Customer Journey Mapping is a tried and true technique to better understand your customers' experiences as the foundation for driving change and innovation. This document contains the best of our knowledge from over 50 combined years of consulting using Customer Journey Maps with clients.

1. FAQs
about
Experience
Mapping:
A
suitecx
briefing
July
2014

2. ©2014
suitecx
–
ConfidenBal
IntroducBon
• Over
the
years
we
have
been
asked
a
lot
of
quesBons
around
experience
and
journey
mapping.
Some
of
them
address
what
are
the
triggers
and
reasons
for
mapping,
others
speak
to
how
do
we
plan
for
it
and
what
do
we
expect
to
see.
• This
document
answers
a
number
of
quesBons
about:
• What
• Why
• Who
• How
• It
presents
some
Case
Studies
and
Tricks
of
the
Trade
as
well
• We
hope
this
clarifies
some
things
for
you
and
adds
to
the
conversaBon
2

3. ©2014
suitecx
–
ConfidenBal
What
Is
Customer
Journey
Mapping?
• The
visual
representaBon
of
the
alignment
of
the
organizaBon
to
the
customer
needs
to
create
relevant,
engaging
and
rewarding
experiences
that
connect
the
brand
with
the
customer.
• And
it
is
representaBve
of:
• Where the customer touches the brand
• Where the brand touches the customer
• Where they interact with each other
• The mul7ple interac7on points of a customers’ engagement with the brand
• Why the customer is seeking contact with the brand
• The customer expecta7ons of their experience with the brands

4. ©2014
suitecx
–
ConfidenBal
COLLABORATIVE
AND
‘SOCIAL’
• Shared
tool
in
‘3D’
so
you
can
visualize
behavior
and
processes
• Can
be
reused
strategy
to
execuFon
• SaaS
model
provides
easy,
cost
effecFve
access
across
mulFple
users
DYNAMIC
VS.
STATIC
• Enables
conFnuous
adaptaFons
over
Fme
to
drive
strategy,
planning
and
tacFcs.
• Provides
a
live
“Dashboard’
that
can
reflect
trends
and
progress
• Highly
configurable
INFORMATION
CONSOLIDATION
• Performance
and
operaFonal
data
in
once
place
• Presents
raFonal
and
emoFonal
informaFon
• Data
&
arFfacts
can
be
aUached
VISUALIZE
AND
MANAGE
THE
PATH
TO
PURCHASE
AND
EXPERIENCE
• Creates
a
visualizaFon
of
your
touchpoints
and
relevant
informaFon
• Shows
where
and
when
customers
experience
saFsfacFon/
pain
points
• Filters
can
easily
present
different
views
What
do
tools/technology
brings
to
the
table
?

5. ©2014
suitecx
–
ConfidenBal
What
business
problems
are
you
typically
trying
to
solve
with
journey
mapping?
5
Decline of revenue
due to known
causes such as
-­‐fewer sales
-­‐less volume
-­‐ churn
-­‐poor reten7on
-­‐ compe77ve
inroads
etc.
Unknown revenue
declines
Economic
challenges such as
recession or
disrup7ve service
models
Know they are
having experience
issues but don’t
know how to
address them:
-­‐ NPS declines
-­‐ CSAT declines
-­‐ Complaint
increases
C-­‐Level challenges
to Sales/Marke7ng
or Service requests
for funds where
there is no clear
business case/value.

6. ©2014
suitecx
–
ConfidenBal
The
big
issue….
27%
OF
LOST
CUSTOMERS
ARE
LOST
FOREVER
Sources: Oracle: Global Insights on Succeeding in the Customer experience era Feb 2013
CISA Magazine

7. ©2014
suitecx
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ConfidenBal
Fully understand exis7ng customer behavior across the en7re experience &
lifecycle
Evolve and deepen the science of customer insight and their needs
through disciplined data management and analy7cs to drive loyalty and
differen7ated products and services
Develop 360o customer view to generate ac7onable insights and tac7cs
and treat customers differently
Drive increased sustainable strategic opportuni7es to enhance customer
advocacy & op7mize ROI
Forward
thinking
companies
journey/experience
maps
to:
7
What
business
problems
are
you
typically
trying
to
solve
with
journey
mapping?

