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Mapping the Customer Journey for Success

Mapping the Customer Journey for Success



Companies that understand their customers’ needs and pain points across touchpoints can optimize customer experiences and strengthen business results.

Companies that understand their customers’ needs and pain points across touchpoints can optimize customer experiences and strengthen business results.



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    Mapping the Customer Journey for Success Mapping the Customer Journey for Success Document Transcript

    • From Peppers & Rogers Group journey mapping TOPIC: Journey Mapping Mapping the Customer Journey for Success Companies that understand their customers’ needs and pain points across touchpoints can optimize customer experiences and strengthen business results Just the Facts: In an ideal world, every customer who An “Outside-In” Approach to Customer Journey Mapping uses your company’s website to gather product informaA well-defined map should illustrate the journey from the customer’s point of view, with a clear tion, or enters into a chat exchange with an agent, or uses description of touchpoints along the way. The customer journey map below was created by any number of channels to interact with your company Emirates and illustrates the customer’s end-to-end experience with the airline, from researching a flight to booking to boarding to in-flight and post-flight experiences. Emirates printed would have a smooth, easy and satisfying experience. life-size versions of its map that would literally walk employees through different phases of the Unfortunately, we don’t live in an ideal world. customer journey during internal training and role-playing. To attract and retain customers in today’s hypercompetitive business environment, companies need to provide great experiences across every channel they use. According to a recent study by Ovum, 74 percent of customers use three or more channels for support interactions. Simply providing customers with their choice of multiple support options isn’t enough to attract and retain their business. Instead, companies need to understand how customers use various channels and to identify obstructions they may encounter as they move from one channel to the next. The ability to provide customers with seamless multichannel and cross-channel support interactions is a must-have for companies that will survive the cutthroat global market. According to a survey by inContact and Harris Interactive of 2,191 adult consumers in the U.S., more than half (56 percent) said they’d likely switch to different areas of the enterprise can also reap impressive business results. another company if it provided them more options for connecting with “Understanding how to optimize the customer experience helps the company. And for the 45 year-old and under set, that number companies improve first call resolution and call deflection; strengthens increases to more than 75 percent. customer satisfaction and loyalty; boosts customer lifetime value; and Creating and using a customer journey map is an extremely effeceven generates incremental revenue through word-of-mouth recomtive way for companies to fully understand a customer’s multichannel mendations,” says Dietrich Chen, Principal at Peppers & Rogers Group. support experiences, including ease of use, challenges encountered at While you don’t have to be a cartographer to develop a customer jourindividual touchpoints, and the handoffs occurring between channels. ney map, there are important steps that project champions should take This is a visual representation of what individual customers experience to drive successful mapping. Among the most important: Developing as they move from one channel to the next in their interactions with programs that encourage adoption across the enterprise and impleyour company. menting practices to gain buy-in among key stakeholders. Customer journey maps can provide employees with a clear picture Technology can also help facilitate customer journey mapping and of what it’s like to be their company’s customer and help them better gain valuable insights into the strengths and weaknesses of a customunderstand customers’ behaviors, needs and perceptions. er’s experiences. For instance, the use of a universal queue gives agents “Companies that develop and use customer journey maps effectively a single view of all the channels customers are using, along with realcan create a distinct competitive advantage,” says Michelle Burrows, time insights that can be leveraged to better assist those customers. vice president of demand generation at inContact. The following pages include our additional recommendations for drivOrganizations committed to mapping the customer journey across ing successful customer journey mapping efforts.
    • TOPIC: Journey Mapping From Peppers & Rogers Group 5 Tips for Creating Awesome Customer Journey Maps From Peppers & Rogers Group FROM PEPPERS & ROGERS GROUP urney apping Understanding how to optimize the customer experience helps companies strengthen customer satisfaction and loyalty; boosts customer lifetime value; and even generates incremental revenue through word-of-mouth. — ietrich Chen, Principal, D Peppers & Rogers Group Creating a customer journey map requires more than simply developing a deep understanding of what customers are trying to accomplish in their multichannel interactions with a company. Project champions must also consider how maps will actually be applied in the organization, as well as how to make them usable—and useful—for employees. Here are five tips for crafting effective and compelling customer journey maps that bring results: 1. Apply a loose definition of the word ‘channel.’ When contact center leaders and other executives evaluate their companies’ customer touchpoints, they often discover that the organization operates more channels than it realized. To effectively ascertain the channels customers use the most, conduct an audit of your company touchpoints, says Jonathan Browne, Senior Analyst at Forrester Research. You can do this by monitoring all the different ways customers interact with your company and comparing that to each of the known channels the company supports. 2. Create maps with a clear purpose. Before developing a customer journey map, identify how it’s going to be used so that it meets the intended purpose. Some organizations use maps to identify and correct problems in current customer interactions by installing “listening Developing Maps to Help Customer A good customer journey map shouldn’t just illustrate how a customer uses various channels for different purposes. It should also consider the customer’s emotional state, which will help deliver the best possible experiences based on current circumstances and frame of mind. Created by Blue Cross and Blue Shield of Illinois (BCBS-IL), the customer journey map below has integrated a member’s emotions and perspective, as he or she feels the shock of a job loss Day 1. BCBS-IL uses this map to help employees clearly and compassionately explain this member’s options for healthcare insurance during different stages of the post-employment life cycle. © 2013 1to1 Media is a division of Peppers & Rogers Group. posts” at different touchpoints, such as a click-to-chat option during self-service website visits. Journey maps can show employees what the ideal customer experience should look like and guide their interactions with customers. These maps can also be important tools in making the business case for investments needed to improve the customer experience. Interestingly, journey maps even enable cross-functional teams to envision what customer experiences could look like in the future. A cloud contact center platform can be extremely useful to integrate information from the various touchpoints that customers use for support. 3. Conduct research with real customers. Truly understanding customers’ journeys requires project teams to carefully examine how they interact with a particular brand— for example, whether they struggle to find product information online. Companies can gain valuable insights by conducting short surveys with customers immediately after a support interaction and by coordinating one-on-one interviews between agents and customers to identify what’s working well and what isn’t. This research should include segmenting customers and identifying where they are in their respective journeys, says Chen. These kinds of insights not only help identify issues customers are trying to resolve at a particular stage, but also allow agents to offer the next best action that will help them move to the next stage in the journey. 4. Create intuitive maps. It’s important for cross-functional project teams to create maps that are easy to use and navigate by employee groups across the company. Intuitive maps help those in disparate corporate functions (e.g., IT, accounting, customer service) to visualize the touchpoints needed to deliver a superior customer experience, whether through a call center or a mobile self-service app. Remember, the first iteration of a map doesn’t have to be a work of art. Project teams can begin mapping the journey with sticky notes and gradually develop a more detailed visual model as the journey is more clearly defined. 5. Embed maps into the company’s culture. Successful customer journey mapping needs to be based on a continuous improvement program that has buy-in from key stakeholders at every stage of the project. Initially, make sure the initiative has, at minimum, an owner and business sponsor. And, don’t try to execute from a single department. Journey mapping requires cross-functional commitment, which is critical for identifying customer workflows and making changes to the customer experience when functional involvement (e.g., IT) is needed. 2
    • TOPIC: Journey Mapping From Peppers & Rogers Group Three Tips for Gathering Customer Feedback From Peppers & Rogers Group FROM PEPPERS & ROGERS GROUP A good customer journey map shouldn’t just illustrate how a customer uses various channels for different purposes. It should also consider the customer’s emotional state, which will help deliver the best possible experiences based on current circumstances and frame of mind. When doing research to develop and fine-tune customer journey maps and create new customer experiences, there are three proven ways to solicit customer input, according to Forrester Research: Exploratory research. Encourage customers to describe in their own words what they experience when interacting with your company and how they feel about it. Leave the research format and surveys openended to encourage customers to share their views. Evolutionary research. Develop prototypes for new customer experiences (e.g., mobile video support) and share them with customers to elicit their reactions. Especially rewarding: Participatory exercises that invite customers to actually help design new experiences. Evaluative research. Once your organization nears the final customer experience it intends to roll out, bring in a panel of customers to test it out and get their feedback. Know Thy Customer When developing customer journey maps, it’s equally important to know why customers choose different channels for certain types of support and why they sidestep other channels. “Customers who use channels like the web or mobile are often looking to avoid long hold times and complex IVR menus,” says Aphrodite Brinsmead, Senior Analyst, Customer Interaction at Ovum. A cloud contact center platform, complemented with workforce optimization tools, enables organizations to gather this kind of insight about customer behaviors