Journey Mapping Toolkit Final April 2008

Customer
Journey Mapping
Expanded toolkit
© Oxford Strategic Marketing

CONTENTS
CUSTOMER CLOSENESS TOOLS MEASURING THE EXPERIENCE TOOLS
PROJECT PLANNING TOOLS
30 Customer closeness ideas 61 The heart monitor
4 Diagnostic questions
31 Customer closeness: research options 62 Constructing a heart monitor
5 Building understanding via journey
32 Gathering information techniques 63 Identifying moments of truth
mapping
6 Project team selector 33 Choosing between mapping events
7 Stakeholder prioritisation 34 Peeling the onion
8 Stakeholder engagement 35 Critical questions
9 Identifying key journey stages 36 The 5 whys
10 Map planning checklist 37 Look out! ACTION AND EVALUATION
11 SMART objectives 38 Questioning skills 65 Taking action checklist (1)
39 Listening skills 66 Taking action checklist (2)
40 Ways to feed back and share 67 Taking action checklist (3)
68 Taking action checklist (4)
GENERAL RESEARCH TOOLS 69 Levers for identifying actions
13 Sources of understanding 70 Examples of taking action
CUSTOMER EXPERIENCE MAPPING 71 Prioritising actions
14 Primary vs secondary research TOOLS
15 Qualitative vs quantitative research 72 Quantifying priority actions
42 The customer experience map 73 Evaluation checklist
16 Quantitative research ‘must dos’ 43 Qualitative heart monitor
17 In-house vs agency checklist 44 Experience mapping context checklist
18 Research process and responsibilities 45 Constructing a customer experience
19 Research briefing template map
20 Critiquing a research proposal 46 Mapping workshop: tips and checklists
47 Experience mapping: workshop
agenda
48 Moments of truth checklist
MAPPING THE SYSTEM TOOLS
50 The system map (process map)
51 Symbols used in mapping the system
SEGMENTATION AND TARGETING 52 Mapping dependencies
TOOLS 53 Mapping the system: context checklist
22 Segmentation definition 54 Constructing a system map
23 8-step segmentation process 55 System mapping workshop agenda
24 Seeing customers in 3D – individuals 56 Identifying problems and
25 Seeing customers in 3D – business opportunities (1)
26 Actionable segmentation test 57 Identifying problems and
27 Target audience identification checklist opportunities (2)
28 Customer pen portrait 58 Identifying problems and
opportunities (3)
59 Identifying problems and
Project planning
tools

DIAGNOSTIC QUESTIONS
DIAGNOSTIC QUESTIONS
•Do you have gaps in your understanding of the experience that

Ticks here customers undergo at the moment?
mean you’re •Would it help you to have high impact feedback to challenge
very likely to conventional thinking?
benefit from
journey • Do you have intractable policy challenges – where you keep trying things
mapping but without getting anywhere?
• Do you need to convince colleagues in other functions about the
Use this tool to
importance of a customer-focused approach?
‘5C’ Diagnostic help decide
whether you
Costly Complex Changeable Challenged Climactic
would benefit
Any ticks in • Do pressures to • Does your • Are there • Is there is a • Do you deal from journey
reduce costs customer’s advances in high or rising with
this section threaten to experience technology or number of particularly mapping. The
are also a affect the include contact comms that are customer vulnerable or more ticks you
good customer with other likely to affect complaints? at-risk groups?
experience in departments or the way • Are you asking • Is this an issue
have, the greater
indication
that journey
an adverse agencies? customers a lot from your that leads to the likelihood it
way? • Are there lots want to customers? emotional or
mapping • Are you of ways interact with (What’s it heated
could help.
could be of incurring extra customers can you? costing them in exchanges with
help costs through access or • Are you seeing terms of time customers?
high error rates experience a shift in the or money, and • Doe you deal
or avoidable your service? balance of do they accept with issues
contacts? • Is the service channels used? this?) where the cost
offered to a of failure can
wide range of be
people? catastrophic?
STOP and CHECK! Do you have the information you need already?
Sometimes past customer research may tell you what you need to
know.

BUILDING UNDERSTANDING VIA
JOURNEY MAPPING
BUILDING UNDERSTANDING
THROUGHOUT A PROJECT
Engage Identify
Customer Develop Carry out Identify Plan
hearts ways to
Experienc initial gap ways to actions, Design
and improve Put
e custome analysis improve based on and
minds of efficiency together
mapping r insight – where experienc a clear impleme Use this tool to
staff / cut the
does the e (cross knowledg nt an
Clearly current silos)
costs
e of
business
entirely help identify the
without case, sell
Mapping define system without
damagin numbers new type of journey
differ damagin the
the the of people system mapping that
g project
System current from the g affected, using
system ideal? efficiency
customer
and
internally.
quantifie could help you at
s
quantifie d under- Measure different points in
Measurin Impleme
d costs of standing progress a the lifecycle of a
g the nt the
acting or from on an
Experienc not
plan
mapping project.
ongoing
e acting basis
Different types of mapping build a picture as a project moves on. Customer
experience mapping brings the story to life and delivers insight. A comparison
with the existing process can identify where improvements can be made. This
can be quantified to make business decisions, and success can be judged by
measuring and tracking on an ongoing basis.

PROJECT TEAM SELECTOR
Step 1: Decide who to involve. Usually, you’ll

need a multi-disciplinary team. Remember
Step 2: use the checklist to finalise your choices
people play different roles at different times in
the process
 Put named individuals in your

plan, not roles/departments
 Aim to keep the core team
tight; ideally no more than 6-8
people
 Look to cover departmental Use this tool to
responsibilities, but also aim make sure you
for a balance of skills, e.g. include the
include a mix of ‘thinkers’ and appropriate
‘doers’ people in your
 Aim, in the core team, to team.
recruit enthusiasts and
positive thinkers
 Don’t ignore potential
People who dissenters – important to
bring include them in the extended
experience or
knowledge team
Occasional about the  Use the stakeholder
contributors; customer or
Usually prioritisation tool to think
those who need task and are
task owner
to be kept responsible for further about the composition
informed ensuring
customer of the extended team
insight is built
in at every
stage

STAKEHOLDER PRIORITISATION
Often the The most

most difficult important
to manage. stakeholders
Take their Keep – both
needs into Key players interested
account and satisfied and
engage with powerful.
LEVEL OF INFLUENCE
them when Focus effort Use this tool,

appropriate here where there are
multiple
stakeholders, to
understand which
Limited are most
Keep these means to important and
stakeholders influence how you should
informed of events e.g. best interact with
decisions, Minimal Keep lobby
them.
but don’t groups.
invest
effort interested Keep them
inappropriat informed,
e effort but don’t
waste efforts
LEVEL OF INTEREST

STAKEHOLDER ENGAGEMENT
4 STEP STAKEHOLDER ENGAGEMENT
Develop Design a
Map Implement
Stakeholder Stakeholder
Stakeholders and monitor
insight strategy
Critical Questions This will help you

plan how to
Who are key What are What would you What is working engage the right
stakeholders? stakeholders’ like stakeholders and not working? people at the right
Who has a objectives? to do differently? Why? time and prioritise
vested interest in What are their How can we help What is the effort against
its outcome? needs and them? stakeholder more influential
aspirations? feedback? partners.
What relationship What is non-
do we have with What do we want negotiable? Any changes in
them? them to achieve? Who are priority?
How do they Who exerts most priorities?
relate to each influence?
other? To the Who can best
audience? deliver for us?

IDENTIFYING KEY JOURNEY STAGES
IDENTIFYING KEY JOURNEY STAGES
Start point Journey process End point

 Is there a phase  Have you  Distinguish between
that’s invisible to considered all the points where
government before contact points that customers might
you become customers might choose to drop out
involved? have during the of the journey and Use this tool to
 Are other journey process, not the actual end of think about when
departments just with your own the journey process your customer
involved before department but  Think about journey starts and
your own? across government whether the ends to ensure
as a whole? journey might lead that what you are
 What are the entry
 What is the impact to ‘customer mapping makes
points in to this
of outside remorse’ – sense from their
journey? Do
influences beyond emotions, doubts, point of view.
customers choose
to enter in to the your control that insecurities or
journey or are they might affect the dissatisfaction that
propelled in to it? journey? needs tackling and
 Do you need to  Does the journey therefore should be
depend on, start included in the
create awareness
after, or lead into journey
as a first step
before the actual any other
journey begins? experience that
should be included?

MAP PLANNING CHECKLIST
MAP PLANNING CHECKLIST
 State overall objectives of the mapping exercise

Objectives/scope
 How and by whom will the maps be used?
 Clear statement of what you’re mapping, with start and end

End to end points
journey definition  Does this journey reflect an existing system /process or a
new one?
 All customers or a specific segment? Use this tool at

Customer Segment the start of the
 Include brief description
mapping process
to check that you
 What are the specific things you want to achieve?
Core System goals have thought
 Have you set clear, meaningful criteria for success? about the key
planning areas
 Are you mapping one journey or more? before you begin.
 Are you mapping the current experience and/or the ideal
How many maps? one?
 Will you be comparing the view of staff with the view of
customers?

