There is a customer journey in every business, but most entrepreneurs don't think about it. In every business in the CIS, the client's journey begins at the moment when the client enters the zone of business activity. Or, speaking plain language, went to the site or crossed the threshold of the store. Successful businessmen think differently.
Let's take a prime example company customer journey Starbucks . The path starts from the moment when the idea came to a person to drink coffee in the office, then he discusses with friends where he will drink coffee, then he drives, parks, enters a cafe, stands in line, and so on.
A customer journey is somewhat similar to a sales funnel, only in a more global sense of the word. The client path can be calculated for years. The funnel is a small part of your business, but the customer journey is a bigger task.
Good examples you can google for the key phrase " Customer journey map.
Let's take a look at how to analyze the customer journey in your business. I will describe the customer journey for an online children's clothing/shoes store. In this example, we will not specify the details, now it is important to understand the essence of this approach.
Definition of the main stages of the customer journey (customer path)
The first thing to do is break down your customer journey into starting points. The more dots, the better. There should be at least 5-10 of them.
- The client sees some product from other children, on the Internet in pictures or in some other place. At this moment, there is a need and desire to learn about this product.
- Starts asking friends about this product or google examples
- He forgets about this product
- Again, somewhere he sees the product and begins to want it.
- Looking for where to buy
- Gets to the site
- Finds a product card
- Looks characteristics
- Compares with competitors
- Leaves a request
- Manager's call
- Payment
- Delivery of goods
- Product consumption
- Tell your friends about the product and your store
- Repeat purchase
There may be more of these items. I described the first ones that came to mind.
Determining what the client feels and does during these stages
After we have identified the main stages of the customer journey, we need to understand how the client perceives these stages: what he feels, what he sees, what he hears, what is good, what is bad and how it can be improved.
Stage 1. The client sees some product in other children
What it feels like: joy and interest. Receives visual pleasure and desire to possess these goods.
What he sees: goods on someone else's child.
What's wrong: Oclothing worn on a child may be dirty and not attract attention to others potential buyers. A future client may not pay attention to a new product on someone else's child.
How can you improve: Pthink of a reason why the mother of the child who has the product would say to the other mother:“And we have a new thing, how do you like it?” (if you come up with just this step, then there will already be twice as much money).
Stage 2. Starts asking friends about this product or google examples
What it feels like: interest and sometimes search fatigue. Disappointing that can not find immediately.
What he sees: many other suggestions.
What's wrong: not sure where and what to look for. You can get to competitors. Lots of similar offers. Looking for one, bought another.
How to improve: Pthink about how to avoid searching on Google and provide a direct visit to the online store from the phone immediately after receiving information on the playground.
Stage 3. The client forgets about this product
What it feels like: diverted to something else. There may be different feelings.
What he sees: other offers from different areas.
What's wrong: forgot about the product, and there is a chance that he will not remember.
How to improve: figure out how a girlfriend with another child can anchor a potential client. It's trite to say that the action ends tomorrow.Think of how you can take contacts from the client on the first visit to the site.
Stage 4. Sees the product again somewhere
What it feels like: feels the need for the product. Realizes how good he is and begins to want him.
What he sees: product advantage.
What's wrong: there is no way to immediately remember the site where she could buy this product. You have to search again. Can get to competitors.
How to improve: send an email with a product reminder. The client should immediately remember that he can buy this product on your site and he does not need to look for an alternative on the Internet.
Stage 5. Looking for where to buy
What it feels like: excitement from a future purchase, is in a state of expectation of pleasure. May feel angry after long searches, lack of information, annoyance at inconvenient competitor sites, etc.
What's wrong: goes to competitors.
How to improve: remind about yourself by email, make a convenient website and product description, where everything is immediately clear.
Stage 7. Finds a product card
What it feels like: anger from a long search for goods. The price, availability of the product is not clear, there are no available product characteristics, etc.
What he sees: small photos. Few photos. Incomprehensible interface.
What's wrong: can not understand anything. Inconvenient site interface, many categories and unnecessary products.
How to improve: send relevant email messages, bypassing the entire site structure. Improve website usability and design. Increase the site loading speed, introduce additional navigation widgets that will show what a person watched last time and will push for a purchase.
Stage 8. Looks at the characteristics
What it feels like: misunderstanding of the product and the desire to compare with another product. Thinks about price and value. Doubt to buy.
What he sees: few characteristics of the product, does not understand whether it is in stock.
What's wrong: no video review and detailed description. High price. He doesn't fully understand why he needs it.
