Customer Journey Maps: Charting a Course for an Engaging Customer Experience

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  • Complex: Multiple customer groups or channels
  • Customer Journey Maps: Charting a Course for an Engaging Customer Experience

    1. 1. Donn R. DeBoardMid-AtlanticTechnical CommunicationConferenceMarch 9, 2012
    2. 2.  Award-winningtechnicalcommunicator,25 years dedicated toenhancing customerexperience throughclear, engagingcontent. Senior InformationDeveloper, VertexInc., a tax technologycompany in Berwyn,PA. STCAssociate Fellow. STCCommunityOutreach Committee. STC Usability andUser Experience(UUX) SIG. Interaction DesignAssociation (IxDA). InformationArchitecture Institute(IAI) . UsabilityProfessionalsAssociation (UPA).March 9, 2012 2Copyright Donn R. DeBoard, 2012
    3. 3.  Share a little aboutyourself. Share your reasonsfor coming to thisconference. Any first timeattendees here? Share yourexpectations for thissession.March 9, 2012 3Copyright Donn R. DeBoard, 2012
    4. 4.  Use a compass and mapto travel from place toplace in unfamiliarterritory. Special topographicalmaps indicate natural,geographic, and man-made features. CJMs are specializedmaps with many names(service blueprints,alignment diagrams, orexperience map) withsimilar purpose.March 9, 2012 4Copyright Donn R. DeBoard, 2012
    5. 5.  GPS allow you to findmultiple paths to yourdestination. GPS corrects your wrongturns and guides youback on track. CJMs track the flow ofyour journey to yourdestination, includingpain points, such aswrong turns.March 9, 2012 Copyright Donn R. DeBoard, 2012 5
    6. 6.  What is customerengagement? What are CustomerJourney Maps (CJMs)? Components of CJM. Creating CJMs. Benefits of CJMs. Metrics and CJMs. Exercise. Reflections on applyingCJMs. Summary/Questions.March 9, 2012 Copyright Donn R. DeBoard, 2012 6
    7. 7.  Many slides areannotated withreferences to myresources. Resources are listed inthe back of slide deck. I can see new heightsstanding on theshoulders of thepioneers who wentbefore me.March 9, 2012 Copyright Donn R. DeBoard, 2012 7
    8. 8.  “Customerengagement isthinking and acting ascustomers do:A series of inter-relatedinteractions that,together, create their‘customer experience.’”- Craig McCullochMarch 9, 2012 8Copyright Donn R. DeBoard, 2012
    9. 9. March 9, 2012 9Copyright Donn R. DeBoard, 2012
    10. 10.  Visual representations ofcustomer’s experiencewith product or service. Product is a genericreference. Systematic explorationof customer interactionswith your product. A framework forcustomer actions,motivations, questions.March 9, 2012 10Copyright Donn R. DeBoard, 2012
    11. 11.  Customer-centric, notprovider-centric. Frame-by-frame reviewof customer journey. Customer needs,interactions, andemotions as they useyour product. Holistic view of all touchpoints w/product.March 9, 2012 11Copyright Donn R. DeBoard, 2012
    12. 12.  An executive flies fromLondon to Lego office inNewYork city. Describe journey inphases: before, during,and after flight. Can the overallexperience be morepositive? Are there make or breakmoments? Where is more infoneeded?HostynMarch 9, 2012 Copyright Donn R. DeBoard, 2012 12
    13. 13. HostynMarch 9, 2012 Copyright Donn R. DeBoard, 2012 13
    14. 14.  Customer type: Legoexecutive. Purpose:To conductbusiness at Lego office inNewYork City. Identify emotionsthought out journey. Identify areas wheremore information isneeded. Journey phases: Before flight. During flight. After flight. Make or break Moment(aka Moment of truth) How was check-in attrain station? Are seats wide enoughon plane? Short walk in airport.HostynMarch 9, 2012 Copyright Donn R. DeBoard, 2012 14
    15. 15.  Costly: High cost ofproduct, high risk orwaste. Complex: Multiplecustomer groups,channels, ordepartments. Changeable: Evolvingcustomer experience. Challenged: Highdissatisfaction now.Expectations arehigh. Climatic: Keymoments of truth,emotions are high.(Oxford Strategic Marketing,(Section 2))March 9, 2012 Copyright Donn R. DeBoard, 2012 15
    16. 16.  Actual: Physical journey. Transactional:Process w/fixed steps. Experiential:Ongoing experience. Emotional:Mental journey over time. Relationship building:Relationship over time(customer). Rite of passage:Major life change.(Oxford Strategic Marketing,(Section 3))March 9, 2012 Copyright Donn R. DeBoard, 2012 16
