In a webinar last week, John Dalton, Forrester’s VP of Customer Experience, led us down a series of turns which collectively can help us better understand the journey our customers’ face when interacting with us. According to Dalton, over the last decade the concept of mapping how customers navigate through various touch points has gained traction amongst marketers of all stripes. Nearly 60% of those participating in the webinar have been involved in customer journey mapping (CJM). Dalton confirmed this percentage was in line with his work at Forrester.
Dalton outlined three major steps to the process of starting a customer journey mapping exercise:
- Define the destination – Create a shared vision and mission for the program that crosses departments. All players need to be on the same page! The goal is to be able to define what “good” looks like from the customer perspective.
- Create a shared roadmap – Customer journey mapping creates a shared understanding. Silos help organizations to scale, but they often hinder how information flows between departments. Silos can lead to effort duplication and inconsistencies in reporting the facts. CJM requires that all key departments (e.g. marketing, customer service, sales, finance, IT, etc.) speak the same language as to how to measure and track the experiences that customers go through.
- Navigation on the move – CJM can help predict which touch points are moving out of sync. When tied with key driver analysis, CJM tools help provide recommended actions to improve customer experience.
For those beginning the CJM process, it is vital to form a strong coalition with active representation from key departments. Stakeholders must own touch points and that requires active participation and commitment to move beyond the stagnation that silos encourage. Finally, CJM efforts must be socialized and kept fresh in the minds of users if they are to be leveraged to their fullest.