How to improve: put reviews, make a video review, if a person has visited the page several times, make a pop-up window with a discount. Improve the usability of product cards.
Stage 9. Compares with competitors
What it feels like: opportunity to find cheaper.
What he sees: other sites.
What's wrong: can buy from competitors.
How to improve: send trigger mailings, set up retargeting. Anchor attention. Make sure that he does not leave to look at other sites.
Stage 10. Returns to your site
What it feels like: that here he already looked and found nothing
What he sees: your site through the lens of other sites it has been on. Is your site good or bad compared to others?
What is wrong: the site may be worse than competitors.
How to improve: work on usability. Make a pop-up window "You have returned to us."
Stage 11. Leaves a request
What it feels like: expectation and need for the product, interest.
What he sees: your website or other products, or goes to competitors.
What is wrong: waiting.
How to improve: improve the speed of response to the application, take the user's attention while the manager is calling. After the application, substitute useful content related to the product and not lose the user's attention until the manager calls.Make it possible to pay without a manager.
Stage 12. Manager's call
What it feels like: liking or disliking a person's voice and accent. Subconscious analysis of speech literacy.
What he sees: It is better to look at the product that is being discussed.
What is wrong: no physical contact. The user needs to talk to the manager. The competence of the manager, the speed of response to the application.
How to improve: implement an auto funnel and sell without managers. Write scripts to managers. Make good content marketing so that the user gets answers through video reviews and articles, and not from the manager.
Stage 13. Payment
What it feels like: anxiety and doubt.
What he sees: clear or incomprehensible interface of payment systems. Beautiful or ugly design. He feels that he can be deceived. Needs support.
What's wrong: may get distracted and not complete the payment process.
How to improve: remove card data by selling tripwire and thereby build confidence before selling the main product. Make convenient payment in several ways. Make a payment instruction video. Add reviews to the payment page.
Stage 14. Delivery of goods
What it feels like: anticipation and anger if delivery is delayed.
What he sees: focus is lost.
What's wrong: focus is lost.
How to improve: improve logistics, make content on the use of goods during the delivery period in order to keep the focus of attention.
Stage 15. Consumption of goods
What it feels like: joy
What he sees: the product itself (here you can come up with packaging, etc.) Good example- MacBook: I haven't had time to use it yet, but the packaging already gives emotions).
What is wrong: it all depends on the product. It is impossible to see the moment of consumption of the product.
How to improve: constantly improve the product itself. Make instructions for the effective consumption of the product.
Stage 16. Telling friends about the product and your store (the success of the business will depend on this stage)
What it feels like: joy or anger.
What he sees: other potential users of the product.
What is wrong: can talk about the cons of the product and dissuade others from buying.
How to improve: come up with ready-made stories, tell them through content marketing and get people to retell the finished stories to others.
Stage 17. Repeat purchase (key stage)
What does it feel: trust and brand loyalty.
What he sees: re-enters the site.
What is wrong: may not buy again.
How to improve: implement an auto funnel and marketing automation to constantly stimulate sales. Make a chain of letters after the sale of goods. Make separate chains with upsells of other products.
In this example, I did not delve into the essence of the processes, but only showed the methodology of how to do it. If you understand the essence, you will notice that at certain stages of the path you will have serious holes. If we take our company TimeDigitalCRM, then a serious hole in the client's path is the installation of code on the site. A lot of people merge on this, and we have to explain how to do it and find contractors who can help our clients cope with this, at first glance, an elementary task.
In this article, you learned the basic approach to development customer journey. In the next article, I will talk about specific techniques that will improve different stages client path.
If you are interested in this topic, then sign up for ours, which take place every Tuesday and Thursday. On them, we talk in more detail about the topic of marketing automation. And of course, share your comments and tell us where your customer's customer journey begins.
Alexey Kopylov, UX expert at Kaspersky Lab, co-founder of UIDG, author of a training course on designing with Customer Journey Map, wrote an interesting guide to working with Customer Journey Map. With his permission, we present a version of this article on .
Introduction
When I am asked to design a user interface for a website, I immediately ask the question - do I also need to design an interface for mobile devices and usually get an affirmative answer. The fact is that modern sites and programs that can be called digital products are, as a rule, part of a large service. And the further, the more digital products (websites, applications) will be involved in the interaction with the user.