8. ©2014
suitecx
–
ConfidenBal
What
kind
of
process
do
you
use
when
journey
mapping?
Describe
the
steps
you
take?
• Growing our base of
affluent customers by
con7nuing to engage their
interest and sa7sfy their
needs.
• Be the US’s preferred and
most respected loyalty
brand as recognized by its
members
• To build a winning network
of customer and supplier
rela7onships
• To generate strong and
sustainable cash flow
growth
• Be recognized as a leader
and posi7ve force in the
community
Best Prac7ces
SWOT Analysis
Compe77ve Landscape
Organiza7on
Process
Informa7on
Technology
Impact on Revenue
Ease of Implementa7on
Customer Sa7sfac7on
Time to Implement
Cost to Achieve
Vision
Assessment
Ini7a7ve
Priori7za7on
Roadmap
Mapping is o`en part of a larger planning process

9. ©2014
suitecx
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ConfidenBal
• Set
the
map’s
scope
and
scale
• Create
interview
material,
and
idenFfy
interviewees
Scope
• Schedule
and
execute
interviews
• Gather
and
review
documentaBon
Gather
Data
• Plot
customer
interacBons
on
map
• Refine
and
validate
informaBon
flows
• Overlay
metrics,
customer
data
&
collateral
Map
• Refine
and
validate
IdenFfy,
analyze
and
prioriFze
opportuniFes
Ideate
• IdenFfy
deep
drill
needs
• Conduct
deep
drills,
analyze
results
Deep
Drills
• Analyze
Map
• Develop
recommendaBons
and
compile
roadmap
for
change
Strategize
What
kind
of
process
do
you
use
when
journey
mapping?
Describe
the
steps
you
take?
9
Our experience mapping methodology

10. ©2014
suitecx
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ConfidenBal
What
kind
of
process
do
you
use
when
journey
mapping?
Describe
the
steps
you
take?
Customer Experience Improvement Strategy
Organizational Change
Map
Design
framework
Plot
customer
interacBons
on
map;
refine
&
validate
Overlay
metrics,
customer
data
&
collateral
10-20 Days* 25-30 Days*
Typical approach for most customer journey mapping
Part 1
Current state
Part 2
Experience Mapping
Part 3
Recommendations
* Typical work effort will vary based on scope with lag 7me for rounds of review
Plan
• Set
the
Scope
• Understand
the
objecBves
• Ensure
resources
Gather
• Interview
• Capture
data,
arBfacts,
documents
• Ethnographic
research
• SegmentaBon
Map
• Design
framework
• Plot
customer
interacBons
on
map;
refine
&
validate
• Overlay
metrics,
customer
data
&
collateral
Outputs
• IdeaBon
• Deep
Drills
• PrioriBzaBon
• ValidaBon
Roadmap
• Bucket
prioriBzed
into
IniBaBves
• RecommendaBons
Roadmap
10

11. ©2014
suitecx
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ConfidenBal
What
makes
companies
decide
to
start
using
journey
mapping?
What
are
the
triggers?
• Marketers
need
to
deal
with
broader
issues:
• Shortened consumer acen7on spans
• Demand for transparency
• Ubiquitous connec7vity and access
• Tradi7onal channel fa7gue
• Consumers
view
the
enBrety
of
the
experience
across
all
touchpoints
as
one
connected
experience
Experiences
Brick and Mortar
Website
Member Service
Social
Product Demos
Online Reviews
Media
Targeted Messages
POP Displays
Samples
Events
Guerrilla Tac7cs
WOM
Sponsorships
Delivering great experiences requires empathy
– seeing what the customers see, feeling what
the customer feels.
But delivering great experiences also requires
deep self-­‐awareness. Awareness of who you are
as an organiza7on, of your purpose, values,
strengths and weaknesses.

12. ©2014
suitecx
–
ConfidenBal
What
makes
companies
decide
to
start
using
journey
mapping?
What
are
the
triggers?
12
The
value
a
customer
represents
in
order
to
idenFfy:
• Who
to
invest/divest
in
• What
needs
they
have
that
the
organizaBon
can
meet/address
• How
the
organizaBon
can
meet
these
needs
through
interacBons
• Where
changes
need
to
occur
in
the
organizaBon
to
deliver
upon
the
strategy
One of the triggers is helping to develop a customer strategy to
help them make choices about op7mizing the alloca7on of
resources to get, keep and grow customers
In order to do this, an
enterprise needs to
understand:

