CX vision

Customer Experience Vision

Developing a customer experience vision is a necessary first step in pursuing an organizational change in the way your business provides services to its customers. A customer experience vision defines these aspirations and why they matter to your customers. Learn more below.

Create Your CX Vision through Journey Mapping

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“If you don’t know where you are going, you’ll end up someplace else.” – Yogi Berra

Yogi’s quote applies to much more than baseball – it gets to the heart of what limits so many customer experience (CX) programs. When I ask most CX leaders what they’re trying to accomplish, I get a general statement like, “We’re working cross-functionally to create a better customer experience, in order to create more loyal customers.”

That’s an awful statement because it doesn’t actually say anything. Read more

Stop Bribing Your Employees for Good NPS Scores

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We’re early in Customer Experience (CX) capability development, and I absolutely love it! We’re discovering the best practices that our successors will take for granted; “of course that’s how you do it.”

Unfortunately, being in this early stage means that some “best practices” aren’t. Some actually hinder the goal of improved CX – to create loyal customers who love your brand and come back time and again.

One “best practice” that can create a terrible customer experience is paying employees to achieve good NPS, or Customer Satisfaction, scores. This needs to stop.

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Move to the Top Levels of the Gartner CX Pyramid with Journey Mapping

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Last week I discussed Gartner’s CX Pyramid and its approach to evaluating your customer experience. Yesterday’s post discussed how to use journey mapping to help you move up the first three levels. Today, I’ll talk about using journey mapping to move to the top of the pyramid – the Proactive and Evolution levels.

Getting to these levels requires significantly more investment in both customer insights and design. Interviews – particularly in-person at your customer’s site – are good ways to help you in the lower stages, but here it requires deeper methodologies to truly understand your customers’ needs. Read more

Moving up Gartner’s CX Pyramid with Journey Mapping

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Last week I wrote about the Gartner CX Pyramid, an interesting maturity model. This week I’ll go into how to use journey mapping best practices to move up the model based on Gartner’s description of the model on their public website.

Selecting the right journey mapping approach requires you to understand where you are on the model and where you aspire to be. An inaccurate assessment will create waste; attempting to create a Proactive-level approach with only a Communication-level infrastructure will be expensive and ultimately frustrate customers instead of creating loyalty. Similarly, using a lower-level approach won’t have sufficient impact with higher-level design capabilities. Journey mapping doesn’t exist in a vacuum – it requires enough staffing and leadership to implement the changes that come out of it. Read more

Gartner’s CX Pyramid: An Approachable Framework

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Like many CX consultants, I’ve seen my share of maturity models. Most are really good at showing all the things you’re not doing. Typically, the sponsoring company offers to help by selling you useful consulting services to help you move up the model. 

Whether it’s Temkin Group’s CX Maturity Model, Forrester’s six-step CX Management Maturity exam, or MaritzCX’s CXEvolution, the complex models help you evaluate your program, and each is compelling in its own way. The maturity models help you analyze what you’re doing and where you’re strong or weak.  

I’ve used Gartner’s former CX model in the past and liked it. Now, while reading through October’s issue of Customer Relationship Management, I ran across the new Gartner CX Pyramid and was intrigued. I can’t find the article online, but you can review Gartner’s summary here.  Read more

Journey mapping is still happening in silos.

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This is ironic. Journey mapping is a fantastic tool to break down silos by creating a shared view of the customer experience.

Except when it isn’t. All too often, companies focus on small teams to move quickly. “Too many cooks spoil the broth,” they argue. “Aligning all those teams will take time, and we need to be done in 6/8/12/16 weeks, and we don’t have time to educate HR, IT, Legal, or other groups about what we’re doing. We’ll catch them up afterward.”

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Journey mapping tools don’t address the most critical challenges.

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There are a ton of journey mapping tools out there. I’m most familiar with Touchpoint Dashboard, but I’ve had demos from many others. They all excel at certain components of journey mapping, but they don’t (and probably can’t) address some of the largest problems.

That’s because the biggest reasons journey maps fail have nothing to do with digital problems; they’re analog. As we’ll discuss tomorrow, the biggest problem in journey mapping is that it’s done in silos. Small teams are created to do journey mapping. Those small teams intimately learn the customer experience, but because they don’t control the critical touch points, the effort fails to drive change.

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Too many see journey mapping as an employee workshop.

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What is journey mapping?

That may seem like a strange question from a blogger whose title is “Mapper-In-Chief,” but there’s so much confusion on the topic that it’s a question that needs to be asked.

This confusion is fueled by vendors who offer “journey mapping workshops.” This is a half- or full-day workshop where you gather a bunch of employees who each adopt a customer persona and use Post-It Notes to document your perceptions of that customer’s journey. Oracle hosts this type of workshop, and by all accounts it’s a ton of fun. It’s possible they mention the need to actually talk with customers, but the attendees I’ve spoken to don’t remember them saying that.

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Journey mapping has become a must-have approach to customer experience

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Before it became a business five years ago, Heart of the Customer was a blog I started when I was leading CX at a Fortune 100 company. Along the way I learned about journey mapping, and created the post Customer Journey Map – the Top 10 Requirements to reflect the limitations I saw at the time. That post has since had over 108,000 views, including over 4,000 in the last year. When I started the business, that post drove us to number 1 in any Google ranking on the topic – journey map, customer journey map – even “journey mapping software,” we didn’t even offer software!

Since then, journey mapping has become even more popular, as you can see from the chart on the right.

Journey mapping is now the go-to customer experience tool, and has been discussed in Forbes, the Harvard Business Journal, and countless other journals.

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Reflections after Five Years of Journey Mapping

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Last month we celebrated Heart of the Customer’s 5th year anniversary. The team got together to share where we are, discuss best practices, plan for the future, and—most importantly—to celebrate! We were also grateful to have Angelica Bonacci from Allianz come to tell us about the ways her organization is using our journey mapping work to drive internal change.

This led me to reflect on what has occurred over the last five years in terms of journey mapping as an art. Next week, we’ll have five posts discussing journey mapping and how it has changed. The five are:

  1. Journey mapping has moved from a nice-to-have to a must-have in customer experience.
  2. We’re still challenged by navigating trade-offs when deciding what to map.
  3. Too many see journey mapping as just a workshop.
  4. Journey mapping tools still don’t address the most critical challenges.
  5. Journey mapping is still happening in silos.

These all reflect, to varying degrees, the five journey mapping questions that you should consider before embarking on a project: Read more