internal insights, share the results with stakeholders, and provide a framework or prototype for building research-based maps. This approach tends to work well because, as one company said, “There is a very high correlation between the priorities set in the company workshops and those identified by customers.” A second company actually uses prototype maps to facilitate group discussions and validate ideas directly with customers.
Step 3: Research customer processes, needs, and perceptions. Although companies know a lot about their customers, traditional customer insights are framed from the company’s perspective. For example, companies that use demographic data to target marketing resources will know who their customers are, but they do not understand what customers care about most or how customers within a demographic group might think and act differently. To truly understand customer processes, needs, and perceptions, companies need to expand their research to include methods that capture customer insights from the customer’s perspective.
Step 4: Analyze customer research . With internal and external research in hand, journey mapping leaders need to distill their findings about how customers interact with the company, what they want from each interaction, and how they feel about each interaction today—three key elements of a journey map. Since customers are similar in their needs or value to the company, companies should also create or revisit customer segments during the analysis process. A major consumer products manufacturer created four segments based on customers’ varying levels of understanding and motivation for using the company’s products. Unlike existing demographic segments, customer personas helped the company successfully design experiences that supported the needs of behaviorally distinct customers.
Step 5: Map the customer journey . Companies need to translate their analysis into a simple visual representation of their customers’ processes, needs, and perceptions – creating a journey map. The customer process provides the main visual framework. For each interaction, the map should also identify the customer’s needs and determine how well the company is currently meeting those needs. Visually chart how the interactions compare in terms of customer perceptions.
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If insights about different customer personas don't fit on one map, keep it simple by creating one map for each customer persona.
1.1.5.2 Procedure proposed by Heekyung Moon et al.
The study by Heekyung Moon, Sung H. Han, Jaemin Chun, and Sang W. Hong aims to develop a design process and set of rules for a BDHTKH based on the human factors approach. The 10-step process and set of rules are built based on a case study of 25 types of mobile services.
Step 1: Make a list of habits
A routine is a complete and concise sentence that explains the user's daily activities. A composite activity should be divided into several routines. For example, sending a photo via email is divided into sending the email and attaching the photo. If a routine includes several user activities, it is not possible to clearly identify the tasks and goals that the routine is included in.
Step 2: Identify the purpose and choose the main purpose
The customer experience should represent several customer activity paths for different purposes. For example, users should not only watch a pre-made video but also create a video clip. The main goal is to determine why most people use the service and should comprise a large part of the customer experience. After completing the preparation phase, the designer should decide which approach to take first. In general, a top-down approach is taken first based on the assumption that designers fully understand the customer experience. If knowledge of the customer experience is limited, the customer experience cannot be easily implemented using a top-down approach, so a bottom-up approach can be taken from the beginning. The component development phase should be bidirectional by combining end-to-end application methods. The component development phase (steps 3, 4, 5, and 6) is performed first for the main intent that encompasses the majority of the BDHTKH. Then, every step in this phase is repeated for other intents before moving on to the relationship definition phase.
Step 3. Phase division
In the top-down approach, three or more stages are identified to
segmenting the customer experience before, during, and after a service interaction. In the way
In the top-down approach, a number of stages are identified for each purpose and then combined into generalized stages based on the main purpose. For each stage, corresponding routines are assigned. In the bottom-up approach, where Step 3 is followed by Steps 4 and 5, the stages are identified based on goals and tasks rather than using purposes.
Step 4. Define goals (Task set)
The top-down approach is used to identify a series of goals to achieve each purpose and assign corresponding habits to each goal. Goals can be more than one purpose. When identifying goals as well as tasks, the relationship between the preceding and following goals or tasks should be considered.
The bottom-up approach is used to define goals by grouping together the identified tasks. Each goal should include at least one task because the goal is achieved by carrying out one or more tasks. If a goal has only one task, the goal definition task should consider the possibility of integrating that goal with surrounding goals.
