The 4 Reasons Your Journey Maps Are Failing You

How leading businesses are turning from the customer journey map to the customer

Imagine deciding upon a much-needed family holiday to the beach and asking a travel agent friend to arrange every aspect of it. The perfect getaway, without the admin. Your first surprise is when your shuttle delivers you to the train station rather than the airport. The route is slow and winding, and all the small towns are historically significant, apparently, but feel like an interruption. Dinner is a seafood paella that’s scaring the children and some of the adults. Your compartment is cramped and short one bed. Hope rises as you reach your destination a day later, but you’re whisked to a backpackers with shared facilities. You still haven’t seen the ocean, and now the kids are crying… A quick call to your agent friend reveals that “this is what holiday makers want.”

You wouldn’t knowingly accept a one-size-fits-all trip like this, so why do we think that our customers would? The truth is that they don’t. Unfortunately, customer journey mapping makes similar assumptions.

Customer journey mapping is often the first important step a business takes when it wants to improve the customer experience. The business (typically managers and consultants) models the processes and steps that they expect their customers to take. Lines are drawn and stickies are stuck. The more detailed variants include available touchpoints, responsible departments, and even an indicator of customers’ emotional state at each step: happy faces for successful applications, sad faces for account queries. And then the output is immortalized as boardroom art.

It’s an important and noble pursuit, and the outcome is a good starting point for understanding and improving the customer experience. But the key to identifying the shortcomings of the process is recognizing the absence of the customer (plural) in the room. Having identified that gap, here are the four ways your journey maps are failing you.

1/ MAPS AREN’T REAL JOURNEYS

Spoiler alert: the journeys we map don’t match what customers are experiencing in the real world. They’re an internal process view and are often conceptual at best. Our maps don’t accommodate for inefficient processes that create friction and influence behaviour, like when customer segments have to call the contact centre 5 times to achieve something. This would look like a recursive loop rather than a straight stripe.

Also, maps are isolated and don’t consider the connectedness of different journeys. Consider potential home buyers, mid-financing journey, who then jump into another journey to check insurance affordability. Separate, yet connected.

2/ MAPS DON’T CHANGE, BUT JOURNEYS DO

There’s no refresh button. Once committed, your journey map won’t update to reflect customer segments’ changing behaviour. This is a real factor in recent times, as we now value different things like simplicity and risk-aversion more than ever. This has resulted in customers becoming more empowered and digital, forcing businesses to invest in online channels and support customers’ cross-channel, unexpected behavior.

3/ MAPS DON’T KNOW INDIVIDUALS

Customers are real people with individual constraints, context and goals. This results in unique behavior at an individual level. In a world demanding personalized care and understanding, aggregates are no longer useful. Customer journeys are unique and unpredictable, and customers do unexpected things without warning.

How does an individual feel at a point in time? What are they expecting? Your map won’t give you this insight at a level that is helpful. You also won’t have a means to discover whether customers believe they’re receiving value at any point. The variations at an individual level need to be known and understood if they are to be addressed and customer experience improved.

4/ MAPS DON’T IDENTIFY OR ADDRESS OBSTACLES

Your customers are going to experience friction on their journey. It may be an inefficient channel, or confusing documentation. They may get distracted and lose momentum, or simply need a little more information. These factors differ across individuals and touchpoints, and change over time. Few of these can be anticipated but they all need to be identified and addressed if we are to improve customer experiences. In terms of anticipating, identifying and fixing, your journey map is a blunt instrument.

BEYOND JOURNEY MAPS

In contrast, Customer Journey Management is an ongoing practice rather than a discrete project, and offers a proven solution to customer experience and profitability for the customer-centric business. According to CustomerThink, “Journey management enables you not only to measure, monitor and optimize customer experience, but align your entire organization with your customers’ goals.”1

At inQuba we’ve seen a doubling of customer conversion and an improvement in customer experience through journey management methods. Customer Journey Management empowers today’s businesses with approaches and tools to achieve the following:

DISCOVER REAL CUSTOMER JOURNEYS

Rather than what you’ve modeled for your customers, use a real-time visualization of their real journeys to discover their actual experiences. Answer some common questions: Where are our customers leaving? Which customers are leaving, and which ones are reaching their goals? Which channels are most efficient? Where are the obstacles and friction points?

MEASURE ACTUAL VALUE DELIVERY

Do you understand the extent to which your customers perceive value as having been delivered? Reach out dynamically to measure sentiment and collect feedback at all points of your customers’ journey. This will build a real-time emotional layer for the real customer journey.

