Customer Journey Mapping

Customer Journey is your customers’ journey through your company, from the first meeting until they leave it again – the customer’s life cycle in your company. Having insight into the customer journey is an essential tool to ensure that your company establishes optimal prerequisites to achieve valuable and, not least, profitable customer relationships.

Customer Journey Mapping (CJM) is an effective tool for the vast majority of companies looking to tailor and target an enhanced customer experience.

CJM provides valuable insights and creates an overview and structure

All unmet customer needs, overlooked selection criteria, customer pain points, inefficient workflows, failure to focus on key drivers and failure to assign responsibilities will come to light and provide an opportunity for realigning the current journey and implementing proactive measures.

With CJM, your company gains a platform for an improvement plan for the implicated influencing factors in the customer journey, in personal interaction with customers as well as in the company’s back-office functions.

The motivation for undertaking CJM should be:

• improved customer loyalty
• increased customer retention
• increased add-on sales
• as well as the customers’ referrals (read more about NPS®)

All these concepts are attainable provided that the customer journey is mapped, optimized and all implicated employees are trained, and, not least, motivated for these goals.

We guide you to the right structure

Loyalty Group typically facilitates and runs a CJM project, since, although customer insights exist in the organisation, consolidating them in an organisation-wide customer-centric project can be complex.
The aim, in terms of time investment, is for the organisation’s staff only to be brought on board where they can provide useful insights, so that the organisation is not disrupted by having to set aside other projects and tasks, and instead sees its participation as an opportunity to be heard and contribute to the bigger picture. The value of centring the project around your staff is that, aside from their actual inputs, everyone involved will understand the value, claim ownership of the current situation and back the project to achieve true change.

It is important to emphasise that CJM will not be transformational in itself. The crucial changes come from all the activities undertaken based on the CJM structure and the insights it provides. The CJM knowledge platform is crucial for the resulting output, which is a change proposal in the form of an itemized action plan. One typical pitfall is when a company believes that it has established a full Customer Journey Map solely because it has mapped its customers’ touchpoints.

The CJM project should be revisited and adjusted at regular intervals, and ad hoc to reflect significant changes within or outside the organisation.

With the Customer Journey Mapping, the organisation will have gained a means of uniting the entire commercial customer experience in a framework with a common direction for the organisation, where the classic silos that are irrelevant to the customer have been torn down.