13. ©2014
suitecx
–
ConfidenBal
Do
you
define
the
purpose
of
journey
mapping
efforts?
Business Impact
Strategy
Drives Tactics
Marketing and
Technology
are Fully
Leveraged
§ Know where the business is headed and why
§ Results are measured and rationalized against strategic goals
§ Can make adjustments as necessary based on desired future outcomes
§ Infrastructure supports business needs
§ ROI is known and improved
§ CRM solutions are leveraged
§ Activities are coordinated within the strategic framework
§ Time to market is reduced
§ Business results are measurably improved
§ Today’s activities inform and support tomorrow’s plans and activities
§ Ability to leverage learning's more broadly
§ Know what we still need to learn…and how we will learn
§ Can make decisions based on known facts and planned hypotheses
§ ROI is known and improved in the short term and the long term
Short Term
and Long
Term Goals
are
Synchronized
Yes -­‐ A Clearly Defined Vision Drives Rela7onship Op7miza7on

14. ©2014
suitecx
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ConfidenBal
Do
you
define
the
purpose
journey
mapping
efforts?
Learning & Change Management
Business
Strategy
Member
Experience
Strategy and
Design
Process
Redesign
Member
Value
Creation &
Loyalty
Performance
Impact &
ROI
Metrics
Technology
&
Enablement
Organizational Alignment
Relationship Optimization Framework
Rela7onship Op7miza7on Includes Member Experience Design

15. ©2014
suitecx
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ConfidenBal
Some
DefiniBons
• Experiences:
The
sum
of
what
the
customer
takes
away
from
the
interacBons
they've
had
with
you.
A
memorable
event
–
with
a
beginning,
middle,
and
end.
• Customers always have an experience (good, bad, or indifferent)
• InteracFons:
The
acBviBes
in
which
customers
engage.
Any
business
supports
dozens,
if
not
hundreds
of
interacBons.
• Engagement
Points
–
can
be
inbound/outbound/interacBve
–
human
or
automated
• An experience point is where emo7ons, process, systems, data all intersect -­‐ o`en the ‘fault line
‘between the company and the customer

16. ©2014
suitecx
–
ConfidenBal
How
do
you
prepare
and
plan
for
journey
mapping?
Ensure you have enough of the right resources
Iden7fy the data sources
Set the scope
Understand the objec7ves
We help at every juncture of the process:
Planning and Pre-­‐work

17. ©2014
suitecx
–
ConfidenBal
How
do
you
prepare
and
plan
for
journey
mapping?
Do we agree on
approach and
outcome?
Do we agree on
scope and scale?
As is? To be?
Have we iden7fied
all key stakeholders
Who should own
and drive this
project?
Do we need outside
help?
How do we best
highlight results?
What are the
interdependencies?
Project sequencing?
What is the risk of
not doing this
project?
Are there any
7ming or resource
issues?
Who will own
con7nuous
improvement?
?
Ques7ons we ask the team before star7ng

18. ©2014
suitecx
–
ConfidenBal
How
do
you
map
the
journey
itself?
Complete data gathering
Conduct interviews with employees, mgt and customers
Capture insight from all touch-­‐points (ethnography, research & social media)
Finalize interview list & data gathering targets
We help at every juncture of the process:
Data Gathering

19. ©2014
suitecx
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ConfidenBal
How
do
you
map
the
journey
itself?
Overlay other relevant informa7on based on business objec7ves
Refine map & iden7fy poten7al problem areas
Dra` ini7al map and add in informa7on
Set map parameters based on customer path to purchase
We help at every juncture of the process:
Crea7ng the Maps

20. ©2014
suitecx
–
ConfidenBal
How
do
you
map
the
journey
itself?
Validate the customer story by showing the journey. Discuss in breakout sessions with different
internal teams
Review recommenda7ons and focus on largest pain points. Priori7ze list and iden7fy future state.
Compare employees versus customers. Discuss pain points and moments of truth.
Review map with team for opportuni7es and threats. Look for gaps & unusual results.
We help at every juncture of the process:
Outputs and Valida7on

21. ©2014
suitecx
–
ConfidenBal
How
do
you
ideate
and
prioriBze
opportuniBes
generated
during
journey
mapping?
21
The tool set helps to organizes findings and recommenda7ons

22. ©2014
suitecx
–
ConfidenBal
How
do
you
ideate
and
prioriBze
opportuniBes
generated
during
journey
mapping?
We put it into a format that supports priori7za7on

