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Nine sample customer journey maps – and what we can learn from them

The process of customer journey mapping can take many forms. In this post we highlight some of the most effective methods, with some tips for enhancing your own journey mapping practices.

In essence, a customer journey map is really quite a simple concept: an illustration that details all of the touchpoints at your organisation that a customer comes into contact with as he/she attempt to achieve a goal, and the emotions they experience during that journey.

But the process of building the map is not so simple.

The mapping process demands rigorous research and a meticulous understanding of the customer. If the map is to be truly reflective of what the customer experiences at a human level, corners cannot be cut.

To complicate matters, no two maps will be exactly the same, with the design varying according to the business, product, service and customer being mapped out.

Having said that, there are best practices that organisations should adhere to during the mapping process, and these represent useful pointers for those that are creating a map for the first time.

So with that in mind, let’s take a look at some sample customer journey maps and examine what we can learn from them and apply to our own mapping efforts.

Content series

Customer journey mapping: best practices

9 sample customer journey maps to learn from

7 customer journey mapping mistakes to avoid

Best practices for building a customer journey map

How to use customer personas to build journey maps

4 sample buyer personas and what they teach us

How mature is your journey mapping programme?

1. Make sure you have done your research

The data that will be used to inform that map should not be based on guesswork.

  • Research

Customer journey mapping research report 2018

Organisations should firstly identify their best customers (or the customers that they would like to attract), and make sure they thoroughly understand them, building a buyer persona for these customers, and any other customer group that is important to the business.

To aid this process, it is best practice to interview these customer groups about their journeys to ensure that you understand their motivations, goals, purchasing habits and pain points.

Businesses shouldn’t make the mistake of assuming they know what customers want.

This map from Heart of the Customer demonstrates how the buyer persona informs the entire map, ultimately concluding how successfully this particular demographic’s journey has been.

(Click to enlarge)

The research process should also cover your own organisation. It is important that you know how successfully each of your channels is proving, so you should also interview your frontline staff and teams that work on the touchpoints, to identify any issues or pain points that should be factored into the map.

UX/digital design agency Adaptive Path begins the mapping process by first building a touchpoint inventory, based on qualitative and quantitative research. This ensures that when it comes to detailing how the customer moves through interaction and what he/she experiences, it is an accurate representation.

(Click to enlarge)

With a comprehensive foundation of data, organisations are ensuring that they are best placed to deliver an accurate visual representation of each customer’s journey, and to identify the potential problems that can be experienced on the path to purchase.

2. Define behavioural stages from the customer’s perspective

Having done your research, you should have a pretty clear idea of the processes that each of your personas go through on their path to purchase and beyond. When it comes to building a map, it is important that it is organised by stages that reflect the major goals your customer is trying to achieve, rather than organising it by stages that reflect your own internal processes. Think about what your customer is trying to achieve at every step, and use the data you have from your customer interviews to inform this.

This journey map from Tandemseven clearly details the goals.

(Click to enlarge)

3. Capture your customer’s considerations

As well as capturing the major goals, which characterise the stages of the map, the journey map should also try to detail more specific goals and considerations that the customer might have along the way.

For instance, these might include: wanting to find out what the different options are; ensuring that he/she is paying a fair price; or seeking reassurance that he/she has all the information readily available about the flight. By capturing these goals/considerations in each stage of the journey, you are able to examine how well you are meeting those goals and answering any questions.

Here is another map from TandemSeven that outlines the kinds of thoughts and goals that could be captured.

(Click to enlarge)

4. Detail every touchpoint

At each of the stages that has been mapped out, consider where the touchpoints occur.

Steve Offsey CMO at MarketBuildr, describes touchpoints as: “the points of interaction that your customer has with your brand, or outside of your brand, as they seek to meet their specific goals and needs.”

Map out all the interactions that the customer has during his/her journey and all the potential touchpoints with your organisation that could occur.

Here is a comprehensive example from Tandemseven.

(Click to enlarge)

5. Detail customer pain points

After you have registered all the touchpoints, you will now be able to mark out your known pain points on the journey map. Having conducted your interviews with customer-facing staff and teams that work on touchpoints, you will know where these pain points are. This will come in useful for later, when you are looking for actions to take following the mapping process.

Similarly, you could highlight where you are doing a great job. This example from User Testing depicts positive and negative experiences by colour code.

