Innovating with Customer Journey Maps

Customer Journey Mapping for
Innovation

Customer Faithful > Journey Maps for Innovation 2
3 steps to innovation from customer journey maps
1.  The roles and shapes of journey maps
2.  The data you need from/via journey maps in
order to innovate
3.  How to structure that data to make it happen
in your business

The Traditional View of Customer Journey Mapping
Every step has
uniform size and
importance?
…is there a
focus here?!
This is defined in internal language and internal process -
when do customers talk about “post rental”?

Leave behind the idea of journey map = process
This ‘patient pathway’ shows the
clinical treatment steps a patient will
encounter for a type of cancer.
Yet, there is no reference to how
patients experience these steps. In fact
the only reference to “patient” at all is
in the title.
The sole context of this map is the
internal process. The truth is that it’s
not a patient pathway at all, but rather
a treatment process.
This teaches organisations to only see
half the story and lose the context.
To see the disease, not the person.

Embrace the idea of journey map = landscape
For innovation, customer journey maps should be built on customer-defined environments,
that show landmarks in peoples’ lives rather than places in company processes.
The information will be less of a celebration of ‘Big Data’ and more of a nuanced
interpretation of where and how organisations & brands play a role in peoples’ lives.

Example: The Landscape of a Patient Experience
Diagnosis(
Ge+ng(over(the(shock(and(
coming(to(terms(
Finding(Ways(to(Cope( Keeping(stable(
+(
=(
Tell(it(to(m
e(straight(
Connect(diagnosis(w
ith(sym
ptom
s(
Diagnose(m
e(early(to(give(m
e(m
ore(op@ons(
Dealing(w
ith(dreaded(new
s(
Consider(how
(this(w
ill(affect(m
y(life(
I(need(a(clear(next(step(
Present(the(plan(w
ith(sensi@vity(
Tell(m
e(all(the(op@ons(and(give(a(recom
m
enda@on(
Tell(m
e(the(truth(about(the(treatm
ent(
Explain(w
ho(I(can(talk(to(
Show
(m
e(the(scan(and(m
ake(it(tangible(
Give(m
e(the(bare(essen@als(to(read(
Consider(how
(this(w
ill(affect(m
y(life((again)(
Se+
ng(m
yself(som
e(personal(goals(
Reaching(out(for(special(m
om
ents(
Finding(som
ething(posi@ve(in(every(day(
Star@ng(the(day(on(a(posi@ve(
Don't(let(nega@ve(thoughts(get(in(
Prepare(m
e(for(the(possibility(of(side(effects(
Coping(w
ith(side(effects(through(the(treatm
ent(cycle(
Understanding(dosage(and(effects(for(m
e(
Having(a(person(to(talk(to((not(about(health)(
Good(hum
our(helps(
Help(m
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ith(im
posed(restric@ons(e.g(insurance(
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acm
illan(help(iden@fy(any(benefits(I'm
(en@tled(to((
Able(to(deal(posi@vely(w
ith(an(em
ployer(
value(of(professional(support((once(accessed)(
M
ake(the(best(of(the(w
eeks(off(
Stay(posi@ve(through(the('dow
n'(cycle(
Guide(m
e(if(I(need(a(drug('holiday'(
Ge+
ng(the(drugs(w
hen(I(need(them
(
Tell(m
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(m
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(not(just(consultant(
The$mRCC$Pa*ent$Experience$(diagnosis$may$include$pre;metasta*c)$
Delivered(Base(Line( Importance(Goal(Line(
©2013(

Feel free to add a little structure to these activities (see next slides),
but resist the temptation to include your own opinion
•  Personal and 360° interviews – good for in-depth questioning of an individual(s)
about his or her interest / experiences with a product/service. The benefit here is
that we can get really in-depth about how it impacts someone’s life, not just when/
how they make a purchase.
•  Observation/Shadowing/Social Media – monitoring how people behave in
different environments is hugely insightful - how they interact with things and people
around them. Observation is usually without consent (kind of polite spying!)
whereas shadowing is sitting alongside them, with the opportunity to ask questions
along the way.
•  Surveys – ideal for taking ideas and issues identified from qualitative research
(such as those above) and validating their appeal. Can provide statistical backup of
how widely attractive innovation ideas might be. Results can be split by segment.
•  Focus groups – great for comparing a few different innovation ideas to identify
strengths & weaknesses (not so good for creating blue-sky ideas)
Where to listen out and explore for customer data:

Developing innovation insight from/after your journey map
•  Draw a line down
the middle of a
piece of paper
•  Summarise your
proposition on the
LH side
Quick Prep Exercise
Your Proposition

Assigning an innovation role for customer journeys

•  Jobs - the tasks / activities that customers are
trying to get done
•  Outcomes - what customers are trying to achieve
(think ‘metrics that define success’)
•  Constraints – what is preventing customers from
adopting/trying something new
What specific data do you need to innovate?

•  Functional job = the task(s) the customer wants
to accomplish
•  Personal job = the way customers want to feel in
a certain circumstance
•  Social job - how customers want to be perceived
by others
Breaking down customer ‘jobs to be done’

Watch this TV advert - Volkswagen Tiguan Advert 2016
https://www.youtube.com/watch?v=YLzC_b1Q5BE

to accomplish
by others
What ‘jobs to be done’ is the Tiguan doing here?

Watch this - Gillette Adjustable Razor 1961 - TV commercial
https://www.youtube.com/watch?v=4vWzo3raPuQ

to accomplish
by others
What ‘jobs to be done’ is the Gillette razor doing here?

“Smooth, Clean, Close”
Gillette has been innovating around these since 1961
1971 - clean
1998 – smooth, clean
2005 – clean, close 2010 – smooth, close

Outcomes need a structure:
•  e.g. increase the number of times that the blade feels like new
Adding Outcomes

•  Outcomes need a structure:
•  e.g. increase the number of times that the blade feels like new
DIRECTION UNIT OF MEASURE DESIRED OUTCOME
Adding Outcomes

•  Outcomes need a structure:
•  e.g. reduce the time it takes to get a clean shave
DIRECTION UNIT OF MEASURE DESIRED OUTCOME
Adding Outcomes

•  Constraints are much simpler - what’s getting in the way?
•  e.g. travel toiletries – when the international airline regulations
changed after 9/11 many of these items were no longer
allowed as carry on luggage.
•  More constraints - contractual issues, inertia factors, switching
costs, availability, compatibility, on-sell fears, code of conduct
Recognising Constraints

•  Now try adding some
jobs to be done
(functional /
personal / social)
•  How well do they fit
with your
proposition?
Back to the Exercise
Your Proposition Jobs to be done
(functional / social / personal)

Your Next Steps…
•  Make a plan for how you can create feedback and
insight opportunities to create a customer journey map
•  As an innovator, look to add some structure to gain
insight specifically about:
1.  jobs to be done
2.  outcomes
3.  constraints
•  Tweet me how you get on & for advice! @cust_faithful

Find out more at customerfaithful.com
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Innovating with Customer Journey Maps

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