Is there a single best approach to Customer Journey Mapping? This roundtable will focus on the way in which Customer Journey Mapping can fit into different company cultures and needs. We will discuss several different approaches, from broad based to deep dive mapping, as well as when each approach is most appropriate, and how best to achieve success not only in the mapping effort, but in socializing your maps and making them actionable in broader CEM programs.

1. Approaches to Customer
Experience/Journey Mapping
a SuiteCX briefing

2. ©2016 SuiteCX– Confidential
What we will cover today
•Over the years we have been asked a lot of questions around experience and journey
mapping. Some of them address what are the triggers and reasons for mapping, others
speak to how do we plan for it and what do we expect to see.
•This document addresses a few of the questions we have heard over the years:
• What business aspects can you address using journey mapping efforts?
• What outputs can be derived from CJM?
• Definitions – what IS CJM?
• Approaches to mapping with case studies
• What skills/tools do you need to do this type of work?
• Pitfalls to be aware of in any approach
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3. ©2016 SuiteCX– Confidential
Customer journey mapping often can help provide the information required to
solve many business problems
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Decline of revenue
due to known
causes such as
-fewer sales
-less volume
- churn
-poor retention
- competitive
inroads
etc.
Identifying the
reasons for
unknown revenue
declines
Economic
challenges such as
recession or
disruptive service
models
Know they are
having experience
issues but don’t
know how to
address them:
- NPS declines
- CSAT declines
- Complaint
increases
C-Level challenges
to Sales/Marketing
or Service
requests for funds
where there is no
clear business
case/value.

4. ©2016 SuiteCX– Confidential
Fully understand existing customer behavior across the entire experience &
lifecycle as inputs to strategic planning
Evolve and deepen the science of customer insight and their needs
through disciplined data management and analytics to drive loyalty and
differentiated products and services
Develop 360o customer view to generate actionable insights and tactics
and treat customers differently
Drive increased sustainable strategic opportunities to enhance customer
advocacy & optimize ROI
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It also can be used for many strategic purposes

