customer journey mapping
TRANSCRIPT
Customer Journey MappingLawrence Hallett
Wales Quality CentreMonday, 8 July 13
Key Differences
• Less but more depth• Customer Focus• Less overlap• Greater support• Improved self assessment tool• continual improvement cycle
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Customer Insight
The culture of the organisation
Information and Access
Delivery
Timeliness and Quality of Service
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Exercise
Who are your customers and prioritise their importance to you
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The worst of Customer Service,WHY?
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The worst of Customer Service,Because...
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85% Defect
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8% repurchase
Source: habit by Neale MartinMonday, 8 July 13
Results So Far: Self Assessment
0
15.00
30.00
45.00
60.00
%
Customer Insight Culture Information & Accesss Delivery Timeliness & Quality
CSE Criteria
Fully MeetPartially meetFail to meet
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How to map a customer’s journey?
The different types of journey map can be used alone or in combination to
better understand customer experiences.
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Customer journey mapping is the process of tracking and describing all the experiences that customers have as they encounter a service or set of services, taking into account not only what happens to them, but
also their responses to their experiences.
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The 3 Types of Customer Journey Mapping
•Customer Experience•Process Mapping•Measuring the experience
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CUSTOMER JOURNEYS IN THE PUBLIC SECTORMany customer journeys dealt with by THE PUBLIC SECTOR cut across departmental boundaries. Journey mapping can be particularly valuable here. INDIVIDUAL JOURNEYS
BUSINESS JOURNEYS
Maternity leave Ante-natal care Registering
birth Benefits Trust fund
Birth or adoption Ofsted reports Applying for
school Pre-school
boosters
Starting school Benefits Taxes Registration Name change
Getting married
Starting a business Registration VAT Financing Applying for
grants
Tax/compliance
End of year returns
VAT Auditing
requirements
Employing someone Jobcentre Plus PAYE National
insurance
Health & safety
Registration HSE inspections Local authority
regulations Legal system
Applying for pension
Tax on retirement income
Retiring Registering
death Pensions Notifying
change of circumstances
Bereavement
Closing down
Changing name, address
or status Redundancy
payments Tax & accounts
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Try Mapping your experience
Select a processDefine the basic stagesDefine each stepQualify the level of emotional experience
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MORE ON JOURNEY MAPPING…There are also a number of publications that can tell you more:
Customer Journey Mapping - Guide for Practitioners is a practical reference document for people who will be carrying out the process of journey mapping.
An expanded ‘toolkit’, also on the CIF website, gives more tools to use in journey mapping.
A set of four online training modules serves as a quick introduction to journey mapping, and can be found on the CIF website.
Customer Journey Mapping - Guide for Managers is relevant to those involved in leading and supporting cross-government service transformation.
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INPUT OUTPUTTHE ORGANISATION
CONSTRAINTS
RESOURCES
The process model.
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The Card gameAimTo score as many points as possible by the exchange of cards
Time limit10 mins
Exchange rate1 for 1 or 1 for 2
PointsSpades - 20 pointsHearts - 15 pointsClubs - 10 pointsDiamonds -5 points
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suppliers Customers
The ‘Birds Nest of Processes
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START
PROCESS
STEP
DECISION
STOP
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Additional Symbols
1.8 Constructing a Flow Chart - contd.
Shadow signifies additional flow chart
A major task has sub-tasks e.g. filling kettle
sub-tasks are:-• pick up kettle• fill with water• plug in• switch onA
A Continuation References the continuation of the chart on another page
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UNLOAD TRUCK
INCOMING MATERIAL
VENDOR/ REPAIR
WORK STATION
WORK STATION
GRINDING
REWORK/ SCRAP
WELD & TRIM
REWORK/ SCRAP
NO
INSPECT OK?
INSPECT OK?
INSPECT OK? NO
NO
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SELECT DESTINATION
MAKE ARRANGEMENTS
PACK SUITCASE
TRAVEL TO DESTINATION
RELAX AND ENJOY
DECIDE TO TAKE A TRIP
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Dept A Dept B Dept C Dept D
Task A1
Task D1
Task A2 Task B1 Task C1
Task B2
Task B3
Task C2
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MAPPING THE SYSTEM (PROCESS MAPPING)
FREE SCHOOL MEALS EXAMPLE
KEY STEPS IN SYSTEM/CUSTOMER JOURNEY
Tameside council
FSM section
NOTES ON PROCESS AND CRITICAL INCIDENTS
End to end system
definition
Process of making a new application for FSM from becoming eligible through to
receiving meals
Objectives/ scope
Map Free School Meals (FSM) to identify how
to deliver a better customer service and achieve cost savings
Customer segment All new applicants
Core system goals
Goal 1:Deliver an important benefit consistently and without delays
Goal 2:Minimise the number of entitled people leaving the process without obtaining the benefit
Goal 3:Contribute towards a required 3% efficiency improvement across the council
CustomerBecomes eligible/ aware of eligibility
Finds out about FSM and how to
apply
Receives request for
more informatio
n/ verification
Receives confirmatio
n of FSM entitlement
Sends extra informatio
n/ verification
Child starts receiving
meals
Do I want to apply?