    17. 17.  Customer experiencemap – People, emotional,qualitative. Same as CJM. Mapping the system System, analytical,quantitative, process. Measuring experience Customer satisfaction Tracking and metrics.(Oxford Strategic Marketing,(Section 2))March 9, 2012 Copyright Donn R. DeBoard, 2012 17
    18. 18.  Type of journey Actual. Transactional. Experiential. Emotional. Relationship building. Rite of passage. Type of CJM Customer Experience. Mapping the system. Measuring experience.(Oxford Strategic Marketing,(Section 2)March 9, 2012 Copyright Donn R. DeBoard, 2012 18
    19. 19. March 9, 2012 19Copyright Donn R. DeBoard, 2012
    20. 20. 1. Customer actions inchronological steps.2. Customer goals orneeds at each step inprocess.3. Moment of truth/areas of significantimportance.4. Pain points, gaps, anddisconnects.KalbachMarch 9, 2012 Copyright Donn R. DeBoard, 2012 20
    21. 21. 5. Brand impact ,satisfaction, andemotional responses.6. Business or producttouch points, includingroles and systems.7. Opportunities forimprovement.8. Descriptive andcontextual elements,quote/photo (optional).KalbachMarch 9, 2012 Copyright Donn R. DeBoard, 2012 21
    22. 22. March 9, 2012 22Copyright Donn R. DeBoard, 2012
    23. 23. 1. Identify customercommunity.2. Identify customeroutcomes.3. Identify customersteps/actions.4. Identify touch pointsbeneath customeractions.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 23Phase11234
    24. 24. 5. List and prioritizemoments of truth.6. Review productdelivery.7. Track ebb and flow ofemotional journey.8. Blueprint backstageprocess.9. Improve and innovate.10. Gather customerfeedback.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 24Phase2567/89/10
    25. 25.  List stakeholders. Customer in center ofcircles of influence. What do you do for them? What do they do for us? Who is else involved? Connect with realcustomers. Create personas(Present situation/futureambitions).Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 25
    26. 26.  List customeroutcomes alongjourney. What is customertrying to achieve? Prioritize outcomes, ifpossible.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 26
    27. 27.  List all steps/actions.customer performs toreach desired outcome. List actions in horizontalline. Start before customerdecided to use yourproduct.What aregeneratingcircumstances? List specific triggerevents.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 27
    28. 28.  List every touch pointfor each customeraction. Specify customer-facing touch points andback stage touchpoints.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 28
    29. 29.  Specific interactions? Processes that supporttouch point? People that supporttouch point? Who owns touchpoint? Who customerinteracts with? What tools are usedduring interaction? What metrics aretracked? What are the painpoints ? What should the idealcustomer experiencebe?GleneickiMarch 9, 2012 Copyright Donn R. DeBoard, 2012 29
    30. 30.  Moments of truth arekey or significant touchpoints within customerjourney. Includesdecision points, too. Identify and prioritizemoments of truth fromall touch points. Focus on top 1-3moments of truth.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 30
    31. 31.  Moments of truth aredefining points in thejourney that affectreaching successfuloutcomes. Moments of truth impacta customer’s likelihoodof revisiting journey. May also include painpoints/areas forimprovement.March 9, 2012 Copyright Donn R. DeBoard, 2012 31
    32. 32.  Under each touchpoint, who deliversproduct or service? Who is directlyresponsible? Where are areas forimprovement?Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 32
    33. 33.  Evaluate theexperience for eachtouch point. Map the emotional ebband flow of customerexperience at eachpoint. Compare w/ idealcustomer experience.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 33
    34. 34.  List supportingorganizationalstructure back stage . Who supports theservice? Who influences backstage? Resulting CJM is an“outside in”perspective ofcompanyVanOosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 34Blueprint Backstage Processes
    35. 35.  Identify CJM areasneeding improvement. Creativebrainstorming. Compare w/ idealcustomer experience.Van OosteromMarch 9, 2012 Copyright Donn R. DeBoard, 2012 35
    36. 36.  Create a prototypeprocess or revisedworkflow. Gather customerfeedback fromselected customers. Incorporate customerfeedback to CJM.March 9, 2012 Copyright Donn R. DeBoard, 2012 36