UNDERSTAND GOAL SUCCESS, AND FAILURE

Having discovered real journeys and customer sentiment at each step, you can now determine whether goals are being achieved or not. Are applicants dropping off due to poor value delivery, or are they merely losing momentum? Are customers terminating due to brand, or is there a channel failure. Deep insight is essential when designing corrective interventions.

DESIGN INTERVENTION STRATEGIES

Use a tool-box of approaches that move customers forward when they get stuck. Personalized digital nudges and value communications should be contextual and personalized and driven by a single view of every customer.

REVIEW AND OPTIMIZE

Unlike with the maps on the wall, effectiveness of interventions can be measured and updates made dynamically. Did our interventions reduce customer drop off? How has the customer experience improved? Have we seen a boost in customer conversion at key points, and how do we improve it further? Insight into effectiveness is essential when further optimizing for CX ROI.

 

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    Bruce Eidsvik

    inQuba President, North America

    Bruce is a seasoned executive with over 25 years of experience in sales and marketing mainly within the customer experience space. Bruce has held senior executive roles at Genesys, a private equity backed cloud customer experience company and OpenText, a NASDAQ listed information management company, where he led their Global Growth Marketing and Sales Development organizations. Prior to these roles, Bruce was the Managing Director for the APAC region at Genesys, based out of Singapore. Bruce is also an entrepreneur and a co-founder of Insight Venture backed VoiceGenie Technologies Inc, which was successfully exited in 2006.

    This work has led Bruce to points around the globe, helping both Fortune 100 and SMBs alike. Bruce is a frequent keynote speaker at CX events worldwide, where he is more than happy to share his experiences and best practices to help others. Bruce is a team builder, has a passion for driving creativity, developing leaders and getting stuff done. Bruce strongly believes that fun is an important component of driving great results. Outside of work, Bruce is an avid skier, road and mountain biker, triathlete and in love with the mountains.

    Bruce holds a Bachelors of Science degree with Honors in engineering physics from Queen’s University. After 14 years abroad, Bruce and his family are back in Canada and living just outside Banff, Alberta.

    Liza Rogers-Nolte

    Head: Inside Sales SA and Marketing

    Liza joined inQuba shortly after inception in 2011. She has held various roles and responsibilities during the time and has been vital to the success of the business. Since 2016, Liza has headed up inQuba’s global Inside Sales function, responsible for identifying, qualifying and nurturing new business relationships. She also plays a fundamental role within inQuba’s marketing function, being jointly responsible for all key, global marketing events. Liza also manages the relationships of inQuba Partners, specifically the Microsoft Partner Relationship for which she is the MSFT Alliance Partner Manager.

    Prior to inQuba, Liza spent over 10 years in London (UK) gaining international experience in various industries. This included working closely with top executives in FTSE 250 and blue-chip companies in industries such as banking, private equity, investment property, executive search, and others.

    Prinay Panday

    Head: BI and DevOps

    Prinay is responsible for overseeing all IT operations, technical delivery and technical strategy for inQuba, ensuring alignment with the company’s business requirements and goals. Prinay is responsible for assisting other departments within inQuba, such as Product, Development and Professional Services, in utilising technology efficiently and profitably. He also spent several years in software development at inQuba which has provided him with deeper insight into effective technical delivery and operations of the inQuba platform. Prior to joining inQuba, Prinay worked in IT operations and software development across various industries including insurance, banking and retail. Prinay holds a Bachelor of Science in Information Technology from the University of Johannesburg.

    Dasha Naidoo

    Head: Product Experience

    Dasha joined inQuba in 2013 and has held various positions over the years. Dasha found her niche when she joined the core Product team in designing the inQuba CX platform. As the Head of Product Experience, she is ultimately responsible for the overall user experience and value delivery to inQuba’s customers. Dasha has been instrumental in the product’s success, providing insight into design, customer behaviours and practical solutions to complex customer challenges. Before joining the product team, she spent 2 years guiding customers through their Customer Experience programmes.

    With a professional career spanning 10+ years, Dasha has extensive experience across CX, Marketing, Campaign management and Data management and analysis. Dasha holds a Bachelor of Commerce (Information Systems Technology) degree from the University of KwaZulu Natal.

    Kobus Snyman

    Head: Service Operations

    Kobus is responsible for overseeing all technical operations including customer support and general operations activities ensuring the inQuba’s customer platform is optimal and stable. He has extensive Systems and Business Analysis experience gained from industries such as Banking, Information Technology and Mining. He has gained solid knowledge in Project Management, Disaster Recovery and Business Continuity management as he managed the Disaster Recovery site for one of South Africa’s Big Four Banks for a significant period. In 2016, Kobus joined inQuba as a Senior Analyst and has subsequently been promoted to Head: Service Operations, bringing with him the technical platform knowledge as well as customer management experience gained through the management of large, strategic inQuba clients. Kobus holds a Certificate in IT Service Management (ITIL) and SDIP. He also holds an ‘Essential skills for the Business analyst’ certification.