23. ©2014
suitecx
–
ConfidenBal
How
do
you
ideate
and
prioriBze
opportuniBes
generated
during
journey
mapping?
23
The priori7za7on process cumulates in a Roadmap

24. ©2014
suitecx
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ConfidenBal
How
do
you
ideate
and
prioriBze
opportuniBes
generated
during
journey
mapping?
Project
DescripBon
DescripBon
of
the
iniBaBve
Dependencies
Prerequisite
Resources
• Resource
name
1
• Resource
name
2
• Resource
name
3
Benefits
1. Step
1
2. Step
2
3. Step
3
4. Step
4
5. Step
5
Key
ImplementaBon
Steps
Impact/Feasibility
} Based
on
PrioriBzaBon
Expected
DuraBon
} From
Roadmap
Expected
Costs
} EsBmate
24
Each Roadmap ini7a7ve has a suppor7ng charter

25. ©2014
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ConfidenBal
¨ DocumentaBon
of
each
interacBon
point
¤ Wide variety of emo7onal/ra7onal data points
¤ Holis7c view of the company, employee & customer
experience
¤ Flow across the path to purchase
¨ Clear
presentaBon
of
what's
working
–
what's
not
–
why
not
¤ Data driven specifics
¤ Gaps and opportuni7es between each
¤ Barriers to conversion
¤ Revenue Accelera7on
¨ Strategic
insights
¨ AcBonable
tacBcs
¨ CollaboraBve
planning
vehicle
¨ Engagement
of
key
stakeholders
across
divisions
and
business
units
¨ Improved
adsorpBon
of
informaBon
¨ Forum
for
breaking
down
silos
¤ Realiza7on that customers view and experience
the whole brand and not divisions or business
units
¤ As such, need for greater collabora7on and
coordina7on where customers are cumng across
different parts of the organiza7on
¨ RaBonalizaBon
of
company,
employee
and
customer
needs
¨ EmoBonal
buy
in
through
visual
storytelling
How
do
you
embed
journey
mapping
within
the
organizaBon?
INTANGIBLETANGIBLE
Once companies understand the renewable benefits of mapping they make it a part
of con7nuous improvements programs

26. ©2014
suitecx
–
ConfidenBal
How
do
you
track
the
progress
they
are
making
as
a
result
of
the
journey
mapping
26
Each map has mul7ple levels of sta7s7cs and metrics that can be saved and compared

27. ©2014
suitecx
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ConfidenBal
Do
you
update
their
journey
maps
regularly
to
reflect
progress,
changing
needs?
27
Yes, they clone them and then update them to reflect changes/improvements/innova7onal
Mul7-­‐media roll up
Story roll up

28. ©2014
suitecx
–
ConfidenBal
Do
you
update
their
journey
maps
regularly
to
reflect
progress,
changing
needs?
28
Yes, they annotate them and then update them to reflect changes/improvements/innova7on

29. ©2014
suitecx
–
ConfidenBal
What
stakeholders
are
involved
in
journey
mapping?
• We
have
found
that
the
broader
the
cast
for
a
project
that
is
transformaBonal,
the
more
likely
it
is
to
succeed.
• In
the
same
vein,
for
change
management
and
key
insights,
we
like
to
have
stakeholders
at
each
level
inBmately
involved
in
the
project.
TransformaBon
is
difficult,
if
not
impossible
without
clear,
vocal
leadership
support.
• Our
typical
project
has
the
following
roles/responsibiliBes
• Governance Team/Key Leadership
• Key Stakeholders
• Day to Day Working Team with representa7ves from Sales, Marke7ng, HR, IT, Opera7ons,
Service as well as Voice of the Customer (surveys or directly)
• Ad Hoc SME’s and 3rd Party Providers
Note: A benefit of the toolset allows for people to annotate, comment and par7cipate even if
they are not able to be involved day to day or are remote.
29

30. ©2014
suitecx
–
ConfidenBal
How
effecBve
a
tool
has
journey
mapping
been
in
the
work
you
do
with
clients?
• Journey
mapping
and
the
resulBng
Roadmaps
that
result
from
them
have
been
instrumental
in
many
ways:
• Increasing revenue directly by elimina7ng barriers to purchase or repurchase
• Shortening path to purchase
• Correc7ng ineffec7ve or nega7ve touches
• Visualizing complex data from mul7ple sources
• Iden7fying barriers to reten7on
• Enhancing engagement and advocacy
• Enabling a company’s ability to hear and act upon the voice of your company, customer and
employees
• Create targeted, personas driven contact strategies and plans
• Develop evidence based business cases and plans
30

