Experience Mapping
/ Bristol-Myers Squibb
HealthBristol-Myers Squibb (BMS) is a global biopharmaceutical company whose mission is to discover, develop and deliver innovative medicines that help patients prevail over serious diseases.
Their pharmaceuticals address therapeutic areas such as cancer, HIV/AIDS, cardiovascular disease, diabetes, hepatitis, rheumatoid arthritis, and psychiatric disorders.
/ OPPORTUNITY
BMS were running an annual medical oncology conference in Melbourne with satellite events running concurrently at multiple locations throughout Australia. Although this was a major event for them, they were unsure of how useful it was for their attendees, or how successfully it would achieve their business goals. They engaged DIJGTAL to measure the customer experience of their event, and identify what they could improve.
/ Approach
We conducted a workshop with the event planning team to understand their process, who they thought their typical attendee was, what the ideal customer journey should be pre, during and post the conference, and what was the main business objective for the event.
We then interviewed and observed medical oncologists before, during and after the conference. We gained an understanding from this group on what was working, what wasn’t working and what they were looking for from these types of events
We then synthesised our data, plotting patterns and fluctuations on an experience map. We pinpointed what the group was thinking and feeling, as well as identified any pain points BMS should minimise and opportunities they could take advantage of pre, during and post the event.
/ Outcome
Our experience map continues to live on the wall in the BMS office, as a three-metre-wide reminder of what went well, what could be improved, and what should be done differently next time.
While many of our recommendations were detailed experience improvements, perhaps the most significant was at a strategic level. Through this research, we discovered that BMS’s business objectives were actually based on incorrect assumptions, meaning they were running the wrong event for the wrong reasons. As part of our report, we suggested a revised event planning approach to ensure greater strategic alignment in future.
