At Heart of the Customer, we’re known for creating world-class journey maps. (You could even say I’m driven by it, as you can see from my license plate!)
But sometimes, it’s not a journey that you need to map.
When a potential client contacts us to inquire about journey mapping, one of the first questions we ask is, “What are you looking to learn?” If the answer is “the customer journey,” we’re going to be asking a lot more questions. Read more
Editor’s Note: As we get ready for our book launch in May, we’re previewing the major topics. You can read more about our book at https://heartofthecustomer.com/book/.
What differentiates a mapping program that drives action from one that doesn’t? A major factor is the reason for doing journey mapping in the first place.
We can confidently predict whether a mapping program will be successful in our very first conversation. Does the company have a solid reason they want to do mapping? Or is it because they heard it’s a good thing to do?
At Heart of the Customer, we’re pleased to introduce our forthcoming book on journey mapping best practices!
Journey mapping opens up extraordinary avenues for business growth, but only when done wisely and well. Through insight from CX pros, extensive research, and real-world case studies, you can learn the best way to capture your customers’ experiences to drive action that gets results, boosting loyalty, satisfaction, and your bottom line.
As
defined by RationalWiki, “survivorship bias is a cognitive bias that occurs when someone tries to make a decision based on past successes, while ignoring past failures. It is a specific type of selection bias.” Applied to CX, it’s when you focus only on existing customers and ignore those who have left.
Let’s look at an example. There’s a national sports bar which saw its CX scores continually improving. Unfortunately, at the same time, revenue was declining. While CX was celebrating, the rest of the organization was panicked.
One reason: The restaurant focused on the guests who gave the highest scores, which were the hard-core sports fans. To please them, the noise got louder and the food got worse. That sports fan loved it even more and continued to give high scores, but the family visitors were annoyed. As more families stopped coming (removing the guests who gave the restaurant lower scores), CX scores kept increasing, leading the restaurant to its death spiral.
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