SMART OBJECTIVES
SMART OBJECTIVES
Not broad or vague

S pecific No ‘kitchen sinks’!
M easurable Can be quantified and measured
Take us towards doing and

A ctionable actioning – not just ‘nice to know’ Use this tool as a
good way to test
objectives.
R ealistic Stretching but achievable
T ime bound Clear milestones and end point

General research
tools

SOURCES OF UNDERSTANDING
SOURCES OF UNDERSTANDING
 Environmental
 Political
 Databases
This helps you to
 Economic  Syndicated Data think of all the
 Technical places you might
 Social Studies think about when
 Social looking to learn
 Surveys more about your
 Legislative issue. All of these
can help you
 Consultation Sessions better understand
 Focus Groups
your customer’s
 Meeting Real People journey.
 Quantitative Studies
 Intermediary Feedback
 Segmentation Studies
 Behaviour & Attitude
 People Observation
 Interviews  Listening-in
 Social Research  Letters & Complaints

PRIMARY VS SECONDARY RESEARCH
Use this to help

PRIMARY VS SECONDARY RESEARCH understand when to
use primary
research sources
Sources: Some examples Usual plusses Minuses (commissioned
 Available fast  Variable quality specifically for this
 Syndicated reports
e.g. political, economic  Often cheaper  Different definitions – issue) and when to
and social  Good overview comparing ‘apples and use secondary
 Published data, e.g. pears’ sources (relevant to
 Can often be based on
scientific reports larger samples  Often weaker in the issue but not
 Internet searches  Foundation data explaining reasons for specifically
 Syndicated benchmarks changes and trends commissioned for
e.g. TGI  Marrying sources can be it).
 Public statistics e.g. challenging Which is chosen will
census data  Quantity of data depend on the
Secondary
project, time and
budget available,
 Qualitative research e.g.  Sample recruited to  Can be expensive if big sources available
focus groups your exact needs and sample sizes needed and how relevant
 Quantitative studies specification  Programme of several and robust they are.
e.g. segmentations  Explains behaviour, i.e. stages often needed for
 Deliberative research the “why” behind data a complete picture
e.g. consultative panels  Deep diving on most  Takes time
 Trucking studies interesting areas  Challenging to combine
 Benchmarking  Testing new ideas with existing databases
 Observation  Gap filling and secondary sources
 Commissioned scientific  Needs quality
Primary
 Can be married with
studies
own database controlling

QUALITATIVE VS QUANTITATIVE RESEARCH
QUALITATIVE VS QUANTITATIVE RESEARCH
Good For Watch Outs!

 Understanding in depth what drives  Diagnostic not quantified – beware of
behaviour making assumptions on small
 Insight into feeling, attitudes numbers
Qualitative Use this to help
emotions  Not representative of all customers –
To gain
challenging with less articulate people
understand the
impressions,
 Sparking off/reaction to ideas
 Environment and timing can skew
different
develop  Debating, interaction, two-way
hypotheses, reaction applications of
 Interacting directly with relevant
understand
customers to understand their  Needs skilled recruiting/facilitating these main research
REASONS WHY
language, likes, dislikes, needs, wants,  Requires reasonable breadth and types. They are
lifestyle etc. numbers usually
complementary-
each playing a
 Ranking and quantifying relative  Respondents can’t choose between specific role in
importance very similar/ overlapping alternatives contributing to
 Making statistically significant and concepts understanding.
Quantitative measurements  Won’t explain ‘why’ in depth unless
To gain
impressions,  Sizing – making volume projections the questionnaire is relevant
develop  Determining segmentation  Needs large sample sizes for detailed
hypotheses,  Measuring habits and practices statistical analysis
understand
REASONS WHY  Evaluating relative and absolute  Requires very sensitive and expert
strengths of communications, delivery questionnaire construction and
elements etc. material
 Relies on quality of the statistician
and fieldwork

QUANTITATIVE RESEARCH ‘MUST DOS’
QUANTITATIVE RESEARCH ‘MUST DOS’
Get statistically Ensure costs are

Questionnaire quality
transparent and
significant results dictates success
optimised
Think deeply about what sub- Quant costs are based on 5 variables: 1. Think deeply about what sub-
number of people in the sample. 2.
groups you want to analyse and Questionnaire length/ time. 3. Interviews groups you want to analyse and
make sure the sample size will achieved per hour 4. Method: On-line make sure the sample size will
[cheaper], phone, or face-to-face [most
deliver a statistically significant costly]. Ask for these to be spelt out 5. deliver a statistically significant
result for each sub-group Whether we provide lists – if so less time is result for each sub-group
needed for screening the customer sample.
Use this tool if you

are using
quantitative
research to ensure
the approach is
Work out analysis Get great statistical Don’t be tempted to
sound and that
before fieldwork analysis miss out piloting you are getting
good value from
Specify ‘tabs’- i.e. exactly what you Research outputs depend on the statistical Always pilot the questionnaire to make
want to analyse- before fieldwork analysis. Research companies often give sure customers understand questions,
it.
pedestrian analyses fancy names like the
starts and definitely before results it can be delivered in the costed time,
‘TRAC’ model, don’t explain what’s in the
are in. This ensures the right data is ‘black box’ and charge more for analyses we the flow is right, the interviewer
collected and saves time and money can do in-house! Your research department understands what to do, when, and
by avoiding special extra analysis will advise what’s worth paying for how the stimulus material works

IN-HOUSE VS AGENCY CHECKLIST
IN-HOUSE OR AGENCY?
In-House Agency
 Getting personally close  Big projects where you need

to the customer and extra resource
seeing thing for yourself  Complex or emotive subjects
 Opening the eyes of staff requiring specialist
to the issues experienced interviewing skills
by real people  Cross-government projects Use this tool to
 Engaging staff in the where no one has clear help determine
process and benefits of ownership whether you can
journey mapping  Where it helps to use a third carry out journey
 Projects with limited time, party, seen to be independent mapping research
scope or budgets of government yourself, or
 Lending credibility to a study whether it would
• You need to be aware of • Ensure that the findings are be best to use an
MRS codes of conduct really brought to life with agency to do this.
that apply to all research. photographs, videos and
Even if you’re not using verbatim comments – not just
an agency, be sure to talk summarised in a prose report
to your own research
team about what can and
can’t be done
• Be very careful not to
come into this with
internal view or
preconceptions. Start
with a completely open
mind

RESEARCH PROCESS AND
RESPONSIBILITIES
RESEARCH PROCESS AND RESPONSIBILITIES
In House
Establish
research
Select Identify
need
and insights
and
choose
brief and Use this tool when
agency Draw up actions
approac into
you are working
h Specify
Design Heart with an agency to
sample, Monitor guide the
question
method, or other
cost
-naire
output
sequence of
Analyse events and help
formats
data
Conduct
(statistic
Produce decide where
fieldwor data
k
al
tables
responsibilities
modellin lie.
g)
Agency

RESEARCH BRIEFING TEMPLATE
RESEARCH BRIEFING TEMPLATE
• What you would need to tell someone who knew nothing about this in order
Subject
for them to understand what you’re talking about?
Objectives,
• As laid down when you set Customer • As laid down when you
scope and
out your maps segment set out your maps
journey type
• What’s the overall challenge (as defined at the start of the project)?
What issues • Where do you believe the problems lie (based on your initial qualitative
are you mapping)?
looking to • Why are you doing this research – what are the key triggers (policy change, Use this tool when
resolve? customer dissatisfaction, operational issues, cost issues etc)? you are working
• What are the specific issues you need to address?
with an outside
• What critical questions do you need the research to answer? agency to help
• What exactly will you do with the results? brief them on your
Why is this • What benefits will result, to you and to the customer, if your project is project. You can
important? successful?
• How might the customer experience be improved?
also use it to brief
• Are there any mandatory requirements that you have to deliver on? an in-house
• Identify the journey steps and moments of truth as you currently understand research team.
them
• What budget is available for this work?
Practicalities • When do you need the results?
• Are there any immovable deadlines?
• Are there any issues that might cause problems or delays?
• In what format would you like the results to be delivered?

CRITIQUING A RESEARCH PROPOSAL
CRITIQUING A RESEARCH PROPOSAL
Score on key criteria Watch outs
 Did the proposal inspire and excite?

 Did they challenge/improve the brief?
 Industry/ product/ method expertise?
Don’t
 Is what they are proposing likely to give
INSPIRATION us unique understanding? choose innovation
 Is the approach effective? Innovative? for the sake of it
Use this tool when

 Met the brief? working with
 Sound method and sample?
Ensure rationale external agencies
 Good track record?
INTELLECT &  Capable people/ fieldwork ability? for methodology is to help evaluate
METHOD provided and sample and feed back on
is chosen with care their research
proposal.
 Competent data handling? If costs are challenged

 Fieldwork management?
what are you prepared
 Reporting ability?
to drop/ compromise
PROCESS/  Did they demonstrate flexibility?
on?
 Can meet costs, value, timing?
COST  Integration with past research/ data? Look at cost per
 Considered other options? interview, length of
interview, etc
OVERALL SCORE BE OBJECTIVE

Segmentation and
targeting tools

SEGMENTATION DEFINITION
SEGMENTATION DEFINITION
Segmentation is . . .
“The sub-dividing of people with distinctive shared needs
and characteristics into reachable groups based on 3
dimensions - who they are, what they do, how they think
and feel”
There are 4 main benefits of segmenting

This tool sets out
STRATEGIC Understand, for a given issue, which customer what we mean by
APPROACH segments are the most important to focus on segmentation, and
the main benefits
GREATER Identify segments with different needs, giving us
that it can bring.
UNDERSTANDING a better chance of really understanding them
GREATER One size doesn’t fit all – target products, services

