Map

A

Phases
Actions
Thoughts
Feelings
Touchpoints
Context
Opportunities for impact

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13
Q

Who to invite to a journey mapping workshop (4)

A

People who know your customer
People who are generative
People who are optimists and realists
People who bring diversity

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14
Q

4 parts of a journey workshop brief

A

Business Challenge
Users/Customers
Work done so far
their role as co-creators

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15
Q

How we arrive at key insights that form our customer journey

A

What is synthesis?

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16
Q

Steps of synthesis

A

Cluster insights based on similar or related themes/ideas
Craft 3-4 points (thoughts, feelings, touchpoints, contexts) for each important cluster
Review the big picture
Find the opportunities for improvement
prioritize the opportunities

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17
Q

Three parts to a journey map story

A

One-sentence introduction
summary
POV on best steps to take first

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18
Q

What are the 3 empathetic research methods?

A

Embodying
Shadowing
Interviewing

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19
Q

What research method employs “the only way to understand an experience is to live it”?

A

Embodying

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20
Q

What research method employs observing alongside your customer and asking questions about their actions

A

Shadowing

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21
Q

Which research method is best if the designers of an experience don’t share the same characteristics as the customer

A

Shadowing

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22
Q

What are 5 best practices for shadowing?

A

Look for patterns
Consider dominant environmental dynamics
Observe the entire process
Take notes
Prepare for technical issues

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23
Q

Which research method is the best way to hear your customers’ experiences in their own words?

A

Interviewing

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24
Q

What are the six Golden Rules of Shadowing and Interviewing?

A

Get permission to record
Keep things informal and human
Ask open-ended questions
Practice active listening
Ask why
Don’t do it alone

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25
Q

Synthesis: what are 4 items to capture and cluster as insights

A

direct quotes that capture emotional or behavioral insight
recurring themes across actions, opinions, pain points, etc
Blind spots - things you were previously unaware of
Validation/confirmation of previous hypothesis

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26
Q

What are ageless, genderless representations of people used in telling a story?

A

Archetypes

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27
Q

How are personas different than archetypes?

A

Personas are fictionalized characters with demographic characteristics

28
Q

What are three pieces of a Futurecast?

A

Global societal shifts
Cultural trends and implications
Industry trends, evidence and Implications

29
Q

What are four habits of futurecasters?

A

Consume diverse media
Collect experiences like it’s a job
Talk with unusual suspects
Keep a journal

30
Q

What does V2MOM stand for?

A

Vision, Values, Methods, Obstacles, and Measurements

31
Q

What are the 4 steps to customer-centric discovery?

A

Know your customer (research before you meet them)
Be your customer (embodying/shadowing)
Connect with your customer (share insights)
Create with your customer (develop a strategy)

32
Q

What are resources to KNOW your customer?

A

trade publications
reports about the industry
social media/LinkedIN

33
Q

What are key questions to KNOW your customer?

A

biggest trends and challenges?
How doe trends affect the way the industry connects with consumers?
what is the language of the industry? (key terms)
How does the business make money?
What are their strategic priorities?

34
Q

What 5 things should you understand to KNOW your customer?

A

Goals
Values
Initiatives
Strategies
Obstacles

35
Q

How do you define stakeholders?

A

Map out decision makers you know
figure out if there are other decision makers
Think about how to connect with everyone
Create a plan to connect

36
Q

What are three keys to empathy?

A

Identify common ground
develop a genuine interest in your customer’s business
look for shared experiences

37
Q

What are the steps in Connect with your Customer?

A

Prepare to Connect
Confirm and Sharpen your insights
Organize and Visualize your insights

38
Q

What are the three levels of issues?

A
  1. Tactical/Technical
  2. Overall Business Consequence
  3. Personal impact
39
Q

What tool is especially helpful when brainstorming has to be virtual?

A

Mind mapping

40
Q

What are the three steps in Create with your customer?

A

Review the challenges
Storyboard your customer’s future vision
Draft a plan

41
Q

For each key challenge, what four areas should be reviewed?

A

Problem
Business Impact
Problem levels
Metrics

42
Q

What are four approaches to storyboards?

A

Persona-based
Process-based
Role-playing
Wild card

43
Q

which type of storyboard focuses on a character that is an employee or customer?

A

Persona-based

44
Q

which type of storyboard compares a current, inefficient process to a new, improved process

A

Process-based

45
Q

What are the three steps in Create with your customer?

A

Share your original next steps ideas
Brainstorm additional next steps
Agree on next steps and deadlines

46
Q

How much of an executive’s time should be focused on the future

A

10-20%

47
Q

What does the concept of creative destruction imply for organizations?

A

Successful organizations can eventually be replaced by more innovative organizations

48
Q

What did Peter Drucker recommend organizations do to deal with change?

A

Develop into change leaders that create the future

49
Q

What does it mean to manage with ambidexterity?

A

Executives should manage the business today and also work to create the future

50
Q

What are the six best practices to transform an organization into a change leader?

A

develop a compelling vision
commit to innovation
focus on customers and the market
dynamically manage organizations capabilities and resources
practice abandonment
create a culture of change

51
Q

What best practice asks “If we were not in it already, would be going into it now?”

A

Abandonment

52
Q

A well-crafted vision statement can help a change-leading organization by:

A

Inspiring the workforce to create the future

53
Q

In addition to creating transformative innovations, what other innovation activities do change-leading organizations focus on?

A

Executing incremental improvements that help customers and lead to big gains

54
Q

What are the 8 steps to successful change

A

Establish a sense of urgency
Create a guiding coalition
Develop a clear shared vision
Communicate the vision
Empower people to act on the vision
Create short term wins
Consolidate & build on the gains
Institutionalize the change

55
Q

Leaders will often send out a series of announcements over a period of weeks describing the conditions or opportunities to change to do what?

A

Establish a sense of urgency

56
Q

Set up teams of people willing to implement the changes by working across departments and layers—to improve cross-silo communications to do what?

A

Create a guiding coalition

57
Q

Why is repetition of the vision essential?

A

Ensure everyone’s fully aware of the changes.
Get everyone on board.
Let people know the change isn’t going away.

58
Q

Have members of your executive team recognize early adopters—this helps others understand the importance of the change effort. Have your champions work together to develop and share best practices to increase ownership to do what?

A

Empower people to act on the vision

59
Q

Pick and execute one part early to establish a quick win—celebrate the successes and make sure everyone knows about it t do what?

A

Create short term wins

60
Q

With each success or failure, be sure to work with stakeholders to find out what went right and what didn’t to do what?

A

Build on the gains

61
Q

Embed the changes into your organization so they can’t be easily undone to do what?

A

Institutionalize the change

62
Q

According to Drucker, why are people critical to organizational change management?

A

People ultimately control how hard and well they work

63
Q

In Kotter’s Eight Steps process for organizational change, what is a good way to overcome complacency and get people moving?

A

Establish a sense of urgency with a message of major opportunity or looming crisis

64
Q

What model is described as external changes require people to make internal transitions?

A

Bridges Model

65
Q

What is a powerful, free, and simple tool that takes a snapshot of your Salesforce org and looks for potential problems in your implementation

A

Salesforce Optimizer

66
Q

What 5 use-cases are there for Salesforce Optimizer?

A

Clean my org
slow performance/busy page layouts
governor limits
new feature recommendations
move from Classic to Lightning

67
Q

Typically how long does it take for Salesforce Optimizer to run?

A

varies depending on size and complexity of org

SF Business Admin Cert (1 decks)

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