Let me give you an example of a rather popular service - listening to music. I listen to music on a personal computer running OS X, on a smartphone (iOS), and on an Apple TV. Apple has pretty well thought out the process of consuming music: I can buy an album on my iPhone, and then I can listen to this album on Apple TV, which I have large speakers connected to. However, I can't start listening to a song on my iPhone and then continue listening to it on Apple TV - to do this, I have to look for the desired album in the Apple TV menu, this procedure cannot be called simple. That is, no one at Apple bothered with such an opportunity and did not implement it. That being said, both the designer of the iPhone and the Apple TV did a good job. The functionality that I need is located on the border of two devices and it is not clear who should be responsible for designing such bundles.
This example shows that in our time it is not enough to think through the details of the user interface of one digital product in isolation from interaction with other products with which they are in a single infrastructure. We need a tool that allows you to identify problems at the junctions, and also allows you to design links between products. As usual, the need triggered the creation of a wonderful new technique called the "Customer Journey Map".
The Customer Journey Map is arguably the best User Experience tool of the last 10 years (after characters).
What is a service?
What is a service? For lovers of strict definitions, I will quote from GOST-9000-2008:
A service is the result of at least one action, necessarily carried out in the interaction between the supplier and the consumer, and, as a rule, is intangible.
Let's remember the word "result" - this is what is most important for any consumer.
As I have already reported, modern consumers interact with mobile devices, web browsers, people, environments and spaces, and so on. Each act of interaction between a consumer and a service is called a “point of contact”.
Points of contact can be not only digital, but also analog or offline.
Take, for example, a modern bank. What points of contact can we identify here?
- bank website;
- web service "client-bank", where the user can carry out operations with his account and bank cards;
- mobile application "client-bank";
- the physical branch of the bank, which can also be considered a product. Just like in the case of websites, there is a navigation system inside the bank branch.
Suppose you came to the bank for some purpose and are not yet very familiar with the rules of its work. If the navigation was poorly designed, then you may not be sure who exactly to contact to solve your problem. You have to contact the girl at the reception, which may be a separate queue of customers.
With this example, I wanted to illustrate the simple idea that bank branches can and should be designed similarly to websites.
What is a Customer Journey Map?
So, what is a Customer Journey Map (for short, just CJM)?
CJM is a directed graph onto which the path of the consumer of the provided service is mapped with the help of contact points. The CJM captures the details of the interaction with the service.
That is, CJM displays exactly how the consumer interacts with the service - what touchpoints exist, through which channels the interaction is carried out (web, mobile application, offline point of presence, and so on), as well as what happens inside each touchpoint.
Here are examples of typical CJMs (for now, pay attention only to the outside of the chart):
Let's look at a simplified CJM example:
You see three representatives, each representing a different consumer group. In the process of consuming the service (achieving the goal), they have to interact with different products. At each point, a service act occurs with a certain level of quality:
The overall impression of the service, as a rule, depends on the quality of service at all points of contact. The weak link principle applies - one bad interaction casts a shadow over the entire service. Therefore, it is very important that each interaction point is worked out with maximum quality.
However, it happens that all points of interaction are implemented just fine, and problems are hidden at the boundaries of the transition from one point to another. That is, it may turn out that all employees of the company serve customers well, but some consumers still do not reach their goal:
Let's illustrate this simple example: many online stores require you to go through the registration procedure and, often, there is such a step as confirmation of registration by clicking on a special link that comes to your Mailbox(this is necessary to prove that a living person is registered, and not a robot). In this case, the probability increases that the user will not be able to go through this step: perhaps the letter with the link got into spam, perhaps the user made a mistake and entered gmail.ru or another non-existent address instead of gmail.com, perhaps he even forgot that it was necessary to confirm registration. In the examples known to me, the loss of users at this step reached 70%!
How can we lower these barriers? For example, you can control what exactly the user enters as an email and offer to correct clearly erroneous addresses. Further, if the user has not clicked on a link from an email message for several days, then you can resend him an email with a link. But the best thing, of course, is to abandon this step altogether - use other methods of protection against robots!
In general, you should always implement the system so that any point of contact motivates the consumer to go to the next step (the "push" principle), and the next point pulls the consumer from the previous point of contact (the "pull" operation). The push-pull principle contributes to a smoother interaction between the consumer and the service.
Consider the example of listening to music. In fact, Apple has a way to make the transition from listening on iPhone to listening on Apple TV, namely AirPlay technology. However, not all consumers are aware of the magic technology and therefore cannot use it. There is a rule that the functionality that users cannot find for them, as it were, does not exist. It would be possible to implement the “push-pull” principle in this way: as soon as the user is in an area where Apple TV is available, he immediately receives a message (not interrupting listening) that he can turn on the audio system (connected to Apple TV) and continue listening already on her. And vice versa, as soon as the user turns on the TV, he sees a message, what song is playing on the iPhone and what needs to be done to redirect the sound to the audio system (by pressing one button).