5. ©2016 SuiteCX– Confidential
Customer insight to
drive who to
invest/divest in, what
needs they have that the
organization can
meet/address and
where changes need to
occur in the organization
to deliver upon the
strategy
Let you see exactly the
‘white space’ is and
allows you to ID the
audience’s need.
Provides insights and
detail determine table
stakes and to define
GTM strategy and
prioritize companies
development schedule
Support prioritization to
highlight what’s most
important’ to your
customers, and
understand what
creates or detracts
from value & drives
retention and
advocacy
Guides UX insights from
VOC/VOE and path
to purchase, critical
moments of truth,
listening posts,
conversion points
and other key design
elements
Experience/Journey
driven campaigns
enable triggered,
targeted, and time
based messaging,
offers and
engagement
Outputs/use cases for CJM
Strategic Planning
…supports strategy through execution to build customer value
Precision MarketingUX InputsTactical ThrustsNew Products
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Definition: What Is Customer Journey Mapping?
Definition
The visual representation of the alignment of the organization to the customer needs to create relevant,
engaging and rewarding experiences that connect the brand with the customer.
• It is representative of:
• Where the customer touches the brand
• Where the brand touches the customer
• Where they interact with each other
• The multiple interaction points of a customers’ engagement with the brand
• Why the customer is seeking contact) with the brand
• The customer expectations of their experience with the brands
Terminology
• Experiences: The sum of what the customer takes away from the interactions they've had with
you. A memorable event – with a beginning, middle, and end.
• Customers always have an experience (good, bad, or indifferent)
• Interactions: The activities in which customers engage. Any business supports dozens, if not
hundreds of interactions.
• Engagement Points – can be inbound/outbound/interactive – human or automated
• An experience point is where emotions, process, systems, data all intersect - often the ‘fault line ‘between the
company and the customer
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What Makes A Good Journey Map?
•A visualization of customer
interactions through many filters
(emotional/rational) organized by the
customer’s perspective
•A living document that evolves with
the constantly changing organization it
supports
•A harmonized reflection of the Voice
of the Customer as well as the
Company and the Employee
•Art meets science with a dash of
chemistry
•At a level of detail that makes sense
for the purpose
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8. ©2016 SuiteCX– Confidential
We have found that the personality of a company often influences approach!
• Companies accustomed to detail and rigor in their approaches to strategy, technology and
execution tend to do more rigorous mapping
• Tend to have six sigma “DNA” and Oversight/Governance teams
• Their approach tends to lean towards collecting ALL of their interactions, fleshing them out with
data, emotional elements, pain points, moments of truth etc.
• Then they map story lines or processes to determine gaps or opportunities
• Have clear ‘questions’ they are asking – hypothesis based - Want clear outcomes
• Like grids/swim lanes (touchpoints)
• Telco, Financial, Insurance, Manufacturing (B2B), High Tech tend to fall into this group
• Brand driven or more ‘emotional’
• Tend to have agency driven ‘persona’ driven story's driving their marketing
• Want to visualize quickly and then identify areas of interest
• Stories lead you to ideas/innovation
• Often have to back up and pull in data to move forward
• Outcomes not as clearly articulated
• Like workshops and fast answers (sticky notes)
• CPG, Pharma, start-ups tend to fall into this group
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Typical project approch for customer journey mapping
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Customer Experience Improvement Strategy
Organizational Change
Map
Design framework
Plot customer interactions on map;
refine & validate
Overlay metrics, customer data &
collateral
10-20 Days* 25-30 Days* 15-20 Days*
Part 1
Current state
Part 2
Experience Mapping
Part 3
Recommendations
* Typical work effort will vary based on scope
with lag time for rounds of review
Plan
•Set the Scope
•Understand the
objectives
•Ensure resources
Gather
•Interview
•Capture data,
artifacts, documents
•Ethnographic research
•Segmentation
Map
•Design framework
•Plot customer
interactions on map;
refine & validate
•Overlay metrics,
customer data &
collateral
Outputs
•Ideation
•Deep Drills
•Prioritization
•Validation
Roadmap
•Bucket prioritized into
Initiatives
•Recommendations
Roadmap

10. ©2016 SuiteCX– Confidential
But there is os much more to an ‘approach’
Experience
Design
PAINOROBJECTIVE
STRATEGYORNEWPRODUCT
Approaches
UX vs. CX
Methodologies
Company
Personalities
Application
Consultancy/MarketingServiceProviders
Agency
MapAllTouches–HypothesisBased/Planning
QuickFire/ProblemSolving/Story/DecisionSciences
SixSigma/UX/DataAndEvidenceBased
Emotional/Persona/CX/EthnographicBased
SixSigma/UX/SystemsDesign/SDLC
Agile
Campaigns/WebDesign/
TechUseCases
BrandAds/Digital/Social/
CampaignBriefs
FastPaced/Good
Enough/Non-traditional
DetailOriented/
Conservative
Typical ‘coaches’
Drivers
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Approach – Research based – Deep and Wide
Use Case - Driving to resolve issues
Objectives
• Got a pain point ? Calls for an inch wide - mile deep to flesh out the pain points, moments of truth and then convert to processes or
comparisons of front stage/back stage
Approach – Drill down
• ID every touch you can find & Identify Marketing Assets & Collateral – content, tools, programs, creative and annotate with MOT, Pain
Points, Data etc.
• Pinpoint “Gaps & Overlaps”
• Identify and document Potential Problems or Weaknesses - missing or inaccessible data, channel silos, organizational barriers
Outcomes
• Specific findings/recommendations at a granular level
• Actionable opportunities
• Sufficient depth to share/act upon with others
Next Steps
• Augment with Audience user research and mystery shopping
• Pull in as much performance data as possible
• Story telling process (by lifecycle/by persona) and rolling them up
• Front stage /Back stage stories to bring to live
Tips
• Data driven analysis on acquisition, retention, churn and key gaps is critical to support the mapping activities with solid proof
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• The company’s commitment to getting the customer experience right so early in its history,
the company realized an immediate improvement of revenue due to decreased patient
drop off. Survey results showed improvement in comments around the patient experience,
and patient referrals were on the rise.
• Implemented a marketing automation tool was selected to help manage the new
comprehensive segmentation and contact strategy across lifecycle stages as well as at key
moments of truth.
• SuiteCX was the repository of record for the customer experience, enabling East Bay Group
and JumpstartMD management to:
• Conduct company-wide diagnostic with patient, employee, and institutional inputs
• Create customer journey maps fully understand the patient experience across all lifecycle
stages
• Develop initiatives to close gaps around organization, processes, information and technology
• Develop requirements, RFP’s and managed bid processes for a marketing automation
solution
• Develop sales and marketing training for patient segmentation and 1:1 Marketing concepts
C H A L L E N G E /
O P P O R T U N I T Y
R E S U LT S
A P P R O A C H / S O L U T I O N
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Case Study
Identify reasons for decreased revenue and retention
JumpstartMD was experiencing
growing pains as it expanded
across the huge Bay Area
region. However, the inordinate
focus on acquisition and growth
by expansion left patients
feeling neglected. The company
needed a customer-centric data
and marketing automation
solution to better track and
retain current patients, deliver
triggered campaigns and
monitor likelihood to churn. In
addition, they needed drive
automation and consistency
across multiple storefronts and
communications channels.