RELEVANCE and communication against specific groups
RESOURCE Focus resources against people who need

ALLOCATION it most and where effect will be greatest

8 STEP SEGMENTATION PROCESS
8 STEP SEGMENTATION PROCESS
Hold a scoping work Develop the Research Brief: Find the best segment Share, spread results;
session:  User needs solution & number: get segmentation used:
 Why we’re segmenting  Produce brief and tender  Integrate data sets  Share segmentation with
 What we want to do better  Commission research  Apply statistical everyone who can use it-
as a result  Detailed method
techniques allocate resources to
 Any stakeholder views on  Specify sample/special
 Make solution actionable priority segments
segmentation groups
 Questionnaire design  Identify ‘discriminating  Apply to policy, delivery
 What key departments need
variables’ and comms
1 3 5 7
Leverage
Project Specify Inspiration This tool explains
Segmentati
Definition Research al Analysis the steps taken in
on
a full, bespoke
segmentation
study.
2 6 8
‘Know 4 Segment Track &
what we Fieldwork
Immersion Monitor
know’
Develop segment Carry out the research Make the segmentation

hypotheses to aid with customers/ ‘live’ for people so they’ll
research design using stakeholders: use it- develop insights
existing data:  Pilot questionnaire for priority segments:
 Existing research/trackers  Prioritise segments
 Specify data tables
 Behavioural databases  Enrich if necessary e.g.
 QC field work
 3rd party data e.g. TGI via ethnography
 Social research & partner  Produce segment portraits
data

SEEING CUSTOMERS IN ‘3D’ -
INDIVIDUALS
SEEING CUSTOMERS IN ‘3D’
3. BASED ON HOW
1. BASED ON WHAT 2. BASED ON WHO
PEOPLE THINK AND
PEOPLE DO PEOPLE ARE
FEEL
Behaviour/ ‘mode’ Socio-demographic Attitudes
Use & Behaviour, e.g. Demographics, e.g. Needs, Benefits, Motivations, e.g.
 Frequency  Need convenience, need reliability, need
 Place  Gender
support etc.
 Time  Ethnicity  Beliefs, desires, wants
 Occasion
 Extent of use e.g. heavy, light
 Family  Deep-seated drivers e.g. love, belonging,
 Persistency e.g. loyal  Age and life stage praise, security
 Channels used for contact  Household type/ composition  Loves & hates
Lifestyle, e.g.  Education Attitudes & Beliefs, e.g.

 Holidays taken abroad  Income and social class  In general
 Multiple/holiday homes
 Lodgers/rental income
 Benefits claimants/non-claimants  Specific e.g. to our brands, services
 Balance between time, cost, convenience
Use this tool as a
 Working status
quick guide to
 What money is spent on
 To value and money
Media Consumption e.g.
 Physical status
 Urban vs. rural Influencers e.g.
some of the
 Internet and digital usage
 TV channels, radio, press  Postcode & region  Authority figures, e.g. accountants, solicitors,
 Where most info comes from tax inspectors
 Mobility
 How information is absorbed
 What media engage them  Moving frequency
 Parents, friends, peers
 Role models common factors
 Access to media  House ownership
you can use to
 Community influences
segment
customers.
4. A COMBINATION
OF MANY FACTORS
Multi-factorial

SEEING CUSTOMERS IN ‘3D’ – BUSINESS
SEEING CUSTOMERS IN ‘3D’ – BUSINESS
3. BASED ON HOW
1. BASED ON WHAT 2. BASED ON WHO
PEOPLE THINK AND
PEOPLE DO PEOPLE ARE
FEEL
Behaviour/ ‘mode’ Socio-demographic Attitudes
Use & Behaviour, e.g. Needs, Benefits, Motivations, e.g.
 Frequency  Need convenience, need reliability, need
 Place  Turnover of business support etc.
 Time  Beliefs, desires, wants
 Occasion  Number of employees  Loves & hates
 Extent of use e.g. heavy, light  Market sector Attitudes & Beliefs, e.g.
 Persistency e.g. loyal
 Area of business activity  In general
Activities, e.g.  Government specific e.g. to our brands,
 Membership of trade bodies  Level of profitability services Use this tool as a
 Lobbying activities  Geographical location  To value and money
 How profits are distributed
 Number of sites/locations Influencers e.g. quick guide to
Media Consumption e.g.
 Where most info comes from  Private or limited  Authority figures, e.g. police, tax
inspectors some of the
 Community influences
common factors
 Internet and digital usage
 How information is processed  Key shareholders
 Access to media  Media
you can use to
segment
customers.
4. A COMBINATION
OF MANY FACTORS
Multi-factorial

ACTIONABLE SEGMENTATION TEST
ACTIONABLE SEGMENTATION TEST
Can I quantify the segment opportunity

M easurable e.g. numbers of people per segment?
Trends per segment?
Does each segment have a specific set of

I dentifiable characteristics and needs which we can
use to achieve better solutions?
Are people in each segment likely to want Use this tool as

D efinable a defined solution and therefore respond
to it?
simple checklist to
ensure your
segmentation is
Can I find and reach these people in our actionable – the
A ctionable delivery? With our media and comms?
Via intermediaries? Via our database? etc.
‘MIDAS’ acronym.
Is the segment big enough to be worth

S ubstantial targeting separately?

TARGET AUDIENCE IDENTIFICATION
CHECKLIST
Step 1: Use the questions below to Step 2: When you’ve identified
help targets, use these questions to
you decide who your targets should be check what you know about them
 Who are the biggest group?  What are their defining

− Numerically characteristics?
− In terms of financial − Who they are
importance − What they do
− In terms of how much of − How they think and feel?
our time they  What are their needs? Use this tool to
help you identify
need/demand? Functional and emotional?
your key customer
 Who experiences the issue  What are the real passion
target(s) and then
most and what points that we have to to make sure you
characterises them? address? know enough
 Which groups are most  Do we know how to reach about them to
vociferous? them? start mapping
 Which care about/are their journeys.
impacted by this most
deeply? The “Customer Portrait”
 If we focused on this group, tool could help this thinking
what would be the knock-on further (see following slide)
impact for other segments?

CUSTOMER PEN PORTRAIT
GENERAL CUSTOMER PEN PORTRAIT
VITAL STATISTICS WHO THEY ARE GENERAL ATTITUDES

How many people are Key economic or demographic What they want out of life/
like this? Trends? Indices characteristics (individuals business. Attitudes to
age, sex etc.) (Businesses government/regulation
and comparisons? turnover, market sector etc.) (individuals’ general life
attitudes)
NEEDS BEHAVIOUR – WHAT THEY DO

Use this tool to
THIS AREA / ISSUE
Rational or functional needs. and What drives and triggers action? Barriers help bring the
emotional or hidden needs? Who to doing? History, place of doing? How customer to life.
experience ‘most’ & ‘least’? Why the frequently? Signals of things working? Work with a team
differences? to build a picture
of your customer,
PASSION POINTS BELIEFS AND ATTITUDES focusing on what
In this area, loves and hates? Thoughts, beliefs, attitudes to this? really defines this
What pleases? What disappoints? What makes them feel good? Bad? particular group.
“Must haves’’? Key words and Why?
language people use? Reasons for doing or not doing?
GETTING INFORMATION & MESSAGES WHO INFLUENCES THEM

MEDIA
Place, time How much Where they When & Who they Who
& how they info they get it from- where do/ don’t delivers
get info want Media used they’re most listen to & for them?
receptive? respect

Customer closeness
tools

CUSTOMER CLOSENESS IDEAS
CUSTOMER CLOSENESS IDEAS
Listen in at
Call Centres
Observe People
people from a videoing or
distance web cam
Some thoughts on
Shadow your Read how you might get
customers letters or closer to your
during an e-mails from target customers.
average day people
Visit and Live in

interview your
your customer’s
customers Read world
people’s
diaries for
tasks

CUSTOMER CLOSENESS:
RESEARCH OPTIONS
CUSTOMERS CLOSENESS: RESEARCH OPTIONS
DIY DIY Research Research Agency

(Recruit through Research Dept)
• Trawling existing research • Brief research department as for • Treat as standard research project
• Utilising front line staff / any research project • Remit to agreed specification
knowledgeable managers • They will recruit specified • Agree number and scope of
• Examining call centre data / customers who can be interviewed research
customer complaint data or followed through a journey • Attend agency brief and
• Questioning stakeholders • Any (briefed) staff member can be subsequent debrief of results. Use this tool when
• Role playing involved in the interviewing process
thinking
PRO’S PRO’S PRO’S specifically about
• Harness existing expertise • First hand feedback from • New thinking customer
• Quick, cheap, easy to implement customers • Agency provide the resource closeness
• Engaging, involves staff • Truly engage those who need to • Independence, objectivity, research, to help
• Strong ownership implement credibility
• All benefits of DIY • Honed skills, approaches and
decide whether to
techniques do it yourself or
via an agency.
CON’S CON’S CON’S
• Less robust / objective • Slightly more expensive • Cost
• We don’t know what we don’t • Takes a bit longer • Timing
know • Need skills and confidence • Lack of engagement (esp. front
• Less credible internally line staff)
• Abdicates responsibility
Can combine…

GATHERING INFORMATION:
TECHNIQUES
SOME TECHNIQUES FOR

INFORMATION GATHERING
Walk the walk Buddy up

Take time to walk personally through Accompany a customer and front-line
the entire system/customer journey staff member going through the same
step by step. process or system. Experience things Use this tool for
Make detailed notes focusing on time exactly as they do. Note down the
steps taken and level of satisfaction
thinking about
taken, duplication, points of high and
low efficiency. Compare thoughts with from both perspectives to compare ways of gathering
colleagues. internal and external experiences. information. Most
Daily dissection Steal with pride useful
Get customers and front-line staff to Identify agencies/companies/service for system
complete detailed diaries as they go providers who have systems similar to mapping, but can
through the whole system. Keep close yours (both public and private sector).
be used for the
to them and give prompts/reminders to What do they do differently? Which
ensure no steps are missed. parts of the system are better/worse?
other types of
Compare the experience from both What can you learn and use in your mapping too.
angles. own system?