So, CJM allows you to control the process of designing services that are implemented using various interactive products, as well as visually visualize the process of service execution itself.
Tasks solved by CJM
I will list all the tasks that CJM solves:
- Creating a continuous UX throughout the entire consumption of the service.
Remember the aforementioned "push-pull". - Increasing consumer conversion.
By reducing barriers, as well as by reducing losses during the transition from point of contact to point of contact, more consumers reach the goal. - Increasing consumer loyalty.
Retention rate - The number of returning consumers grows if we design and implement a service without barriers. - Increasing the responsibility of the company's specialists.
Each point of interaction has its own responsible employees from the company. After we have mapped all the points of interaction, all employees in the company can see who is responsible for what and how they cope with their duties (if we set up KPI for each point). This in itself increases the level of responsibility. - Accelerate the development of multi-channel services and products and improve the quality of development.
Due to the fact that all parties involved in the development see more fully how the service is carried out, and also see all the potential weak points of the service and can intervene in their development in time. - Create exciting new interactions.
There is an opportunity to come up with and implement new innovative features (remember the example of continuing to listen to an audio recording while moving from one device to another).
Everything looks great, but how to create CJM?
Create CJM, step by step instructions
Step #1. We identify all points of contact and channels of interaction
We put on the map all the points of interaction of a certain typical consumer with the service. We don't forget anything! It may turn out that there are hidden points of interaction that you did not know about. For example, you may find that some problems are solved by consumers through informal way - using social networks (which happens often). That is, one of the employees of the company contacts the consumer directly within the social network and helps him achieve his goal. It is necessary to record everything, including such points of interaction!
In order not to miss anything, use the mystery shopper technique, that is, go through all the steps of a typical consumer of the service yourself. You can also find external company, which will professionally identify all points of interaction with the involvement of a large number of respondents.
Remember that one CJM diagram is drawn for one target group (or one character if you use the character technique)!
Further - it is important to determine all possible channels of interaction for each point. That is, to determine which devices are used for interactions, for example, it can be web browsers, mobile applications, phone calls, skype calls, email, social media. Do not forget about offline channels - office visits, meetings with couriers, meetings with agents and so on. Again, unexpected channels may open up for you, for example, you may find out that a huge number of consumers come from mobile devices. And it may turn out that the design of your site does not take into account this channel of interaction.
Graphically, the CJM can have a different look - the diagram can be linear if the nature of the interaction with consumers is also linear:
Can be branched if consumers have multiple alternative interaction scenarios:
May have a temporary form - suitable for displaying interaction with the service during the day:
We can make several CJM charts for different customer groups and for different purposes.
Step #2. Describing points of contact
Now each point of contact and each channel must be described.
Here is the typical information we need to capture:
- Interaction channel
Points can have several channels, we list all channels. - Target action, scenario, success criteria
We describe what the consumer wants to achieve with this interaction. We also describe how the ideal interaction scenario arises, as well as what to do if the consumer has problems. We describe the specific criteria for the success of the passage of the scenario - this is necessary for us to collect statistics on the quality of the passage of each point of contact. - Degree of criticality of a point/channel
Helps to concentrate on the most critical points. - barriers
We list all the problems that consumers may encounter within this touchpoint. - Ways to lower barriers
For each barrier, we define countermeasures that we must implement when optimizing the service. For example, as in my registration confirmation example, we can control which emails a consumer enters and offer to correct spelling errors. - Conversion and ROI optimization
We consider the number of consumers who came to a given point to the number of those who successfully reached the next point of interaction. Ideally, if all consumers have reached the next point (coefficient = 1.0). This is the main KPI of the point of interaction and the employee of the company who implements this interaction. The conversion will allow you to calculate the economic effect of lowering one or the barrier. For example, you can calculate that lowering the barrier within a certain point of contact will result in a 20% increase in conversions. By tracing that 20% further down the CJM chain and getting to the point where the customer makes money, you can pretty accurately determine how much money the optimization of that point will make. If at the same time you still evaluate the costs of lowering the barrier, then you have the value of the ROI coefficient (return on investment). Having the value of ROI, it will be quite easy for you to prove to top managers the benefits of such optimization. - Other KPIs (for example, retention rate, time to contact, and so on)
We can come up with a large number of KPIs that more fully characterize the quality of the service at a given point. - Psycho-emotional state, degree of frustration and stress
We can obtain this data by viewing consumer complaints or by using qualitative methods research (interviews, field observations). As well as the degree of criticality of the point of contact, this information helps to focus on the most important points of the service.