13. ©2016 SuiteCX– Confidential
Approach – Research based – Outside in
Use Case – Real time research – CX ‘inside’
Objectives
• Wrap your arms around a big opportunity
• Identify table stakes or benchmarks for strategic advantage
• Competitive Research – from the people who count – your customer base
• Calls for a balance - wide enough to see the big picture and just deep enough to flesh out the key elements - moments of truth
Approach – Wide first then some drill downs
• Map as many ‘benchmarked’ comparisons as possible to have a range of information to draw from
• Personas are great here – especially if you are targeting prospect groups you don’t know well
• Pinpoint key moments of truth – lifecycle, friction in the process, personas that have very different expectations
• Identify and document to provide insights to the whole organization – when they are ready for it
• Lots of ‘roll ups’ and front stage/back stage insights so they can see a 360 view
Outcomes
• ID Actionable opportunities
• Investment guidance – what's table stakes – what's nice to have – what not to focus on at all
• Sufficient depth to share/act upon with others
Next Steps
• Keep augment with audience user research and updates
• Use story telling process (by lifecycle/by persona) to create your own story and bring it to life
• Keep a finger on your competitors pulse
• Spur your internal teams on
Tips
• Mapping by persona as a great way to research your competitors when developing a new product/service for purposes of driving design,
and UX
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• Bank will release the new product in 2016 with most of the CX recommendations intact
• Key moments of truth such as Account Opening will not only rival, but exceed current
competitive best practice
• The new product – and all future new products – will be grounded in this focus on CX
• Bank is keeping the competitive database in SuiteCX up to date to use for other Bank
projects
• Documented the current customer experience across eight banking competitors
• Mapped the customer journey from Awareness and Funding though Account Opening and
Closing
• Compared all banks across four targeted personas to determine the pain points and
moments of truth for Millennials vs. Baby Boomers, for example
• Identified dozens of opportunities to provide the best product offering and customer
experience from the moment the product hits the market
C H A L L E N G E /
O P P O R T U N I T Y
R E S U LT S
A P P R O A C H / S O L U T I O N
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Case Study
New product development with CX at its core
Bank was planning to enter a
new market for a state-of-the-
art banking service that needed
to met the highest standards of
customer experience as well as
product offering
A fresh approach needed to be
taken to allow the bank to
launch the product with a
competitive advantage but
realistically had to understand
what it had to do – table stakes
– vs. what might be nice to do.
In an ever-changing market, the
bank had to build a product
that would be flexible, easy to
use, and strongly competitive