Step 5. Identify the task (Set of habits)
The top-down approach is used to identify a series of tasks that need to be performed to achieve a goal. When the procedures from step 1 can be assigned to multiple tasks, the routines should be broken down into multiple routines with different meanings. In contrast, the bottom-up approach is used to perform tasks by grouping similar routines that have been performed previously.
Step 6. Create a habit through Brainstorming
The top-down approach can create tasks that do not have routines; new routines are established to account for those tasks. Additionally, we can create new routines that do not belong to any of the tasks that have already been performed. After creating new routines, the bottom-up approach can be started by performing step 5 instead of continuing to step 7. The newly established routines can trigger the creation of new tasks and goals.
Step 7. Identify the relationship between goals/tasks
Once all the components (phases, goals, tasks, and habits) are identified, arrows are drawn to represent sequential, parallel, and circular relationships between the goals or tasks.
Step 8. Mark the start and end points of each goal.
For the primary intent, the starting point is marked on the mandatory goal in the first phase of a BDTKH. For other intents, the starting point can be marked on optional goals in any phase of the BDTKH. To identify different endpoints of the intents, an END is placed at the end of the BDTKH. We can get a journey flow that represents the complete usage scenarios for each intent. The journey flow for a primary intent is called the primary journey flow.
Step 9. Draw dividing lines between stages
The dividing lines between stages are drawn to delineate the stages that goals, tasks, and habits belong to. Stages should be divided by goals, meaning that the dividing line should not cross the middle of the goal.
Step 10. Assign pain points to each goal
Pain points are assigned to relevant goals because the pain points collected from the user log method are related to each task and to the process of completing some tasks. Designers can create opportunities by finding solutions to those pain points.
1.1.5.3 Procedure proposed by author Rena Gadimova
On Blog.marketo, author Rena Gadimova proposed 6 steps to successfully build a BDHTKH, including:
Step 1: Define your goals
Why do businesses need to map the customer journey? What goals are businesses aiming this map towards? What experiences and lessons will it draw? What type of customers will it approach?
Goals are part of the map planning process, so be sure to
Ask the three questions who, what, why to determine what the final destination really is.
Step 2: Sketch the customer
Businesses cannot track customer movements if they do not know who they are, what they like, their pain points, and what they expect.
One of the best ways to highlight your customer persona is to survey and test people who have engaged with your brand.
Marketers can ask themselves some questions like:
How do customers know about the company's brand?
Have customers bought products or used services? What factors determine whether businesses buy?
It?
Have customers ever contacted the customer support team? What makes the company's brand attractive to customers?
What can businesses do to improve customer experience?
These questions can help businesses outline preliminary customer personalities and differences.
between customer groups interacting with the brand. A customer journey map cannot cover all of these issues effectively, so pick one or two and focus on solving them.
Step 3: Identify all touch points
Customer touchpoints, interactions, and actions on a company's website or online channels. For example: adding a product to a shopping cart, interacting with a social media post, opening an email newsletter, etc.
If there are few touchpoints, it is clear that the business website is not attractive enough to "retain" customers. Conversely, if there are more touchpoints than expected, this could also be because the website is too complicated, making the customer experience difficult.
Step 4: Decide on the map type
The type of customer journey map a business decides on will depend on its goals. The main types of maps include:
Current state : The most common type of map, allowing businesses to visualize their actions.
actions, thoughts, behaviors and emotions that customers have when interacting with a brand.
Day-in-the-life: This map visualizes the actions, thoughts, and emotions that customers experience in the activities they engage in every day, even when those activities do not include interacting with the brand.
Future state: This map predicts the actions, thoughts, behaviors, and emotions that customers will experience when interacting in the future with the brand.
Step 5: Plan the customer journey
Once you have identified who your customers are, you can narrow your focus in drawing out your customer personas step by step. At this stage, just focus on the actions of your customers. How and when are they interacting?