31. ©2014
suitecx
–
ConfidenBal
Do
you
have
a
common
type
of
journey
map
and
format
you
use?
• No,
we
find
that
each
client
has
a
disBnct
need
for
visualizaBon
and
though
many
like
‘storytelling’,
even
those
views
can
be
quite
varied.
Some
examples
follow
over
the
next
five
slides.
31

32. ©2014
suitecx
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ConfidenBal
Case
Study
-­‐
NaBonal
membership
based
organizaBon
§ 2015
planning
will
include
new
programs
and
processes
§ AddiBonal
mapping
projects
underway
to
fine
tune
experience
for
different
personas
and
interest
groups
§ Mapped touches as is by mul7ple views as compared to DMA standards
§ Created customer journeys for top customer ‘jobs’ and interests to ID reason for joining, renewing, MOT’s and Pain Points
§ Developed different scenarios for customer personas and touch op7ons to becer op7mize experience and resul7ng renewal
§ Created several new member and renewing member programs integrated across departments
Client experiencing downturn in renewals
for membership
Dona7ons and pledges decreasing
Strategy team concerned about ability
to acract and retain new members
who increasingly eschew ‘joining’
organiza7ons
Realized that ‘engagement’ may not
mean touches – needed to see what
that meant
Departments were not
coordina7ng touches or messaging
Members gemng
Challenge/Opportunity
Results
Approach/Solu7on

33. ©2014
suitecx
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ConfidenBal
Napa-­‐wide
Agribusiness
Customer
DiagnosBc/Touchmap
§ Immediate
improvement
in
Sales/MarkeBng
relaBonship
leading
to
higher
uBlizaBon
of
each
other’s
capabiliBes
§ SegmentaBon
schema
adopted
to
help
manage
sales
resources
and
drive
lead
nurturing
email
programs,
training,
events
§ New
SAP
soluBon
design
in
blue
print
phase
§ Assetlink
DAM
system
implemented
§ Prototype
Program
taken
to
Europe
and
South
America
§ Organiza7onal assessment across Sales, Marke7ng and Service to determine gaps in CRM efforts
§ Created Touchmap to fully understand grower through retailer and distributor journey
§ Developed ini7a7ves to close gaps (OPIT)
§ Developed requirements, RFP’s and managed bid processes for SFA, MRM,CRM solu7ons
§ Developed Sales and Marke7ng Training for Segmenta7on and 1:1 Marke7ng concepts
Client had several failures to launch CRM
programs
Sales/Marke7ng not in agreement on how
to proceed
Realized technology plan would not
work without a Go-­‐to-­‐Market Strategy
and clearer understanding of
Marke7ng/Sales Needs/Objec7ves
Business Requirements
Concern about aliena7ng Resellers
kept them from collec7ng relevant
end user data -­‐ Sales and
Marke7ng o`en blind in trying to
create lead nurturing programs
Challenge/Opportunity
Results
Approach/Solu7on

34. ©2014
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Customer
experience
improvement
§ Immediate
improvement
of
revenue
due
to
decreased
drop
off
§ Improved
experience
comments/survey
results
§ Drove
business
case
for
markeBng
automaBon
tools
§ Conducted
company-­‐wide
diagnosBc
with
PaBent,
Employee
and
InsBtuBonal
inputs
§ Created
Experience
Map
to
fully
understand
paBent
journey
§ Developed
iniBaBves
to
close
gaps
(OPIT)
§ Developed
requirements,
RFP’s
and
managed
bid
processes
for
markeBng
automaBon
soluBon
§ Developed
Sales
and
MarkeBng
Training
for
SegmentaBon
and
1:1
MarkeBng
concepts
Client
experiencing
growing
pains
Focus
on
acquisiBon
lep
PaBents
feeling
neglected
Needed
a
customer-­‐centric
data
and
markeBng
automaBon
soluBon
to
beser
track
and
retain
current
PaBents,
deliver
triggered
campaigns
and
monitor
likelihood
to
churn
Needed
to
drive
automaBon
and
consistency
across
mulBple
storefronts,
online
and
across
communicaBons
channels
Challenge/Opportunity
Results
Approach/SoluBon