(Click to enlarge)

6. Chart changing customer emotions

Now you have detailed the pain points (and the successes), you can also reflect your customer emotions. While some of this might be dictated by the quality of your service, some other emotions may be a result of the scenario the customer finds him/herself in and the goals he/she wishes to achieve. This infographic from interactionsgroup details customer emotions (‘frustrated’, ‘overwhelmed’, etc) and how they move from ‘negative’ to ‘positive’ throughout the journey.

(Click to enlarge)

7. Consider what other detail can be added to the map

The more comprehensive the map is, the more likely it is to accurately represent the customer’s journey, and the higher the probability that you will be able to identify areas for improvement. Therefore, any additional details that could provide insight into the journey should be taken into consideration for inclusion. This could include examining whether a step could have been avoided or, as in the example from Heart of the Customer below, how long each stage would typically take for the customer.

(Click to enlarge)

8. Outline opportunities for improvements

Remember, the map is a means to an end, not the end itself. If the map doesn’t result in actions being taken, then it has been a waste of time. Therefore, it is important that as the map is being filled out, and pain points and opportunities for improvement are being identified, that these are charted.

As an example, this sample map from the Smart Cities project, demonstrates how Edinburgh Council surfaced a number of areas that could be improved upon during their mapping process.

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When and How to Create Customer Journey Maps

Summary: Journey maps combine two powerful instruments—storytelling and visualization—in order to help teams understand and address customer needs. While maps take a wide variety of forms depending on context and business goals, certain elements are generally included, and there are underlying guidelines to follow that help them be the most successful.

What Is a Customer Journey Map?

In its most basic form, journey mapping starts by compiling a series of user goals and actions into a timeline skeleton. Next, the skeleton is fleshed out with user thoughts and emotions in in order to create a narrative. Finally, that narrative is condensed into a visualization used to communicate insights that will inform design processes.

Journey mapping combines two powerful instruments: storytelling and visualization.

Storytelling and visualization are essential facets of journey mapping because they are effective mechanisms for conveying information in a way that is memorable, concise and that creates a shared vision. Fragmented understanding is chronic in organizations where KPIs are assigned and measured per individual department or group because many organizations do not ever piece together the entire experience from the user’s standpoint. This shared vision is a critical aim of journey mapping, because without it, agreement on how to improve customer experience would never take place.

Journey mapping creates a holistic view of customer experience, and it’s this process of bringing together and visualizing disparate data points that can engage otherwise disinterested stakeholders from across groups and spur collaborative conversation and change.

Deconstruction of a Customer Journey Map

Zone A: The lens provides constraints for the map by assigning (1) a persona (“who”) and (2) the scenario to be examined (“what”).

Zone B: The heart of the map is the visualized experience, usually aligned across (3) chunkable phases of the journey. The (4) actions, (5) thoughts, and (6) emotional experience of the user has throughout the journey can be supplemented with quotes or videos from research.

Zone C: The output should vary based on the business goal the map supports, but it could describe the insights and pain points discovered, and the (7) opportunities to focus on going forward, as well as (8) internal ownership.

Why Do You Need a Journey Map and When Should You Have One?

Journey maps should always be created to support a known business goal. Maps that do not align to a business goal will not result in applicable insight. The goal could be an external issue, such as learning about a specific persona’s purchasing behaviors, or an internal issue, such as addressing lack of ownership over certain parts of the customer experience. Some potential business goals that journey mapping could be applied toward are listed below.

Shift a company’s perspective from inside-out to outside-in. If an organization lets internal processes and systems drive decisions that affect customer experience, a journey map could help turn the culture of that organization by refocusing on the thoughts, actions and emotions of customers. Journey mapping sheds light on real human experiences that often organizations know very little about.

Break down silos to create one shared, organization-wide vision. Because journey maps create a vision of the entire customer journey, they become a tool for creating cross-department conversation and collaboration. Journey mapping could be the first step in building an organization-wide plan of action to invest in customer experience, as it helps answer the question, “Where do we start?” by highlighting areas of friction.

Assign ownership of key touchpoints to internal departments. Often, areas of inconsistencies and glitches in customer journeys exist simply because no internal team has been tasked with ownership of that element. Journey maps can create clarity around alignment of departments or groups with different stages or key touchpoints in the journey that need addressing.

Target specific customers. Journey maps can help teams focus in on specific personas or customers, whether that means understanding differences or similarities across the journeys of multiple personas, prioritizing a high-value persona or exploring ways to target a new type of customer.