CHOOSING BETWEEN MAPPING
EVENTS
CHOOSING BETWEEN MAPPING EVENTS
Customers walk through Real customers recall

the journey for real or anticipate the journey
 Actual, literal journeys  Journeys that take place over long

 Getting a powerful and true periods of time
impression of actual emotions  Journeys where it would be
 Gaining first-hand evidence with impossible to follow the customer
high levels of credibility
Use this tool to help
 Use enough people to get an  Memory can be deceptive;
decide which event
objective view of a ‘typical’ projected future actions even
journey more so best suits your
 Recalling events, people are apt to purpose. You will
play down the strength of the often want to use
emotion they feel at the time more than one
Knowledgeable staff Journey is constructed from approach – a range
‘walk the journey’ existing research and knowledge
of methods will
 Building staff engagement  Getting team buy-in always make your
 Tapping into knowledge &  Building on existing research and work more robust.
experience of front-line staff expertise
 Mapping areas where there may  Projects with limited time or
be sensitivities involved in asking money
customers e.g. very emotive
areas, or mapping a child’s
journey
 Be careful that staff take an  Ensure you really have the
external view of the process, not knowledge and information to
an internal one build an accurate journey
 Be sure not to reinforce existing  May lack credibility with
prejudices or perceptions colleagues

PEELING THE ONION
 Delving behind
what’s
apparent on
the surface
 Emotive and
sensitive issues
 Extended,
Deep Understanding Tool depth
interviews
•Don’t
hypothesise
Layer 1: Actions what lies
 What people do behind people’s
 Why – what’s words – look at
the evidence
driving them?
Layer 4: •Don’t over-
Feelings weight any one
 What are they part of the
Layer 2: feeling? Trust? “onion”. All the
layers are
Responses Comfort?
important
 What people say Irritation?
 Why – what’s  What’s causing
behind the this?
words?
 How honest do
```` Layer 5: Deep
you think emotions
they’re being?  What are their
Layer 3: real loves and Use this tool to help
Language hates? get to the truth
 How people say  Where are the
about what really
things passion points?
 What words do drives customers –
they use? you can use it
Capture real whenever you’re
quotes talking to them.
 What’s the body
language?
Be prepared to ask difficult questions (sensitively!) and gauge all the
layers of response. Videoing people can help analyse some of their
responses and language later (but be sure to get permission).

CRITICAL QUESTIONS
 Planning and preparing
interviews where going
with the customer on the
actual journey isn’t
“CRITICAL QUESTIONS” possible
 Keeping your questioning
Interview Planning Tool focused
 Getting the most from
interviews
 What are the top three questions about this journey that you can’t
answer? •Don’t over-plan. Be
Question pragmatic and respond
 How typical is this person’s journey? What’s unique to them/likely to to what people tell you
s to Ask apply to all? •One size doesn’t fit all.
Yourself  Who or what aspect of the process influences them most? Tailor your questions
to your customer
 How strongly do they really feel about this? •Be aware that people
 What are the real passion points? may not tell you their
information in a
 What surprised you from what you heard?
… General … ForWhat was new
process to you?
improvement sequential way – they
may jump around so
you will have to piece
 Tell me about…  What parts of the process were it together later
 What did you think when…? really essential?
Question  How did you feel when…?  Where did things get held up or
s to Ask  What were the high and low take too long?
your points in your journey?  Did you have to do the same
Use this tool when
Custome  What really stood out for you thing more than once?
you can’t actually
r (good or bad)?  Did you ever feel you were going accompany a
 If you could change on thing backwards? customer during
what would it be?  Were any steps unnecessary? their journey to
 Why? (see ‘5 Whys’ Tool)  Were you clear who you were plan, prepare and
dealing with at every point? review the outputs
from interviews. It
can also be used
Aim where you can to ask open-ended questions (that is, ones to which customers can’t
with frontline staff
simply answer ‘yes’ or ‘no’). If you use this type of questioning, it encourages
and others who
respondents to speak.
have customer
BUT… avoid rhethorical questions – ask tangible things that people can answer
contact.

THE 5 WHYS
 Getting to the
root of a
difficult issue
 Investigating
complex
subjects
“THE 5 WHYS”  Gaining a
Questioning Tool deeper
understanding
of an issue or
 As you talk to people, or investigate your issue, keep asking an action
‘Why?’ every time you are given an answer •Don’t irritate
people by
 This is particularly good for probing issues about which people
constantly
have deep-seated feelings and emotions parroting
 It can also help probe root causes when you are tracking a series “Why”! Think
about different
of events ways to probe
deeper
‘Emotional’ ‘Root Cause’ •It doesn’t have
to be 5 whys.
example from HMRC example from the NHS You may get to
the heart of the
“ I don’t want to renew my tax credits even ````“ A patient got the wrong medicine” … matter with
though I’m still eligible” … Why? Why? more or fewer
questions
“ It’s too much stress” … Why? “ The prescription was incorrect” … Why?
“ They don’t care about customers”… Why? “ A wrong decision was made by the doctor”
“ Last time they overpaid me and that was a …
Why? Use this tool to get
real problem” … Why?
to the root of a
“ They wanted a lump sum repayment and “ The patient’s record did not contain all the
information the doctor needed” … Why?
difficult issue. It is
that was out of the question” … Why? also known as
“ I’ve no savings – the money me and my “ The doctor’s assistant had not entered the
“laddering” –
kids live on is what we get week to week” patient’s latest test results” … Why?
moving through the
“ The lab technician had phoned the results ‘Whys’ is like
In this case, understanding the real The root
through cause
to the is the absence
receptionist ofto
who forgot a tell
pain caused by overpayments had led formal system for recording test climbing the rungs
the assistant”
to new processes to handle them results. A new system could guard of a ladder.
within HMRC against this in future

LOOK OUT!
 Gathering clues
from a lot of
people
 Learning about
physical
journeys
“LOOK OUT”  Identifying the
Observation Tool impact of
things like
signage &
queue
Find an appropriate vantage point where you are able management
to watch events without being caught up too closely
•Doesn’t replace
in them. listening – the
two things work
Be prepared to be patient. The more time you take, together
the more you’ll get from the exercise. Think about •Don’t risk being
taken for a
the BBC photographer who spent three years in peeping tom!
Siberia to shoot three and a half minute’s broadcast Keep the
observation
footage of a snow leopard. No need for quite such public and don’t
extremes here, but````put in the time you need! zoom in on one
individual
•Don’t ever
Visual clues that can help you understand journeys record, film, or
photograph
better people without
 Are people alone or with others? permission
 How fast are they moving? Are they hurrying, dawdling,
impatient? Use this tool when
 What are they wearing and carrying? Impact on the journey? you’re following a
 Are they doing anything else (talking on phone, listening to music,
journey yourself,
accompanying a
reading)? customer, or taking
 What do they stop or pause, and why? a trip into the
 What do they notice/look at/read? Do they see signage? customer’s world.
 Who do they talk to? In what way? Animated, anxious, confident? Note down what you
 What’s their demeanour/body language? observe.
 What changes as they go through the journey? What are the
triggers?
QUESTIONING SKILLS
QUESTIONING SKILLS
Setting the scene Conducting the session

 Put your customer at ease  Concentrate on what the interviewee is saying
 Dress how they dress – professionally but not alienating to them  Don’t butt in too fast
 Tell your customer the purpose of what you are doing and how  Listen for surprising views and words – things that challenge your
they can help thinking. Pursue them further, even if it means going ‘off script’
 Don’t scribble notes furiously – use a camera/tape recorder [with  Use reflective questions to confirm what you think you are
relevant permission] hearing, e.g.:
 Reassure them that there are no ‘right’ or ‘wrong’ answers – you “If I understand you correctly . . .”
just want their honest view and have no vested interest in their “You seem to feel unhappy about . . .”
answers “In other words you don’t . . .”
 Make eye contact and act as if you are interested in their response  Listen for twice the time you talk
Use this tool to

help gain a unique
personal insight
into customers
through asking
Questioning skills Useful types of questioning the ‘right’
 Make the first question easy “Tell me more about . .”, “What do questions.
 Move from general to specific About you think about . .”, “How do you
 Remember – the most important question you can ask is feel about . .”
For more precise information,
‘why?’ e.g. “How exactly . .”, “Compared to
 Use a few seconds silence to allow your customer to collect Blockbuster what?”, “Never?”, “Which
thoughts and to encourage sharing of more information specifically?”
 Don’t ask leading questions – you’ll get back the answer
you expected! Hypothetical “What would you do if . .?”
 Don’t ask multiple questions – only one will be answered!
For facts and details, e.g. “How long
First hour did it take to get an answer?”
Use open questions to which there

First hour are many possible answers – not just
‘yes’ or ‘no’

LISTENING SKILLS
LISTENING SKILLS
Setting the scene Conducting the session

 Listen as you would in a normal conversation. Focus on general  Maintain sensitive eye contact
impressions. Ask yourself “what am I getting out of this
conversation?”  Mirror their body posture to help rapport
 Listen to how people express themselves as much as to what they  Echo their talking speed
say. What are they telling you about how they feel?
 Listen for what people don’t say too!
 Encourage them to continue when you want
 Go back and listen to the audio tape. What themes keep coming up? more information
 Try not to take everything said too literally
 Don’t filter what people say through preconceived ideas of what you
 Paraphrase regularly
think the marketing strategy or advertising strategy should be  Clarify information
 Give regular feedback on how you feel
Use this tool to

