Rebecca and I have talked stepping in our customers’ shoes for years as a way to think about customer service, customer experience, and “delighting them” as Tom Peters used to say. Rebecca ran across this article on mapping out customer experience and wished she’d written it. We thought we’d share part of it, but do have a look at the full thing: Mapping Out Customer Experience Excellence: 10 Steps to Customer Journey Mapping @ mycustomer.com
“A quick guide to customer journey mapping
- Context or stakeholder map. We list all stakeholders and we order the hierarchy in circles of influences around the centre, where you are. When working with customers you’ll have the customer in the centre. Describe all relationships on the map by answering the question: what do we do for them; what do they do for us? This map shows you the landscape or force field you are dealing with. And you can discuss how this influences the quality of your work and how a customer benefits or suffers from it.
- Persona. We need a rich customer profile or persona. Describe his/her personal and business situation now (present situation) and in the future (ambitions).
- Outcomes. A description of his/ her desired outcome – what is he/she trying to achieve?
- Customer journey. We list all actions (as far as possible) the customer has to take to reach the outcome (placed in a horizontal line). Don’t start listing actions when the customer uses your service the first time. Start before the moment he/she decided to use your product or service. This way we visualise behavioural patterns.
- Touchpoints. Underneath every action we list all channels and touchpoints services the customer encounter. Not just yours! This way you’ll discover the landscape you are in form the customer’s perception.
- Moments of truth. Then we identify the moments the customer encounters your touchpoints and channels. We start focus on those (you can move them down a bit). Identify the most important ‘moments of truth’.
- Service delivery. Underneath every touch point, we write down who delivers the service. Who is directly responsible for it (e.g. front office personal)?
- Emotional journey. Then give every vertical line a grade for the experience (Actions -> touch point -> who delivers the service -> grade). Don’t grade the functionality, grade the work. For the emotion, how do you think the customer felt at that moment? Use a scale from 0 to 10. The higher the number, the better the experience. This can be visualised (e.g. by a line going up and down), and is very effective as a conversation starter. It can often be a real eye-opener.
- Blueprint. Now, to make a long story a bit shorter, we can go on listing the organisation underneath, writing down who supports the people delivering the service (backoffice), and in turn who influences the back office (we link back to the stakeholders map), until we have a complete organisational blueprint, a complete picture of the working of an organisation and emotional journey, from the outside in.
- Improve and innovate. Use creative, brainstorming and any other ideation techniques for the service opportunities you identified (low grades) and/or design complete new and ideal journeys or services. This usually is the moment people have the most fun. I have been surprised many times by the talent and eagerness of people to engage in this creative process. People are usual a lot more creative than you think. We just need to put them in the right situation and mood.