    Eben Odendaal

    Head: Professional Services

    Eben is responsible for the successful delivery of inQuba’s CX solution programmes to clients. He is an experienced Business Consultant and Project Manager and has delivered multiple Management Consulting, Digital Application and Software Development programmes, across multiple industries, throughout his career. Eben holds a Mechanical Engineering degree from the University of Pretoria, an MBA from the University of Stellenbosch and is a registered Project Management Professional.

    Allan Lee Son

    Senior Software Architect

    Allan is a Senior Architect in the core team working on the architecture and development of the inQuba CX platform for over six years. As a technical lead, product designer and software architect, he is a driving force in the inQuba Product Development team, providing insight into design and practical solutions to complex software challenges.

    Previous to joining inQuba, Allan’s five years at On-IT-1, developing software solutions for the Bosasa Group, have given him broad perspective on design, development and deployment of software applications across various industries, including aquaculture, youth rehabilitation, fleet management and device integrations for biometric and programmable logic controllers. Allan brings this valuable experience to bear on the challenges of developing a globally distributed SaaS platform.

    Allan completed his treatise in 2006 and holds a honours degree in Bachelor of Commerce (Computer Science and Information Systems) from the Nelson Mandela University.

    Warren Reed

    Senior Software Architect

    Warren is responsible for high-level software design choices and selecting the best tools, platforms, and technologies for developing and delivering inQuba’s CX software platform. He helped build the inQuba platform from the ground up, including products such as Engage, Case Management, and Journey Analytics. He implemented the continuous delivery pipeline that automatically deploys inQuba’s software solutions globally. Prior to inQuba, he spent five years at Bosasa architecting and developing systems for vehicle maintenance, youth development centres, access control security, and job recruitment. He also spent two years at Korbitec developing legal practice management software. Warren holds an honours degree in Computer Science and Information Systems from the Nelson Mandela University.

    Jon Salters

    Non-Executive Director

    Jon brings with him a wealth of experience in market research and technology enabled services in the insights domain.

    Prior to being strategic advisor to inQuba, Jon spent four years at Vision Critical, the world’s leader in Insight Community solutions where he launched Vision Critical’s presence in Africa, re-launched their partner program internationally and was also integrally involved in the team that executed the spin-off of Vision Critical’s Research and Consulting business unit which became a cornerstone of the newly formed Maru Group.

    Jon holds a GDE in Engineering Management and a B.Sc Mechanical Engineering (industrial Option) for the University of the Witwatersrand.

    Antony Adelaar

    Head: Product Marketing

    Antony joined the inQuba story early, towards the end of 2011. He is responsible for the planning, design, production, marketing and release of inQuba’s CX software solutions to customers on 4 continents. Prior to managing product, Antony oversaw the account management team who in turn oversee inQuba clients using the full range of inQuba CX solutions.

    Antony has ten years’ experience in market research across the African continent and across all major industries. Prior to inQuba, he headed up digital research at an agency, Yellowwood Future Architects, which specialises in strategy, research and design.

    Antony completed post-graduate Leadership Development studies at Gordon Institute of Business Science (GIBS), following a Bachelor’s degree (Industrial Psychology) at the University of South Africa.

    Trent Rossini

    Managing Director

    Trent is responsible for all operational delivery, professional services engagement, product conceptualisation and delivery of inQuba software. Prior to joining inQuba, Trent was the CIO for Discovery Health and in 2003, was appointed as COO of PruHealth, Discovery’s UK joint healthcare venture with Prudential. He also spent several years consulting on various systems integration projects for Deloitte and Accenture.Trent holds a B.Sc.(Mech) Engineering from the University of the Witwatersrand and a Graduate Diploma in Industrial Engineering.

    Micheal Renzon

    Group CEO

    Michael Renzon is an entrepreneur and visionary and the driving force behind highly successful internet, technology, content and Customer Experience companies. He is an Endeavor Entrepreneur, the leading high-impact entrepreneurship movement around the world, and was named the Most Promising Entrepreneur of Entrepreneur Organization (EO) in 2006.

    Michael’s thought leadership in Customer Experience and Customer Journey Management has been adopted by leading companies around the world who use inQuba’s analyst-rated Customer Journey SaaS Platform and Methodology to drive their customer experience transformation and customer journey optimization.

    Michael holds an MBA from the University of Cape Town, an Honours Degree in Computer Science and a Bachelor of Economic Science Degree, both from the University of the Witwatersrand.

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