2. Definition
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. Used 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.
Cabinet Office, HMRC
This paper is based on the Cabinet Office Practitioner’s Guide
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3. High Level Benefits
BETTER EFFICIENCY
CUSTOMER EXPERIENCE IMPROVEMENTS
– See and approach experience from the – Bring about change across divisions in a way
customer’s point of view that cuts across silos
– Identify where customers are being confused – Target limited resource for maximum impact
by different touchpoints, some of which we – Plan the most efficient and effective
may not even be aware of experience by reducing duplication and
– Meet or exceed customers expectations shortening the length of processes
– Deliver a seamless, streamlined experience – Prioritise between competing calls on
to the customer resources by showing when and where needs
– Understand how much you can expect people are greatest and service most valued
to do, and recognise where you might be – Identify “deal breaking” points and define
imposing undue stress ways to eliminate them
– Get it right when it really matters – Set performance indicators and standards so
– Look at the current situation and the ‘ideal’ that you can measure and track progress
side-by-side, giving a chance to genuinely over time
redraw the customer journey
– Deliver information, messages and services
at the most appropriate time
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4. Mapping Process
1. Customer Journey Mapping
Qualitative
Focused on emotional insights to tell a story with passion and narrative
Powerful way of engaging staff and customers
2. Mapping the System
Maps steps in a process
Identifies where to act to make the experience as easy, pleasant and efficient as
possible
Align customer journey with company process architecture
3. Measuring the Experience
Measures how well the experience is delivered
Links to customer satisfaction, metrics & tracking
Allows to quantify the effect of changes and contribute to business cases
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5. Mapping Process
Insightful and qualitative Analytical, logical, detailed
the System
the System
Experience
Emotional – thinking and feeling Rational – doing
Mapping
Mapping
Understanding what people do and why Understands what happens and when
Focus on (different types of) people Focus on process, steps and channels
Points in time with moments of truth Objective step-by-step approach
Looks outward Looks inward
Sees the wood for the trees Counts the trees
Customer Experience Mapping
Develop Engage Carry out Identify
Customer Identify Plan
initial hearts and gap ways to Design
Journey ways to actions,
customer minds of analysis – improve and
mapping improve based on
insight staff where experienc Put implement
efficiency/ a clear
does the e (cross together an entirely
Align cut costs knowledg the new
Clearly current silos) e of
Mapping current without business system
define the process without
the process damaging numbers case, sell using
current differ from damaging
process with customers of people the project quantified
process the ideal? efficiency affected,
Blueprint internally. under-
and
Implement standing
quantified Measure
the plan from
Measuring costs of progress
mapping
the acting or on an
Experience not acting ongoing
basis
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6. Customer Journey Mapping
1. Map the journey
By journey or customer segment/type
2. Identify Touchpoints
Point in the journey where we have some sort of interaction with the customer It’s
an opportunity to explain things and improve the experience
3. Identify Moments of Truth
Key points in the journey where customers may pause and evaluate the
experience, or make a crucial decision (e.g. whether to stay or go). If we get it
wrong we can lose the customer
It’s also the point at which we can make the strongest positive impression
4. Define the Ideal Journey and Identify Gaps
Powerful way of helping to drive out possible actions.
By 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 our actions
5. Identify Clear and Sharp Priority Actions
Coming up with clear, specific actions list is absolutely central to the customer
journey mapping process.
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7. Customer Journey Mapping
HEART MONITOR
Objectives,
Customer
scope & journey
segment
type
Moments
of truth
Key Journey
Key journey
Steps
steps
Ups and
downs of the
customer
experience
Levers for
solution hunting
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8. Mapping the System
Create a graphic representation of all the steps, actions, interactions
and decision points of a process in order to understand it and thus
identify opportunities for improvement.
Will help to:
– Share what the current process looks like
– Show relationships between steps and other departments/teams/partners involved
– Identify deviations from the norm – where do things go wrong?
– Identify duplication and other inefficiencies
– Identify how and where things can be improved (and where further investigation is
needed)
– Compare the view of staff with the view of customers – we can do two maps and
look at the differences between them
– Training – showing how things should be done
– Serving as process documentation and setting standards
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9. Mapping the System
Process / System Map
End-to-end
Objectives/ Customer
system
scope segment
definition
Core Goal 1: Goal 2: Goal 3:
system
goals
KEY STEPS IN SYSTEM/CUSTOMER JOURNEY
Decision
Customer Step 1 Step 2 Step 3 Step 4a Step 5 point
Step 7 Step 8
Decision Decision
Dept 1 point Step 3b point Step 4b Step 6
Agency Step 3c
NOTES ON PROCESS AND CRITICAL INCIDENTS
Critical Critical
9 incident incident
10. Measuring the Experience
Get a quantitative measurement of the customer
experience. It allows to measure customer satisfaction
and understand numbers and costs associated with a
process, system or experience.
Measuring the experience is important because:
– Enables to understand the key things that are most important in shaping
the customer experience and driving customer satisfaction. This means
focusing time and resource on the things that matter most to our
customers
– Helps to understand the role that external factors play in influencing the
customer experience so we know what we can and can’t control
– Gets everyone involved in the customer experience aligned, focused and
motivated to deliver the service that will truly satisfy the customer
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11. Prioritizing Actions
PRIORITISING ACTIONS
Kill off Requires leadership to
drive through
High
Test fit with
other initiatives
Cost
Possible Criteria
Financial cost (one-off and ongoing)
Low
Time cost
Cost People cost
Other resource
Level of risk
Quick wins
Low priority No barriers Better customer experience
Improved outcomes
Low High Benefit Reduced waste
Enhanced staff morale
11 Benefit
Reduction in avoidable contact
