The document provides an overview of customer journey mapping for complex industrial service environments. It discusses collecting information throughout the entire customer journey, from initial requests to feedback after operations. The presentation aims to provide insight on customer journey mapping and includes an agenda covering problems in current CRM systems, a playbook for mapping the customer journey, and conclusions and recommendations. It also includes an example of an extensive customer journey mapping for the refurbishment of equipment by a company. The mapping tracks the journey from both the customer and company perspectives to better understand pains, gains and processes involved.

1. Customer
Journey Mapping
29 Oct 20 | SE-Training GmbH
Delivered by Shaun West

2. SE-T Business Development
Mr. Blaise Nyang
2
Blaise is an experienced professional in Business Development, Marketing and
Sales with extensive hands-on experience in conducting business introduction,
growing a client base for companies and evaluating/implementing growth
strategies.
Experience:
• Assistant Project Coordinator at BRIWODEV COOP
• Account Relations Officer at NFC Bank
• Research Assistant at EAE Business School and Research Centre
• Marketing and Sales at SHIKS Incs.

3. Course Presenter
Prof. Dr. Shaun West
3
Shaun West has worked for over 18 years in the aftermarket for GE Energy
Services (Italy), Sulzer Rotating Equipment Services (Switzerland) and RWE
(UK) before moving to into his academic role in the Hochschule Luzern. In
each of the roles pricing has always been an important aspect, from
estimating value creation, to M&A transactions and service contracts. Today
in his academic role his is bring together his industrial experience with
academic rigger to investigate and disseminate key issues associated with
product-services systems primarily in an industrial setting.
PhD & BEng (Hons) (Imperial College), MBA (HEC Paris), CEng

4. Agenda
1. Aim and Objectives
2. Problem
3. Playbook
4. Conclusions and Recommendations
5. Reflections
4

5. The Aim
To provide you with an initial insight of customer journey
mapping in a complex industrial service environment.
5

6. The Problem
Key Account CRM System
6
Forgotten
Information
Interested in
Selling
Only person in contact
with customer
Locally Stored
Information
No Overview
Hard Facts
Heaps of Information
Raw Data
Rigid System

