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4 Examples of Real-World Customer Journey Maps

While customer journey maps can help teams align brand offerings with the buying process, creating them can be challenging.

Creating customer journey maps is both an art and a science, as it forces CX teams to predict how the buying process will unfold, test their assumptions, and react accordingly. To understand how these maps work in practice, CX teams should explore examples of real-world customer journey maps. While every buying process is different, understanding common approaches can help CX teams refine the journey across multiple touchpoints.

Why create a customer journey map?

“The two main reasons for creating a customer journey map are to drive product adoption and identify areas of opportunity,” said Scott Salkin, senior vice president and general manager of customer success provider Gainsight. .

Drive product adoption. CX teams need to understand each customer’s unique journey to drive product adoption and deliver exceptional CX. Teams should have a holistic view of customer interactions with the organization, their preferred products, features, milestones, and strategies. A customer journey map provides a comprehensive view of customers and helps identify key adoption metrics, determine areas of opportunity, and decide where to allocate resources.

Find areas of opportunity. Customer journey maps can also visually represent every touchpoint and interaction a customer may have with the organization before, during, and after the sales process. “Mapping these step-by-step touchpoints puts you in your customers’ shoes, if only momentarily,” Salkin said.

This view of customers helps identify areas that may need improvement, are too complex, or require more or less of a personal touch. This information can benefit the entire customer lifecycle, whether during an initial discovery session, onboarding, or later to ensure brands are delivering the value they promised and customers are waiting.

What to Include in a Customer Journey Map

When creating a customer journey map, CX teams should make sure to include the following points:

  • Touchpoints. These points are places where a customer can interact with a business, including ads, social media channels, advertising, phone calls, mobile apps, and in stores.
  • Personas. A customer persona is an amalgamation of existing or desired customers based on common characteristics and behaviors.
  • Customer feedback. A customer journey map is just a theory until CX teams test it against customer surveys and observed customer behavior.
  • Multiple customer journeys. CX teams need to consider and include variations in how customers may interact with a brand and include those variations in response to new data.

Examples of real-world customer journey maps

Explore four examples of customer journey maps in action and how they have benefited various organizations’ CX strategies.

An easier path to education

Michael Fisher, CEO of CX consulting firm 3radical, worked on a customer journey mapping exercise for a company that runs schools and alternative education programs in several US states.

To begin, the educational enterprise assessed and discussed the potential story, challenges, values, and language around how prospective students and parents would approach the schools’ value propositions. Next, the company developed relevant content to resonate with its target audiences. But potential customers have never seen much of this content.

The CX teams involved began to focus on the precise moment leads landed on the company’s website. The company already knew the considerations of its potential customers when choosing a school and had the right content to highlight why a particular program was the best. So she developed a little journey map to direct customers to the right content at the right time.

This map revealed the need to understand whether a prospect was a student or a parent, where they were in the decision-making process, and what was most important to them. This information helped personalize content to match these real-time responses.

As a result, potential customers saw more and better targeted content, which drove signups and improved reviews. More prospects were able to make and explain their yes or no decisions, rather than bouncing off the page.

Learn what each stage of the customer journey map involves, including touchpoints and teams, and outputs, such as KPIs and customer actions.

Create the right message

Another sample customer journey map shows how brands can personalize messaging and outreach efforts through automated feedback. “Having a map of the customer journey will help you create the right message at every stage of the journey, but you still need a way to deliver that message at the right time and to the right contact in your database,” Kashif said. Naqshbandi, Chief Marketing Officer at Revolent Group, a cloud-based talent building service.

Having a customer journey map will help you create the right message at every stage of the journey.

Kashif NaqshbandiMarketing Director, Revolent Group

Revolent Group has adopted Salesforce Pardot to create and automate its customer journey maps.

“Not only does this help us chart those journeys, but it also automates the messages that are sent and assigns a score to each customer, based on their level of engagement,” Naqshbandi said.

For example, Pardot indicates when a lead is ready to convert, which tells the sales team to call that person. It also notifies teams when prospects have gone cold and when to remove them from the course. “Every dollar we spend today is worth at least twice as much as it was before this tool was put in place,” Naqshbandi said.

Fill gaps

When Raymond Mahon, director of customer success at Moov Technologies, joined the company, one of his first projects was to create a customer journey map to identify gaps in outreach efforts and improve sales.

He met with the sales and product teams to create a framework and targeted survey questions for the company’s global customer base. “From that, we were able to pinpoint exactly where the pain points were based on customer type and region,” he said.

This work found that they scored lower on the transfer between sales and customer success with customers in Asia. Mahon’s team therefore decided to branch out with satellite employees in Taiwan to increase customer service to 24 hours a day. “Since then, we haven’t had any problems in that area,” he said. .

Clarify responsibility

Rachael Acker, vice president of experience and strategy research at Mad-Pow, a design consultancy, worked with an insurance company to chart the care journey for its out-of-zone members. This work required Acker’s team to understand how journeys interact among multiple participants in the process, including members, care providers, insurance plans, and employees.

“Our mapping of the intersection of these different groups revealed complex, interdependent and nuanced relationships that impact our clients’ ability to maintain, enhance or break their brand promise to the customer,” Acker said. This process helped the insurance company identify critical points, who was responsible, and solutions to resolve the problem.