Important advice
When describing points of contact, use consumer vocabulary, not your professional one.
Below in the figure are examples of the description of interaction points. I mapped a loyalty program for an oil company.
Step #3. Find out who is responsible for what within the company
For each point and channel, we add the name of a specialist or a group of specialists whose actions determine the success of interaction with the consumer.
Depending on the level of development of the company, this task can be very simple, or, on the contrary, very difficult. The more opaque the company, the more difficult it is to collect such data.
The situation is exacerbated when employees find out that you are going to capture KPIs for the quality of their work. Some employees may begin to sabotage the KPI collection process, they simply will not give you the necessary data. First, it is necessary to convince all employees that fixing KPIs will improve the quality of the service, which, in turn, will contribute to career advancement. But, as a rule, there will always be a couple of black sheep that will interfere increased transparency - and to overcome such resistance, you will need support from senior management.
Attention, ethical question!
Not everyone works strictly according to work instructions. Some employees may bypass them to increase efficiency. In this case, anonymize the sources of your information as much as possible.
Step number 4. Optimize the most critical points/channels
We take the most critical points interactions and reduce barriers within these points.
Take the example of an oil company - barrier #2 of step #3:
This barrier can be reduced by the competent presentation of information in the form of a sequence of actions (using graphics similar to comics). Just keep in mind that any optimization needs to be tested after implementation - does the new version of the touchpoint really work better than the previous one?
Also consider whether you were able to implement the push-and-pull principle to motivate consumers to move up the CJM?
A more radical way of optimizing is to remove unnecessary interaction points. The figure below shows the CJM circuit before and after optimization. In the right scheme, extra levels of hierarchy were removed and the chain of interaction as a whole became shorter.
Step number 5. We take control of the optimization process
We make the optimization process regular. After fixing the most critical points of interaction, we begin to consistently optimize the less critical points. At the same time, we establish regular KPI collection (including conversion). All changes in the UX of services and products are constantly checked against KPIs.
Thus, we consistently improve the quality of the service and earn credibility within the company. It's important to start with the most critical one so that it's easier to get approval and a budget for other service improvements. Taking on everything right away is expensive and time-consuming, and there is a risk of concentrating on unimportant problems.
Tools for creating CJMs
post-it leaflets
Use Post-It sheets to start working on CJM, for brainstorming, for building hypotheses and recording preliminary results. Leaflets encourage group work and are probably the cheapest tool and the most fast way fixing CJM.
Beautiful schemes
At an advanced stage, you can Adobe Photoshop or Illustrator to draw a sexy scheme, on which all points of contact are served as tasty as possible. Such schemes are suitable for presentation to various top managers for additional funding. However, these schemes are static and inconvenient for development; most of descriptive information. Do not abuse such schemes!
Excel + diagrams
Right now I'm working using two tools: Flying Logic to draw the chart and Excel (or Google Docs) to enter information for each touchpoint. Flying Logic is quite well suited for such diagrams, as it was originally made for constructing theory of constraints diagrams, which mates quite well with CJM. The disadvantage of this method is that you have to constantly synchronize the chart and table in order for the information to be up-to-date.
Touchpoint Dashboard Web Service
This is the only web service I know of that is specifically designed to work with CJM. In addition to capturing CJM, you can create crosstabs like importance/ease of implementation/effect or time to fix/cost of fix/effect. Such crosstabs will help you determine the order of service optimization.
All this looks very nice, however, the cost of the service looks like this (per month):
- $175 for 1 user
- $625 for 5
- $950 for 10
In my opinion, this is still too expensive for most teams - waiting for the appearance of a competitor, I'm sure after that the cost will decrease.
Results
Finally, I will briefly list the benefits of using CJM when redesigning a service:
- CJM allows you to spread knowledge about the real state of affairs with consumers in your company.
- Helps to draw the attention of top managers to egregious facts or potential opportunities for growth.
- Helps to calculate the ROI of CJM optimization.
- Contributes to the development of a strategy for the development of services and products that are included in it.
- Improves communication within the company.
- Increases the level of staff training (we go beyond pure UX).
- Improves the organizational culture of your company.
- Most importantly: it improves the quality of the service, which contributes to the loyalty of your customers!