help you listen
carefully and read
between the lines.
Listening DON’TS: Behaviours that prevent us becoming better listeners
Relating everything you hear to your Putting an interviewee into a category
Scoring points own experience Labelling before you have heard all the evidence
Predicting what you believe the

Mind reading interviewee is ‘really thinking’ Counselling Interrupting and giving advice
Preparing the next question and Countering with verbal thrusts of your
Rehearsing missing the present answer Duelling own
Preparing the next question and Countering expressions of emotion with

Cherry picking missing the present answer Side stepping jokes or hollow clichés
Not concentrating on what is being

Daydreaming said

WAYS TO FEEDBACK AND SHARE
Ways to Feedback and Share
Role play Story telling

 Introduce yourself to colleagues in the persona  Walk in the shoes of your customer. Spend 10-
of your customer. 20 minutes bringing him or her to life.
 Give a little background about your life, home,  Give yourself your customer’s name.
family, job, age.  Even dress appropriately.
 Now invite them to question you. Use what  Take colleagues on a ‘walk’ through ‘your home’,
you have learned to answer colleagues’ introduce the family, take them through your
questions. Use pictures and anecdotes to bring day. Share your hopes and fears.
it to life.  Use photos to make it real. Use this tool when
thinking about
how to feed back
the results of
customer
Thumbnail sketch Customer collage closeness
exercises – aim to
 Write a pen portrait of you as your customer.  Draw a sketch of your customer on a flipchart or
Limit it to two pages. Make it as vivid and board. really bring your
compelling as possible.  Now use photos, press cuttings and pictures, notes findings to life.
 Select the most important information for the and any other material to flesh our your ‘portrait’.
 Cover four areas:
task in hand to describe who you are, how you  Demographics: Who I am, my life
live your life and what matters to you.  Attitudes: How I think and feel
 Then move on to more specific thoughts,  Behaviour: What I do
feelings and behaviours relevant to your task.  Finances: Relevant to the specific task

Customer Experience
Mapping tools

THE CUSTOMER EXPERIENCE MAP
CUSTOMER EXPERIENCE MAP
Objectives,
Customer
scope &
segment
journey type
Moments
of truth
Use this tool to
Key journey
Key Journey record the
stepsSteps thoughts, feelings
and actions of a
customer at every
stage in their
journey, recording
Actions,
feelings, all the key
thoughts and information from
reactions at research you have
each step
carried out.
Touchpoints

QUALITATIVE HEART MONITOR
HEART MONITOR
Objectives,
Customer
scope &
segment
journey type
Moments
of truth
Use this tool to
Key journey
Key Journey record the highs
stepsSteps
and lows of the
customer
experience
throughout their
Ups and journey, to
downs of express it in a
the visual way that
customer
experienc clearly identifies
e problem areas.
Levers for
solution
hunting

EXPERIENCE MAPPING: CONTEXT
CHECKLIST
CUSTOMER EXPERIENCE MAPPING:

CONTEXT CHECKLIST
 Identify key users, current expertise and knowledge or

use of customer experience maps
Who will  Agree how these key users will be involved in the
process – the more involvement the better
use the  Identify additional stakeholders and agree how they
maps? should be involved/informed
 Ensure that everyone is clear and aligned in their
expectations of the process and outputs
Use this tool at
the start of the
 Confirm what the maps will be used for and the level mapping process
of detail/robustness required
to check you have
How will  Ensure you have set clear, measurable objectives for set the context
maps be the exercise before starting to
applied?  Are you also mapping the system? If so, how will map the detail of
you consider the two maps together? the journey.
 Confirm the budget and timescales
What is  Agree how and when other departments and agencies

should be involved
the
 Do an insight audit – what do you know already?
scope?
 Make an initial plan of the approach, process and
anticipated outputs

CONSTRUCTING A CUSTOMER
EXPERIENCE MAP
CONSTRUCTING A CUSTOMER EXPERIENCE

MAP
Step 1:  Now you have carried out your in-depth mapping event, review
Confirm the the work of the set-up phase to confirm type of journey (with start
journey and and end points) and customer segments
customer  Ensure definitions of these are clear and that everyone has a
common understanding of them
Step 2:  Start by noting down all the journey steps people go through. It’s
useful to put these on Post-it notes so they can be moved around
Use this tool to
Identify key guide you through
journey steps
 Arrange these in chronological order and challenge to make sure
you’ve got the sequence right. Ideally you want to map around 6- all the steps in
10 key journey steps building your
 Ensure you’re clear which channels people use at each step
customer
 For each step, and taking the customer’s viewpoint, write experience map.
Step 3:
down what they do and how they think and feel
Actions,  Write this in the everyday language customers use – put it in their Full details are
feelings, own actual words where possible given in
thoughts and  Say what people’s emotions are and how strongly they’re felt
reactions
“Customer Journey
 Use emotive words – they help bring people to life
Mapping:
Step 4:  Again, for each step in the journey, write down what the Guidance for
Touchpoints touchpoints are. A touchpoint is a point in the process where you Practitioners”.
have some sort of interaction with the customer
 Think about physical interactions (e.g. buildings), human contact
(face to face or remote) and communications
Step 5:  Now, looking at the whole journey, identify the moments of truth
Moments of  These are the key points in the journey where customers may
truth pause and evaluate the experience, or make a crucial decision
 Aim to be discriminating here – don’t be tempted to label every
step as a moment of truth!

MAPPING WORKSHOP: TIPS &
CHECKLISTS
There are some key things to know about running any workshop:
1.Preparation is vital
This is not a play it by ear kind of thing. The format
Pre-work for you may be loose but the thinking has to be very light.
Sort every detail out in advance, from toilets to tea
breaks, stimulus to stationary
 Clarify specific objectives and deliverables 2.Think it through stage by stage
Look at the workshop from start to finish. Consider
 Identify participants who will help deliver how you’ll break the ice, get people involved, build
these momentum, sustain it. Think about what success
looks like at every stage in the day
 Decide whether to use professional 3.Brief pre-work and incentivise delivery
facilitation or do this yourself Maximise the time you have during the session by
getting participants to prepare before the event.
 Set data, locate venue and plan logistics Provide an incentive to encourage participation and
send out reminders/expectations
 Invite participants and inform other
stakeholders
4.Be prepared for energy drops and silence This tool gives
Be ready with ideas, anecdotes and techniques to
keep us the pace and momentum
some general
 Plan agenda, inputs and specific outputs
5.You’re on show workshop tips and
 Send out pre-work to participants How you look and act will have a direct impact on hints that are
how the workshop participants respond. Prepare for
useful for
Pre-work for this, look and act to get the response you want
whatever type of
6.Understand why they’re there
participants An escape from the office? For a genuine learning workshop you
experience? To be politically correct? Bear this in
mind, but also let them know why you want them
might be running.
Could involve one or more of the following: there
 Review all materials relating to core 7.Send In The Clowns…
We are more likely to input when we are relaxed, and
customer segments humour can go a long way to helping that happen.
 Create customer pen-portraits It’s not about a floor show, but keep it light and fun
8.Back To Reality
 Confirm the journey to be mapped, Ensure everyone stays connected with the objective,
including start and end points to understand the journeys our customers take and
the experience they go through. We’re talking reality
 Identify key channels of interaction and here, not what it could or should be
communication 9.Relinquish Control
Have the courage to let things go, hand over the
 Take part in customer closeness activity to reins during the day and allow participants to take
build extra understanding control over the direction of the event if appropriate
10.Homeward Bound
Send everyone off on a high, review progress, give
© Oxford Strategic Marketing thanks, involve in next stages
EXPERIENCE MAPPING: WORKSHOP
AGENDA
WORKSHOP OUTLINE AGENDA
Introduction and ice breaker 15 mins

Setting the context 30 mins
 Project background and journey mapping principles
 Objectives for today
Getting to know your customers better 60 mins

 Share research and inputs from mapping event
 Cover each segment (where applicable)
This tool gives a
Defining the journey 15 mins possible outline
 Agree definition including start and finish points
agenda for a
Build journeys 60 mins customer
 Build journeys for each key segment
 Work in groups as necessary
experience
mapping
Share outputs 15 mins workshop. Don’t
LUNCH be afraid to add or
Reprise morning work to ensure shared 30 mins substitute your
understanding of all journeys own ideas.
Identify touchpoints and moments of truth 30 mins
 Work in groups as before
Share outputs 30 mins

Identify opportunities to make changes 60 mins
 In groups as before, focused against key objectives
 Think about how to implement and monitor

Agree next steps and close 15 mins

MOMENTS OF TRUTH CHECKLIST
MOMENTS OF TRUTH CHECKLIST
Moment Current Desired

of Truth Experience Experience
Use this tool when

you have
identified
moments of truth
to map out what
the experience is
now and how it
should ideally be
in the future. This
is a useful
checklist in
identifying
possible actions.

Mapping the System
tools

THE SYSTEM MAP (PROCESS MAP)
THE SYSTEM MAP (PROCESS MAP)
End-to-
Objectives
end Customer
/
system segment
scope
definition
Core Goal 1: Goal 2: Goal 3:

system
goals
Use this tool as
KEY STEPS IN SYSTEM/CUSTOMER JOURNEY the base for your
system or process
Customer Step 1
Decision map, to track all
Step 2 Step 3 Step 4a Step 5 point Step 7 Step 8
the steps that are
encountered, and
how they relate to
Decision Decision
Dept 1 point Step 3b point Step 4b Step 6 one another.
Agency Step 3c
NOTES ON PROCESS AND CRITICAL INCIDENTS
Critical Critical
incident incident

SYMBOLS USED IN MAPPING THE
SYSTEM
Input/output
Terminator Document
Material
