Arne van Oosterom 2010 classic! Mapping out customer experience excellence: 10 steps to customer journey mapping

Customer journey mapping could hold the key to analysing and improving the customer experience. Only recently, a report from the Cabinet Office recommended CJM for authorities to provide a more efficient and cost-effective service. Arne van Oosterom outlines how it can help organisations – and lists the 10 key ingredients to a customer journey map.

A product or service is merely a means to an end. The real deeper value lies in the story attached

Read all: Mapping out customer experience excellence: 10 steps to customer journey mapping | MyCustomer

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A 2010 classic from Adam Richardson: #Touchpoints Bring the Customer Experience to Life #cx #servicedesign

A customer journey looks at things entirely from the customer’s’ point of view; their actions, goals, questions, and barriers over time.

In this installment we’ll look at a framework for understanding how your organization supports the customer throughout that journey.

This is accomplished by orchestrating touchpoints — a touchpoint being any interaction point between the customer and your brand.

Being creative with how you think about the touchpoints along the customer journey can yield surprising benefits.

For example, in the car insurance customer journey, one of the stages — if you’re unlucky — is getting in an accident and having to report a claim. With most insurance companies this is a complicated and poorly-defined process that takes place at a traumatic time. And for insurers it is also a time of risk because a significant number of claims are fraudulent — the accident never happened. Progressive Insurance rethought this step of the journey and introduced a new touchpoint — their now-famous white vans show up at the scene of the accident as soon as it’s reported. This helps the customer feel taken care of at a stressful moment, and it minimizes the possibilities for fraud because the accident can be verified. (I’m indebted to Frances X. Frei, who wrote about Progressive in this HBR article, and revealed the insights about the dual benefits of its operational choices.)

Once you have mapped your customer journey, you can move on to looking at touchpoints.

I generally find that touch points fall into four general categories (you may need some modified categories of course, feel free to experiment):

Products: Using the term “product” loosely here, this includes the hardware, software, and services themselves. In the case of Progressive, this includes its vans and website. (I’m classifying the website as a product as it’s central to every aspect of Progressive’s business, from acquiring to servicing customers. Frei examines how the website’s feature of quoting competitive prices, for example, also has positive business benefits for Progressive. But for company’s where the website is a straightforward marketing tool, it may be better to classify it in Messages, which we’ll see below.)

Interactions: Two-way interactions that can be in-person (such as in a store), on the phone, or virtual (web sites, blogs, social network and user forum presences, and so on). Progressive minimizes in-person interactions to reduce costs and tries to have customers self-serve on the website, but when an accident does occur, the interaction with the agent in the white van is crucial. An interesting contrast is online shoe retailer Zappos, which wants customers to call, as the company sees that as a loyalty-builder for the brand, even if it’s relatively expensive. CEO Tony Hsieh says, “We believe that forming personal, emotional connections with our customers is the best way to provide great service.”

Messages: One-way communications that include brand, collateral, manuals, advertising, packaging, and the like. Progressive advertises heavily, with its minor-celebrity spokesperson Flo who works in the Progressive “store” in the TV commercials. In the previous article I mentioned the importance of the out-of-box-experience stage of the customer journey, and that typically falls into the Messages category as it focuses on establishing the brand voice and explaining a complex product to first-time users.

Settings: Anywhere that the product is seen or used: a retail store, a friend’s house, TV product placement, events, or shows. Especially in Big Box retail, we have seen that manufacturers and vendors have less and less influence over how their products are presented, making this a tricky touchpoint to manage.

Chances are that you are already creating these touchpoints. You are creating a customer experience. But what turns this collection of touch points into a superlative customer experience?

The key is coordinating and integrating the touch points so that they seamlessly meld together.

There are two ways this needs to happen:

longitudinally throughout the customer journey, and with each touchpoint type supporting the others for each stage of the journey

Read more: Touchpoints Bring the Customer Experience to Life

My point of view: still a classic for me (just like the book of Frei).  But also we see fundamental shifts like the growing importance of not controlled settings or the rise of automation in 2 way communication.