Step 6: Monitor and make changes as needed
This is an important step after defining the customer journey. Take note of the sticking points, the times when the customer experience is not as expected. Analyze the actions and determine why, then focus on the areas where the customer’s needs are not being met. At this point, businesses can refine their products to ensure the best interaction with the brand.
Provide an intuitive, valuable experience that solves customer problems.
Boost their confidence
Designing a customer relationship map will help businesses better understand their customers, thereby bringing sustainable value to the business.
1.1.5.4 Procedure proposed by author Aaron Agius.
On Hubspot, author Aaron Agius wrote the article “How to Create an Effective Customer Journey Map” and mentioned 8 steps to build a Customer Journey Map:
Step 1: Define your goals
Need to understand why you are doing this, what is the business aiming for with this map? Who exactly is it aimed at? What experience is it based on?
Be clear about your customer persona. Having a clear persona helps to align every aspect of your customer relationship towards them.
Step 2: Create customer profiles and define their goals
At this step, businesses need to do some research, through questionnaires and user testing.
It is important to reach real customers, need to get feedback from them.
people interested in buying a product, people who interact with the company.
Some reference questions:
Where do customers learn about the company? What attracts customers to the website?
What is the goal the customer wants to achieve with the company? / What is the problem the customer wants to solve?
How much time do customers typically spend on your company website?
Have you ever purchased from the company? If so, what factors motivated you to make the decision?
define?
Have you ever interacted with a website with the intention of making a purchase, but ended up not making a purchase?
buy? So what makes the customer decide to buy afterwards?
From 1 to 10, how do customers rate the navigation on the website? (troublesome or easy)
Have you ever contacted customer support? Did you find it helpful, on a scale of 1 to 10?
Is there any way for businesses to better support customers?
Step 3: Choose your target customer profile
Once you understand the different customer personas that interact with your business, you need to narrow down and focus on one or two of them.
As mentioned, CDKH also shows the journey of a customer, if the business groups many portraits into one journey, the customer system may not reflect the customer's true identity anymore.
Step 4: List all touch points
Touchpoints are all the places where customers interact.
Based on your research, you should list every touchpoint your current customers use, as well as those you believe would occur if there were no overlap.
Understanding touchpoints is a tool to help businesses understand the ease and goals of the customer service system.
Don't stop at the website, businesses can look at other channels:
Social networks
Paid advertising
Email marketing
Third party reviews or mentions:
Try searching for branded keywords to see what pages mention your business. List the most common touchpoints, and see all the actions associated with them.
Actions: List every action a customer takes during their interaction with your brand, such as searching Google for keywords related to you, clicking on an email you send, etc.
Emotions and Motivations: Every action a customer takes is driven by emotions. And those emotions change at different stages of the customer experience. What drives the emotions in each customer action is their own problem or pain point. Knowing this will help businesses deliver the right content in the right place.
Hurdles and Pain Points: One of the most common hurdles is cost, for example, a customer likes a product but when they add it to their cart, they see a high shipping cost. So seeing the hurdles and resolving them will make the customer experience on the journey smoother.
Step 5: Identify the elements you want to show on the map
There are 4 types of HTKH maps, depending on your purpose, you can choose the type of map.
suitable for me
State of Being Map: This is the most common type, and it maps out the actions, thoughts, and emotions customers go through when interacting with a company. This map is useful for continuously improving the customer experience.
Daily Life Map: This map simulates the actions, thoughts, and emotions that customers experience during their daily activities. This type provides a broader perspective on customers’ lives and their pain points. Often used to address unmet needs before customers are even aware of them.
Future state map: This map simulates the actions, thoughts, and feelings that a company believes customers will experience when interacting with the company in the future. This type is often used to illustrate a vision and set clear goals for the future.
Service blueprint: This map also starts with a simple version like one of the above, but breaks down the elements responsible for delivering the experience such as people, policies, technology, and processes. This map is often used in root cause identification.