Understand quantitative data. If you are aware through analytics or other quantitative data that something specific is happening—maybe online sales are plateauing or an online tool is being underutilized—journey mapping can help you find out why.

Key Elements of Customer Journey Maps

While journey maps can (and should) take a wide variety of forms, certain elements are generally included:

Point of view. First and foremost, choose the “actor” of the story. Who is this journey map about? For example, a university might choose either students or faculty members, both of which would result in very different journeys. “Actors” usually aligns with personas, if they exist. As a guideline, when creating a basic journey map, use one point of view per map in order to provide a strong, clear narrative.

Scenario. Next, determine the specific experience to map. This could be an existing journey, where mapping will uncover positive and negative moments within that current experience, or a “to-be” experience, where the mapper is designing a journey for a product or service that doesn’t exist yet. Make sure to clarify the user’s goal during this experience. Journey maps are best for scenarios that describe a sequence of events, such as purchasing behavior or taking a trip.

Actions, mindsets, and emotions. At the heart of a journey map’s narrative is what the user is doing, thinking, and feeling during the journey. These data points should be based on qualitative research, such as field studies, contextual inquiry, and diary studies. The granularity of representation can vary based on the purpose of the map. Is the purpose to evaluate or design an entire, broad purchasing cycle or a contained system?

Touchpoints and channels. The map should align touchpoints (times when the actor in the map actually interacts with the company) and channels (methods of communication or service delivery, such as the website or physical store) with user goals and actions. These elements deserve a special emphasis because they are often where brand inconsistencies and disconnected experiences are uncovered.

Insights and ownership. The entire point of the journey-mapping process is to uncover gaps in the user experience (which are particularly common in omnichannel journeys), and then take action to optimize the experience. Insights and ownership are critical elements that are often overlooked. Any insights that emerge from journey mapping should be explicitly listed. If politically possible, also assign ownership for different parts of the journey map, so that it’s clear who’s in charge of what aspect of the customer journey. Without ownership, no one has responsibility or empowerment to change anything.

Even with all the above critical elements included, two journey maps could look completely different, yet both be perfectly suitable for the context in which they were designed.Tradeoffs in scope, focus, and breadth vs. depth are required when deciding on what elements to include. To make informed decisions on those tradeoffs, consider the following:

  • What level of detail is needed in order to tell the complete story?
  • What elements (such as device, channel, encountered content) are also necessary in order to provide the most truthful narrative?
  • Is the purpose of this journey map to diagnose issues with a current experience or to design a new experience?
  • What’s the balance between external actions (on the customer side) and internal actions (on the organization side)?
  • Who will be using this journey map?

Rules for Creating Successful Journey Maps

Successful journey maps require more than just the inclusion of the “right” elements. Journey mapping should be a collaborative process informed by well-defined goals, and built from research. It requires hard work to keep the process on the right track and to build the buy-in needed to evangelize the insights it provides. Below are some tips for making sure that the process starts and stays in the right direction:

Establish the “why and the “what”. First, identify the business goal that the journey map will support. Make sure there are clear answers to these basic key questions before you begin the process:

  • What business goal does this journey map support?
  • Who will use it?
  • Who is it about and what experience does it address?
  • How will it be shared?

Base it on truth. Journey maps should result in truthful narratives, not fairy tales. Start with gathering any existing research, but additional journey-based research is also needed to fill in the gaps that the existing research won’t cover. This is a qualitative-research process. While quantitative data can help support or validate (or aid in convincing stakeholders who may view qualitative data as “fuzzy”), quantitative data alone cannot build a story.

Collaborate with others. The activity of journey mapping (not the output itself) is often the most valuable part of the process, so involve others. Pull back the curtain and invite stakeholders from various groups to be a part of compiling the data and building the map.

Don’t jump to visualization. The temptation to create an aesthetic graphic or jump to design can lead to beautiful yet flawed journey maps. Make sure the synthesis of your data is complete and well-understood before moving to creating the visual.

Engage others with the end product. Don’t expect to get “buy-in” and foster interest in your journey map by simply sending a lovely graphic as an email attachment. Make it a living interactive document that people can be a part of. Bring up your story in meetings and conversations to promote a narrative that others believe in and begin to reference. One idea is to create a journey-mapping showroom where anyone not on the direct team can come experience the process and resulting artifacts.

To learn more, check out our course, Journey Mapping to Understand Customer Needs, coming up at the UX Conference later this year.

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How to create a customer journey map

What are the key ingredients of a comprehensive customer journey map? And what are the key tasks you need to perform in order to create a successful map?

