Customer Journey Map 2
Customer Journey Map 2
Customer Journey Map 2
What is It?
Customer journey mapping is the process of tracking and describing all the experiences that customers have as they encounter a service or set of services, taking into account not only what happens to them, but also their responses to their experiences !sed well, it can reveal opportunities for improvement and innovation in that experience, acting as a strategic tool to ensure every interaction with the customer is as positive as it can be "
Why is it Important?
#ourney mapping, focusing on tracking and describing customer experience, is one of the tools that can help do this #ourney mapping helps bring customers$ stories to life It can challenge preconceptions and help change perceptions, acting as a call to action and contributing to culture change %he insights that it generates can help shape strategy and policy, leading to better customer experiences and more efficient government
'ample (ill 'ample (ill Journey Mapping Approaches 'ample (ill (ill 'ample
Customer experience mapping is a &ualitative approach, focused on emotional insights about a customer, in order to tell his or her story with passion and narrative %hey say it$s a powerful way of engaging both staff and customers Mapping the system, or process mapping, maps the steps in a process and identifies where to act to make the experience as easy, pleasant and efficient as possible Measuring the experience is a form of mapping that allows you to determine how well an experience is delivered It can &uantify the effect of changes and
'ample (ill
#ourney mapping can deliver a better customer experience and bring about greater efficiencies *ore satisfied customers are cheaper to serve and easier to deal with +ood customer understanding is also good business In terms of customer understanding, journey mapping helps, 'ee things from the customer$s point of view -eliver information, messages and services at the most appropriate time -eliver a seamless, streamlined experience that cuts across silos by recognising where and when it makes sense to join things up for the customer +et it right when it really matters e g when emotions are highest or need greatest .ook at the current situation and the /ideal$ side0by0side, giving a chance to genuinely redraw the customer journey
Taking action
Evaluating results
This is a tool for a set-up team work session. It can be used as an agenda or checklist.
Identify key users, current expertise and knowledge or use of customer experience maps Agree how these key users will be involved in the process the more involvement the better Identify additional stakeholders and agree how they should be involved!informed "nsure that everyone is clear and aligned in their expectations of the process and outputs #onfirm what the maps will be used for and the level of detail!robustness re$uired "nsure you have set clear, measurable ob%ectives for the exercise Are you also mapping the system' If so, how will you consider the two maps together' #onfirm the budget and timescales Agree how and when other departments and agencies should be involved &o an insight audit what do you know already' (ake an initial plan of the approach, process and anticipated outputs
The precise definition of the journey needs to be confirmed after customer input. "owe#er$ you need to be clear up front about the broad parameters in which you are working
Think about whether what you are interested is it really a single %ourney. Are there distinct components that should be split out or, on the other hand, is this part of a wider %ourney that need to be looked at in its totality'
Check how man !ourne s" )ave you hypothesised a clear start and end point for this %ourney' &oes it cover all the key parts of the customer*s interaction with you' &oes it cover a long time period' +,ery long %ourneys may benefit from being split across more than one map-
.ook beyond your own area to identify other departments and agencies which impact on your customer*s %ourney / not %ust government but also appropriate 012s. Talk to colleagues and stakeholders to make sure you understand all the inter/relationships.
Check inter#dependencies )ave you started from the customer*s viewpoint, and not in terms of how government is organised' )ave you consulted relevant stakeholders' )ow do these alternative viewpoints impact on your %ourney as currently defined' &oes their involvement suggest or dictate an amended %ourney definition'
Check p io ities
.ook at the information you have already about your different customer groups. &o you have a customer segmentation and, if so, is it relevant for the map you want to create' If you don*t have a researched segmentation or it doesn*t seem relevant, brainstorm types of customer who make the %ourney you*re looking at. 6rontline staff, knowledgeable people, delivery partners and past research may help.
If you don*t need, or have the resources, to engage with all customer groups, you need to prioritise based on factors like: 5ho has the greatest need' 5here is the current experience least satisfactory' 5hich customers represent the greatest number of %ourneys'
&oes it feel right intuitively' &o people in the know +e.g. frontline staff- agree with it' If you get it right for these people will the problem be solved'
&b!ectives. scope and !ourne t pe 5hat this mapping needs to do. 9ingle, well/defined %ourney with clear start and end points. Customer segment The specific group you*re mapping here, with key defining characteristics to distinguish them from other groups.
Customer segment
Touchpoints
"a#ing thought about the context$ broadly defined the journey and identified which customers you want to engage with$ you can now set out your map or maps$ filling in the first two boxes:
%aking 6ction
%here are a number of steps you need to go through when planning actions,
+o back to the context checklist from the set up stage, and remind yourself how you intended the maps to be used and by whom 7eep sight of your objectives %hink about what the /ideal$ journey might look like in comparison to the one that the customer experiences now 8lan how you can move towards the ideal -on$t just look for incremental improvements 2 spend time thinking about the opportunities for truly innovative solutions 8lan how to engage other people in the work you have done 9ou should have been seeking stakeholder involvement right from the set up phase, but now$s the time to really sell in what you$ve done and engage people in it
-efining the ideal journey can be a powerful way of helping to drive out possible actions 3y comparing the current with an /ideal$ experience it$s possible to identify where gaps exist between the two, and these can become the focus for your actions It$s often particularly helpful to focus your efforts on moments of truth, these being the points at which customers are most likely to form strong opinions and make decisions about whether to stay with or leave the process
Tameside (ouncil mapped both the current and the ideal journey when redesigning their free school meals application process.
:ever lose sight of the need to carry staff with you and to establish wider buy0in across the organisation
'elling It In
6 vital part of taking action is developing a strong sell0in to the rest of the organisation %his is vital if a really transformational experience is to become a reality %hink widely in terms of who you want to communicate to in the selling0in process %hink about all stakeholders, and be sure to include both senior managers and front line staff %ailor your communication to the audience, both in terms of what you say and how you say it 2 senior managers will want to know results and implications and front line staff are likely to need more detail to get to grips with the issues 3oth will welcome presentation styles that bring the issues to life, and journey mapping is ideally suited to this
W6I%I:+ .I:1'
questions
9our :ame