Afterword: what to read?
On the Internet you will find many articles on the keywords of this article.
There are also a couple of books on the subject:
This is Service Design Thinking
An excellent fresh book, absolutely topical - I recommend it in every possible way!
Dmitry Provotorov, co-founder of the Manufactura company, talks about how to turn two rating stars with the help of CJM mobile application five and quadruple revenue.
To bookmarks
Customer Journey Map(User Journey Map) is a product development methodology based on a detailed analysis of the needs and behavior of the audience. The result of its application is an increase in the proportion of users satisfied with the use of the product. This article will discuss what the use of CJM can give the product and its owner.
What does the map show
The work on the CJM methodology is aimed at clarifying the following points:
- at what points the audience comes into contact with the product;
- how different segments of the audience interact with the product;
- what stages users go through on the way to their goals and what emotions they experience;
- where they face barriers to achieving goals;
- how well users move from one stage to another.
To answer these questions, you need to observe the audience. If the project is just being developed, then one of the options for obtaining data is to launch an MVP (minimum viable product, minimum viable product) with an analysis of the behavior of the audience at each step.
Here's what Pedro Marquez, product designer at Booking.com, the largest online hotel booking service, said about it:
Moving in small iterations at the start gives you real confidence that you are creating something right. Making a big decision without intermediate measurements is risky. If it works, you don't understand what exactly worked. If it doesn't work, you don't know what needs to be fixed.
Pedro Marquez
Booking.com product designer
Market opinion: CJM is just starting its journey in Russia
How widely Russian market Are you familiar with the CJM methodology? Manufactura asked this question to several companies with notable digital products.
Those Russian companies that use the Customer Journey Map throughout the entire process of product creation and life are rare and very advanced teams in UX. CJM is a practice that should be used when building a product from the very beginning, even at the idea stage.
Natalia Sturza
UX-analyst of the bank for entrepreneurs "Tochka"
There are few companies in Russia using CJM. Most work within the traditional approach of formal improvement. For example, a company is implementing an electronic queue system to automate processes and throws all its efforts into its development, while not delving into how to make it really convenient for people who work with it every day. Nevertheless, the demand for the transformation of business processes within the CJM exists, and it is quite large.
Alexander Kireev
Neuroniq Consultant (CJM projects for X5 Retail Group, Rigla pharmacy chain, etc.)
Ozon does not adhere to strict canons and rules when designing products. We select tools depending on the task, and our developers can use the Customer Journey Map as well. This methodology for analyzing user behavior and identifying points for product improvement is quite effective and easy to use.
Daria Negresco
Public Relations Manager at Ozon
CJM is now gaining momentum, I see him in the digital world more and more often. I brought the Customer Journey Map to Evotor from my former place works - from Alfa-Bank's digital company Alfa-Lab. There, this methodology is used in many products related to the Internet and mobile banking. However, I will not argue that absolutely everyone needs CJM - it is better to try and evaluate it personally.
Hope Avdanina
Product Leader at Evotor
We have been using the Customer Journey Map since the very launch of the Conscience project. CJM helps to evaluate the entire customer journey: from the moment of his first visit to the Conscience card site to the moment he becomes an active purchaser of goods in installments. We also use CJM to improve the application that our sales agents use. So, we added gamification elements to it - we gave sales agents the opportunity to compete throughout the day and challenge each other to battles. As a result, increased employee interest in work and their productivity.
Nadezhda Onischuk
Product Development Manager of installment card "Conscience"
CJM can be called a well-known but little-used tool in the arsenal of product managers. At Skyeng, we use CJM to develop products where there is not only IT, but also a large operational component - communication with teachers, call center, customer care, and so on. At the same time, our CJM is dual: it displays how the paths of the student and teacher overlap. This helps to improve user interaction both with the product and with the teacher.
Mikhail Karpov
Skyeng Product Director
In my opinion, CJM is now poorly distributed, companies with such products can be counted on the fingers of one hand. We at Dodo Pizza are just starting to use CJM, but we have been using a related tool for quite a long time - User Story Map, which serves to visualize complex user scenarios and prioritize development tasks.
Anton Bevzyuk
Chief Agile Officer at Dodo Pizza
CJM is increasingly being used large companies with complex products. Scenarios where there are more than three points of contact can be considered complex. If you have an online store with the chain "external banners - store - call center - courier", then it may seem to you that you keep all the transitions between these points in your head. But this is illusory. And the owners of complex products were the first to understand this, but now the rest of the market is also coming to this. We at QIWI build CJM for each new feature and periodically examine the user's path through already implemented solutions.
