Customer Journey Mapping – An Eye-Opening Experience

Customer Journey MappingI was working recently on a major overhaul of an internal process that is very involved, both from a support standpoint as well as a customer interaction level.  While the impetus of this project is a major re-platforming of this process, of course it requires an extensive review of each of the myriad steps in the process.  Of course we want to streamline the process/procedures as much as possible, no sense improving the technology on a bad process to start with.

One of the tools we employed was customer journey mapping.  I was first exposed to this at the Oracle Open World conference last October.  Here is a link to a blog post on the topic.  In a nutshell, you create a chart of every single step in the process that involves a customer touch.  You then rate each step as positive, neutral, or negative for both the employee handling the customer interaction, and of course more importantly the experience the customer is having.  We were doing this on a white board, and we were using smiley faces for good experiences, and conversely we used unhappy faces.

It was very telling when we were looking at the white board, with the seemingly endless number of steps, and the multitude of unhappy faces on both the company and the customer side.  Nobody in the conference room had any idea of the number of steps involved in this process, and the negative experiences both sides must endure countless times each day.

The net result?  We are re-thinking every step in the entire process, with a strong preference toward improving customer experience.  Some of the very elementary takeaways (they seem so simple to execute):

  1. Challenge the necessity of every step in the process – especially the “double negatives” where it is a bad experience on both ends of the interaction.
  2. Question whether the customer must be “held hostage” while you execute internal procedures and activities.  There is no harm in letting the customer off the hook, with the promise that you will resolve the issue and follow up with them with either an e-mail or phone call confirming the issue was resolved.
  3. Wherever you have necessary steps that have the “unhappy faces” tied to them, strive for ways to improve the interaction for the employee or customer.  Involve the team members in brainstorming sessions to develop improvements.

These are just the initial steps, which will be followed up with the actual implementation, and measurement of success (likely surveys).  That will then be followed with a re-calibration process.

A final thought:  Don’t try to be “perfect” out of the gate.  While it is wise to achieve many improvements, too many changes all at once may be too much to swallow, both for your employees as well as customers.  It is likely more prudent to “chunk” your improvement initiative and commit to an ongoing process of continual improvements.  If it is too radical you run the risk of confusing and alienating all involved.  That results in a big unhappy face!