Customer journey mapping in an industrial context

Customer journey mapping in an
industrial context
Lean Innovation Forum
Lean Analytics Association and EPFL
London
14-16 November 2018
Dr Shaun West

Lean Innovation Forum, London 2018| West
Introduction
Problem and purpose of this presentation
… show the analysis results of four B2B cases from different
segments
This paper describes the
process of designing and
supporting sales processes
in a B2B environment using
customer journey mapping
to support sales people
managing the complexity of
the process.
… describe how customer journey mapping can be applied in B2B
to support the sales over the operational life of the equipment
Purpose of this presentation is to:
… the sales process in business environments have many actors and
is therefore hard to manage
Problem

We need to understand the emotional as well as the rational to make our systems work better
Introduction
Value Stream Mapping can provide context for the Customer Journey Mapping
https://en.wikipedia.org/wiki/Value_stream_mapping

I am not a machine…
Introduction
Value Stream Mapping can provide context for the Customer Journey Mapping

What about the B2B environment with complex equipment and processes?
Introduction
Customer journey mapping was developed for a B2C world
https://uxplanet.org/journey-mapping-is-key-to-gaining-empathy-1da5b54655e1

Products & services
B2C sales have a small amount of stakeholders, making it easy to manage
Introduction
B2C sales
ProcessesStakeholders

B2B sales have many stakeholders with different interests in the Product Service System (PSS)
Introduction
B2B sales
Stakeholder
mapping
ProcessesProducts & services

Many different process, many different people, many different value propositions
Introduction
Cradle-to-grave life-cycle of the equipment
Presales
New equipment sales
Service sales
Installation execution
Planned inspection
Equipment modification
Remote M&D
Unplanned inspection
Warranty period
Asset disposal

Our development approach
The customer journey mapping used in the B2B/PSS environment
The methodology was designed to provide generic methodology for use in B2B/PSS environments
Traditional customer
journey mapping
Adjust the mapping
for the 3 industrial
firms
Collate lessons and
create generic
model for Product
Service System B2B
Develop a generic
model for customer
journey mapping in
B2B/PSS
environments

Development process
Four firms that were studied
All use cases were used to develop a designing process of customer journey mapping for the B2B
OEM for glass
manufacturing
equipment
OEM for
engine
manufacturing
Airline
Product service systems within an industrial context
Considering B2B
interactions
OEM for paper
manufacturing
equipment

Case 1 – B2C
Airline
basisIntegration of new services provided by third party business improved the overall service
- Core service considered excellent and awards given
- Issues with third party services (e.g. taxis and busses at local airport)
- Mapping supported development of new services pre- and post-flight
- End-to-end customer journey mapping

Case 2 – B2B
OEM for glass manufacturing equipment
- Sales did not understand the buying process of the customer
- 5+ stakeholder groups with 20+ stakeholders involved in decision making
- Complex product and service system evaluation with a long product-life
- New equipment and refurbishment of the equipment
basisMatching the sales process to the buying process makes the difference

Case 3 – B2B
OEM for paper manufacturing equipment
basisMatching the sales process to the buying process makes the difference
- Identification of customer ‘trigger points’ for purchase
- Clear identification of roles and responsibilities for each actor
- Mapping of sales (OTO) and execution processes (OTC)
- Firms treated as individual actors with individual needs?
Process
Phase
Time
Ref. Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
CustomerSide
Customer Journey Request Send photos Receive visit Plan downtime and
service
Negiotiate terms Receive & accept
final quotation
Sign contract Make down payment De-install equipment
& make ready for
shipping
Voith picks up
equipment
Wait for completion Payment according
to contract
Receive/control
refurbished
equipment
Re-install and start
operation
Operation &
Feedback
Pains · Knowing that
downtime is needed
· Make photos
· Take apart
equipment
· Keep external
engineers
supervised to protect
IP
· Planning downtime
· Estimation whether
service is necessary/
needed.
· Determining price
& costs
· Estimation of terms
· Payment needed
before action
· Time and resources
needed for de-
installation
· Downtime · Downtime &
waiting
· Payment can only
be executed end of
month
· Cannot receive
equipment if
payment has not
gone through.
· Control whether
service is done
correctly
· Re-installation
takes time and
manpower
Gains · Knowing that Voith
works professionally
and with high
quality
· Easier than
explaining exactly
what the problem is
· External engineers
checking at
equipment
· Trust in Voith · Clarification on
scope of work and
costs
· Voith is reliable and
contracts are being
respected
· Convenient
· Risk transfer to
Voith
· Re-start operation
· No more downtime
· Conditions are
good
Backstage
Voith Actions Receive new inquiry · Check photos
· Assess equipment
· Decision to visit
· Visit customer site
· Evaluate situation
and refurbishment
scope
· Recommend wear
parts
· Make cost
estimation and
scope of delivery
· Check actual
delivery time with
OH
· ME defines feasible
delivery time
· Present/clarify cost
estimation, scope
and delivery times
· Negotiation of
terms
· Make detailed price
calculations
· Prepare final
· Send final
quotation
· Sign contract
· Prepare invoice
· Inform AP and OH
with corresponding
quotation number
and specification
· Receive down
payment
· Review and confirm
delivery time
· Internal kickoff
meeting if needed
· Arrange shipping to
pick up goods upon
arrangement
· Set up stock for
spare parts
· Pick up equipment
· Goods into
workshop
· Inform workshop
· Inspect incoming
goods
· Define and make
refurbishment
operation process
· Make scheduling &
routing
· Carry out
refurbishment
· Receive payment
· Pack and get ready
for shipping
· Deliver goods
· Final billing
· Issue and send
invoice to customer
· Close the order · Sales ask for
feedback
Prerequisites for
continuation
Information
sufficient?
Yes: Continue
No: Revisit site
Accepted & signed?
Yes: Continue, create
SO
No: Close process &
update CRM system
Payment received?
Yes: Continue
No: Stop
Outsource?
Yes: Release PR to
procurement & PO to
3rd party
No: Continue
Quality OK?
Yes: Continue
No: Rework
Payment received?
Yes: Continue
No: Withhold goods
and wait for payment
Employees involved · Sales · Sales
· Application Eng.
· Sales
· Application Eng.
· Application Eng.
· Order Handling
· Sales
· Application Eng.
· Sales · Sales
· Order handling
· Sales
· Order handling
· AP
· Sales
· Application Eng.
· Manufacture Eng.
· Order Handling
· Order Handling
· Manufacture Eng.
· Quality
Management
· 3rd party
(outsourcing)
· Manufacture Eng.
· Application Eng.
· Purchasing Dept.
· Sales
· Order Handling
· Shipping
· Order Handling · Order Handling · Sales
Internal Informaiton
Support Processes Create CRM
opportunity
· Sales create service
notification via CRM
to SAP
· AP makes proposal
via ERP
· Update CRM
system
· Create SO in SAP
(precondition:
signed contract)
· Create PR for spare
parts
· Create production
order
· Update CRM
system
· Close order
Information · Photos
· Customer
evaluation
· Checklist
· Photos
· Documented issues
· Cost estimation
· Scope of delivery
· Gathered customer
information
· Specifications
· Quotation
· Contract · Incoming
inspection report
· Quality report
· Packing list
· Shipping list
· Lessons learned · Feedback
Abbreviations AP: Application Engineering OH: Order Handling SO: Sales Order ME: Manufacture Engineering PR: Purchasing Request
Extensive Customer Journey: Refurbishment of Equipment (EXAMPLE)
OTO PROCESS OTC PROCESS
Downtime & Shipping
Lead Time depending on service (Ranges from 7 to 40 working days)
Re-install
1 working day
Request Plan
1-3 working days 2-4 working days
www.pulp-paperworld.com/european-news/item/1885-perlen-papier-counts-on-voith-as-
its-service-partner
CustomerSideBackstage