35. ©2014
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B2B
Buyer
Journey
and
Analysis
Challenge/Opportunity
Results
§ Leadership saw the level of complexity of the different cons7tuents and were able to develop addi7onal strategies
§ Map now being used to deepen understanding of rela7onships across LOB’s as well as customers
§ Salesforce tool being mapped to different use cases based on insights
§ Communica7ons now being mapped more closely to derive addi7onal insights
Approach/Solu7on
§ Through interviews of all Ins7tu7on/Employee/Customers created a complex, mul7-­‐faceted buyer journey map
§ Highlighted pain points, moments of truth and key interac7on points for use in crea7ng Salesforce.com processes
§ Iden7fied opportuni7es to improve rela7onships with Eye Care Professionals in many different ways
Eye Care Professional/Op7cs division of VSP
desired to move towards more sales/marke7ng
automa7on but didn’t understand buyer
journey
Complex set of influencers and buyers
made development of a set of use
cases and programs difficult without
customer insight
Business wanted to start to message
customers with the right type of message,
appropriate 7ming and offers

36. ©2014
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ConfidenBal
SegmentaBon
and
precision
markeBng
plan
Challenge/Opportunity
Results
§ New program very successful
§ Added new email marke7ng capabili7es (staff and technology) to leverage knowledge
§ Increased sales star7ng to build
Approach/Solu7on
§ Completed a full segmenta7on study including all facets of data
§ Iden7fied top 3 segments with highest Life7me Value and further researched needs/behavior online and offline
§ Blended with Deluxe segmenta7on data to ID cross over sales opportuni7es
§ Developed a buyer journey and buyer personas
Mid-­‐sized division of Deluxe prints focusing on
business prin7ng needed a more focused
growth and upsell/cross sell capability
No clear understanding of what was working
(not working) on online path to purchase
Wanted best prac7ces for email revenue li`
Precision Marke7ng to improve sales without
increasing marke7ng budget sign
Wanted to incorporate parent company
segment knowledge

37. ©2014
suitecx
–
ConfidenBal
Do
you
have
a
common
type
of
journey
map
and
format
you
use?
• No,
Customer
experience
maps
have
many
opBons:
• Simple templates to present a 7me
based customer interac7on ‘story’
to help bring it to life.
• More complex templates to
present customer story as well as
company process to ID gaps or
issues affec7ng customer
experience
37

38. ©2014
suitecx
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ConfidenBal
Do
you
have
a
common
type
of
journey
map
and
format
you
use?
• Flow
chart
views
are
good
for
drill
downs
and
scenario
planning
• Block and text views with picture, video or
direc7onal info can present variable
informa7on.
• They also are databases which can hold
addi7onal informa7on/data
• Flow charts give you another dimension to
present paths to purchase, cri7cal paths or
cross channel/organiza7on flows
• Can be used to present six sigma or lean
sigma flows
• Can be used to present branching or
decision point flows
38

39. ©2014
suitecx
–
ConfidenBal
Do
you
have
a
common
type
of
journey
map
and
format
you
use?
39
Story elements can be ‘rolled’ up for big picture visuals

40. ©2014
suitecx
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ConfidenBal
Do
you
have
a
common
type
of
journey
map
and
format
you
use?
• An
‘inventory’
of
all
touches
is
a
basis
of
analysis
to
ID
ALL
touches
• Can be arrayed by lifecycle or weeks in year
• By Organiza7on, or Channel or other ‘rows/swim
lanes’
• Allows for back highlights to provide added
dimensions
• All 7tles can be configured on screen
• Simple selec7on and build out of touches using pre-­‐
configured icons and basic/advanced edit capability
• Can be filtered and saved to ID any element
40

41. ©2014
suitecx
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ConfidenBal
Outbound 90%
Inbound
10%
Interac7v
e
0%
Do
you
have
a
common
type
of
journey
map
and
format
you
use?
Current
touch
stats
Ideal
State
Inbound
30%
Interac7ve
25%
Trigger
30%
Outbound
15%
• The
grid
view
is
useful
to
display
informaBon
holisBcally
• Total number of touches over 7me to determine spam or
touch fa7gue issues
• Quick view of what's working – what's not
• Touches at key rela7onship juncture – are you was7ng
money with overlapping messages
• Timing
• Cadence
• Channel over/underlap
• Departmental messaging gaps/overlaps
• Saved for future use for stories, contact strategies etc.