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CX design = UX design Or what’s the difference?
•CX design, on the other hand, looks at the entire experience and requires a great deal of
business skills
• A customer is any person getting in contact with the brand whether or not they may at
some point use one or several products provided by the brand
• The customer’s touch points with the brand are various and a customer may become user
of several different products or services at some point across her journey. UX is part of CX,
as each product needs to be user friendly
•UX - User involves a product that should be used
• Being a user involves a product that should be used. The experience surrounding this is
basically limited to that product, may it be an app, a website, or a physical object
•The customer experience as a whole is of course influenced by the quality of the
experience at each point but CX is especially interested in the entire customer journey from
start and until the end not with just one product
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Approach: Fast paced or agile - Inch deep – mile wide
Use Case -Taking in the ‘big picture’ to see opportunity
Objectives
• Looking to drive a deeper strategy or first 90 days in the job and need a quick diagnostic?
• CX driven innovation – white space – new product development – competitive advantage
Approach
• ID lifecycle phase(s) with the key interactions you know about – use this as your ongoing framework
• ID key touchpoints
• Story-tell/Map across department – note department tends to expose over/underlaps and waste/gaps faster
• Start with current state and ID findings
• Start with an inch deep – mile wide to see where you might have issues or opportunities
• Move to future state and add/delete touches that add/subtract from customer value equation
• Outcomes
• High level view for use in socializing information
• High level action items
• Basis for validation or ongoing research
• Next steps
• Fleshing out touchpoints or deeper dives into stories to answer questions or address ideas
• Front stage /Back stage stories to validate
Tips
• By mapping inside out first – how much are you spending on touches your customers may never resonate with…
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17. ©2016 SuiteCX– Confidential
• Approved Phase 2 implementation of new programs
• Phase 2 -Starting deep dive journeys
• Phase 2 - Starting segment driven/journey driven contact strategy
• Developed buying journey through research and interviews – quick fire workshops 3 days
in each country for Huggies and Depend Brands
• Created views with MOT’s and likely buying patterns
• Mapped pre-natal/first 100 days/active toddler purchase cycle based on journey/MOTs
and typical content consumption and campaigns
• Survey driven VOC/VOE/Maturity model led to recommendations for
People/Process/Data/Technology requirements
C H A L L E N G E /
O P P O R T U N I T Y
R E S U LT S
A P P R O A C H / S O L U T I O N
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Case Study
Identify gaps in CX as part of global opportunity analysis
KC Global CRM team needed to
understand the Huggies Brand
customer journey and how it
was executed globally to
understand gaps in experience
Initial program design needed to
take in current and future state
opportunity analysis
Gap assessment led to a
maturity model assessment
with a plan and 3 year budget
for the Global CRM team
covering Marketing and
MarTech.

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Approach: Blended - start agile drive deeper
Use Case – Find the opportunity – develop an action plan
Objectives
• Quickly determine where the best use of focus/funds might be
• Create actionable approach – do now, do next, fit in, do not
• Move complex organization forward - together
Approach
• Diagnostic for a broad view of VOC, VOE, CX Maturity – ID key areas for improvement
• Mystery shop an story-tell/map across properties to ID CX issues
• Develop segments and supporting personas for use in strategy (investment) and tactics (campaign planning, cross sell)
• Map future state 3 year roadmap
• Create future state experiences for training hospitality teams and transformation
• Create CX driven precision marketing
• Outcomes
• Both executives and part time teams ‘get it’ at a level they can relate to
• Up to 800% lift in campaign response – REALLY
• 3 year investment plan with benchmarks and KPI’s being achieved
• Next steps
• Ongoing updates and continuous improvement using mapping and added data as it is available
Tips
• By mapping outside in first – able to see what need to be fixed NOW as well as opportunities for future investment
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• Using as a basis for 2015 go to market strategy
• Creating lifecycle marketing using new CRM database and toolkit
• Developed journey maps for top brands and properties
• Identified strengths and weaknesses for each property across customer lifecycle
• Created a lifecycle marketing strategy
C H A L L E N G E /
O P P O R T U N I T Y
R E S U LT S
A P P R O A C H / S O L U T I O N
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Case Study
Use Case – Creating precision marketing strategy to execution
Hospitality conglomerate had
multiple properties with
different experiences
Marketing was challenged with
pulling emotional and rational
information together
In order to drive revenue using
new segmentation and
marketing platform needed to
understand guest journey