    37. 37. March 9, 2012 Copyright Donn R. DeBoard, 2012 37
    38. 38.  Can you see: Customer types? Experience triggers? Journey phases? Specific touch pointsand interactions? Emotional highs andlows during thejourney?Desonance/EdwardsMarch 9, 2012 Copyright Donn R. DeBoard, 2012 38
    39. 39.  Experience triggers: No drivers license Need ID for passport Pain point: Lack of ID isroadblock to futureavenues to success. Specific touch points: Phone Web Passport office Emotions- Highs andlows along journey. Journey phases: Discover. Investigate. Prepare. Apply. Receive. Use. Opportunities forimprovement. Pain points.HostynMarch 9, 2012 Copyright Donn R. DeBoard, 2012 39
    40. 40. March 9, 2012 40Copyright Donn R. DeBoard, 2012
    41. 41.  CJMs illustrate: How customersinteract w/product. What they wantfrom eachinteraction. How they feel abouteach interaction.TemkinMarch 9, 2012 Copyright Donn R. DeBoard, 2012 41
    42. 42.  Identify individual painpoints during thejourney, not after thefact. Provides a frameworkfor modeling andre-designing servicesand interactions. Build empathy withcustomers.March 9, 2012 Copyright Donn R. DeBoard, 2012 42
    43. 43.  Provides an internalcommunicati0n tool inyour organization. Provides a customerengagement tool toencourage customerconversation. An audit tool todevelop userexperience metrics.March 9, 2012 Copyright Donn R. DeBoard, 2012 43
    44. 44. March 9, 2012 Copyright Donn R. DeBoard, 2012 44
    45. 45.  Value-centered design:Shared value is thecenter of design. Value comes fromintersection of: Business goals andcustomer needs Business Return onInvestment (ROI) vs.Customer Return onExperience (ROE) (Sales vs.Satisfaction)McMullin, NieboerMarch 9, 2012 Copyright Donn R. DeBoard, 2012 45
    46. 46. March 9, 2012 Copyright Donn R. DeBoard, 2012 46 Customer Satisfaction (Yaxis) and Degree ofAchievement (X axis) Basic attributes: Featurestaken for granted. Performance attributes:Direct correlation betweendegree of achievementand customer satisfaction Delight attributes:Unexpected attributes thatare something out ofordinary.Holst/Baymard
    47. 47.  Customer satisfactiondeteriorates as morecompanies presentsame feature. Customer expectationsalways go up. CJM provide criticalcontext on customer asyour design your nextdelight attributes.Holst/BaymardMarch 9, 2012 Copyright Donn R. DeBoard, 2012 47
    48. 48. March 9, 2012 48Copyright Donn R. DeBoard, 2012
    49. 49.  Exercise is high-level,due to the limited time. We can do CJMs as agroup or break intosmaller discussiongroups. I’ll give you a topic. Use worksheet as aguideline to help youbrainstorm. Your decision?March 9, 2012 Copyright Donn R. DeBoard, 2012 49
    50. 50. March 9, 2012 Copyright Donn R. DeBoard, 2012 50 Map how you get yourcoffee at Starbucks. Every group needs arecorder and apresenter tosummarize thediscussion. No wrong answers. Take 5-10 minutes. Have fun!
    51. 51. March 9, 2012 Copyright Donn R. DeBoard, 2012 51 Type of journey? Journey purpose? List of outcomes Phases of journey? Customer actions? Customer touchpoints? Other insights?
    52. 52. HostynMarch 9, 2012 Copyright Donn R. DeBoard, 2012 52
    53. 53.  Customer type: Erik, therepeat customer. Purpose:To work and/ordrink coffee. Baseline experience:Ambiance, convenience. Enhanced experience:Positive, customerdelight. Poached experience:Negative, crowded,impersonal. Journey phases: Anticipate: Office tocar. Enter:Walk in. Engage: Get in line,order, pay, sit, drink,and work. Exit: Pack up and walkout. Reflect: Car.HostynMarch 9, 2012 Copyright Donn R. DeBoard, 2012 53
    54. 54. March 9, 2012 Copyright Donn R. DeBoard, 2012 54
    55. 55.  Engagement is acontinuum wheretechnology is anenabler to the journeyand specifiedoutcomes. Customer journeysshould be engaging,worthy of sharing, andunified, regardless ofplatform.SolisMarch 9, 2012 Copyright Donn R. DeBoard, 2012 55
    56. 56.  Customer JourneyMaps allow you tounderstand: If supporting contentis needed to improvea customer journey. The type of contentneeded. How customerprefers to interactw/content.March 9, 2012 Copyright Donn R. DeBoard, 2012 56
    57. 57.  Customer JourneyMaps allow you tounderstand: Pinpoint key touchpoints Where interactionsbreak down, includingsymptoms and cause Where general workflow can be improvedMarch 9, 2012 Copyright Donn R. DeBoard, 2012 57
    58. 58. March 9, 2012 58Copyright Donn R. DeBoard, 2012