The output of the customer journey mapping process is the map itself – a practical and visual document that should be able to communicate a number of things.

  • 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 the organisation’s.
  • What the organisation can influence and how their policies and processes affect customer experience, engagement and value.
  • Moments of truth – the points in a journey that define the overall experience; positive and negative:
    o The moments that present an opportunity to delight the customer.
    o 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.

“A good journey map should be something the organisation could share, without embarrassment, with a customer,” notes Andy Green, director of The Customer Framework. “It should be possible to hand it to those responsible for delivery of the journey and have them recognise the steps and be immediately clear what is expected of them and why.”

However, there is no standard blueprint for a customer journey map. If you want to build one utilising high-quality design principles, that’s fine. If you’d prefer to use smiley faces, that too is fine. It can be a work of art or something fairly rudimentary.

But beyond the cosmetics of the map, there are various ingredients that good quality maps will possess.

The elements of a customer journey map

Arne van Oosterom, owner and strategic design director at DesignThinkers, suggests that customer journey maps (as used by front-office employees) in their simplest form should contain the following elements:

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The complete guide to customer journey mapping

Why is the customer journey so complex?

Journey mapping: The opportunities and obstacles

How to create a customer journey map

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  1. Context or stakeholder map. We list all stakeholders and we order the hierarchy in circles of influences around the centre, where you are. When working with customers you’ll have the customer in the centre. Describe all relationships on the map by answering the question: what do we do for them; what do they do for us? This map shows you the landscape or force field you are dealing with. And you can discuss how this influences the quality of your work and how a customer benefits or suffers from it.
  2. Persona. We need a rich customer profile or persona. Describe his/her personal and business situation now (present situation) and in the future (ambitions).
  3. Outcomes. A description of his/ her desired outcome — what is he/she trying to achieve?
  4. Customer journey. We list all actions (as far as possible) the customer has to take to reach the outcome (placed in a horizontal line). Don’t start listing actions when the customer uses your service the first time. Start before the moment he/she decided to use your product or service. This way we visualise behavioural patterns.
  5. Touchpoints. Underneath every action we list all channels and touchpoints services the customer encounter. Not just yours! This way you’ll discover the landscape you are in form the customer’s perception.
  6. Moments of truth. Then we identify the moments the customer encounters your touchpoints and channels. We start focus on those (you can move them down a bit). Identify the most important ‘moments of truth’.
  7. Service delivery. Underneath every touch point, we write down who delivers the service. Who is directly responsible for it (e.g. front office personal)?
  8. Emotional journey. Then give every vertical line a grade for the experience (Actions -> touch point -> who delivers the service -> grade). Don’t grade the functionality, grade the work. For the emotion, how do you think the customer felt at that moment? Use a scale from 0 to 10. The higher the number, the better the experience. This can be visualised (e.g. by a line going up and down), and is very effective as a conversation starter. It can often be a real eye-opener.
  9. Blueprint. Now, to make a long story a bit shorter, we can go on listing the organisation underneath, writing down who supports the people delivering the service (backoffice), and in turn who influences the back office (we link back to the stakeholders map), until we have a complete organisational blueprint, a complete picture of the working of an organisation and emotional journey, from the outside in.
  10. Improve and innovate. Use creative, brainstorming and any other ideation techniques for the service opportunities you identified (low grades) and/or design complete new and ideal journeys or services. This usually is the moment people have the most fun. I have been surprised many times by the talent and eagerness of people to engage in this creative process. People are usual a lot more creative than you think. We just need to put them in the right situation and mood.

With the ingredients of a basic map in mind, how can organisations take a systematic approach to building a map? Here is a rundown of the tasks you need to undertake as part of a typical map building process.

  • Research

Customer journey mapping research report 2018

Define your objectives

Identify what it is that you want to accomplish – for instance, do you want to fix current problems or build a new experience? Be clear on what you want to accomplish.

“Customer journey maps are excellent at showing the gaps between customer expectations and perceptions of the actual experience at key steps along the journey. They also help identify improvement opportunities and communicate the ‘why’ and ‘how’ with employees across channels, silos and functions,” says Michael Hinshaw, managing director of McorpCX. “In journey mapping, as in so many things, beginning with the end in mind will define the path for getting there. So know what you want and keep your strategic goals in the forefront to guide you in your employment of journey maps.”