The start/stop Paper or
entering or
point in a electronic.
leaving the
process. system.
Process Database Sort Use this tool as a

Process or Use to identify a A step that
organises a list of
checklist of some
action step - system (might be
used to view, add items into a commonly used
the most
common or edit sequence or sets. mapping tools, but
symbol.
Decision
information). don’t be afraid to
Sub-routine
Question or add to this list as
Annotator Sequence of actions
decision point,
Supplies additional for a task that’s necessary for your
shown with embedded in a own purpose.
relevant
alternative larger process. May Always be sure to
information.
routes coming be the subject of a
out of it.
use a key to
Connector (same separate system
explain all
page) Merge map.
Manual loop symbols that you
An inspection point A step where two
in the process flow. or more sub- Sequence of use.
Can connect to processes join to commands that
another part of the become one. be repeated until
same page. stopped manually.
Connector (off-
Collate
page) Data storage
A step that orders
Connection to A step where
information into a
another point in the data gets
standard format.
same process on a stored.
different page.
Flow line
Delay Display
Shows the
Caused by a Indicates a step
direction of flow
need for action that displays
and the sequence
by a party not information
of steps.
doing the
process.
MAPPING DEPENDENCIES
MAPPING DEPENDENCIES
Sequential Parallel Repetitive Optional

Dependency Dependencies Dependency Dependency
The simplest kind, Where two parties Where two parties Where one party can
where one party are involved in repeat the same change the process
depends on another activities at the handover on a by opting out.
completing a task same time, and both number of
before they can must finish before occasions.
begin their activity. the next step can
take place.
Use this tool to
understand the
type of
dependencies that
are recognised in
system mapping,
Assemble and how and when
Look at cake Plan food for
ingredients for
Bake cake cake
recipes the day to use them.
Will all Do the No Don’t

Pre-heat Mix the family No children
like bake
oven ingredients deserve
them? today
cake?
Yes Yes
Eat cake Assemble

Look at cake
Bake cake ingredients for
recipes
cake

MAPPING THE SYSTEM:
CONTEXT CHECKLIST
MAPPING THE SYSTEM: CONTEXT CHECKLIST
 Identify key users, current expertise and knowledge or

use of system/process maps
Who will  Agree how these key users will be involved in the
process
use the  Identify additional stakeholders and agree how they
maps? should be involved/informed
 Ensure everyone is clear and aligned in their
expectations of the process and outputs
Use this tool at
 Confirm what the maps will be used for and the level the start of the
of detail/robustness required mapping process
 Be clear whether you need to quantify the steps in the
How will map in terms of, for example, costs incurred or time to check you have
maps be taken set the context
Ensure you have set clear, measurable objectives before starting to
applied? 
map the detail of
 Are you also mapping the customer experience? If so,
how will you consider the two maps together? the journey.
 Confirm the budget and timescales

 Agree how and when other departments and agencies
What should be involved
is the  Audit your knowledge of the system – how much do
you know already?
scope?
 Make an initial plan of the approach, process and
anticipated outputs

CONSTRUCTING A SYSTEM MAP
CONSTRUCTING A SYSTEM MAP: KEY STEPS

 Choose the level of detail you want to write at; either detail every
simple action, or just map enough information to understand the
general process
 Identify key steps that occur in the system. Include both what the
Step 1: customer experiences and relevant back office functions. Write them
Identify on post-it notes for easier sequencing
journey  At this stage, focus on events, not decision points
 List steps clearly and succinctly. Use enough words to say what
steps
happens, but don’t write an essay
 Be very clear on start and end points, and where people enter and
leave the system. Distinguish between completed journeys and early
 ‘dropouts’
Put the steps in chronological order – after each one, ask ‘What Use this tool to
Step 2: happens next?’. Work on a wall or large roll of paper. If you used Post-
it notes, it’s easy to move these around until you’re sure you’ve got it guide you through
Sequence
them and right all the steps in
 Don’t draw arrows at this stage – you’ll do that later building a system
identify  When you’re happy you have the right order of events, think about the
decision symbols to use for each step (see previous page) map. Full details
points  Specifically, identify and add in decision points are given in

 Include
Workingadownwards
key for anyon
symbols youoruse,
your wall roll especially newout
of paper, list or all
unusual ones
the parties “Customer
involved in the process or system, starting with the customer and your Journey Mapping:
own department and moving on to other departments, agencies, NGOs
Step 3: etc.
Guidance for
Identify who’s  Identify which are involved at each step in the process and move your Practitioners”.
involved and Post-it notes up and down so they appear in line with the appropriate
party
dependencies 
Identify dependencies (see page 66). Once this is done you can add
arrows to your map to indicate the flow. Working in pencil to start with
helps!
 Final step is to annotate the map with notes – what’s going on and
why?
Step 4:  You need to identify where problems and opportunities could arise (see
Add notes page 67 and the checklists on pages 68 and 69)
and identify  Highlight critical incidents – the points in the process that are real
critical ‘make or break’ moments
 You may also at this stage want to build the ‘ideal’ map and carry out a
incidents gap analysis – looking at the difference between current experience
and the ideal (see page 70)

SYSTEM MAPPING WORKSHOP:
OUTLINE AGENDA
OUTLINE AGENDA
For a full day workshop
Introduction and ice breaker 15 mins
Setting the context 30 mins
 Project background and system mapping principles
 Objectives for today
Understanding your system 45 mins

 Share pre-work and inputs from information gathering
 Define system start and end points This tool gives a
Mapping symbols 15 mins possible outline
 Introduce symbols with examples agenda for a
Map systems 60 mins system mapping
 Cover systems for key segments and journeys workshop. Don’t
be afraid to add or
Share outputs 30 mins substitute your
LUNCH
own ideas.
See also the
Problem analysis 45 mins general workshop
 Identify where problems most often occur tips on slide 46.
 Identify duplications, diversions, doglegs

Map ‘ideal’ system for key segments 45 mins
Gap analysis 30 mins
 Identify key differences between existing system and the ‘ideal’
Agree next steps and close 15 mins

IDENTIFYING PROBLEMS AND
OPPORTUNITIES (1)
CHECKLIST 1:
THE CUSTOMER EXPERIENCE
 Is the route through the system clear to customers? Are there points
where they’re unsure where to go next? Use this tool when
Complexity  Are they having to do the same thing more than once?
 Are they clear where responsibility lies at each step in the process?
you are building a
 Are badly-designed forms or other materials causing delays? system map to
look at where
 How long does the whole process take now?
problems arise or
 How long does each step take? where there are
Time
taken
 Are people satisfied with the overall timespan and with time taken for opportunities to
individual steps?
 Where do delays occur and why?
improve a system
or process. It is
one of four such
 Where and when are people coming into this system? Are they coming
in at the right points?
lists (slides 56 to
Accessibility  Once in the system, is signposting clear? 59). There are
 Does the customer see consistent branding? corresponding
 Are you offering appropriate channels?
checklists looking
at specific actions
 What’s pleasant/unpleasant about the experience now (customer that might be
Nature of experience mapping can help here if you don’t know) taken (slides 65 to
experience  What are the real turn-off points? 68).
 Where are you losing people?
 What’s the cost to the customer at each step in the process?

Cost  At which steps are costs seen to be unacceptable?
 Is the cost the same for all? If not, who experiences most problems?

OPPORTUNITIES (2)
CHECKLIST 2:
EFFICIENCY AND EFFECTIVENESS
 Is the overall timeframe acceptable?

Time  How long does each step take now? Use this tool when
taken  Where are the bottlenecks?
 What caused delays? Why?
you are building a
system map to
look at where
 Are any steps repeated? Why?
 Does data get entered more than once? problems arise or
Duplication  Does work get double-checked? Why is this necessary? where there are
 Do paper records duplicate electronic ones? opportunities to
improve a system
 Is there a clear reason why each step is there? or process. It is
Complexity  Does it fulfill a unique purpose? one of four such
 Are there ‘dog-legs’ in the system that need to be ironed out? lists (slides 56 to
59). There are
corresponding
 Where do errors commonly occur?
Errors  Where is rework taking place because of errors? checklists looking
 Who’s making errors and why? at specific actions
that might be
 Are responsibilities clear at each step? taken (slides 65 to
 At decision points is there a single, clearly-identified decision-maker? 68).
Responsibilities
 Who captures and owns data?
 Are ‘baton-change’ points between departments clearly identified and
smooth-running?
 Are there bottlenecks/errors/delays as a result of too few skilled

people?
People  Where are people (our own or partners’) failing to deliver fully, and
why?

OPPORTUNITIES (3)
CHECKLIST 3:
COST TO SERVE
 What’s the direct cost to government at each step in the process? Use this tool when
 Where are costs particularly high? you are building a
Overt system map to
 Are some channels especially expensive?
costs look at where
 Are there avoidable contacts?
 Are some customers particularly costly? problems arise or
where there are
opportunities to
improve a system
or process. It is
one of four such
 Where might there be hidden costs associated, for example, with lists (slides 56 to
Hidden
costs
reworking, partner costs or costs not directly incurred by your 59). There are
department? corresponding
checklists looking
at specific actions
that might be
taken (slides 65 to
68).
 Where are high costs adversely affecting the level of service delivered
Impact to the customer?
of costs
 Where are you incurring cost that’s failing to deliver any value to
customers?

OPPORTUNITIES (4)
CHECKLIST 4:
CHALLENGING THINKING
 Are you making assumptions about the way things should be done Use this tool when
