In the first part of this three part blog on Customer Journey Mapping, we explained its purpose and why organisations need to change and re-orient themselves to be more customer led. Crucially, that there needs to be an acceptance of the whole organisation buying into this change.
In this part, Director Stuart Pearce, explores what a Customer Journey map should (and shouldn’t) look like, so that costly mistakes can be avoided early when setting it up.
There is no standard blueprint for a customer journey map. You can invest in one with hi-tech, high-quality design templates or something fairly rudimentary on flip chart paper. Either way, it needs to be a practical and visual document that should show:
- the Customers’ point of view, not the business’ perspective
- the Customers’ perceptions of experiences relative to their goals, needs, and expectations
- the Customers’ current or future journey via multiple touch points, not just one
- key Performance indicators
- a visualization of the customer journey that can inform decision making
Whereas, a poor map:
- focuses on the business touch points with the customer, rather than tracking the actual customer journey and the points where they choose to interact with the business.
- assumes that the customer’s experience is linear. In reality, customers tend to come and in an out of the process as they see fit.
- tends to be produced by the marketing department and are almost never used to trigger strategic or tactical business-wide action.
What should be in a Customer Journey Map?
We support the approach from Arne van Oosterom, owner and strategic design director at DesignThinkers. In its simplest form, an effective map should contain the following elements:
Who are they? What is the hierarchy in concentric circles and where does your organisation sit? Describe the relationships by answering the question: what do we do for them? What do they do for us? How does this influence the quality of your work and how a customer benefits or suffers from
2. Customer Profile
Describe his/her personal and business situation now and their future ambitions.
3. Desired Outcomes
What is he/she trying to achieve? What do they want to get out of this relationship?
4. Customer journey
As much as possible, list all actions the customer has to take to reach the outcome (in a horizontal line). Start before the moment he/she decided to use your product or service so you can visualise behavioural patterns.
5. Touch points
Underneath every action, list all channels and touch points that service the customer, including competitor choice. This places your organisation within the context of the market that the customer is moving.
6. Moments of truth
When does the customer touch your organisation, whether direct or through a channel? What are the most important ‘moments of truth’?
7. Service delivery
Underneath every touch point, identify who delivers the service and is directly responsible for it?
8. Emotional journey
Rate each touch point for the experience – not how it works, but the quality if the work itself – the higher the number, the better the experience. This reveals the perceived weaknesses in the emotional experience.
Create a complete organisational blueprint of who supports the people delivering the service and who influences them. This builds a complete picture of how the organisation works and responds to the emotional journey.
10. Improve and innovate
Brainstorm new service opportunities you collectively identify from the agreed low grades in the touch points. What is the ideal customer journey? This can be a highly rewarding and creative experience for teams to get hold of real, simple and cost-effective solutions to improve the journey.
Actionable Customer Insight
By following this structure, you are better able to identify:
- The steps the customer takes, their expectations, concerns and state of mind and the outcome they are seeking at each stage.
- What success looks like from their perspective and from that of the organisation.
- What the organisation can influence and how their policies and processes affect customer experience, engagement and value.
- Highlight the points in a journey that define the overall experience; positive and negative:
o Where are the opportunities to delight the customer.
o What are the things the customer expects and does not notice unless they are absent – these are the hygiene factors, or the opportunities to dismay.
- What the organisation needs to do to deliver the desired outcomes.
In the next and final blog on Customer Journey Mapping, I will turn to the crucial aspect of how it is deployed within the business: who is best to do it and how you set objectives and outcomes to ensure optimal success.
Journey4 has extensive experience with engaging teams in a wide variety of sectors with Customer journey mapping to effect profitable change.
For more information and case studies about our approach, fill in an enquiry form or call us on 01823 451 199