    59. 59.  What is customerengagement? What are CustomerJourney Maps (CJMs)? Components of CJM. Creating CJMs. Benefits of CJMs. Metrics and CJMs. Exercise. Reflection on applyingCJMs.March 9, 2012 59Copyright Donn R. DeBoard, 2012
    60. 60.  Thanks for yourparticipation. Questions? Comments?March 9, 2012 60Copyright Donn R. DeBoard, 2012
    61. 61.  You are welcome tocontact me withquestions and comments. Email:donn.deboard@vertexinc.com LinkedIn:http://www.linkedin.com/in/donndeboard Twitter: @donndeboardMarch 9, 2012 61Copyright Donn R. DeBoard, 2012
    62. 62.  Cobb, Dale. “CreatingYour Own Customer JourneyMap,”http://servantselling.blogspot.com/2008/01/creating-your-own-customer-journey-map.html, January,2008. Edwards, Mel. “Customer Journey Mapping,”http://desonance.wordpress.com/2010/06/16/customer-experience-mapping, June 10, 2010. Engine Services Design. “Customer JourneyMapping,”http://www.enginegroup.co.uk/service_design/m_page/customer_journey_mapping, Dateaccessed: November, 2011.March 9, 2012 Copyright Donn R. DeBoard, 2012 62
    63. 63.  Flom, Joel. “TheValue of Customer Journey Maps: AUX Designer’s Personal Journey.” UX Matters,http://www.uxmatters.com/mt/archives/2011/09/the-value-of-customer-journey-maps-a-ux-designers-personal-journey.php, September 7, 2011. Gleneicki,Annette. “Customer Interaction Maps:Plotting the Customer’s Journey,”http://www.allegiance.com/blog/customer-interaction-maps-plotting-the-customer%e2%80%99s-journey/869,October 18,2010.March 9, 2012 Copyright Donn R. DeBoard, 2012 63
    64. 64.  Holst, Christian. “UX and the Kanos Model,”http://baymard.com/blog/kano-model,,Baymard Institute, February 7,2012. Hostyn, Joyce. “Visualizing the CustomerExperience using Customer Experience JourneyMaps,”http://www.joycehostyn.com/blog/2010/03/22/visualizing-the-customer-experience-using-customer-experience-journey-maps/, March 22,2010.March 9, 2012 Copyright Donn R. DeBoard, 2012 64
    65. 65.  Howard, Jeff. “Using Diary Studies for CustomerJourney Mapping,http://designforservice.wordpress.com/2009/12/17/using-diary-studies-for-customer-journey-mapping/,December 2009. Kalbach, James. Customer Journey MappingResources on theWeb,”http://experiencinginformation.wordpress.com/2010/05/10/customer-journey-mapping-resources-on-the-web/ , May 10 2010,updated September 17, 2011.March 9, 2012 Copyright Donn R. DeBoard, 2012 65
    66. 66.  McCulloch, Craig. “ Creating an optimalcustomer experience,” .Net Magazine,http://www.netmagazine.com/opinions/creating-optimal-customer-experience. August 9, 2011. McMullin, Jess, “Searching for the Center ofDesign”, Boxes and Arrows,http://www.boxesandarrows.com/view/searching_for_the_center_of_design, (originallyposted September 9, 2003), reposted November,2011.March 9, 2012 Copyright Donn R. DeBoard, 2012 66
    67. 67.  Neiboer, Harry. “Value-centered Design,”http://blogs.infosupport.com/value-centered-design/, November 16, 2005. Oxford Strategic Marketing. “CustomerJourney Mapping:An Introduction” and“Customer Journey Mapping:A Practicioner’sGuide,” Cabinet Office website (Sept 2009,last visited May 2010).March 9, 2012 Copyright Donn R. DeBoard, 2012 67
    68. 68.  Richardson, Adam. “Using Customer Journey Mapsto Improve Customer Experience,” Harvard BusinessReview,http://blogs.hbr.orgs/cs/2010/11/using_customer_journey_maps_to.html, November 15, 2010. Solis, Brian. “Why User Experience is Critical toCustomer Relationships,” Fast Company,http://www.fastcompany.com/1815756/the-importance-of-ux-in-customer-engagement ,February 14, 2012.March 9, 2012 Copyright Donn R. DeBoard, 2012 68
    69. 69.  Stollery, Richard. “Legos Customer Strategy:Lego Rebuilds Customer Loyalty, Brick byBrick,” An Post Mail Media Unit, Dublin,http://www.anpost.ie/AnPost/AnPostDM/News/DMNews/2009/Richard+Stollery+-+Lego.htm,Aug 12, 2009 Temkin, Bruce. “Customer ExperienceMatters.”http://experiencematters.wordpress.com/March 9, 2012 Copyright Donn R. DeBoard, 2012 69
    70. 70.  Torio, James. “Experience Maps IdentifyInefficiencies and Opportunities”. UX Magazine.http://jamestorio.com/blog/2011/10/17/experience-maps-identify-inefficiencies-and-opportunities/ .October 4, 2011. van Oosterom , Arne. “Mapping Out CustomerExperience Excellence: 10 Steps to Customer JourneyMapping,”http://www.mycustomer.com/topic/customer-intelligence/customer-journey-mapping/105167#,December 3, 2010.March 9, 2012 Copyright Donn R. DeBoard, 2012 70

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