7. CRM in B2B
Industry 4.0
7

8. CRM IN B2B
Industry 4.0
8
Product Centric Customer Centric

9. Playbook
The General Idea…
9
Collect - Analyse Understand Take ActionShare Improve
Relationship

10. The Playbook
10

11. Collect Information…
Throughout the ENTIRE journey.
11
Request
Meeting
Sign Work
Deliver
Feedback

12. Collect Information…
Throughout the ENTIRE journey.
12
Request
Meeting
Sign Work
Deliver
Feedback

13. Collect Information…
Throughout the ENTIRE journey.
13
Request
Meeting
Sign Work
Deliver
Feedback

14. Collect Information…
Throughout the ENTIRE journey.
14
Request
Meeting
Sign Work
Deliver
Feedback

15. Collect Information…
Throughout the ENTIRE journey.
15
Request
Meeting
Sign Work
Deliver
Feedback

16. Collect Information…
Throughout the ENTIRE journey.
16
Request
Meeting
Sign Work
Deliver
Feedback

17. Collect Information…
Throughout the ENTIRE journey.
17
Request
Meeting
Sign Work
Deliver
Feedback

18. 18
Process
Phase
Time
Ref. Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
CustomerSide
Customer Journey Request Send photos Receive visit Plan downtime and
service
Negiotiate terms Receive & accept
final quotation
Sign contract Make down payment De-install equipment
& make ready for
shipping
Voith picks up
equipment
Wait for completion Payment according
to contract
Receive/control
refurbished
equipment
Re-install and start
operation
Operation &
Feedback
Pains · Knowing that
downtime is needed
· Make photos
· Take apart
equipment
· Keep external
engineers
supervised to protect
IP
· Planning downtime
· Estimation whether
service is necessary/
needed.
· Determining price
& costs
· Estimation of terms
· Payment needed
before action
· Time and resources
needed for de-
installation
· Downtime · Downtime &
waiting
· Payment can only
be executed end of
month
· Cannot receive
equipment if
payment has not
gone through.
· Control whether
service is done
correctly
· Re-installation
takes time and
manpower
Gains · Knowing that Voith
works professionally
and with high
quality
· Easier than
explaining exactly
what the problem is
· External engineers
checking at
equipment
· Trust in Voith · Clarification on
scope of work and
costs
· Voith is reliable and
contracts are being
respected
· Convenient
· Risk transfer to
Voith
· Re-start operation
· No more downtime
· Conditions are
good
Backstage
Voith Actions Receive new inquiry · Check photos
· Assess equipment
· Decision to visit
· Visit customer site
· Evaluate situation
and refurbishment
scope
· Recommend wear
parts
· Make cost
estimation and
scope of delivery
· Check actual
delivery time with
OH
· ME defines feasible
delivery time
· Present/clarify cost
estimation, scope
and delivery times
· Negotiation of
terms
· Make detailed price
calculations
· Prepare final
· Send final
quotation
· Sign contract
· Prepare invoice
· Inform AP and OH
with corresponding
quotation number
and specification
· Receive down
payment
· Review and confirm
delivery time
· Internal kickoff
meeting if needed
· Arrange shipping to
pick up goods upon
arrangement
· Set up stock for
spare parts
· Pick up equipment
· Goods into
workshop
· Inform workshop
· Inspect incoming
goods
· Define and make
refurbishment
operation process
· Make scheduling &
routing
· Carry out
refurbishment
· Receive payment
· Pack and get ready
for shipping
· Deliver goods
· Final billing
· Issue and send
invoice to customer
· Close the order · Sales ask for
feedback
Prerequisites for
continuation
Information
sufficient?
Yes: Continue
No: Revisit site
Accepted & signed?
Yes: Continue, create
SO
No: Close process &
update CRM system
Payment received?
Yes: Continue
No: Stop
Outsource?
Yes: Release PR to
procurement & PO to
3rd party
No: Continue
Quality OK?
Yes: Continue
No: Rework
Payment received?
Yes: Continue
No: Withhold goods
and wait for payment
Employees involved · Sales · Sales
· Application Eng.
· Sales
· Application Eng.
· Application Eng.
· Order Handling
· Sales
· Application Eng.
· Sales · Sales
· Order handling
· Sales
· Order handling
· AP
· Sales
· Application Eng.
· Manufacture Eng.
· Order Handling
· Order Handling
· Manufacture Eng.
· Quality
Management
· 3rd party
(outsourcing)
· Manufacture Eng.
· Application Eng.
· Purchasing Dept.
· Sales
· Order Handling
· Shipping
· Order Handling · Order Handling · Sales
Internal Informaiton
Support Processes Create CRM
opportunity
· Sales create service
notification via CRM
to SAP
· AP makes proposal
via ERP
· Update CRM
system
· Create SO in SAP
(precondition:
signed contract)
· Create PR for spare
parts
· Create production
order
· Update CRM
system
· Close order
Information · Photos
· Customer
evaluation
· Checklist
· Photos
· Documented issues
· Cost estimation
· Scope of delivery
· Gathered customer
information
· Specifications
· Quotation
· Contract · Incoming
inspection report
· Quality report
· Packing list
· Shipping list
· Lessons learned · Feedback
Abbreviations AP: Application Engineering OH: Order Handling SO: Sales Order ME: Manufacture Engineering PR: Purchasing Request
Extensive Customer Journey: Refurbishment of Equipment (EXAMPLE)
OTO PROCESS OTC PROCESS
Downtime & Shipping
Lead Time depending on service (Ranges from 7 to 40 working days)
Re-install
1 working day
Request Plan
1-3 working days 2-4 working days

19. Don’t wait until it is
too late!
19

20. Who are they really?
20

21. Customer Profile
21

22. Understand the Overall Picture
22
Customer
Journey
Customer
Profile

23. Customer Profile
23
Backstage/Hidden Actions
Visible Actions
Visible Direct Actions
Visible Actions
Backstage/Hidden Actions

24. https://youtu.be/ddPEAhPZel8

25. Conclusions and
Recommendations
25

26. Understand Customers
• Preferences
• Pains/Gains
• Influences
• Powers
• Roles
• Jobs
• …
26
Who? When? What? Why? How? With?