42. ©2014
suitecx
–
ConfidenBal
Consumer Mapping
What
kind
of
obstacles
to
effecBve
journey
mapping
do
you
come
across?
42
Mapping only outbound
Does not address the whole customer
Experience. Omits ini7a7on points as
Well as feedback loop.
Solu&on: Map ALL interac&ons to get a
full picture
No clear view of outcomes
Interes7ng collec7on of facts that
are not ac7onable. No
understanding of how they connect.
Solu7on: Focus on ac7onable
insights and the ini7al objec7ves .
Organiza7onal Alignment
Need the full coopera7on and access to
the staff across the organiza7on to be
sure the right informa7on is collected
and shared.
Solu7on: Be as deep and wide as possible
Process Only Maps
Provides lots of data but no real insight into
the emo7ons of the employees or customers
limi7ng ac7onable insights.
Solu7on: Be sure to add emo7onal inputs,
ethnographic research and VOC /VOE.
Common Pisalls of Customer
Experience Mapping

43. ©2014
suitecx
–
ConfidenBal
What
kind
of
obstacles
to
effecBve
journey
mapping
do
you
come
across?
What
are
your
strategies
for
overcoming
those?
Obstacle:
• Losing
the
forest
for
the
trees.
Some
people
get
so
deep
into
the
data/issues
that
they
cant
see
bigger,
more
impacuul
paserns.
SoluBon:
• Help
them
see
the
bigger
paserns
and
issues
that
float
to
the
top.
Simplify
iniBal
maps
or
hide
elements
for
those
lost
in
the
weeds.
Obstacle:
• Gevng
leadership
support
–
too
busy
or
not
aligned
–
this
can
be
a
death
toll
for
a
project
SoluBon:
• Get
peers
to
pull
leader
into
the
mix
and
show
where
she/he
can
get
value
Obstacle:
• Skills
of
team
may
not
be
adequate
to
support
project
–
staff
doesn’t
know
how
to
approach
a
project
SoluBon:
• Train
them
and
educate
them
through
helping
them
visualize
small
parts
of
the
whole
43

44. ©2014
suitecx
–
ConfidenBal
What
skills
and
tools
do
you
have
to
bring
to
the
table,
do
you
find
missing
when
you
journey
map
with
clients?
Any
technology
sBll
needs
to
have
a
strong
team
behind
it
–
either
client-­‐side
or
supported
by
a
partner
Technology allows you to becer express
your findings
It shortens the 7me to present different
views and opinions
It doesn’t imbue any knowledge or
experience – that comes from you
It helps share, collaborate and present
your insights and best prac7ces up and
down the corporate ladder
Provides company knowledge
Provides innova7on
Has a vision of what they want to
achieve
Pulls in best prac7ces and achievable
improvement
Knows the right ques7ons to the right
people to uncover opportuni7es
Technology
Team

45. ©2014
suitecx
–
ConfidenBal
Let you see exactly
where and when
customers
experience
satisfaction or pain
points, moments of
truth and who is
most impacted and
how it affects your
bottom line
Present data/ metrics
as well as the
effectiveness and
value of targeted
member and
prospect interactions
Support prioritization to
highlight what’s most
important’ to your
customers, and
understand what
creates or detracts
from value & drives
loyalty
Present how actions,
offers, redemption,
accumulation affect
members
Show how operations
and processes in
one area impact the
entire organization
Benefits
of
visualizing
the
experience
Allows for collaboration and sharing to get everyone on the same page to:
and form the basis of a longer term strategic plan to build customer value

46. ©2014
suitecx
–
ConfidenBal
Tips
For
EffecBve
Journey
Mapping
• Put
customer
personas
(segments)
at
the
center
of
your
maps
to
ensure
that
you
understand
their
experience
and
can
arBculate
their
behaviors/needs
• Capture
the
backstory
that
begins
before
you
enter
the
stage
• IdenBfy
the
triggers
into
the
experience
(voluntary
or
propelled)
• And
the
moBvaBons
triggering
progress
between
stages
• Inventory
touchpoints
where
interacBons
occur
-­‐
physical,
virtual,
human

47. ©2014
suitecx
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ConfidenBal
Tips
For
EffecBve
Journey
Mapping
• People’s
behavior
is
acBvity
focused
–
document
it
• Connect
the
dots
across
mulBple
touchpoints
• Highlight
thoughts
and
feelings
at
each
interacBon
• Capture
quesBons
running
through
a
persona’s
mind
• Highlight
barriers
and
points
of
pain
that
block
movement
to
next
step
• Visualize
emoBonal
highs
and
lows,
‘moments
of
truth’
• Be
on
the
lookout
for
hidden
gems

48. ©2014
suitecx
–
ConfidenBal
A customer journey map starts from the customer’s star7ng point, mo7va7ons,
and desired outcomes rather than the company’s
Allows for the inclusions of customer emo7ons and tells a story
Supports “art meets science”
Can visualize a broad range of insights, benchmarks, data
Doesn’t follow a strict set of rules (Six Sigma) though it CAN incorporate them
A framework and set of guiding principles rather than a rigid and inflexible
process
How
is
customer
journey
mapping
different
than
process
improvement?