based on what’s always gone before?
Assumptions  you are building a
Are steps really adding value?
 Are decision-points really necessary? system map to
look at where
problems arise or
 What parts of the system have been around for a long time without where there are
review or overhaul? opportunities to
Inertia  Where have steps proliferated because something’s been tacked on to
an old system rather than rethinking the whole thing? improve a system
or process. It is
one of four such
lists (slides 56 to
 Where are the touchpoints with other government systems or
Perspective processes? Have you reflected all of these? 59). There are
 Do you understand the impact on the customer? corresponding
checklists looking
at specific actions
that might be
 Are there points where you’re delivering the same service to everyone,
although not everyone needs the full process? taken (slides 65 to
Choices  Do you know what the cost/benefit balance is for different customer 68).
types?
 Are parts of the system becoming out-of-date?

 What do your customers think?
Relevance  Are there points where the process has failed to take advantage of new
technology (e.g. IT)?

Measuring the
Experience tools

THE HEART MONITOR
HEART MONITOR
Objectives,
Customer
scope &
segment
journey type
Moments
of truth
Key journey
Key Journey
stepsSteps
Use this tool to
plot quantitative
Great
+100
data on how
customers think
and feel at each
Customer step of the
Satisfacti journey, based on
on Rating research
information.
-100
Poor
Levers for
solution
hunting

CONSTRUCTING A HEART MONITOR
CONSTRUCTING A HEART MONITOR: KEY STEPS
 Review the research you have done to ensure that the

Step 1: journey steps that you set out to investigate still hold true.
Confirm the Do customers agree with the start and end points you
key journey identified?
 Look at the chronological order - challenge to make sure
steps
you’ve got the sequence right
 Ideally you want to map around 6-10 key journey steps. If
you have more than that choose the ones that are most
important
Use the research results to plot the following information: Use this tool to
Step 2:  For each key step, identify the priority service elements from guide you through
Plot the a customer perspective all the steps in
highs and  Record each element, using customer language
building a heart
lows of the  From your research, plot the satisfaction level for each
monitor. Full
experience element
 Are there still gaps in your understanding? Consider further
details are given
research or analysis if so in “Customer
 Identify the pivotal points where customers are highly Journey Mapping:
Step 3: emotionally engaged or challenged (see tool for helping do Guidance for
Identify this on page 88)
Practitioners”.
moments of  You’re looking for 3 or 4 occasions where customers may
truth consider quitting, coming back later or not at all

 Do you understand what’s happening at moments of truth?
Customer satisfaction scores at these points are crucial to
understanding how to transform your offer
 For each step, identify the things that are driving satisfaction
Step 4: levels
Identify  Confirm which of these are things that you can control, and
levers for assess which offer opportunities to optimise the customer
solution experience
 Consult the list of levers on page 49 to decide which you can
hunting use in this process

IDENTIFYING MOMENTS OF
TRUTH
KEY DRIVER ANALYSIS:

IDENTIFYING MOMENTS OF TRUTH TOOL
Your research study should provide you with a list of the factors that
will result in an improved customer experience, but it may be quite
long. You need to uncover the key drivers, those we call the moments
of truth.
Key Driver Analysis uses statistical modeling to isolate these
important factors. You’ll need to get experts involved in this bit. The
output can be presented in a user-friendly format that can
communicate the findings and the necessary actions to all staff,
whatever their prior knowledge or experience.
Use this tool when
you reach Step 3
You can bring the moments of truth to life by exploring them further in the process of
through qualitative research. This can also examine the issues in constructing a
more detail to get to the route cause of the dissatisfaction. For
example, customers may be unhappy with the Call Centre response,
heart monitor to
but it may be the connection process rather than the staff dialogue help you plot
that is driving concern. moments of truth.
Verbatim comments from customers can also illustrate the findings in
a more powerful way than charts or numbers. They can get to the
‘heart of the matter’, key for this kind of measurement.

Action and
evaluation tools

TAKING ACTION - CHECKLISTS
CHECKLIST 1:
IMPROVING THE CUSTOMER EXPERIENCE
 How can you avoid asking people to do things they’ve already done
(across government as a whole)? Use this tool when
Make it
 How can you ensure people are crystal clear who’s responsible for each you have built
step?
simpler  Can you redesign forms/other materials to make them simpler and your map or maps
avoid errors? to look at where
 Should you provide somewhere to go for help and advice? there are
opportunities to
 Which are the most time-sensitive steps that you should focus on?
Make it  How can delays be avoided, or the effect of them lessened? take action. It is
quicker  Where slow progress is inevitable, how can you keep customers one of four such
informed and lessen negative responses? lists (slides 65 to
68). These
checklists
Make
 How can you ensure people enter the system at the right point? correspond to the
 How can you improve signposting to direct people to the right place?
it more  Can you make branding more consistent? earlier ones that
accessible  Should you be offering new or different channels? were focused on
the initial
 Which parts of the process should you be focusing on to improve the identification of
Make experience and avoid losing people? problems and
 Where should you set standards for the quality of the customer opportunities.
it more
experience?
pleasant  How rigid or flexible should you be? (e.g. how prescriptive in call (slides 56 to 59).
centres?)
 Are there particular steps (and particular customer groups) you should
focus on?
Make it  How can you minimise the number of contacts you require customers
cheaper to make?
 How can you use channels more effectively to manage costs for the
customer?

CHECKLIST 2:
IMPROVING EFFICIENCY
Use this tool when
 Which steps cause most delays and/or are the priorities to be speeded you have built
up? your map or maps
Save time  How can you clear bottlenecks?
 Where can you combine or eliminate steps to speed up the process? to look at where
 Can tasks be automated? Which ones? there are
 How can you eliminate repeated steps? opportunities to
 Can you link systems to avoid multiple data entry? take action. It is
Remove  Can you put in failsafe procedures to avoid the need for double-
duplication checking? one of four such
 How can you ensure paper records don’t simply duplicate electronic lists (slides 65 to
ones? 68). These
 Can you remove any steps to smooth out ‘dog legs’ & make a simple
path through?
checklists
Reduce correspond to the
 Is all the data you collect really needed? Who uses it and how?
complexity What’s the simplest route from start to finish? Can you apply this to
 earlier ones that
everyone? If so, how?
were focused on
 Can you put in failsafe mechanisms to prevent errors occurring? the initial
Reduce
 What would help reduce errors? Better staff training? Simpler forms? identification of
More help?
errors  Could you reduce errors by putting sanctions in place if correct problems and
procedures aren’t followed? opportunities.
(slides 56 to 59).
 How might you better clarify/formalise responsibilities?
Clarify  How can you clearly specify ownership of customers, data, decisions?
responsibilities How can you work more closely with other departments or agencies to
ensure smooth ‘baton-changes’?
 Do you have the right number of people involved?

Use people
 Do they have the right skills and training?
 Are they engaged and positive?
effectively  Do you have the right partners on board and are they delivering
effectively?

CHECKLIST 3:
REDUCING THE COST TO GOVERNMENT
Use this tool when

you have built
 Which costs should you focus on?
 What are the key cost drivers, which can you control, and how might your map or maps
Cut direct to look at where
you reduce costs using these?
costs How might you save money by shifting the channel mix?
 there are
 How can you best deal with the most expensive customers?
opportunities to
take action. It is
one of four such
lists (slides 65 to
68). These
 In identifying cost priorities, have you included direct and indirect checklists
costs?
Know the  How can you include and address costs incurred by other departments
correspond to the
real cost or agencies? earlier ones that
 Do charges you make to customers reflect the time it takes to serve were focused on
them? Is it feasible to do this?
the initial
identification of
problems and
opportunities.
(slides 56 to 59).
Examine
 How can you rework the system to eliminate avoidable contacts?
 How can you encourage people to use more cost-effective channels?
new  Where can you switch from paper records and communications to
options electronic ones?

CHECKLIST 4:
ACHIEVING TRANSFORMATION
 Challenge all assumptions Use this tool when

Be
 Look at the whole system. Where are the blocks that limit you have built
capacity/speed/growth?
challenging  Imagine removing each step of decision point in turn. What would the your map or maps
real impact be? Could you handle this? to look at where
there are
opportunities to
 If you were starting from scratch, would you build the system this way?
Welcome  Can you really go on tweaking the current system or do you actually take action. It is
new thinking need to build a new one in order to operate effectively? one of four such
 Can you remove whole parts of the process to simplify dramatically?
lists (slides 65 to
68). These
 How does your system interact with other government systems or checklists
processes? correspond to the
Take a  Are you sure you’re thinking broadly enough?
broad view  How can you move toward linking the various systems seamlessly? earlier ones that
 How can you remove/reduce ‘baton-change’ points, so fewer people were focused on
need to be briefed? the initial
identification of
 Could you/should you prioritise, to give different levels of service problems and
Face up to according to customer need? opportunities.
decisions  Looking at the cost/benefit balance, could you/should you reflect
different levels of customer need for transactional processes? (slides 56 to 59).
 How can you ensure the system is flexible enough to accommodate