27. Understand Customers
27
TEST REARRANGE
IMPROVE
AND
ADAPT
INTEGRATE
TAKE
ACTION

28. Everything Matters
Everything matters in the end….
28
=
Satisfaction Added Value Profit

29. Reflection
29

30. Int. J. Business Environment, Vol. 11, No. 3, 2020 275
Copyright © 2020 Inderscience Enterprises Ltd.
Adjusting customer journey mapping for application
in industrial product-service systems
Shaun West*, Oliver Stoll,
Marika Østerlund and Petra Müller-Csernetzky
Institute of Innovation and Technology Management,
Lucerne University of Applied Sciences and Arts,
Technikumstrasse 21, 6048 Horw, Switzerland
Email: shaun.west@hslu.ch
Email: oliver.stoll@hslu.ch
Email: marika.osterlund@pilatus-aircraft.com
Email: petra.mueller-csernetzky@hslu.ch
*Corresponding author
Felix Keiderling
ABB Turbocharging South & Southern Africa,
4 Topaz Blvd., Milnerton, Cape Town, 7441, South Africa
Email: felix.keiderling@za.abb.com
Christian Kowalkowski
Department of Management and Engineering,
Linköping University,
SE-581-83 Linköping, Sweden
Email: christian.kowalkowski@liu.se
Abstract: The sales process and the project execution in industrial
product-service systems are often complicated, particularly for capital
equipment with a long-operational life where there are different actors
responsible for the different transactions over the whole lifecycle. This is often
further complicated as the supplier is not directly selling to the ‘end customer’.
The introduction of digital solutions around the product-service system brings
an additional channel for interactions. This paper describes how customer
journey mapping can support building relationships in a B2B environment for
both sales and execution over the operational life of equipment and examine
both the products and the services offered throughout the entire journey.
Three industrial B2B cases from different segments were investigated. Each
journey was mapped, and personas or empathy maps created for each of the key
actors. From the cross-case analysis and customer journey mapping a process
is derived that provides improved support for industrial firms with customer
journey mapping.
Keywords: customer journey; servitisation; product service systems; PSS;
business-to-business; B2B.
298 Int. J. Business Environment, Vol. 11, No. 3, 2020
Copyright © 2020 Inderscience Enterprises Ltd.
‘Avatar journey mapping’ for manufacturing firms to
reveal smart-service opportunities over the product
life-cycle
Shaun West*, Oliver Stoll and
Petra Mueller-Csernetzky
Institute of Innovation and Technology Management,
Lucerne University of Applied Sciences and Arts,
Technikumstrasse 21, 6048 Horw, Switzerland
Email: shaun.west@hslu.ch
Email: oliver.stoll@hslu.ch
Email: petra.mueller-csernetzky@hslu.ch
*Corresponding author
Abstract: This paper presents a visual approach to supporting the development
of new service opportunities that may have been overlooked in the original
product service system design. The design of PSS increases in complexity
compared to traditional product design/development since to create value in
use, designers have to consider the usage of the product (Rapaccini et al.,
2017). Using visual tools provides a common framework for discussions and
service discovery (Stickdorn et al., 2018), in particular, identifying the
intangible aspects of services. Three use cases were considered over their
product life-cycles for the basis of the research: 1) glass-processing equipment;
2) printers; 3) aircraft. The combination of avatars and the journey mapping
over different phases of the life-cycle provided a visual tool that revealed new
services and provided a common platform for discussions.
Keywords: product-service system; innovation; tools; digitalisation;
servitisation.
Reference to this paper should be made as follows: West, S., Stoll, O. and
Mueller-Csernetzky, P. (2020) ‘‘Avatar journey mapping’ for manufacturing
firms to reveal smart-service opportunities over the product life-cycle’, Int. J.
Business Environment, Vol. 11, No. 3, pp.298–320.
Biographical notes: Shaun West is a Lecturer for Product-Service System
Innovation at Lucerne University of Applied Sciences and Arts. He has over 20
years of industrial experience leading and developing servicers in industrial
firms and eight years in academia researching in this field. He is the co-chair
for the Spring Servitization Conference and Smart Services Summit. He holds a
PhD from Imperial College and an MBA from HEC (Paris).
Oliver Stoll is a researcher at the Lucerne University of Applied Sciences and
Arts, developing a framework for the development of smart services in
complex product-service systems.
Petra Mueller-Csernetzky is a Lecturer for Design Management and Marketing
with a particular interest in service design and information design. She is
currently researching service design at the Royal Academy of Arts (London).

31. …
31

32. Thank You
32

33. Courses in 2021
Servitisation and Customer Journey Mapping
Servitisation
33
• 2-Day Course
• 4th
and 5th
January 2021
• 7th
and 8th
June 2021
Cradle-To-Grave
• 1-Day Course
• 6th
January 2021
• 9th
June 2021
Customer Journey
Mapping
• 1-Day Course
• 7th
January 2021
• 10th
June 2021
To register your interest for any of the above courses: info@se-training.net