49. About
us
49

50. ©2014
suitecx
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ConfidenBal
Suitecx
Leadership
Team
Valerie is a strategist and market development manager with more than 20 years of diverse experience delivering
bocom-­‐line results. She heads a marke7ng and customer experience management consultancy that focuses on
coaching firms for both strategy and tac7cal execu7on. Her areas of exper7se include go-­‐to-­‐market strategy,
precision marke7ng, demand genera7on, customer journey mapping and CRM/Marke7ng Automa7on selec7on
and management.
Valerie Peck, CEO
Michael Hill, CTO
Anne Cramer, COO
Michael is a passionate and detailed senior level manager, product/service developer and technical strategist.
Michael has over 25 years of PMO experience in Technology, Construc7on Technical Services, Technology
Manufacturing, Start-­‐ups, Government and Not-­‐For-­‐Profits. Tackling projects large and small and managing teams
of up to 64 members and budgets of up to 14 million; Michael has delivered many business cri7cal solu7ons and
strategic plans.
Anne is a seasoned strategy and management consul7ng professional with deep exper7se in crea7ng and
implemen7ng data-­‐driven, customer-­‐centric business strategies. She is a specialist in managing large-­‐scale projects
around technology implementa7on, process improvement, acquisi7on and reten7on strategies. She has strong
process and user experience focus. Anne has led projects and managed teams in a variety of industries including
gaming and entertainment, retail, financial services, health care, and technology in the United States, Europe and
other interna7onal markets.
Recognized for more than 20 years as one of the leading authori7es on customer-­‐focused rela7onship management
strategies, Dr. Martha Rogers, Ph.D. is an acclaimed author, business strategist and a founding partner of Peppers &
Rogers Group, the world's premier customer-­‐centric consultancy. An adjunct professor at the Fuqua School of Business
at Duke University, Dr. Rogers is the co-­‐director of the Duke Center for Customer Rela7onship Management.
Martha Rogers, PhD, Chair Board of Directors

51. ©2014
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ConfidenBal
51
DRIVES IMPROVEMENT
it allows for priori7za7on based
on cost, feasibility and
importance to the customer,
providing the business case and
project management founda7on
to push customer-­‐driven
ini7a7ves forward in the
organiza7on.
COLLABORATIVE
We don’t “do it for you”, we “work
with you” and adapt to your
environment
Organiza7onal Effec7veness
Collabora7on is not just a buzz word. This so`ware
allows mul7ple users to collaborate on a mapping
exercise. Individual departments can be responsible for
their own customer experience, and they can also be
held accountable when that experience overlaps with
other efforts.
Game Changing Design
Our so`ware allows for mul7ple
users in a company to conduct
their own mapping exercise, using
a living tool that can be used on an
ongoing basis to help guide the
business in a customer centric
manner
QUICK WINS &
LONG TERM IMPACT
We understand the need to
put wins on the board
INNOVATION
We were at the incep7on of
customer experience
mapping
HOLISTIC RECOMMENDATIONS
People, Process, Data,
Technology & Change
Management
WYSIWYG
We won’t bait with experience and
switch to junior teams
SUSTAINABLE KNOWLEDGE
We aim to build self-­‐
sufficiency in our clients and
broaden the Customer
Experience discipline
Its not a job –
it’s our
PASSION!
Our
Value
ProposiBon:
The
Right
Technology,
The
Right
Team

52. suitecx.com
@custoholic
Thank
You
“Great customer experiences o`en exist in the space between knowing and
an7cipa7ng needs. Data helps with both, but in very predictable ways
(predictable is mostly good for the former, not the lacer). Intui7on, on the
other hand, might as well be the most undervalued asset in business, and yet is
what makes the difference between simply an7cipa7ng needs and redefining a
category.” fastcompany