Clarify ownership

“From the start, you need to know who will own what part of the outcome,” explains Lior Arussy, founder and president of Strativity Group. “Ownership should not be arranged afterwards. Each department must assign empowered managers to own the required changes and outcomes.”

Engage your executives

Make sure that relevant executives are bought into the objectives and are engaged in the process. Arussy adds: “If the end goal is improving your customer experience, obtain commitment and a budget to do so. If management refuses to commit, you know your customer journey mapping is nothing more than a fishing expedition.”

Define the scope of the project

Identify the specific processes and target what customers are to be examined as part of the journey mapping procedure. Temkin recommends that a CJM is undertaken for every important customer segment.

He notes: “It may be that some of your customer segments follow the same journey, in which case you can combine them but you don’t want to have CJMs that are an amalgamation of multiple segments. You’ll end up with a bunch of generalities and less useful insights. It’s okay to have the output show one journey with different variations after you’ve examined each segment individually.”

Hinshaw echoes the importance of knowing whose journey you are mapping. “The power of a journey map is its ability to effectively illustrate the journey of a customer as they works toward achieving their goals,” he says. “To do this, you need to look through the eyes of a single customer, most effectively represented by a research-based customer persona that represents a broader segment’s unique wants, needs, and objectives. Without this context, the map cannot effectively represent the relationship.”

Conduct internal research

Revisit customer insights and speak with internal stakeholders the length and breadth of the business to gauge their opinions about the existing processes. Hinshaw recommends: “Build an internal view of the relationship. Bring together a cross-functional, customer-facing group to map out their view of the journey, including touchpoints, opportunities, transitions, and issues. Internally driven maps are a great step to mapping the relationship and for identifying key interactions, inputs, and outputs.”

Draft your customer journey map

This draft should be a high level outline of the key stages and interactions in the customer’s journey. This can be either for an entire lifecycle of a customer (such as the multi-year journey of car ownership), or for a specific stage (a family vacation in the car).

Conduct customer research

Speak with different segments in your customer base to ensure that your CJM is accurate, does not miss out any steps and reflects the perceptions of your consumers. Without this contribution, you could make decisions based on incomplete or flawed information. Listen to their feedback to understand how they view the overall journey, validate the stages you have proposed, and find out further information about specific interactions and steps within those stages.

The most comprehensive journey maps often utilise a blend of ethnographic research, contextual interviews and analysis of social data.

Businesses should be able to use this research to identify those interactions and steps that should be prioritised and opportunities for improvement.

“Not every ‘broken’ touchpoint is critical to customers,” says Arussy. “In fact, some are not important at all and customers are still satisfied without those interactions being great. Every organisation has limited resources, so make sure to prioritise the proposed improvements to your customer experience so that the actions you take have impactful results.”

Build the final customer journey map

Update the map to incorporate the insights that you have gathered from your customer research. This should pull together all the steps that customers go through, their emotional states throughout, identifying places that are key moments of truth where customers have a strong emotional response (either positive or negative) to what you’re doing, and highlighting opportunities to really improve.

When it comes to what it should look like, Temkin shares the following advice: “There are a lot of examples of the physical maps, but that’s not what’s important about the process. You are doing CJMs to uncover specific insights that you will use for fixing problems, wowing customers in the future, or establishing measurement tracking systems. If you focus too much on copying someone else’s CJM, then you will often miss the nuances that are key for your customers and your company. And, more importantly, you lose the institutional learnings that come from going through the process.”

Hinshaw adds: “A journey map is a widely shared artefact. There are dozens of ways to approach it depending on your goals, your brand, the depth of data displayed, and the breadth of the journey mapped. It should look and feel important to your organisation. Use ‘your’ language and ensure it is easy for the people who need to use it to understand.”

How to Create a Customer Journey Map

Despite best intentions and mountains of data, many organizations continue to offer lackluster experiences for their customers.

Many organizations function with an internal focus, and that becomes apparent when customers interact with their various products, services and employees. Every interaction a customer has with an organization has an effect on satisfaction, loyalty, and the bottom line. Plotting out a customer’s emotional landscape by way of a Customer Journey Map, or Experience Map, along their path sheds ­­­­light on key opportunities for deepening those relationships.

What is a Customer Journey Map?

A Customer Journey map is a visual or graphic interpretation of the overall story from an individual’s perspective of their relationship with an organization, service, product or brand, over time and across channels. Occasionally, a more narrative, text-based approach is needed to describe nuances and details associated with a customer experience. The story is told from the customer’s perspective, but also emphasizes the important intersections between user expectations and business requirements.

