Journey Mapping Principles that Influence Business Strategy & Tactics

A new video was recently posted on Loyalty360.org featuring a Customer Journey Mapping presentation by Chris Risdon & Todd Wilkens.  While the video is 35 minutes long, it’s well worth the time, as it’s packed full of customer experience wisdom, including a case study about a customer journey mapping success with Rail Europe. However, I realize not everyone can carve 35 minutes out of their day for a video, so here’s a quick summary and my commentary.

According to Risdon & Wilkens, there are 4 key principles that will result in a successful customer journey mapping project that can influence business strategy and tactics. They are:

  1. Apply Science Before Adventure:  Your map should tell an engaging story, but it has to be true.  It has to be packed with insightful, quantitative customer and organizational data.  The goal is to craft a map that communicates a qualitative story based on quantitative data.  The more evidence you have, the more likely it is that you’ll be able to bring the product or service initiative forward.  Evidence is key, and that brings me to their next point.
  2. Focus on Experiences & Touchpoints: It’s important to remember that customer experiences are complex, and you must use an outside-in approach to tap into that complexity.  Customer touchpoint experiences incorporate feeling, thinking and doing.  A good map will give insight into the emotional and analytical aspects of a customer’s experience and help you understand what a customer thinks and feels about every touchpoint and how those emotions prompt them to act.
  3. Take Everyone With You:  A successful mapping initiative should engage a lot of people and include an interdisciplinary matrix of teams.  Mapping should be a process in which you take the whole team along; it needs to be a collaborative activity.  A good map reveals the process it took to get to the conclusions and gets everyone on the same page.  By “taking everyone with you” in the mapping process, your organization will be informed, united and prepared to take action on the findings that your map reveals.
  4. Compel Action: A good map should act as a catalyst, not a conclusion.  It should be the thing that starts a lot of “stuff” in your organization.  It should enable your organization to better understand your complete customer experience, reveal the true colors of your touchpoint interactions, surface focus areas, show you where you should be allocating budget and aligning resources, and how to best prioritize initiatives.

I couldn’t help but smile as I watched the video presenters unveil their 4 key customer journey mapping principles, because I felt like they were delivering an analysis of the strengths and capabilities of Touchpoint Dashboard, our new touchpoint mapping tool.  However, there is one additional principle I’d like to add:

A good map should also be easy to design, save and share.  And that is one of Touchpoint Dashboard’s greatest capabilities.  The web-based mapping system automates the previously tedious and time-consuming mapping process.  It streamlines the design and delivers an organized and informative visual of your touchpoint interactions.  And, the maps can stand on their own, meaning you don’t need a moderator or facilitator to interpret the findings.  Touchpoint Dashboard maps are streamlined and straightforward.

How to Apply these Principles to Your Mapping Project

If you want an automated, streamlined way to create a dynamic touchpoint map that includes Risdon & Wilken’s proven principles and more, Touchpoint Dashboard may be the solution you’re seeking.

To quote Chris Risdon from the video, “A good mapping endeavor produces understanding that influences strategy and tactics.” That’s exactly what Touchpoint Dashboard delivers.  Test drive the tool today and see how it can help shape and redefine your customer experience strategy.

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