Ux - Customer Journey Map
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This document discusses the process of creating a customer journey map. It begins by defining what a customer journey map is - a visual representation of a customer's experience and interactions with a company over time and across channels. It then outlines the key components of a journey map, which include personas, timelines, emotions, touchpoints, and channels. The remainder of the document details the steps to create a journey map, including gathering research, brainstorming touchpoints and channels, creating empathy maps, organizing ideas, sketching the journey, refining it, and sharing it with stakeholders. The overall goal is to gain a deeper understanding of the customer experience to identify opportunities to improve it.
Ux - Customer Journey Map
- 2. WhatisJourneyMap Journey mappingis atool companies use tohelp themsee whattheircustomers trulywant – thereal moment's of truthandthewaysin whichcustomers go aboutachievingtheirneeds
- 3. WhatisCustomerJourneyMap A Customer Journeymap is avisual or graphicinterpretationof theoverall story fromanindividual’s perspectiveof theirrelationshipwithanorganization,service, product or brand, over time andacross channels. YoutubeVideo
- 4. What Components Does a Journey Map Include? Personas: the main characters that illustrate the needs, goals, thoughts, feelings, opinions, expectations, and pain points of the user Persona UX Timeline: a finite amount of time (e.g. 1 week or 1 year) or variable phases (e.g. awareness, decision-making, purchase, renewal) Emotion: peaks and valleys illustrating frustration, anxiety, happiness etc.
- 5. WhatComponentsDoesaJourneyMapInclude? Touchpoints: customer actions and interactions with the organization. This is the WHATthe customer is doing Channels: whereinteraction takes place and the context of use (e.g. website, native app, call center, in-store). This is the WHERE they are interacting.
- 6. The Process Review Goals Consider organizational goals for the product or service at large, and specific goals for a customer journey mapping initiative. Gather Research Review all relevant user research, which includes both qualitative and quantitative findings to provide insights into the customer experience. If more research is needed, get those research activities in the books. Some of my favorite research methods include customer interviews, ethnography & contextual inquiry, customer surveys, customer support/complaint logs, web analytics, social media listening, and competitive intelligence.
- 7. TheProcess Touchpointand Channelbrainstorms As a team, generatea list of thecustomer touchpoints and thechannels on which those touchpoints occur today. Then brainstorm additional touchpoints and/orchannels that can be incorporated in thefuture journeys you willbe mapping. For example,the touchpoint could be “pay a bill”, and the channelsassociatedwiththat touchpoint could be “pay online”, “pay via mail” or “pay inperson”. Empathy map Empathy maps area depiction of thevarious facetsof a persona and his or her experiencesin a given scenario.This exercisehelpsmeorganize my observations, build a deeperunderstanding of customers’experiences,and drawout surprisinginsights into what customersneed.Empathy maps also provide a foundation of materialto fueljourney mapping.The goal is to geta well-roundedsenseof how it feelsto be that personainthis experience,specifically focusing on what they’rethinking, feeling,seeing,hearing,saying and doing.
- 8. TheProcess Brainstorm with lenses Thegoal of lensed brainstormingis to generateasmany ideas as possible in a shortperiod of time. To gain focus asI generateideas I use“lenses”—words representing keyconcepts, brand attributesor mindsets that helpus look ata problem or scenarioin a different way.For thisexercise I recommend thattheteam agree on 3-5 lens words (for example: accessible, social, comforting), thenset theclock for 2 minutes per lens word. Eachperson individuallywritesdown as manyideas as theycanthinkof inthattime. After2 minutes switchtothe nextlens word untilall lenswords have been used asidea inspiration.Thisensuresthatevery voice on theteam is heardand generatesa hugeinventory of ideas.
- 9. TheProcess Affinity diagram This is a method to visually organizeideas and find cohesion inthe team’s concepts. Affinity diagramming helps us shift from casting a wide net in exploring manypossibilities, to gaining focus on the rightsolutions for this audience. All team members should put their ideas generated in the lensed brainstorming activity up onthe wall. Have someone sort the ideas into categories and label them. As a group,begin to consider whereyoumight combine, refine,and removeideas to form a cohesive vision of the futurecustomer experience.
- 10. TheProcess Sketch the journey Drumroll, please. This is the part you’vebeen waiting for!It’s now time to put together all the pieces: timeline, touchpoints, channels, emotional highs and lows, and all the wonderful newideas the team generated for how to improvethe futurecustomer journey.Get creative with how youlayit out—it doesn’t haveto be a standard left to righttimeline. It could be circularor helical. Itcould beone large map or it could bean interactive, clickable piece with embedded video. Thereare no templates, and thereare infinitepossibilities.
- 11. TheProcess Refine and digitize Journeysdon’t always become a sophisticated deliverable—sometimes they begin and end as stickynotes on a wall or sketcheson a whiteboard. But most of thetime, whenyougo through the activities to arriveat a solid customer journeymap, youwant to polish it, leverage it inyour workand share it with colleagues across the organization. If visual design isn’t yourstrong suit, consider collaborating closely with a visual designer who can transform thejourneymap sketch into an impressive artefact.
- 12. TheProcess Share and use It can bebeneficial to maintainjourneymaps over time. For example, youcould set a time each quarteror yearto evaluate how yourcurrentcustomer experience matchesyourdocumented vision journeys.If yourorganization tracks quantitative KPIs, youcan integrate these into a journeybenchmarkingprocess. Socializing journeys among stakeholders is critical in moving yourorganization toward action. Inaddition to prioritization, the output of a journeymap can serve as a backbone for strategic recommendations and more tactical initiatives. For example, if you’rea mortgage companyand youidentify the closing process as a keyarea of frustration, anxiety and opportunity for engaging with the customer and designing for the“moment of truth”, then mark this as a highpriority and get that on yourstrategic roadmap.