Customer journey mapping has become very popular in the last two years with 62% of Fortune 1000 companies reporting that they have conducted or are considering conducting customer journey mapping, according to a 2015 survey by Accenture. Why is it so popular? Because businesses are realising that their functional organisation creates silos—and therefore barriers—to a great customer experience. Forrester Research notes: “Many CX initiatives don’t meet their full potential—or worse, fail completely—because companies don’t have a complete picture of what the customer experience actually entails and the complex dynamics that shape it.”

Three Touchpoint Models

Those dynamics are clearly illustrated when customers receive different experiences within the omni-channel. Consider the dilemma of one of our retail clients where pricing on the web site differs from pricing in stores. That difference creates confusion, undermines trust, and actually increases costs with more calls to the contact centre.

Other clients have extended lifecycles with touchpoints that may cover years. In retail banking, touchpoints include not only the marketing touches to set expectations, but experiences with the teller, financial advisors, contact centre, application development, and others who will at some point interact with the customer.

Finally, touchpoint models can assess what happens in a given location. Location-based services like cameras and beacons track entry and exit, dwell time, queuing, and other ways in which products, merchandise strategy and service touch clients.

What to Expect From a Journey Map

Journey maps are created using both qualitative and quantitative research. It should accomplish five things:

  1. Clarify organisation goals
  2. Expose root causes of CX problems
  3. Create “line of sight” across silos to understand how one department affects experience in another
  4. Identify and streamline gatekeeping functions
  5. Enlighten employees and partners about their crucial roles

    The goal? A seamless, exceptional customer experience across all touchpoints in your organisation.

    For more information about Market Force’s capabilities in this area, please SCHEDULE A BRIEFING.

    ​Charles Cornwell is a customer experience and loyalty consultant for Market Force. Over the past 20 years he has assisted more than 200 service-related companies with their efforts to improve customer experience and loyalty. Charles' experience includes sales and consulting to Fortune 500 clients in multiple, diverse industries. His education and training includes advanced graduate degrees in Statistics and Market Research Methodology and work experience includes management of every aspect of complex research projects.

    Tags: Banking