Best Practices In Journey Mapping Mapper-in-Chief Driving .

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Best Practices in Journey MappingDriving Customer-Focused ChangeJim TincherMapper-in-ChiefHeart of the CustomerJean FaschingEngagement LeadHeart of the Customer

AgendaWho we areWhy journey mappingWhat makes journey mapping successfulCase study: Meridian HealthIRM Journey Mapping Best Practices 2018 Heart of the Customer2

Who is Heart of the Customer?We are a focused journey mapping firm.This is what we do. It’s our focus and our mission.96% of our business comes from journey mapping.IRM Journey Mapping Best Practices 2018 Heart of the Customer3

Recent Thought LeadershipJim Tincher shared one of his favorite journey mapsto give us a better idea of how to bring his 10 stepsto life. Yes, it’s profoundly more sophisticated thanprevious examples we reviewed. It should be.This is a grid approach that works well as itprovides an in-depth overview of people andthe context and relationships ”– X: The Experience When Business Meets DesignCover article on YMCA case study,Quirk’s Magazine, April 2017Seeking to identify specific ways to boost loyalty andreferrals among its radiology patients, Meridian Healthreached out to the customer journey map experts atHeart of the Customer.”Mapper-in-Chief, Jim Tincher, and his team worked with[Meridian] to identify several key customer personas tofocus on ”– Mapping Experiences, page 270IRM Journey Mapping Best Practices 2018 Heart of the CustomerCover article on Journey Mapping,Quirk’s Magazine, October 20154

Why journey mapping?

Managing the Overall Journey is CriticalA journey is your customer’s end-to-end experience as they see it.Companies have long emphasized touch points.points.but the narrow focus onmaximizing satisfaction at those moments can create a distorted picture,suggesting that customers are happier with the company than they actuallyare. It also diverts attention from the bigger—and more important—picture:the customer’s end-to-end journey.- The Truth About Customer Experience, Harvard Business Review“Journeys are 30% more strongly correlated with business outcomes[than measuring individual touch points.]”– McKinsey Consulting6

Journey Mapping is Becoming Indispensable88% 60%of customer experienceprofessionals are mapping theircustomers’ journeys** The State Of Customer Journey Mapping, 2017 ** State of the CX Profession, 2016of customer experienceprofessionals are increasingtheir journey mapping efforts**7

Journey Mapping ROI is strongROI advantages for companies with a journey mapping programvs. those withoutImprovement in customer service costsImprovement in average sales cycleEmployee engagementReturn on marking investmentRevenue from customer referralsRevenue from cross-sell and up-sellNumber of positive social media mentions 23% 16% 14% 10% 10% 5% 4%Source: Customer Journey Mapping: Lead the Way to Advocacy, Aberdeen Group8

But it’s easy to get it wrongThinking of your last journey mappingproject, how successful was it?Very successful20%428%2Too soon to tellA lack of action taken.15%3Not at all successfulThe overwhelming reason?2/3 rated their journey mappingas unsuccessful5%2%30%9

What makes journey mappingsuccessful?

What elements are most critical to success? Executive sponsorship Graphically designed/visually appealing maps Involving broad cross-functional teams Involving customers in the process Running a project quickly Sales/field involvement Selecting the right journey to map Use of customer personas11

Most critical factors for SuccessPractitioners: What do you see as most important for a successful journey mapping initiative?(select up to three) n 53Involving broad cross-functional teams60%Involving customers in the process53%Selecting the right journey to map43%Executive sponsorship32%Use of customer personas25%Customer verbatims17%Sales/field involvement8%Graphically-designed/visually appealingmaps8%12

Most critical factors for SuccessPractitioners: What do you see as mostimportant for a successful journey mappinginitiative?Involving broad crossfunctional teams60%5 Critical Journey Mapping Questions:1. What is the business problem oropportunity?2. What is the right journey?Involving customersin the process53%3. Who is the right customer?4. What is the right approach?5. Who’s on the team?Selecting the rightjourney to map43%13

5 Critical Journey Mapping Questions1BusinessProblem orOpportunityYou can’t drive ROIwithout a clear targetBusinessProblemJourneyCustomerApproachTeam14

3 Common Categories for CJM Business Problems orOpportunitiesSomething isbroken Loyalty issue Negative feedback Survey driversNew opportunity New development Website updateNew CXcapability New CX program orleadership New survey platformBusinessProblem orOpportunity15

5 Critical Journey Mapping Select the Right Journeyto Create the eam16

Most participants mapped multiple journeysWhich types of journeys did you map?(select all that apply) n 57End-to-end customer journey60%Setup/onboarding54%Product/service usage42%The purchase process37%Customer supportPre-sales/awareness35%16%17

5 Critical Journey Mapping Questions3Who is theCustomer?A Journey Map ofEverybody SometimesTells You About NobodyBusinessProblemJourneyCustomerApproachTeam18

