![]() ![]() ![]() Armed with this information, a business can hold up the mirror on itself and start to think about where it needs to focus attention to better its customer experience and in turn, build customer loyalty. With this in mind, it is useful to review all the overarching stages of the journey (the “spine” we talked of earlier) and think about how customers feel at each now as well as how we want customers to feel at this stage (the aspiration).Īll these key components can help to build a comprehensive picture of the journeys our customers take when doing business with us. Moments of truth: The touchpoints which are the most important or critical because they have the most impact on the longer-term loyalty of a customer.įinally, when we think about building customer loyalty, we want customers to become emotionally engaged with a brand – delighted enough to repurchase but also to advocate and recommend the brand to others.Moments of delight: On the flip side, those touchpoints where a business feels that it delights customers by doing a good job or exceeding their needs or expectations.Customer pain points: Those touchpoints where there are challenges faced by the customer or where a business feels it fails to meet customer needs and expectations now.Once again, it’s important to put yourself in the shoes of the customer and then decide (either in groups or individually) which touchpoints can be classified into the following: However, a useful exercise in helping a business understand where attention is required, is to heat-map performance of these touchpoints. ![]() Knowing what these are is a vital basis for formulating a plan or allocating resources appropriately towards effectively managing the customer experience across these different interactions. With multiple touchpoints and interactions mapped against each key stage of the “spine”, a customer journey map can shed light on the hundreds of specific interactions a customer can have with a business. For example, a customer may order a product for delivery, but they might not see how that order is specifically processed by the organization internally. In other words, it should represent the interactions the customer sees and experiences, rather than the internal processes that may occur behind the scenes within a business, which the customer does not see. As an example, if a business is happy with the sales process upfront but is more concerned about understanding the after-sales customer experience, then it may wish to build a map to explore specific interactions that occur at this point in the journey to examine where they are performing well, where there are potential problems or customer “pain points” and which departments are responsible for owning each of these specific customer interactions or experiences.Ī key point to bear in mind is that emphasis is always on the customer where the map that is produced must be through the lens of a customer. Alternatively, a business may want to instead focus on one part of the customer journey (rather than the end-to-end journey) to understand this better and to explore this in more detail. ![]()
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