Customer Journey Mapping

Mapping the customer journey is an essential part of gaining control over the customer experience, making sure that it is well designed from start to finish. It can also be a great way to help staff understand customers and how they may be feeling.

Qualitative Journey Mapping

The aim of journey mapping is to understand how things look from your customers’ point of view. That means qualitative research is a must.
We use a combination of focus groups, face to face/telephone depth interviews, and video VoxPops to bring your customers to life.

Good for:

  • Understanding how customers think & feel
  • Planning quantitative insight
  • Showing your organisation the benefit of journey mapping


Individual Journey Mapping

A map is supposed to simplify reality. Sometimes, though, it’s important to preserve the messy details of real life.
Individual journey maps tell the story of one customer’s experience.
There’s no better tool for driving culture change—empathy at the front line makes for better, more customer-focussed, decisions.

Good for:

  • Internal communications
  • Storytelling
  • Culture change
  • Embedding empathy


Quantitative Journey Mapping

In order to use your journey map as a basis for improving customer experience, you need to add quantification.
A mixture of appropriate internal MI and external customer survey insight will give you the data you need to make robust decisions.

Make sure you don’t fall into the trap of designing for the average customer. Segmentation is still important.

Good for:

  • Prioritising improvements
  • Showing where to invest
  • Tracking change

Moments of Truth Map

Every journey is made up of a chain of potential opportunities to influence the customer experience, for good or ill.
Good research can quantify the impact that these experiences have on satisfaction. This is immensely powerful.
It means you can give you staff concrete “dos and don’ts” grounded in fact, organised into a journey that makes sense to them.

Much more powerful than just another bar chart.

Good for:

  • Internal survey feedback
  • Concrete priorities
  • Quantifying impact of changes


Where process and culture change starts. We mapped the complaints customer journey for an insurance client, pinpointing the moments of truth at which specific staff behaviours made a difference to satisfaction.
Our client monitored these behaviours as part of their quality control system, and promoted a culture of "picking up the phone" to keep customers informed during the complaint.
Addressing both functional and emotional needs of customers during a complaint led to big gains in satisfaction, particularly with their experience of staff

Customer Journey Mapping is an exciting tool, but it can feel a bit overwhelming. We recommend starting small. Choose one journey, to begin with, to understand how journey mapping can work for your organisation.

But which one?

Finding an appropriate journey is a Goldilocks choice: not too big (the entire customer lifecycle) and not too small (a single call). A good starting point is to articulate the journey in terms of a customer goal. You want something discrete, but relatively complex. It should have multiple stages, but last no more than a couple of months from start to finish.

It’s a good idea to start with something which is important to customers, affects a large proportion of customers, and is a hot topic for the business. 

The more you engage with customers, the clearer things become and the easier it is to determine what you should be doing.
John Russell
01484 517575
Taylor Hill Mill, Huddersfield HD4 6JA
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