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I’m a customer-centricity advocate and love reading, studying and learning new CX approaches. I was excited many years ago to learn two methodologies that I wanted to be sure you knew about (especially one that is less familiar). I know you can benefit from both! (A quick note on the backstory here, I was fortunate to learn directly these approaches from two amazing thought leaders and authors in CX.) The first is Customer Journey Mapping (learned from Jeanne Bliss) and the second is Customer Scenario® Mapping (I am certified by Patricia Seybold Group).

I encourage you to consider both approaches in your work. When you work one-on-one with customers to listen and hear their ideas, it is VERY powerful. One, it helps strengthen your bond to your customers when you listen and make changes based on their feedback, and two, that feedback helps you make the case for change inside your organization. (Be sure to video tape whatever parts you can, as that makes the best case for change.)

Let’s review when to use these 2 powerful approaches.

Customer Journey Mapping (CJM)

  1. Most often companies create maps to see the end-to-end customer experience (current state) and bring that to life for employees. CX is commonly known to provide opportunities to differentiate themselves as a company. (Note: You will want to frame your map from the customer point of view.)
  2. On your map, all touchpoints and stage names need to be written as a customer would be based on what they are trying to accomplish. The map includes actions (proactive or reactive) that occur between the customer and the company. Think about what are customers trying to achieve/accomplish? And include in your map how they feel during the various steps and stages of their experience.
  3. You can create a draft map by gathering a group of employees from across all departments in your company. This helps flesh out the touchpoints to fit in the various customer stages. What is helpful about starting inside, is that employees see the number of steps and potential complexity of the customer journey. Also, it helps employees see the points in the experience where handoffs are missing and need to be intentionally designed. Employees should keep in mind customers have a goal in mind when they work with your company. They are working to find value or meet a need in the relationship, products or services you provide.
  4. Now it’s time to talk to customers and find out what their experience is like, how they would draw and flesh out the map.  Be sure to focus on where their specific pain points are, or moments of truth. Those priority moments should drive your internal action plan for improvements (and is one of the most important outcomes of this work).
  5. Note: CJM is not a process map and does not show internal processes or technology, etc. It’s a customer view of their journey.

Customer Scenario® Mapping

  1. This type of mapping can help you improve products, services, processes or co-create something entirely new.
  2. This map defines an ideal future state and is created with direct customer participation. No map is created in advance. However, you will define the scenario to map in advance. These sessions include customers, side-by-side with a few employees. The map here includes the customer ideal state plus how the company (and any ecosystem partners, agents, etc.) will support what is occurring.
  3. This map also includes a call out of the key moments in the experience and the metrics of how the customer defines success. I love this because you want to hear what your customers say, like “This needs to occur within 24 hours” or some other measurement the company needs to know. Not many approaches/tools like this include metrics from a customer viewpoint. Don’t miss out on capturing these.
  4. This mapping approach could be used on its own, or, once you find the moments of truth from journey mapping you can go deeper with customers on how they want a specific experience to work. Customer Scenario Mapping is a customer co-design approach that can help strengthen valuable customer connections and help you get faster to the right solution to build or existing product or process to refine.

These two approaches can be valuable to help your company think more about what your customer’s need, what’s important to them and keep you on track for business growth and outpace the competition. When you listen to your customers one-on-one you will have insights that your competition does not!

Have a question about either approach? Send me an email.

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