Case 4 – B2B
OEM for engine manufacturing
basisMapping the buyers processes helps the supplier to provide more timely interventions
- Mapped the journey for both new equipment and the repair
- Created personas for all key actors (buyer/user side and supplier side)
- Created personas for key third-party actors (e.g. freight forwarders)
- Mapped out the buy/user side processes
7m long wall for just the execution process

Changes are needed to improve the usability of customer journey mapping in B2B
Three building blocks
Lessons learnt from the cases
Actor identification • Some actors were very hard to identify yet their roles became clear during the
mapping process
Actor personas and
Firm profiles and
• Personas needed for both internal and external personas (for every transition)
• The level of detail in personas was a function of the actors role and their importance
• Profiles from the firms supported better customer understanding
• Basic data in one place helps to ensure that everyone has a similar understanding
Customer process
understanding and
Mapping process
• Able to better match supplier interventions with the buying process
• Provides insights where new (third-party) services are critical to customer outcomes
• Complex when the whole equipment operational life cycle is considered
• The mapping process requires input from many people
• Mapping helps to identify critical third-party actors

There was lack of understanding that the multi-actor or –stakeholder environments
Block 1
Actor identification is deeper than stakeholder analysis

Dominant roles changed during the buying and execution process
Block 2
Learn to understand firms and the individuals within firms
Business profiles
and
actor personas

Blocks 3
Understand the overall picture of transactions, processes and relationships
Important to understand the buyer’s processes, to do the right things during sales process
Visibledirectinteractions
Backstage/hiddenactions
Visibleactions
Visibleactions

Final mapping stage
Iterate to make sure you have not missed anything!
Iteration is very important it is easy to miss something!
There was lack of understanding that the multi-actor or –stakeholder environments
Block 1
Actor identification is deeper than stakeholder analysis
Blocks 3
Understand the overall picture of transactions, processes and relationships
Important to understand the buyer’s processes, to do the right things during sales process
Visibledirectinteractions
Visibleactions
Visibleactions
Dominant roles changed during the buying and execution process
Block 2
Learn to understand firms and the individuals within firms
Business profiles
and
actor personas

Conclusions
B2B is much more complex than typical B2C
Customer journey mapping can help understand customer buying
processes in B2B
Journey map can help identify the relevant actors
Creating business profiles and actor personas supports the gaining
of customer knowledge
Customer journey mapping
provides deep insights into
customers and how sales,
products, and services are
delivered to customers.
Identification of trigger points along the equipment life cycle
(for upgrades and other services)

Recommendations
A generic framework for customer journey mapping in industrial B2B is needed
The equipment should be integrated to support trigger points
Integration with marketing theory to support improved CX
Integration of both sales and operation to improve UX
A generic playbook could
support the general
understanding. However, for
each firm it is expected that
it must be customised.
New tools to help with the capture and the processing of the data

Thanks for your time!

Who we are…
The people behind the work
For more information please visit slideshare.net/ShaunWest
Oliver Stoll
Master Student at HSLU (CH)
oliver.brendel@stud.hslu.ch
Marika Østerlund
MSc in Engineering
mro@alsie.com
Petra Müller-
Csernetzky
Professur für
Designmanagement
petra.mueller-
csernetzky@hslu.ch

Customer journey mapping in an industrial context

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