across different channels. Based on customer demand and available skill sets, contact center leaders can then determine which agents to schedule in certain channels to support particular customer segments. Case Study:  BS Banks on Closed-Loop Customer Feedback R Royal Bank of Scotland (RBS) uses exploratory research to understand customer needs and behaviors and to tailor products and support services accordingly. For example, the bank’s design team jotted down some concepts on paper for a new mobile banking app it was considering. After preliminary customer feedback described how the app would potentially be used, the design team incorporated the feedback and refined its designs in the app’s next iteration. As part of this exercise, the bank’s design team developed a simplified journey map that it shared with customers to illustrate how the mobile app might work. The simplified map shows a customer © 2013 1to1 Media is a division of Peppers & Rogers Group. stuck at a train station with no money and no credit cards after her purse was lost or stolen. But the customer still has her smartphone and can use RBS’ mobile app to buy a train ticket. The RBS design team asked customers if this would be a useful service and how the bank could further improve the app. Based on the feedback, a third-party developer created a prototype and conducted usability testing with customers for additional feedback. That helped guide further enhancements prior to the final rollout of the mobile app. Simplified customer-facing maps Showed how the idea would work. 3
    • TOPIC: Journey Mapping From Peppers & Rogers Group Getting Started From Peppers & Rogers Group journey mapping FROM PEPPERS & ROGERS GROUP By the Numbers: Correlating Customer Experience to Business Results Positive changes in annual revenue by moving from a below-average to an aboveaverage customer experience score, by industry: Wireless service providers: $3.1 billion Airlines: $2 billion+ Hotels: $1.1 billion+ Source: Forrester Research, “The Business Impact of Customer Experience, 2013” Customer journey maps provide companies with incredibly valuable insights that can be used to improve the customer experience and strengthen business results. Companies benefit from learning which channels customers use the most, along with which additional ones they’d like to have available for support, explains Brinsmead. Companies can address customer channel preferences by using a cloud contact center system, which makes it easy to seamlessly test and plug in new channel support capabilities. Although it isn’t cost effective to develop journey maps for every customer, companies can benefit from mapping the journeys—experiences and preferences—for customer personas they’ve created (e.g., `Aidan’, a frequent Millennial shopper who regularly interacts with his smartphone) to represent key customer groups. “If you try to map the journeys of all customers, you’re going to discover that 10 percent of your customers behave this way, and 15 percent behave a different way,” says Browne. “You’ll end up with spaghetti instead of a clean, linear map. It’s more effective to develop customer journey maps for the critical customer segments you’re trying to attract and retain.” It’s also important to define the goals for customer journey mapping and how those objectives will be measured—both of which will increase the likelihood of success, says Chen. To increase buy-in for journey mapping across the company, think about incentives. What gets measured gets done, and what’s incented attracts attention. Giving people meaningful motivation and rewards for paying attention to journey mapping efforts will pay off. Meanwhile, consider creative ways to strengthen participation. One software developer used a gamification strategy to demonstrate different customer experiences at restaurants. “Gamifying” the customer experience not only forced restaurant managers, waitresses and kitchen staff to consider how they should react when things go wrong during customer visits but also strengthened engagement and collaboration among participants. Finally and most importantly, be sure to approach customer journey mapping from the customer’s perspective. This may seem obvious, but it’s not. “The reason customers often have bad experiences with companies is because customer journey mapping and customer-facing processes are created from the company’s perspective and not the customer’s,” says Burrows. “It’s also extremely useful to revisit existing processes to ensure they’re generating the kinds of experiences customers expect.” inContact helps contact centers around the globe create profitable customer experiences through its pow­ rful portfolio of cloud-based contact e center software solutions. The company’s services and solutions enable contact centers to operate more efficiently, optimize the cost and quality of every customer interaction, create new pathways to profit, and ensure ongoing customer-centric business improvement and growth. For more information, please visit www.inContact.com 1to1® Media is dedicated to helping organizations across the globe realize the greatest value from their customer base. We provide resources that help senior executives to drive change and make customer-based initiatives the centerpiece of their growth strategy. 1to1 Media’s custom publications explore the best practices, trends, and developments from companies that are using customer initiatives to drive bottom-line impact. Backed by Peppers & Rogers Group, the globally recognized leader in customer strategy and relationship marketing, 1to1 Media combines thought leadership, field experience, and editorial expertise to deliver the content needed by our audience of more than 130,000 decision-makers. For more information, please visit www.1to1media.com © 2013 1to1 Media is a division of Peppers & Rogers Group. 4