Look to likely future changes?
 How do you become aware of macro- trends and their impact on your
the future customers?
 How can you be sure that you’re in line with them?

LEVERS FOR IDENTIFYING ACTIONS
LEVERS FOR IDENTIFYING ACTIONS
Product / Service Channel /

Does it meet customer Proposition Environment
expectations and Can customers easily
Is your proposition
deliver on their needs? access your product /
clear, engaging and
Are your services service? Are they
motivating?
joined up with those of made to feel
other departments? welcome?
This tool lists out
Communication Value Provision Partnerships some of the
Do you have a strong Are there areas Are you working with
voice with your where you are over- the right partners in marketing ‘levers’
customer ? Are you delivering (or the right way? Are that are available
communicating in the duplicating) or under- you and your partners to us. Use it when
most effective and delivering and failing consistent in your
compelling way? on your proposition? service delivery? thinking about
actions you might
Customer Face Process Reputation take to prompt
Are your customer- Is the process Do your customers ideas about how
facing colleagues smooth with easy recognise who you you might
effectively briefed, transitions? Are are and what you are
and are they customers satisfied there for? Are you approach or
delivering to required with the experience distinct in what you implement these.
standards? you provide? offer?

EXAMPLES OF TAKING ACTION
TAKING ACTION
TYPE OF JOURNEY EXAMPLES OF ACTIONS YOU MIGHT TAKE
Actual
 Identify most appropriate times and ways to deliver
A literal, physical journey;
information & messages
e.g. prisoners being taken
 Improve the environment at key points
from court to prison
 Train staff to recognise and respond to moments of truth
Transactional
 Establish new channels so that customers can access  Plan and
Going through a process with
government more easily and efficiently (re)allocat
fixed steps, e.g. applying for
 Look for ways of reducing journey times
free school meals e Use this tool to
 Remove duplication from the process resources
to focus
help your thinking
Experiential  Build staff engagement and empathy for customers on areas about potential
An ongoing experience of a  Encourage cross-silo working to deliver a consistent of actions. Can you
service or linked services, customer experience greatest
e.g. using the Health Service
 Find ways increase patient engagement through improved
need
learn anything
communication from the sort of
 Plan resources around times of peak demand
 Set examples given
Emotional  Identify priority customer groups who need most help performa
A ‘mental’ journey that is  Train staff to know when to intervene and when to stand nce
here?
experienced over time e.g. back
going through a separation indicators
 Change systems to reduce demand on customers at times and
and making arrangements for
children of greatest emotional stress standards
 Establish ongoing communication channels with low cost to so that
Relationship Building
The development of a serve change
relationship with government  Identify times when customers will and won’t welcome over time
over time; e.g. a business contact from you can be
customer working  Segment customers according to the stage they’ve reached measured
government to grow a in their relationship with you
business  Link systems to reduce need for multiple contacts from the
Rite of Passage
A major life change or customer
lifestage event that can cut  Focus resource on ‘baton-change’ points where customers
across many parts of can be lost
government, e.g.  Train staff so they understand their role vis a vis that of
bereavement other departments

PRIORITISING ACTIONS
When you have identified the actions you

might take as a result of the mapping
PRIORITISING ACTIONS process, you can begin to analyse and
prioritise them.
For each one, consider the relative costs
and benefits.
You can do this qualitatively using
Kill off Requires leadership
judgment, or quantify it by setting
to
measurable criteria based on your
drive through
particular objectives. Agree the weighting
High
that should be given to each criteria

depending on its relevance and
importance to your project.
Some examples of possibleCriteria
Possible criteria are:
Test fit with Use this tool to
other initiatives Financial cost (one-off and help prioritise
Cost

ongoing) between different
Cost  Time cost types of action
 People cost
that you might
 Other resource
 Level of risk take.
Low
 Better customer experience

 Improved outcomes
Benefit  Reduced waste
Quick  Enhanced staff morale
Low priority wins No barriers .  Reduction in avoidable contact
Once you have undertaken the analysis,

Low High
you can plot the results using the
Benefit ‘Prioritising Actions’ tool on the left. This
is a relatively simple tool but can really
help guide your thinking.

QUANTIFYING PRIORITY ACTIONS
Step 1 Step 3
Now score each idea against each criteria (so for
Open the spreadsheet by double idea A fill in cells C3 to C15). The maximum score
clicking twice on the table on the for each idea against a criteria would by 100% of
bottom right and then maximising its weighting – so if the weighting was 20 an idea
it. This will take you into Excel so that was perfect in that respect would score 20, an
that you can work on the sheet (you idea that failed completely in that respect would
need to be in Powerpoint ‘normal score 0. Score each idea against all criteria. Try
view’ to do this). Look at the not to give similar marks to everything – by giving This tool can be
criteria for assessing potential a wide range of marks you’ll see clearer used where you
benefit of each idea (cells A3 to A8) differences between the idea. Enter the numbers
and decide whether these are
have qualified
into the spreadsheet and this will automatically data, to help
relevant to you, or whether you plot the results. Click on the ‘bubble chart’ or ‘bar
would like to change these. You chart’ tabs at the bottom of the page for charts assess the
don’t have to have 5 criteria – showing the results. potential of your
anything up to 6 is fine. Type in any different action
new or different criteria. Do the
same for cost (cells A10 to A15).
ideas and decide
which ones to take
forward.
Step 2
Now decide, for ‘potential benefit’
how important each criteria is. In
cells B3 to B8, allocate a weighting
to your criteria so the total adds up
to 100. So, if you had five criteria
and they were all equally important
you would give them all a weighting
of 20. But if one criterion were as
important as everything else
combined, you’d give it a weighting
of 50. Go through the same process
for cost (cells B10 to B15).
EVALUATION CHECKLIST
EVALUATION CHECKLIST
 How has this initiative performed vs previous relevant initiatives?

 Which elements have been most and least successful?
 How did we perform against our stated objectives?
 What other effects/impact did our initiative have, both internally and
externally?
ASK
Use this tool to

prompt the sort of
CUSTOMER RESPONSE OPERATIONAL ASSESSMENT FINANCIAL IMPACT
questions you
Were customers aware  Did operations run  What was the return on should be asking
of the changes we more smoothly as a our investment (cost vs
made? result of our changes? benefits)? and things you
Did they see our  What was the impact  Did we get value for could measure to
communication and on systems? Did they money from the assess the
were they engaged by work? materials we produced
it?  What was the impact and the media we effectiveness of
Did they change on our people? bought? any initiatives you
behaviour and, if so, in
what ways? take as a result of
journey mapping.
Take up Numbers of errors Costs of initiative

MEASURE
levels/responses Levels of Associated cost

Levels of complaint unproductive contact savings
and other feedback (for customers and Impact on levels of
Speed of customer government) compliance
action Changes in customer Media evaluation
Awareness (tracking) journey
Perceptions Employee satisfaction
(tracking) e.g. Employees leaving
Customer Experience
Statements
Web site hits
Call centre traffic

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Customer

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•Do you have gaps in your understanding of the experience that

© Oxford Strategic Marketing

© Oxford Strategic Marketing

Step 1: Decide who to involve. Usually, you’ll

 Put named individuals in your

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Often the The most

them when Focus effort Use this tool,

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4 STEP STAKEHOLDER ENGAGEMENT

Critical Questions This will help you

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IDENTIFYING KEY JOURNEY STAGES

Start point Journey process End point

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MAP PLANNING CHECKLIST

 State overall objectives of the mapping exercise

 Clear statement of what you’re mapping, with start and end

 All customers or a specific segment? Use this tool at

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Not broad or vague

M easurable Can be quantified and measured

Take us towards doing and

R ealistic Stretching but achievable

T ime bound Clear milestones and end point

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 Social Research  Letters & Complaints

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Use this to help

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QUALITATIVE VS QUANTITATIVE RESEARCH

Good For Watch Outs!

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QUANTITATIVE RESEARCH ‘MUST DOS’

Get statistically Ensure costs are

Use this tool if you

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 Getting personally close  Big projects where you need

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RESEARCH PROCESS AND RESPONSIBILITIES

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RESEARCH BRIEFING TEMPLATE

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CRITIQUING A RESEARCH PROPOSAL

Score on key criteria Watch outs

 Did the proposal inspire and excite?

Use this tool when

 Competent data handling? If costs are challenged

OVERALL SCORE BE OBJECTIVE

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There are 4 main benefits of segmenting

GREATER One size doesn’t fit all – target products, services

RESOURCE Focus resources against people who need

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8 STEP SEGMENTATION PROCESS

Develop segment Carry out the research Make the segmentation

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SEEING CUSTOMERS IN ‘3D’

Lifestyle, e.g.  Education Attitudes & Beliefs, e.g.