Inspired by user research, no two journey maps are alike, and regardless of format they allow organizations to consider interactions from their customers’ points of view, instead of taking an inside-out approach. They are one tool that can help organizations evolve from a transactional approach to one that focuses on long term relationships with customers built on respect, consistency and trust.

All organizations have business goals but leveraging customer journeys as a supporting component of an experience strategy keeps customers (or members, patients, employees, students, donors etc.) at the forefront when making design decisions. They can be used in both current state review and future state visioning to examine the present, highlight pain points and uncover the most significant opportunities for building a better experience for customers.

How Do We Use Them?

Customer engagement is not simply a series of interactions, or getting people to visit a website, “Like” something on FaceBook, or download a mobile app. Genuine engagement centers on compatibility, and identifying how and where individuals and organizations can exist harmoniously together. Giving thought to how your organization/product/service/brand fits into customers’ lives is crucial.

I also use journey maps to gain internal consensus on how customers should be treated across distinct channels. Holding collaborative workshops with cross-disciplinary teams mixing people who otherwise never communicate with each other can be extremely valuable in large organizations in particular.

Illustrating or describing how the customer experience could be brought to life across channels allows all stakeholders from all areas of the business to better understand the essence of the whole experience from the customer’s perspective. How do they want to be spoken to, what are they thinking, feeling, seeing, hearing, and doing? Journey maps help us explore answers to the “what ifs” that arise during research and conceptual design.

What Components Does a Journey Map Include?

Must-haves

  • Personas: the main characters that illustrate the needs, goals, thoughts, feelings, opinions, expectations, and pain points of the user;
  • Timeline: a finite amount of time (e.g. 1 week or 1 year) or variable phases (e.g. awareness, decision-making, purchase, renewal);
  • Emotion: peaks and valleys illustrating frustration, anxiety, happiness etc.;
  • Touchpoints: customer actions and interactions with the organization. This is the WHAT the customer is doing; and
  • Channels: where interaction takes place and the context of use (e.g. website, native app, call center, in-store). This is the WHERE they are interacting.

Nice-to-haves

  • Moments of truth: A positive interaction that leaves a lasting impression, often planned for a touchpoint known to generate anxiety or frustration; and
  • Supporting characters: peripheral individuals (caregivers, friends, colleagues) who may contribute to the experience.

The Process

1. Review Goals

Consider organizational goals for the product or service at large, and specific goals for a customer journey mapping initiative.

2. Gather Research

Review all relevant user research, which includes both qualitative and quantitative findings to provide insights into the customer experience. If more research is needed, get those research activities in the books. Some of my favorite research methods include customer interviews, ethnography & contextual inquiry, customer surveys, customer support/complaint logs, web analytics, social media listening, and competitive intelligence.

3. Touchpoint and Channel brainstorms

As a team, generate a list of the customer touchpoints and the channels on which those touchpoints occur today. Then brainstorm additional touchpoints and/or channels that can be incorporated in the future journeys you will be mapping. For example, the touchpoint could be “pay a bill”, and the channels associated with that touchpoint could be “pay online”, “pay via mail” or “pay in person”.

4. Empathy map

Empathy maps are a depiction of the various facets of a persona and his or her experiences in a given scenario. This exercise helps me organize my observations, build a deeper understanding of customers’ experiences, and draw out surprising insights into what customers need. Empathy maps also provide a foundation of material to fuel journey mapping. The goal is to get a well-rounded sense of how it feels to be that persona in this experience, specifically focusing on what they’re thinking, feeling, seeing, hearing, saying and doing.

5. Brainstorm with lenses

The goal of lensed brainstorming is to generate as many ideas as possible in a short period of time. To gain focus as I generate ideas I use “lenses”—words representing key concepts, brand attributes or mindsets that help us look at a problem or scenario in a different way. For this exercise I recommend that the team agree on 3-5 lens words (for example: accessible, social, comforting), then set the clock for 2 minutes per lens word. Each person individually writes down as many ideas as they can think of in that time. After 2 minutes switch to the next lens word until all lens words have been used as idea inspiration. This ensures that every voice on the team is heard and generates a huge inventory of ideas.

6. Affinity diagram

This is a method to visually organize ideas and find cohesion in the team’s concepts. Affinity diagramming helps us shift from casting a wide net in exploring many possibilities, to gaining focus on the right solutions for this audience. All team members should put their ideas generated in the lensed brainstorming activity up on the wall. Have someone sort the ideas into categories and label them. As a group, begin to consider where you might combine, refine, and remove ideas to form a cohesive vision of the future customer experience.

