Those of us not blessed with a good sense of direction will say getting from point “A” to point “B” can be tricky. Historically, we have relied upon verbal directions or maps to help us on our way and provide reassurance that we are heading in the right direction. Our usage of maps has changed massively over the past couple of decades, from static fold out affairs to portable, digital, and location aware technologies in the palms of our hands. Our devices know the “A”, we tell them the “B” and they figure out the points in the middle.
The journeys customers have with organizations are invariably more complex than a simple “A” to “B” route along unchanging roads. Organizations have tried to document the myriad of journeys experienced by their customers through something called “Customer Journey Mapping” (CJM). In its simplest form, CJM produces a diagram that literally illustrates the multiple touchpoints your customer has with your business, when and why; that is, it depicts every step that they engage with your company, from initial awareness to “unboxing” to the decision point of whether they stay or go. It helps businesses understand the customer’s perspective and provides insight into how to improve the customer experience.
Once you understand the customer’s journey, your business can figure out what is truly important (both functionally and emotionally) and deliver to those needs.
We know that digital touchpoints are increasing by 20% annually (McKinsey), and we know the closer you are to those touchpoints, the closer you are to greater customer engagement and loyalty. You don’t get closer by constantly barraging your customer, you get closer by truly understanding their goals and pain points, designing your interaction with them around these.
Designing around their actual needs (rather than their stated needs) will result in increasing retention, as well as your mind and wallet share. In my experience, it also typically highlights the inefficient steps in any engagement, reducing overall cost to serve. Additionally, CJM can help your business identify gaps and silos internally to optimize both the customer and employee experience.
ServiceSource recently conducted a CJM exercise to support our partner Leica Microsystems. In this process, our approach was to split their customer base for a particular product range into three personas: equipment buyers, service managers and end-users. The insight the workshop provided undoubtedly changed Leica’s perspective on how to engage around some critical “moments that matter” for a crucial customer base.
This is helping Leica Microsystems grow closer to their customers. As guides on the journey for our clients, we uncover their customers’ needs through our proven processes and predictive analytics, resulting in expanded customer lifetime value and revenue growth. Over the coming weeks and months, ServiceSource will share more about CJM, as well as how your company can use it to add real value to your customers and your organization.