A roadmap is only beneficial if it helps you get to where you want to go. If streets are omitted or mismarked, the map impedes your ability to reach your destination. In essence, it loses its value. The same principles apply to a customer journey map. When the journey map clearly represents the full experience
Journey mapping is an excellent tool that organizations can leverage to depict customer experience. The goal of journey mapping is to learn what customers care about the most – from initial product awareness, all the way through renewal or repurchase. A key component of building a journey map is using employees and internal teams to
Mapping the customer journey is not complete—or valuable—without the customer. It’s true that journey maps are the product of internal, cross-functional teams joining together to think and act like customers, but all too often companies stop short of validating their journey map with actual customer input.
What is the single most important source of customer insight that an organization has? Is it the conversations salespeople have with customers? Perhaps it’s nested in the thousands of comments customers provide in surveys? Or maybe it’s from all the RFPs you receive that signal evolving market requirements. Having a hard time answering this question?
Success in CX means harnessing the power of people. For those who weren’t there and those who were, that is my biggest takeaway from the just wrapped up CXPA Insight Exchange in New Orleans. Session after session, speaker after speaker, this theme emerged. I’ve used two ‘big bucket’ categories to boil down what I heard.
The best long-term business strategy is focusing on learning and improving your customers’ experience. And companies that truly make the customer experience a priority outperform the market. You can use many different methods to start better understanding and learning from your customers: focus groups, surveys, social media, operational data, observation, communities, journey mapping, actually talking