When you have your journey map validated, make it look pretty and share it! It is a great device for involving everyone and making your company more customer orientated. This will prioritize actions that are required to improve your customers' experiences and build your customer base. Which touchpoints customers would be prepared to pay for. Which are performed really well from the customers’ points of view Now go through every touchpoint and mark them according to: The final chapter is often RETURN - ie the moments of truth for a lost customer that has returned to your company.įor each stage on the spine of the journey list all the interactions (touchpoints) between the customer and the company. There are usually half a dozen or so of these major "chapters" of customer interventions. They can be turned into infographics in poster form (as per the example below) for sharing around the company and alerting everyone as to what makes exceptional customer experiences.Ī critical part of customer journey mapping is defining the spine of the customer journey - the columns that in the above map start with Awareness and end with User Experience. There is no fixed template for the customer journey map. In workshop fashion the team would debate and agree on all the points of the journey and where the company is strong and weak. Customer interviews are always useful, of course. In his book, Carlzon defines the moment of truth in business.
The big story of Scandinavian Airlines’ turnaround is that small changes accumulate into something large and significant. This could be achieved within a company by a cross functional team representing different departments. In 1986 Jan Carlzon, the former president of Scandinavian Airlines wrote a book, Moments of Truth. These 50 million moments of truth are the moments that ultimately determine whether SAS will succeed or fail as a company. At the time, Calzon was the CEO of Scandinavian Airlines Systems and had helped the. The skill of customer journey mapping is to identify the most important ones that influence people on the journey. Quite a few years ago, Jan Carlzon wrote a book titled Moments of Truth. What effort is required by the customer or potential customer in moving to the next stage? What would alleviate these barriers, concerns and uncertainties?
What are customers’ concerns and uncertainties at this stage? What barriers might prevent them moving to the next stage? What would motivate a customer to move to the next stage?
At the point of developing the spine, there are some questions that should be asked: A customer journey map is made up of a spine (the major stages that the customer goes through in the life cycle with the supplier) and all the moments of truth during each of these stages.
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