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Learn how to overcome the challenges organizations face when it comes to driving action from journey maps and understand how to use the outside-in customer (and employee, and partner, and...) journey maps you have created.
Ensure your maps are focused, informed and defensible Drive to enable specific actions and activities that drive visible results Document the impact of these efforts, and link to business value Knowing the challenges others face makes it easier to avoid them.
Start with building the right maps to begin with (Opportunistic to Intentional) Doing so in a way that journey mapping is no longer a one-off effort, but becomes business as usual – prioritizing business problems/opportunities and using journey mapping as a tool to solve known problems versus a tool to identify problems. Helping the organization move from using maps to identify problems to prioritizing solutions An improving the potential impact these journey maps can have on organizational success by assessing the real value of improvements to the experience by incorporating ties to customer, operational, and financial business metrics. That allows you to move from just making people aware of the customer journey through socialization of journey maps, to driving accountability for action – across the organization – with solutions that solve real, known customer problems and have defined business impact. This demands that journey mapping be used to move the organization out of operating in functional silos and move toward solving the problems through collaboration on solving the biggest organizational challenges that impact customers - working together to develop seamless cross-journey, cross-business experiences. And that these maps move from static to living (as you’ve described)
Many journey mapping initiatives are ‘one offs.’ The challenge is moving from journey mapping as a ‘point solution’ to an embedded approach to solving customer issues and improving business performance that becomes ‘business as usual’…
Every journey mapping effort finds many problems to solve. But challenges can occur when these problems don’t turn into solutions – and those solutions aren’t meaningfully prioritized in ways that drives near-term ‘quick wins’ as well as longer-term solutions
Good journey mapping efforts are guided by cross-functional teams. But it’s a challenge to actually use the maps to inform and drive cross-org efforts, engaging stakeholder groups with the map providing a common understanding
‘Socialization’ includes – but often stops at – sharing maps across the org. The challenge is getting the broader organization to both truly understand and ACT on what you’ve learned. Moving toward driving accountability within the organization for solving the specific problems identified
No one wants to undertake an effort that doesn’t show results. The Challenge is how you ensure those results link to measurable, visible value in ways that support business goals and objectives.
If you’re not solving a known business problem/opportunity, it’s really difficult to tie business metrics back to the map and the value (or impact) that certain improvements can achieve. Tying the problem/opportunity to known business, financial or operational metrics is key to demonstrating value and getting the organization to support a focus on improving the experience.
Today, most maps are static. Often, they’re built once, used and abandoned. The challenge is making maps ‘live’ – so they change as customers and interactions do, continually informing teams in the dynamic, customer-centric world we live in
104+ years of experience More than 25 professional designations 100+ courses offered >13,000 credentials conferred every year Largest insurance publisher in the U.S. 250,000+ students have earned designations
“Develop and deliver a consistent and cohesive experience across digital, web and content, anticipating content and educational needs through a better understanding of buyer and customer behavioral patterns.”
1. Deliver cohesive brand messaging and customer-centric content 2. Improve the omni-channel customer experience, regardless of entry point 3. Leverage digital to drive customer experience transformation 4. Understand where to focus investments for marketing and sales initiatives 5. Champion a customer-centric corporate culture, across the enterprise
“What We Thought We knew” As with most orgs, we had many ideas about our customers, and the ways they interacted with, and thought about, The Institutes. Online focus groups helped us identify customer expectations and experiences across their journey with us. Online surveys quantified customers’ expectations and perceptions of their experience (and gaps) across their journey
75 unique ideas With importance, sequence and effort driven by applied prioritization criteria to select the work to execute Re-invention of customer experiences through a digital experience Clear focus on customer lifetime value - ensuring systems integration, implementation and operationalization plan Ongoing transformation of the Customer-centric corporate culture
Teams are using journey maps and research across the organization, to make better-informed business decisions We’re creating marketing programs based on the maps, communicating across the end-to-end journey for our customers We’re actively designing new products, services and experiences based on insights into customer wants and needs
MCorpCX Webinar Sept 2019 | From Journey Maps to Real Experiences