Using Customer Journey Maps to Improve Your Customer Experience Aimee Lucas, CCXP Temkin Group Boil it down to 5 lessons … 5 big lessons … to help you create and use customer journey maps to improve your customer experience.

Q: Is this a good page? Customer trying to find a tablet

? Q: Is this a good page?

How about for a… Non-techie Grandma who wants to buy a tablet for her 4-year old grandson?

X How about for a… Non-techie Grandma who wants to buy a tablet for her 4-year old grandson?

How about for a… Technology buff who wants to buy an Android tablet and has a $600 budget? Customer trying to find a digital camera

How about for a… Technology buff who wants to buy an Android tablet and has a $600 budget?

 How about for a… Technology buff who wants to buy an Android tablet and has a $600 budget? Customer trying to find a digital camera

“Consumers are statistics. Customers are people.” Stanley Marcus Nieman Marcus President and Chairman of the Board (1950-1976) Customer Journeys are PERSONAL

Lesson #1 Start your customer journey mapping by identifying your target customer(s).

Companies are from Venus and customers are from Mars High interest High knowledge Mixed understanding of customers Politics & egos Needs Goals Interests Knowledge

Most companies operate like this Customers High interest High knowledge Mixed understanding of customers Politics & egos Needs Goals Interests Knowledge

Companies need to act more like this Customers High interest High knowledge Mixed understanding of customers Politics & egos Needs Goals Interests Knowledge

Lesson #2 Customer journey maps identify how the customer views an organization by putting interactions in the context of the customer’s broader goals, objectives, and activities.

What is a customer journey map? A visual representation of the steps and emotional states a specific customer goes through over a period of time to accomplish a specific goal that may include some interactions with your organization

CJMs can come in many shapes and sizes

Essential elements of CJMs Target customer and goal for the journey Stages of journey with customer’s steps and activities in each stage Customer’s expectations for what they can accomplish in each stage Customer’s perceptions of experience based on expectations (success and effort) Customer’s emotional state

Mistakes to avoid when creating your map Not identifying a persona or target customer for the journey Using company-centric language Mapping company touchpoints that don’t include customer Starting / stopping journey with company touchpoint Skipping stages that don’t include company

Journey: Upgrading smart phone with current service provider Not so great: Who is trying to do what? Upgrade campaign email Visit store Close sale with customer Cross-sell accessories Update customer record Activate new device Getting better: Marie: married, 60-something, semi-retired, active but not expert smart phone user, first time upgrading her phone Journey: Upgrading smart phone with current service provider Receive upgrade email Explore my options Buy new phone Set-up new phone Use new phone Pay 1st bill after upgrade

Make sure your customer journey map can pass the “I” test. Lesson #3 Make sure your customer journey map can pass the “I” test.

Journeys have an underlying structure a journey A stage a moment Some moments mean more than all the others!

Drive action using Moments of Truth The individual interactions that have the biggest impact on customer loyalty. Can be positive or negative or part of the “white space” Impact customer’s memory of the experience May be found at high and low points, transitions, endings If neutralized, may no longer be a Moment of Truth MOTs can change as customer expectations change

Why focus on Moments of Truth? Shape initial hypotheses on the importance of stages and touchpoints to validate with customers Identify potential areas of improvement or CX innovation Adjust customer listening posts: To prioritize monitoring of MOTs To gauge impact of changes deployed in MOTs over time

Focus on the customers and interactions that make a difference. Lesson #4 Focus on the customers and interactions that make a difference.

CJMs are one component of larger effort Communicate Measure and Monitor Ongoing customer experience operations CX Governance Training and Coaching Employees Innovate and Improve Designing Interactions / Experiences

CJMs are one component of larger effort Understand, diagnose experiences Ongoing customer experience operations Customer Journey Mapping CJM Action Planning CX Governance Establish baseline of experience Hypothesize future experiences

To raise your chances of success Don’t do Do Rely on internal analysis Assume customers view their journey differently than you do

To raise your chances of success Don’t do Do Rely on internal analysis Assume customers view their journey differently than you do Create the map in isolation Involve stakeholders early and often

To raise your chances of success Don’t do Do Rely on internal analysis Assume customers view their journey differently than you do Create the map in isolation Involve stakeholders early and often Just use CJMs to identify problems Use for innovations and to define “Detect” strategies Are CJMs good for finding mistakes to fix or for designing future state experiences? Yes and yes. CJMs can be used to identify gaps in the current state of experiences as well as helping to identify the opportunities for better future state experiences. Depending on your goal, you will likely want to adjust your customer research approach. How much detail do we need? It depends on what you are trying to accomplish. The maps shown above are at a level that would help point a company into specific areas for improvement. If you wanted to redesign an area such as rebooking a flight, then you would really want to get much more granular information about the customer journey in that area.

To raise your chances of success Don’t do Do Rely on internal analysis Assume customers view their journey differently than you do Create the map in isolation Involve stakeholders early and often Just use CJMs to identify problems Use for innovations and to define VoC strategies Use CJMs only to develop initial recommendations Use as lasting framework for ongoing design and training

Lesson #5 Remember: the “real” work begins once the customer journey map is finished.

Five Key Lessons Start your journey mapping by identifying your target customer(s). Customer journey maps identify how the customer views an organization by putting interactions in the context of the customer’s broader goals, objectives, and activities. Put on your customer hat and make sure your customer journey map can pass the “I” test. Focus on the customers and interactions that make a difference. Remember: the “real” work begins once the customer journey map is finished.

Thank you! Aimee Lucas, CCXP www.TemkinGroup.com CX Transformist & Vice President aimee@temkingroup.com Twitter: @Aimee_Lucas www.TemkinGroup.com