Alena Egorova
UX designer, customer experience manager at QIWI Wallet
Thus, market players consider CJM to be one of the most effective, but still not widely used tools.
Five steps to understanding
The Customer Journey Map methodology describes general principles product development, the application of which in practice may vary. The CJM use case we use at Manufactura has five steps.
Step 1. Audience segmentation
The work on compiling CJM begins with the reception of classical marketing by dividing the target audience into interest groups.
Our client, the German infotainment portal Meinestadt, approached us with the task of developing a mobile application. We installed triggers in it to record user actions and identified the most common scenarios in them, which allowed us to divide the target audience into three main segments.
- Party-goer. Logs into the app to search for interesting events (concerts, exhibitions, sports events) and buy tickets.
- Navigator. Uses a search app right places- restaurants, bars, gas stations and so on.
- Reader. He studies the news feed to keep abreast of what is happening in the city.
It is noteworthy that the client wanted to bet on a completely different audience segment - authors who themselves generate content in the application. But the analysis showed that there are almost no such users. This saved the product owner from erroneously investing in unclaimed functionality.
For new products that do not yet have a well-established audience, you can use the analysis of competitive analogues, data from open sources, consultations with experts, questioning the intended audience, forecasting based on theoretical models (for example, the well-known Pareto 20/80 principle) and some other methods.
Step 2. Determination of aha-moments
The Aha moment is the point where the user finds what they are looking for and experiences strong positive emotions. After that, he will most likely decide to become a regular visitor.
Therefore, in the search for aha-moments of a working product, measuring the retention rate for different audience segments helps: where there are more returns to using the product, goals are most likely achieved more often.
In the Meinestadt app, users from each of the three audience segments returned if they had found what they were looking for the previous time. A concert by your favorite band, a gas station with a low gas price, or an important announcement from the local police. "Found!" - that was their aha-moment.
Step 3. Formation of user scenarios (user flow)
Next, you need to figure out how the user arrives at the aha moment. For example, he sees an ad, installs an application, scrolls the news feed, sees an event, visits its page and - eureka! - buys tickets.
Steps are built into streams (user flow), after which you can measure the percentage of conversion by moving from step to step.
Establish a sequence of user actions help various systems analytics.
- For web products: Google Analytics, "Yandex.Metrika", Roistat.
- For mobile products: Localytics, AppMetrica from Yandex, Amplitude, Flurry Analytics, Fabric, CleverTap, Adjust, Branch.io.
Step 4. Mapping the Customer Journey Map
User flows, consisting of steps and aha-moments, are combined on a visual map that clearly shows all the main models of audience interaction with the product.
The value of this map is in high objectivity - it is based on the results of analytics real events and contains no untested hypotheses.
Behavior map of the three main segments of the target audience of the Meinestadt mobile application
Step 5. Analysis of the state of the audience, identification of barriers
The second important document in compiling the Customer Journey Map, in addition to the user movement scheme, is its decoding with a description of each step of the user and the removal of data characterizing his behavior at this step.
Knowing the size of the audience at each stage, we can calculate the conversion of the transition from step to step and find critical moments. If 80% of users go from the first step to the second, and only 5% from the second to the third, this means that somewhere there is a barrier.
Perhaps the user did not find the search icon, or a link appeared on his path leading away from the application. Having identified barriers, we can eliminate them: make the desired functionality more noticeable, remove distracting elements, bring the most requested options forward.
The result of compiling the Customer Journey Map is the ranking of functionality according to the degree of demand and a prioritized list of tasks for finalizing the product.
What did CJM give
By mapping the user journey for Meinestadt, we were able to develop a development strategy for the application that took into account the interests of users. However, after the launch, the audience initially reacted with low ratings and outraged calls to return "everything as it was."
At the same time, users viewed more and more content and performed more and more targeted actions. The number of returns has also increased. People were outraged, but they used it because it was convenient.
After a while, the rating of the application went up sharply, rising from 2.0 to 4.67. The audience got used to the new interfaces, besides, we identified the main complaints of users and carried out a number of small improvements on them.
Profit at the first stage after the launch of the new application grew by 138%, and after a while - four times. This growth was organic - we did not introduce any additional monetization mechanics, did not increase the number of impressions and ad integrations, we only developed a new structure and thoughtful interfaces for the application.
Why CJM
Based on the results of this project, our client and I made several conclusions for ourselves.
