While ouroverview describes the purpose of customer journey maps in greater detail, this blog post walks you through a hands-on tutorial on how to create customer journey maps and how to integrate them into your process landscape.
Let’s assume we are a retail bank who provides loans to private customers. In rating portals, we typically score lower than our competition and our market share is constantly decreasing. Improving the customer experience can help us to regain our lost market leader position. Consequently, we want to map the loan application customer journey, optimize it, and reengineer our processes accordingly. To kick off our customer experience improvement initiative, we follow the following five-step approach.
Before we can start modeling the customer journey, we need to understand our customers.are a widely adopted concept for breaking down quantitative customer data into customer archetypes that are easier to communicate and relate to. They also help considering ‘soft’ aspects like emotions and cultural preferences, which is imperative to avoid the misconception that humans always act rationally and purely according to their own economic interests. Because the characteristics of personas define their customer journeys, each customer journey map should have exactly one persona. This persona should represent a relevant customer segment, for example a group of customers your organization has problems retaining, or a new target group.
In Signavio Process Manager, you can add the persona as a graphical element to your customer journey map and highlight key ideas, goals and demands as post-it style banners.
Hint: We recommend creating personas asto facilitate re-use.
Now, as we know who our customers are and what they want, we start mapping out the customer journey. Each customer journey is a sequence of the core elements steps, touchpoints and moments of truth.
You can find an overview of all customer journey map elements available in Signavio Process Manager in our. For a conceptual overview on customer journey maps, read our whitepaper
In our example scenario, the persona is a busy digital native, who is irritated that our business doesn’t go the extra mile to make his path to a home loan as smooth as possible. An in-person appointment is necessary even to simply figure out the exact loan conditions. If we’re the ones who want his money (in the form of interest rates), why do we make it so hard for him to consume our services?
Understanding the relation between customer experience and our organization’s operations requires documenting how the customer journey relates to our business processes. That’s why we integrate the newly created customer journey map into our process landscape. For each touchpoint, we create a reference to the involved business process and the human role or IT system that is the customer interface. The goal is to model all touchpoints explicitly, so we can later see how changing the customer journey affects our business process landscape.
The references between customer journey map and process landscape also help on the operational level. When a caseworker – for example a sales representative – reads the business process documentation he or she has access to an overview of relevant customer journey maps, which facilitate a better understanding of customer motivation and emotions.
Our current state customer map clearly identifies weaknesses in the way customers experience our loan application process offers. In our example scenario, it is clear our service no longer lives up to our customers’ expectations. This conclusion informs our improvement initiative. Consequently, we remodel the customer journey map considering the possibilities the digital world offers.
When creating a future state customer journey map, we recommend following these two steps:
In our future state customer journey map, we again identify touchpoints with our business process landscape. We can compare these touchpoints to the ones we identified in our current state customer journey. From the result of the comparison, we can then derive a set of action items that form the basis of our future state process landscape. The scope of the required business process re-engineering strongly depends on the use case. In our example, a major digital transformation initiative is necessary to move towards the aspired future state customer journey.
Customer journey maps provide you with the customer’s perspective on your business process landscape. By creating a customer journey map of your products and service and optimizing the map’s customer experience, you create the basis for optimizing your organization towards what matters most: providing the best possible customer experience.
Get started with customer journey modeling today by registering for aof Signavio Process Manager.