7. Sketch the journey

Drumroll, please. This is the part you’ve been waiting for! It’s now time to put together all the pieces: timeline, touchpoints, channels, emotional highs and lows, and all the wonderful new ideas the team generated for how to improve the future customer journey. Get creative with how you lay it out—it doesn’t have to be a standard left to right timeline. It could be circular or helical. It could be one large map or it could be an interactive, clickable piece with embedded video. There are no templates, and there are infinite possibilities.

8. Refine and digitize

Journeys don’t always become a sophisticated deliverable—sometimes they begin and end as sticky notes on a wall or sketches on a whiteboard. But most of the time, when you go through the activities to arrive at a solid customer journey map, you want to polish it, leverage it in your work and share it with colleagues across the organization. If visual design isn’t your strong suit, consider collaborating closely with a visual designer who can transform the journey map sketch into an impressive artefact.

Healthrageous Journey c/- Mad*Pow

While journey maps are usually a tangible deliverable, like the one above, the process of journey mapping is what’s most important – it pushes us to think deeply about how we can use experience design to have a positive impact on our customers.

9. Share and use

It can be beneficial to maintain journey maps over time. For example, you could set a time each quarter or year to evaluate how your current customer experience matches your documented vision journeys. If your organization tracks quantitative KPIs, you can integrate these into a journey benchmarking process. Socializing journeys among stakeholders is critical in moving your organization toward action.

In addition to prioritization, the output of a journey map can serve as a backbone for strategic recommendations and more tactical initiatives.

For example, if you’re a mortgage company and you identify the closing process as a key area of frustration, anxiety and opportunity for engaging with the customer and designing for the “moment of truth”, then mark this as a high priority and get that on your strategic roadmap.

Schedule enough time to properly go through the recommended process. I’ve found that you can document a current state journey in about 3 hours, and a future state journey in about 5 hours. This makes for a full day to do both for one persona.

Make sure a good mix of people are involved in the journey map creation. It’s helpful to have stakeholder participants from many areas of the organization, as well as people of varying levels of seniority.

Once the journey maps are created, share them with zeal. Shout them from the rooftops and display them prominently in common areas.

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Publicado el 18 de Agosto de 2016

Customer Journey Map: Qué es y cómo crear uno

Marketing Rep. MX en @FromDoppler. Le encanta viajar, visitar museos y pasear en bicicleta. Es fanática de las crepas y la tapioca negra.

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Si lo más importante para tu negocio son los clientes, es hora de implementar un exitoso Customer Journey Map. Descubre cómo hacerlo ¡y mejora sus experiencias de principio a fin!

Hoy en día la clave para cualquier marca es generar valor para sus clientes. Sin embargo, a veces no resulta tan fácil encontrar la mejor forma para hacerlo.

Lo primero que debes hacer si verdaderamente quieres conocer cómo se sienten tus clientes con respecto a tu firma, es analizar el ciclo de compra desde su perspectiva y no desde la tuya.

¿Parece obvio? Pues quizá no lo es tanto. Muchas veces se revisan todas las instancias que atraviesa un cliente antes de efectuar la compra, pero no se tiene en cuenta cómo este se siente, qué expectativas tiene o qué idea sobre tu negocio se lleva luego de finalizado el ciclo.

Así que presta mucha atención a este artículo y descubre cómo puede ayudarte la utilización de un Customer Journey Map y aprende a diseñar el tuyo. ¡Toma nota!

Qué es el Customer Journey y cuál es su importancia

Se trata de una herramienta de Design Thinking que te permite plasmar en un mapa, cada una de las etapas, interacciones, canales y elementos por los que atraviesa un cliente durante todo el ciclo de compra.

Hoy en día, con el poder que han adquirido las Redes Sociales, nuestro consejo es que extiendas este estudio hasta un nivel de postventa. Es decir, el cliente que ya te ha comprado un producto, ¿cómo habla de la marca en los medios online? ¿Lo recomienda? ¿Tiene opiniones negativas?

El 90% de los consumidores insatisfechos sienten que no tienen espacio para dar su opinión o creen que no va a ser tenida en cuenta, entonces ¿por qué no se los brindas? Envía un Email automático con un descuento especial posterior a la compra, y aprovecha la oportunidad para preguntarle que tal fue su experiencia. No solo sentirán que su opinión importa sino que además ¡serán recompensados! Con Doppler puedes enviar Campañas de Email Automation totalmente gratis, crea tu cuenta y ¡pruébalo!

