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Customer Journey Mapping – Doing It Right, Part III

Posted: Jan 03, 2014 by Ed Murphy

Customer Journey Mapping (Customer Experience Mapping) – What is it and what does it provide?

There are numerous articles and papers on customer journey mapping that describe it as a tool that allows for identification of Moments of Truth or that will provide an organization with a prioritization for improving the customer experience. Customer Experience Management (CEM) has evolved since Jan Carlzon, former CEO of Scandinavian Airlines, first used the term “moments of truth”, defined broadly as the various points at which employees come in contact with customers. Today’s CEM professionals would define Carlzon’s “moments of truth” as “touchpoints”. Over the years, we have learned that while every customer interaction is important, not all interactions should be considered Moments of Truth. Strativity Group defines Moments of Truth as the touchpoints that provide the greatest opportunity for impacting the customer experience (those with the greatest gap between how important a touchpoint is to customers and how well customers believe your organization performs on the touchpoint).

Most CEM professionals would agree that journey mapping is a tool that visually displays customer touchpoints and that the journey map, by itself will not identify Moments of Truth or provide a prioritization for improving the customer experience. If a journey map does not provide Moments of Truth or a prioritization for improving the customer experience things, what is the value in performing the mapping exercise?

We’ve found the journey mapping exercise helpful because it applies a systematic approach to documenting a typically unstructured “customer experience”. At the highest level, the customer journey map allows you to understand when, where, and with whom interactions occur. However, for a map to be a successful customer relationship management tool, it must provide more than a visualization of the customer journey, it must provide you with a detailed summary that includes:

  • Clearly identified customer needs and the motivators of each touchpoint
  • Listing of tools customers utilize at each touchpoint
  • Summary of customer segments that have exceptions to the journey
  • Listing of organizational tools that measure success at each touchpoint
  • Touchpoint owners

The map itself helps to align the organization with a common customer experience construct. It further summarizes the information that is currently available within the organization (or lack of information) to convert a visualization tool into a powerful customer relationship management tool. This is the critical step where most organizations fail because of a lack of resources or commitment.

The conversion of journey map from a visualization tool into a customer relationship management tool is typically done via a quantitative assessment of the importance of each touchpoint and satisfaction with your organizations’ delivery of each touchpoint. It is this assessment or Moment of Truth Analysis that allows organizations to prioritize touchpoints and develop solutions for removing deficiencies and/or creating/increasing competitive differentiation.

At Strativity Group we believe that it is critical that the assessment include both the customer and the employee perspectives. This quantitative assessment identifies the execution gaps between employee perceptions of what is important to customers and what customers actually say is important to them. These gaps are at the heart of the misalignment between the experience the company wants to deliver to the customer and employees’ actual performance.

In conclusion, a customer journey map by itself is an excellent visualization tool that aligns the organization, but it is only once organizations invest in converting the journey map into a customer relationship tool to identify moments of truth that your customer experience strategy can be impacted.

Customer Journey Mapping – Doing It Right, Part I

Customer Journey Mapping – Doing It Right, Part II

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