At a CXPA event my good friend Lisa told me about a conversation she recently had. She was talking about the need to do some journey mapping, and mentioned how a good map takes 12-16 weeks. Her conversational partners’ response was, “What do you mean? I have the software – I can have that knocked out in a half-day.”
You can probably guess Lisa’s response, and it wasn’t positive. And Lisa’s not alone. In our survey of journey mapping best practices, CX practitioners agreed that involving customers was one of the top three requirements for a successful journey map (the other two were to involve a broad cross-functional team and to select the right journey to map). Yet, so many people seem to think it’s about the map itself.
Let’s set the record straight. Yes, the map is critical. The right map is a strategic tool in the hands of a CX leader. It helps her engage stakeholders and help them understand customers’ critical moments of truth – those points in the journey with a disproportionate impact on loyalty. And we spend a lot of time making sure that our maps clearly call out the customer needs.
What Really Drives Change?
But as powerful as a journey map can be, it’s the mapping itself that truly matters. Getting your teams to hear the literal voice of the customer is a critical driver of customer-focused improvements. Customers’ open-ended feedback on the journey offers a goldmine of information that can showcase where you’re building loyalty – and where you’re destroying it.
The right method of involving customers vary. I love a good digital ethnography, as reported in last week’s post. In-home (or in-office) interviews are also powerful, since they show the customer in his or her natural setting. Even a focus group can sometimes work wonders, although I’m not a huge fan of that methodology.
But the most critical component of any journey map is that it’s based on the raw voice of your customer. And that’s not going to happen in a half-day in your office.