1. Users who achieve their goals with the help of the product bring profit to it
One of Meinestadt's monetization models is to receive a reward from the apartment rental service for each transferred user. In the new application, where search functions are brought to the fore, it has become much easier to search for rental housing, so there are many more clicks, and the amount of reward from the rental service has increased.
2. CJM allows you to use the project budget in the most rational way
The development of in-demand functionality, which was identified with the help of CJM, helped to achieve growth in the business performance of the product. By investing in untested hypotheses, the client risked spending the budget less efficiently.
Can do ten desired functions and win, or you can 50 unnecessary - and lose.
Thank you for your attention. Study your audience and people will be drawn to you.
Basically, all companies with one or another success collect information about their customers. But data is just data; often the real experience of the client, his frustrations and problems remain a mystery behind seven seals. The history of interaction between the client and the brand will help clarify the situation. In business, this story is Customer Journey Map, or customer journey map.
What is Customer Journey Map
This is a story about the client's experience with the brand: from the very first contact, through the interaction process and to long-term relationships. At its core, this is a graph that shows the points of contact of the client with the brand, thus building his path. And this very chart shows you the weak points and "failures" along the way.
CJM can like focus on a specific section of the path, and give an overview of the entire experience. But what is always in focus is the identification of the key interactions that the client has with the organization. It is important to find out the client's feelings, motives, and questions that they have on each of these touch points.
The customer journey map can be designed in any form. There is no single design standard, or any rules. Each organization draws up a map in the way that is most convenient for it. Most often, it is drawn up in the form of a diagram or infographic. But it can also be a table or graph, diagram.
But the main thing is not this. Whatever the form, the goal is the same: the organization must learn more about its customers.
The need for this tool arose at the moment when interaction with the client became systemic. Channels such as advertising, website, sales department do not work autonomously - all this forms single system. As a result, brands realized that it was impossible to just leave a client after the first contact with him: the client must feel taken care of himself, he must be taken by the hand and held from the very first point to the last, passing from department to department so that he does not feel discomfort or jumps.
Not surprisingly, marketers are increasingly using customer journey maps in their work.
Why CJM is needed
The customer journey map is a powerful tool that helps to solve several important tasks at once:
- makes the client loyal;
- provides comprehensive work with the client at all stages of interaction with;
- enhances engagement.
The map will help the designer to see and realize the real aspirations of users.
CJM gives managers the opportunity to review the entire customer experience, to see the big picture. They see how customers go through the sales funnel. Weaknesses are visible, opportunities for improving user and customer experience are open.
A customer journey map helps identify gaps, points in the customer experience that are painful for people. It could be gaps between different channels interactions, for example, the experience of moving from social networks to a website can be better.
First of all, this approach puts the user at the center of the company's thinking. Mobile, social networks and the Internet have changed customer behavior. And each business needs to be able to adapt to these new realities, new channels.
This tool will allow you to consider the feelings, questions and needs of the user. This is especially important for digital products and services.
CJM has a lot of benefits and is a really great tool. But where to start?
I suggest that you first familiarize yourself with the examples, and then figure out how to create it.
Customer Journey Map Examples
Essentially, a brand customer journey map is an illustration, model, or diagram of all the touchpoints your customers interact with your company online or offline.
Of course, this is a simple model, often primitive. Like a portrait of the target audience, funnels or any other diagrams, it is not 100% true in reality. Rather, it is a model with which we try to reflect reality with a certain degree of accuracy.
It is unlikely that you will find two similar Customer Journey Map . The design depends on your product and your goals. Sometimes it is quite complex and detailed, as in this example:
The map could be much simpler, as it is here.
Here is an example of a CJM phone repair service. As you can see, this scheme is very different from the previous ones.
See more examples. Dapper Appsis an Australian company that specializes in the development of applications for iPhone, iPad, Android, Windows and the web.
CJM Dapper includes 5 stages: research, comparison, workshop, questions and output.
One more example -IdeaRocket LLC. The company develops animated videos for businesses. Most of their clients come from SEM.
Finally - a map of a company operating in the construction industry. It includes six separate stages: design, financing, construction, leasing, model and completion.
There are many ways to explore the customer journey, as well as ways to create the final product (the card itself). The result obtained can be used for certain areas. We hope these examples have inspired you to create your own.
How to create a Customer Journey Map
The process of creating a map should begin with getting to know the customers. And you may already have some user information on hand. Start with this -gather information.
The most important thing you need to do is find out what groups of buyers you have and what questions they ask when they are at one stage or another of interaction with the company.