20. ©2016 SuiteCX– Confidential
Do you have to have personas to start mapping?
No – you can do current state without them or with aspirational personas and then move to more
statistical ones as you get the time to do that work
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Benefits of segments/personas
• Personas help you relate to the
customer and understand what they
are thinking/doing/feeling.
• They can more easily pull in emotional
cues
• Display personas at every touch point
and highlight the touches that most
matter to each persona
• Show personas as they change over
time from current state through
transitional stages to the future state
• If your objective is to transform your
experience stories into campaigns for
execution – statistical segments are
highly useful to target and engage
with differentiation

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What skills and technology increase the speed of success
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Robust technology Skills to bring to table
• Technology allows you to better express your
findings
• It shortens the time to present different
views and opinions
• It doesn’t imbue any knowledge or
experience – that comes from you
• It helps share, collaborate and present your
insights and best practices up and down the
corporate ladder
• Keeps the process alive and ongoing
• Strong business acumen
• Focus on innovation
• Ability to envision what the company
needs/wants to achieve
• Experience to identify company best
practices
• Finger on the pulse to ID achievable
improvements
• Asks the right questions to the right
people to uncover opportunities
• Open to surprises and ah ha’s

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What kind of obstacles to effective journey mapping do you come across?
Siloed organizational alignment
Need the full cooperation and access to the staff across the
organization to be sure the right information is collected and shared.
Solution: Be as deep and wide as possible
No clear view of actionable outcomes
Interesting collection of facts that are not actionable. No understanding
of how they connect.
Solution: Focus on actionable insights and the initial objectives.
Mapping processes
Provides lots of data but no real insight into the emotions of the
employees or customers limiting actionable insights.
Solution: Be sure to add emotional inputs, social, ethnographic
research and VOC /VOE.
Mapping only outbound touches you know about – really a campaign plan
Does not address the whole customer experience. Omits initiation points as
well as feedback loop.
Solution: A customer journey map starts from the customer’s starting
point, motivations, and desired outcomes rather than the company’s
You must map ALL interactions to get a full picture

23. For more information - SuiteCX.com
@custoholic
510 655-6511
Thank You -We hope this clarifies some things
for you and adds to your insights and
conversation
“Great customer experiences often exist in the space between knowing and
anticipating needs. Data helps with both, but in very predictable ways
(predictable is mostly good for the former, not the latter). Intuition, on the
other hand, might as well be the most undervalued asset in business, and yet is
what makes the difference between simply anticipating needs and redefining a
category.” fastcompany