Role of personasPractitionersHad existingpersonas/segments weused for JM38%Developedpersonas/segments as apart of the JM process31%No, we did not usepersonas/segments27%BusinessProblem orOpportunityDon't know4%VendorsDevelopedpersonas/segments as apart of the JM process83%Clients had existingpersonas/segments weused for JM15%No, we do not usepersonas/segments3%Don't know4%19

5 Critical Journey Mapping Questions4WhatWho isis thetheCustomer?approach?Use the right researchmethodology to discoverthe true am20

Peak-End Rule“The Peak-End Rule: the [experience]rating was well predicted by theaverage of the level of pain reportedat the worst moment of theexperience and at its end.”21

Who experienced more pain?Patient APatient B22

Use the appropriate research methodologyResearch varies depending on the journey and the customer.MethodologyBest forGuided in-office interviewsGreat for B2BIn-home contextualinterviewsPowerful consumer-focusedmethodologyVirtual interviewsWork well for either B2B or B2CDigital or mobileethnographiesMost common for consumers, butalso in specific B2B journeysFocus groupsTypically used only as a secondarymethodologyBusinessProblem orSurveysOpportunityOften used in healthcare andfinancial services23

5 Critical Journey Mapping Questions5Who’sontheWhatWho isis thetheteam?Customer?approach?Use the right researchmethodology to discoverthe true am24

Who was on the journey mapping team78%Customer experience82%67%71%Customer service/technical ales/field representatives75%46%Customer insights/market research86%30%ITHRIn-house73%59%7%37%25

Turning journey mappinginsights to action

A deliberate process ensures successDiscoveryResearchActionDiscover what is known todayUncover the heart of yourcustomer experienceDrive customer-focused changeKickoffProtocol developmentJourney map(s)Review existing researchResearch (methods vary)Research reportAction planningStakeholder interviewsHypothesis WorkshopTypically 3-5 weeksTypically 4-8 weeksTypically finishes in 3-4 weeks27

Engage Your Patientsand Stop the LeakageCase Study from Mapping Experiences

Situation at MeridianFaced with significant leakage in their advanced radiology services, Meridian reached out toHeart of the Customer to better understand today’s patient journey, and to identifyopportunities for improvement.Discovery President interviews Review existing research Hypothesis Journey MapWorkshopExternalInsights Protocol Development Diary Study Physician Interviews Office Lead/ Coord.Discussions Patient ImmersionValidation Follow up validation viaMeridian Sounding Boardonline panelAction Final report Journey Maps Action planning29

Seen-It-All Stanley“Focusing on two of the journey maps HotC created for Meridian –those representing patients on either end of the experiencespectrum - illustrates the unique value of customer journeymapping. On one end, there’s Seen-it-all Stanley, a heavy healthcareuser whose familiarity with ‘the system’ tempers both hisexpectations and his anxiety level. He knows to leave a little extratime for parking, can relax and enjoy watching TV in the waitingroom until he’s called in, and knows when he can expect his testresults. Minor inconveniences or delays don’t faze him because heknows he’s in good hands. Meridian has already earned his loyalty,and needs only to maintain the high level of service it alreadyprovides to keep it.” – from Mapping Experiences30

Seen-It-All Stanley

Newbie Natalie“On the other end of the spectrum is Newbie Natalie, who is‘learning the ropes’ as she navigates Meridian’s Radiology servicesfor the first time. Understandably, Newbie Natalie is more nervous,which magnifies the negative impact of friction during anytouchpoint in her journey. Parking difficulties get her visit off to abad start, and not knowing when to expect her test resultsunnecessarily adds to her already elevated anxiety level. As a result,even though she is satisfied with the treatment she receives, andeven though those kinds of problems are unlikely to recur onsubsequent visits, they negatively impact her overall experience.”32

Newbie Natalie

Driving Change“That finding was key to determining where to focus futurecustomer engagement efforts, because Natalie won’t be a Newbiefor long. If her first experience is peppered with uncertainty andinconvenience, regardless of how minor, she will have littleincentive to choose Meridian next time around. So therein layMeridian’s greatest opportunity: meet Natalie’s needs today, sothat she can transition into a loyal, satisfied Seen-it-all Stanleytomorrow.”- Mapping Experiences34

High-Maintenance Holly

Best Practices in Journey MappingDriving Customer-Focused ChangeJim TincherMapper-in-ChiefHeart of the CustomerJean FaschingEngagement LeadHeart of the Customer

Guided in-office interviews Great for B2B In-home contextual interviews Powerful consumer-focused methodology Virtual interviews Work well for either B2B or B2C Digital or mobile ethnographies Most common for consumers, but also in specific B2B journeys Focus groups Typically used only as a secondary methodology Surveys Often used in healthcare and

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