How Coca-Cola uses #design to create a memorable customer experience #cx

Brad Rencher, Executive Vice President at Adobe, kicked off the first day of this year’s Adobe Summit London with a speech on why ‘experiences’ are at the heart of the most successful brands.

Coca Cola is arguably one of the biggest experience-based brands of all time, with both its past and future shaped by how it is able to communicate the idea that there is no better one than drinking an ice cold Coke.

Source: How Coca-Cola uses design to create a memorable customer experience

Forrester Blogs: Drive Revenue With Great #CX — And Math!

In our Drive Revenue With Great Customer Experience, 2017 report, we describe how great customer experience (CX) drives revenue.

After reading the report, you may be wondering, how did we link revenue to CX?

We followed a rigorous, academic approach that started with the premise that improving CX drives customer loyalty. Using our Customer Experience Index (CX Index™) survey questions about customers’ loyalty to and spending with a particular brand and combining them with industry-level numerical assumptions, we answered the following question:

How likely is a customer to stay with your brand, or spend more, or recommend you to others — and what would that be worth to your organization in dollars and cents?

For each customer, we calculated a loyalty-based revenue potential and a CX Index score. Calculating these numbers at the individual level allows us to track the relationship between CX and revenue throughout the entire range of CX Index scores and develop models to describe the nuances of how CX drives revenue in a particular industry. With these models, we can predict the revenue associated with a brand’s CX improving — or even deteriorating.We tested several models to find the “shape” that best describes the data.

We found that the relationship between CX and revenue potential tends to follow three main shapes:

Linear.
CX and revenue move in lockstep. Whether you improve a poor experience, a mediocre experience, or a good experience, the impact on revenue will be the same.

Diminishing returns.
Revenue potential increases sharply when poor experiences are improved, but it tapers off at higher levels of CX. Fixing poor experiences will have a bigger impact on revenue than optimizing good experiences.

Exponential.
Revenue potential remains relatively flat when poor experiences are improved, but it begins to increase dramatically at higher levels of CX. Making good experiences great will lead to larger revenue gains than making poor experiences OK.

Understanding the shape of the relationship between CX and revenue allows brands to prioritize the CX improvements that will most affect revenue.

Many companies focus on eliminating bad CX wherever possible.

However, for brands with an exponential relationship between CX and revenue, it can be more valuable to provide as many exceptional experiences as possible, even for customers who are already pretty happy. For brands with a linear relationship between CX and revenue, the consistent revenue impact across the whole range of CX improvements means these brands can be best served by improving the experiences influencing the largest number of customers.If you are a CX professional trying to make the case for CX investments, I am happy to talk with you about the CX Index methodology, the model that best reflects your brand’s CX-to-revenue relationship, and how to communicate these results in your organization.

Read more at : Drive Revenue With Great CX — And Math! | Forrester Blogs

My point of view: a fine elabaration of marginal costs versus marginal returns. However consider there are industries and companies that have to adhere to legal or other restrictions. In these cases other elements have to be taken into consideration.

Classic and that simple: Using Customer Journey Maps to Improve Customer Experience

A customer journey map is a very simple idea: a diagram that illustrates the steps your customer(s) go through in engaging with your company, whether it be a product, an online experience, retail experience, or a service, or any combination.

The more touchpoints you have, the more complicated — but necessary — such a map becomes. Sometimes customer journey maps are “cradle to grave,” looking at the entire arc of engagement.

Here, for example, is a customer journey timeline that includes first engaging with a customer (perhaps with advertising or in a store), buying the product or service, using it, sharing about the experience with others (in person or online), and then finishing the journey by upgrading, replacing, or choosing a competitor (re-starting the journey with another company):At other times, journey maps are used to look at very specific customer-company interactions.

By way of example, let’s look at a customer journey that doesn’t work well: home theater.Anyone who has attempted to research, buy, set up, and use a home theater system knows that this is one of the most frustratingly complicated customer experiences in the consumer electronics realm. It makes buying a car seem trivially easy.

Read all: Using Customer Journey Maps to Improve Customer Experience

My point of view: although from a pre-digital-era and associated examples, a very fine text dealing with the relevance of the concepts.