24. About us
Team
Tools
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25. ©2016 SuiteCX– Confidential
Founding team members
Valerie is a senior executive with several start ups under her belt. She has deep experience in the
CEM space as well in developing new products/practices at companies such as Pacific Bell, KPMG,
PwC and StorageTek. Valerie’s focus as CEO is to be the main evangelist, cheer leader and deal-
maker for suitecx. She has over 25 years experience in building new businesses and making them
profitable.
Valerie Peck, Head bottle washer
Michael Hill, Product Developer/CTO
Anne Cramer, Marketing, Customer Success, Ops
Michael is a passionate technical leader, product/service developer and technical strategist. Michael has over 25
years of experience in Technology, Web development, e-commerce, CRM solutions, Technical Services,
Technology Manufacturing, Start-ups, Government and Not-For-Profits. His experience comes from tackling
projects large and small and managing teams of up to 64 members and budgets of up to 14 million; Michael has
delivered many business critical solutions and strategic plans.
Anne is a seasoned marketer and management consulting professional. She has global experience leading teams
in marketing, diagnostics and journey mapping. Anne has experience in start-ups such as Kefta, Touchpoint
Dashboard and UBI Soft. She has deep training and coaching experience which makes her ideal for the roll of
“Head of get things done” Anne is an accomplished writer and has published a significant number of white
papers and blogs.
Darcy specializes in selling improved customer experience (CX) to drive bottom line growth. We enable organizations
to understand their customers by using customer experience mapping, market research, ethnographic research,
customer segmentation & analytics to understand how customers interact with your brand thru all the channels
(email, web, social, call center, retail, etc.) and across the customer lifecycle.
Darcy Bevelacqua, VP Sales
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26. ©2016 SuiteCX– Confidential
Board and Advisors
Martha Rogers- Chair – Board of Directors
Recognized for more than 20 years as one of the leading authorities on customer-focused relationship
management strategies, Dr. Martha Rogers, Ph.D. is an acclaimed author, business strategist and a founding
partner of Peppers & Rogers Group, the world's premier customer-centric consultancy. An adjunct professor at the
Fuqua School of Business at Duke University, Dr. Rogers is the co-director of the Duke Center for Customer
Relationship Management.
Larry Berss, CPA
Allen Pennington- Board Member
As the co-founder and leader of the market leading global Customer Experience business Mulberry Consulting, Alan
is recognized as one of the global experts in the field of customer experience mapping and design and has been
responsible for the design and deployment of customer experience programs in large service and B2B organizations
for over 25 years, clients have included Citibank Cards, Emirates Airlines, UPS, Aon, Aviva, Reed Elsevier, British
Council, Mazda and Merrill Lynch. Following the sale of the Mulberry Consulting business in 2014 he is now
working independently in the Customer Experience discipline. Since selling Mulberry, Allen has been advising
Suitecx on strategy, partnerships, and sales .
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27. ©2016 SuiteCX– Confidential
SuiteCX - Customer Experience Diagnostic
• Voice of Customer surveys collect current
state customer experience for key
interaction categories
• Voice of Employee surveys balance the
VOC responses and validate where key
pain points are occurring
• Voice of Institution surveys the senior
staff, who can see more strategically
what may be causing customer pain
• Verbatims are pulled in from open text
questions to provide color commentary
to back up the survey results
• A Maturity Model shows across all
categories how the company compares
against industry benchmarks and where
the greatest gaps between good and bad
experience are occurring
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28. ©2016 SuiteCX– Confidential
SuiteCX - Customer Journey Mapping
• Inventory grid maps contain every possible
interaction point (IPoint), which can be
used over and over in other map types
• Storytelling maps showcase the
experience, using icons and color to
provide a powerful visual customer story
• Brainstorm maps look like butcher paper
and sticky notes, replicating the workshop
experience
• Front Stage / Back Stage maps show what
may be going on in the background while
the customer undergoes a certain
experience
• Process Flow diagrams tell the story with a
more traditional focus on decision tress,
data stores, etc.
• Roll up maps allow you to pull many
individual maps into one location to tell the
customer story across the entire lifecycle
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SuiteCX - Customer Experience Improvement & Planning
• Findings and Recommendations are
collected from the surveys as well as
from the mapping effort
• A prioritization module allows you to
decide which initiatives have the most
impact to customer and company, as
well as which are the most feasible in
terms of cost and resource investment
• A two-by-two grid shows which
initiatives were prioritized to do first,
next, later and fit in
• A road map provides a more linear
timeline view of initiatives
• An editable project charter allows you
to pull the CX recommendations all the
way forward to project planning,
budgeting and resource management
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SuiteCX - Customer Contact Strategy
•Communications plans and paths
to purchase can be rendered
across a time line
•IPoints are now campaign
planning receptacles of data,
assets, business rules and
approval chains
•Story maps now show multi-wave
campaigns with all their requisite
touches
•Contact strategies can be planned
against desired customer
behaviors
•Roll up maps show campaign
results and statistics over time
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31. ©2016 SuiteCX– Confidential
Other Resources
•SuiteCX.com – links to case studies, blogs, slide shares etc.
•CXPA.org – research, blogs and forums
•Forrester research – many good articles on CJM/CEM
•Sirius Decisions – CJM tool evaluations
•Feel free to contact us! We enjoy sharing our ideas and resources
• vpeck@suitecx.com (CEO)
• acramer@suitecx.com (Success Manager)
• dbevelacqua@suitecx.com (VP Sales)
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