In an era where the importance of Customer Experience (CX) is reverberating across various sectors, and regulatory bodies are increasingly involved, organisations are waking up to the benefits and risks of neglecting their customer experience. It’s a complex and vast landscape, and unless an organisation can prioritise effectively, navigating the realm of CX can be overwhelming.
Customer Experience encompasses the entire journey, from the initial awareness stage through the customer relationship, purchase, and beyond. It extends to continued trust, reputation, and brand advocacy. Given its expansive nature, the question arises: Where does one begin?
For organisations that haven’t previously focused on customer experience, the starting point is difficult to pin down so my advice would be to start with customer journey mapping. This tool holds immense value for numerous reasons, as explored in a previous article on the five benefits of customer journey mapping.
One key aspect to highlight is how customer journey mapping serves not only as a continuous improvement tool but if used correctly also as an empowering and collaborative tool within organisations.
Focusing on even a single journey, especially one associated with frequent complaints or issues, or one with significant opportunity for improvement can yield a wealth of data/ information. Moreover, it offers employees the chance to understand the customer’s perspective, fostering the beginning of a customer-centric/ service/ led/ obsessed/ centred culture.
While some organisations eventually expand to multiple journeys, starting with a top-line master journey, followed by a hierarchy of others, this complexity requires time to navigate. It’s crucial to emphasise the importance of regularly updating customer journey maps. It’s not a one-time task but an ongoing process that should evolve with changing dynamics.
This real life CX story involves a hotel chain conducting customer journey mapping for its digital proposition. The goal was to understand the ease of customer utilisation and identify why adoption wasn’t meeting expectations despite significant technology investments.
These CJM sessions brought different teams from the organisation together, enabling them to connect with customer personas together.
Unlike scenarios where a journey is broken or plagued by complaints, this successful hotel chain sought continuous improvement and digital experience enhancement.
One significant benefit was the ability to prioritise customer needs effectively and get very creative. Lack of great ideas was not ever an issue; rather, the challenge lay in collaboration and prioritisation.
The collaboration during these mapping sessions was remarkable, with each team member sharing insights, being creative, and eagerly anticipating the implementation phase to enhance the customer and employee experience.
Customer journey mapping, whether conducted face-to-face or virtually, using tools like Cemantica, facilitates collaboration on the employee experience and processes. Providing everyone with a voice in a systematic process is invaluable for shaping an overall customer experience and culture strategy.
As we step into 2024, if you don’t do anything else in the name of Customer Experience, consider embarking on customer journey mapping. It’s a strategic and cultural commitment to understand, enhance, and prioritise the experiences that matter most to your customers.
Article By: Leonie Williams
Next Article: CX Story: ‘Break process not Principles’
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