They are using the improved relationships with customers achieved through customer journey mapping so they can reach their critical business goals:
If you aren’t yet sure of the case for customer journey mapping, consider Aberdeen Group’s research report, Customer Journey Mapping: Lead the Way to Advocacy. An article in CMO.com reported on the results of Aberdeen’s study, saying, “Companies with a formal customer journey management program enjoy …
The Internet is filled with blog articles about the various ways to undertake customer journey mapping, but some of these how-to articles forget some of the very basic tenets of customer journey mapping that are necessary to achieve corporate business goals. Here are three important concepts to keep in mind as you initiate customer journey mapping.
Step away – completely – from your own internal view of your company’s business and how it interacts with customers. We all fall into this trap of assuming we know what’s in the customer’s mind. It’s far too easy to find yourself looking at issues from an insider/employee perspective, even when you’re trying to redesign processes that will make outsiders more loyal to your brand. Let the customers speak for themselves about how they want to interact with you. Don’t try to say it for them.
You might be surprised to find that a broad view across the company can help resolve a persistent customer problem faster and easier than focusing just on that single touchpoint alone. There may be a solution to that touchpoint problem in the touchpoints before and after the problem one, or even further up or down the line. But, because those other touchpoints may ‘belong’ to a different business group or department, they may not be addressed together. With too much granular focus on just the ‘problem’, the solution could be just one process or department away while you sit and scratch your head. Pull down the silos of information, departments, and resources and work across the company.
While one person or business unit might be designated as ‘in charge’ of customer journey mapping, you have to bring the entire team together to really make it work. And, it’s not enough to send a quick survey or email to owners of processes with customer touchpoints. You never know who might have an idea or insight that could make or break your customer journey mapping efforts. A larger group of people, from different workgroups or departments, at different levels in the organization, can offer the variety of input needed to create data-rich customer journey maps to help meet your corporate goals.
If you’re looking for a simple way to articulate the value of customer journey mapping to your executives, check out this fill-in-the-blank workbook to help you get the conversation started.