Este conjunto de momentos por lo que pasa cada usuario es de vital importancia para tu negocio. La percepción que el cliente tiene de tu firma en cada uno de ellos puede determinar la compra de tu producto o el de la competencia.

Así que la herramienta te servirá, no solamente para conocer cada instancia por la que pasa el usuario durante su ciclo de vida, sino también para averiguar exactamente dónde, cuándo y cómo actuar para lograr que tu firma sea la elegida a la hora de concretar una compra.

La clave entonces de este diagrama es que no se trata de un análisis objetivo de cada uno de los puntos que conforman el ciclo de vida del cliente, si no que el foco está puesto en cómo se siente él en cada uno de ellos con relación a la marca.

En fin, realizar un Customer Journey Map a conciencia puede servirte para entender y rediseñar la experiencia de tus clientes, alinear la visión que ellos tienen con la tuya y construir de forma más efectiva el Embudo de Conversión.

Parece interesante, ¿verdad?

Cómo crear un Customer Journey Map

No hay un modelo que se pueda aplicar a todas las empresas, ya que cada producto o servicio demanda un ciclo de vida diferente para el cliente.

En el blog de Innokabi puedes ver un Customer Journey a través de un ejemplo basado en un Restaurante.

En primer lugar, se dibuja un gráfico en el que el Eje X muestra las fases por la que pasa el cliente a lo largo del tiempo y en el Eje Y, se define cómo siente las experiencias, desde la más negativa, en rojo, hasta la más positiva, en verde.

En el ejemplo se consideran las etapas más críticas, desde que el cliente ingresa al local hasta que paga. Entonces, para conocer su experiencia en cada fase, se pensó en consultarle antes de retirarse cómo se ha sentido en cada una de ellas.

Una vez plasmado todo esto en el gráfico, se une cada punto mediante una línea y se obtiene un mapa de la experiencia del cliente.

Otro dato a considerar, además de las fases y los sentimientos o sensaciones de los clientes, pueden ser los puntos críticos del negocio, ya que pueden determinar la concreción o no de la compra.

Entonces, en el gráfico que puedes ver a continuación se observan:

– Puntos positivos: Entrada al local, comida y comer postre.
– Puntos negativos: Elección de la mesa y pagar.
– Puntos críticos (stops): El primer vistazo al local, la carta y la comida.

A continuación, se analiza cómo se pueden mejorar los puntos negativos y qué está ocurriendo con los críticos, para determinar cómo se sienten los clientes en estas fases clave y cómo se podría elevar el valor de sus experiencias.

Por último, se definen las interacciones en las que la empresa toma parte. En este caso, se dividieron entre directas (visibles para el cliente) e indirectas (invisibles para él).

Ahora el mapa quedaría así:

¿Qué acción se puede implementar en cada estadío para que los clientes queden completamente satisfechos? Una vez respondida esa pregunta, se podría dar por finalizado el análisis. Aunque…

Todavía hay más…

Si bien hasta hace un tiempo estas tareas eran suficientes, hoy los canales por los que se comunica una marca con sus leads o clientes son tantos, que resulta muy útil agregar un último paso al estudio.

Cada fase dentro del Customer Journey tendrá un objetivo y unas características determinados. Por eso es importante que elijas un canal específico para cada etapa, que pueda ayudarte a alcanzar los mejores resultados.

O quizá sean varios por fase; lo importante es pensar bien, según los objetivos que se busquen, cuáles serán los medios más apropiados para cada etapa.

Por ejemplo, podrías utilizar Campañas de Email Marketing cuando el potencial cliente está evaluando opciones; un eCommerce para la etapa de la compra y Foros en Comunidades Sociales para una posible etapa de retención.

Una herramienta que vale la pena

En un momento en el que la información cobra tanta importancia, un Customer Journey Map es la herramienta perfecta para trackear las emociones del usuario y mejorar así sus experiencias.

Recuerda que el objetivo es encontrar los puntos clave de interacción y definir con exactitud las motivaciones que llevan a los potenciales clientes a pasar al siguiente estadío en el proceso de compra.

Y tú, ¿has implementado esta técnica en tu empresa? ¿Cuáles han sido los resultados? ¡Queremos conocer tu experiencia!