Marketing
Customer journey mapping
Customer journey mapping is a model for mapping all interactions between customers and the organisation from the perspective of the customer, with the intention of.
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Customer journey mapping vs Customer journey maps
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Marketing
Customer journey maps
Assess the current performance of marketing and sales processes.
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Use this when.
Use it to diagnose a current service, design a better future journey, train customer facing teams or prioritise investment. The map can expose opportunities to improve experience and reduce service cost, provided efficiency does not remove something customers value.
Use it to assess current marketing, sales and service performance.
Extracted signals
Strengths, limits, and pitfalls.
Customer journey mapping
- Use the map in training and investment reviews, but attach evidence and an owner to every major pain point so empathy leads to operational change.
- Define the customer or segment, scenario, start and end before mapping. Include people with first hand customer contact and use direct research, behavioural data, complaints and satisfaction surveys rather than relying on internal memory.
- Convert each important pain point or positive moment into an opportunity, responsible owner, measure and test. Prioritise by customer impact, business value, feasibility and risk.
Watch for
- An internally imagined workshop map is only a hypothesis. Validate it with direct customer and behavioural evidence, including abandoned, failed and non linear journeys.
Customer journey maps
- Keep the first version simple: define the spine from AWARENESS through purchase, relationship and possible RETURN, then validate the decisive moments with customers.
- The building materials company created a journey map hypothesis in a workshop before customer research. It served three purposes:
- It brought senior managers together around prospects, customers and service, generating early improvements.
Watch for
- Do not let decorative detail overwhelm action. Add needs, emotion and perceived risk only when they help identify a priority, owner or test.
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Application bridge
Related templates.
Program Benefits Transition PlanProgram Benefits Transition Plan Purpose. Use this plan to move benefit-enabling outputs, responsibilities and capabilities from the programme into the environment that will use and sustain them. The receiver may be a customer, an operational unit such as product support, customer support or service management, or another programme that is operating or about to begin. Application. Transition is moProgram Benefits Sustainment PlanProgram Benefits Sustainment Plan Purpose. Use this plan to maintain the conditions that allow programme benefits to continue accruing after transition. It turns the handover commitments in the benefits transition plan into enduring operational mechanisms, measures, responsibilities and responses. Application. Treat it as a living document. Customer demand, operating capacity, technology, regulatiBenefits Realization ReportBenefits Realization Report Purpose. Use this report to show which programme benefits were realised during a defined period, which expected benefits were delayed or missed, and which new benefits have emerged. Each entry should trace to the business case and benefits-realisation plan so decision-makers can distinguish delivered value from completed activity. Application. Benefits become meaningfulComponent Transition RequestComponent Transition Request Purpose. Use this request to obtain formal approval to close a programme component and transfer its deliverables, knowledge, responsibilities and benefits to operations, customers or users. It demonstrates that the component has sufficiently satisfied its business case, completed its required deliverables and milestones, and is ready for its final lifecycle transition.