Can I/ do I want to proceed?
SchoolReceive
report on entitlement
Providesmeals
Receive and check application
Add claim dates and authorisati
on
Report sent to school
and confirmation to parent
Bring up child’s
record and add note
Is all correct info provided?
Leaves process Leave process
Completes application
form (4 routes leading to
same process)
No No
Sometimes can verify internally , sometimes have to go back to the customer
Wasted materials
often associated with this
step
Will continue to
receive benefit
until next review, even if
eligibility changes
On-line application
s have earlier
start date than paper
ones
Four different routes
have very different
associated costs
Application rates may vary by area; in some places there’s more
stigma attached
Criticalmoment
Criticalmoment
No
Yes
Yes Yes
Sharing what the current process looks like
Identifying duplications and deviations from the norm – where do things go wrong?
Identifying how and where things can be improved
Comparing the view of staff with the view of customers
Training – showing how things should be done
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CUSTOMER EXPERIENCE MAPPING
BORDERS AND IMMIGRATION AGENCY EXAMPLE
Objectives, scope &
journey typeApplying for entry clearance to the UK Customer
segmentShort-term student from China (Sichin)
Moments of truth
© Oxford Strategic Marketing
Key Journey Steps
Key Journey Steps
VISA received
Finds information
Application submitted
Payment processed
Query from UK Visas received
Receive interview request
Biometrics and
interview
Key Journey Steps
Postal delivery of
visaCan be sent with more
info on immigration
Website; needs to be
easy to access 24/7Supporting phone line
Currently no contact.
Opportunity to confirm
receipt
Payment goes
through bank – no
direct acknow-
ledgement
Query sent by email.
Opportunity to update
on progress and timing
Letter sent out.
Opportunity to say more about the process
Face to face contact with interviewer. Could say
more about process to reassure
Touchpoints
Visa arrives in the post.
Hugely relieved and
can now look
forward to and finalise her plans
for coming to England
Sichin has details of her course and tries to
find out about visa
application. Finds the website
easily and is encouraged
Sichin applies
online and sends
supporting documents by secure
post. Expensive but can’t
risk losing them
Payment has gone
through but she’s heard nothing yet.
It’s a big sum of
money – hope all’s
OK
Application and checks have shown one of the documents is missing. Sichin finds
this but more
expense
Contacted for
interview. Worried – biometrics
sounds alarming. Anxious
now about timing – all
taking a long time
Attends her interview. Nervous – building
intimidates her. Hope
it’s gone OK but hard to
tell
Actions, feelings,
thoughts and reactions at each step
Getting managers and other staff to think about how people think, feel and act at every journey step
Identifying key points where we can act to transform the experience
Bringing this to life to ‘sell’ internally
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THE HEART MONITOR
MINISTRY OF JUSTICE EXAMPLE
Objectives, scope &
journey type
Track the process experienced by jurors to improve levels of service
Customer segment Jurors
Moments of truth
© Oxford Strategic Marketing
Key Journey Steps
Key Journey Steps Post trial
Receive summon
s
Jury selection
In court pre-trial
In court – during
trial
Deliber-ation
Delivery of
verdict
Key journey steps
Comms:Ensure follow-up letter goes
out re sentencing
Comms: Manage
expectationsChannel:
24 hour access
Customer face:Explain delaysEnvironment:Make the wait as painless as
possible
Process:Simplify
expenses system
Look at time-keeping
Comms:Make jurors aware of role played by all the evidence
Environment:Provide
adequate facilitiesComms:
Brief on verdict delivery
Customer face:Talk to jurors –
stress the importance of what they’ve
done
Levers for solution hunting
Great+100
-100Poor
Customer Satisfaction
Rating
Receive letter – looking
forward to it
Easy to change date
by email
Judge was ‘professional
’
Slow selection process
Judge thanks jury
– much appreciated
Locked in
No preparation
for delivering
verdict
Finishing was a relief
Not sent information
about sentencing
Only small amount of evidence
useful
Trial was impersonal
Late start most days
Expenses ‘a hassle’
Victims family start
to cry – ‘lowest point’
Expressing a journey in a highly visual way that can engage and motivate stakeholders
Identifying the highs and lows of the experience
Clearly highlighting the areas where we need to take action most urgently
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Generating a picture of the customer journey is a valuable way to understand how customers experience public services
Leve
l of s
atis
fact
ion
Reporting the crime
Before the trial At court After the
trial
Neu
tral
Pos
itive
Neg
ativ
e
Police investigation
Reported crime
immediately. Police ‘very good’ – told him what to do and who was coming. Felt secure
Identity parade. No coaching, no
reassurance wouldn’t meet attacker
Barrister not very confidence
inspiring
Drove him home - grateful, but didn’t feel like standard
service
Would report a crime again, because found out defendant had been held for 5 months. But court experience was a ‘waste of time’
Received call from detective
Gave statement in police car –
felt were ‘helping him’
Drove around looking for attacker – ‘waste of time’ as in
marked car Had to go to the
detective – ‘foreign
territory’. Police station
‘disconcerting’
Gave formal statement.
Worried whether
justice would be done. Detective seemed
‘dim’. Changed the
statement into his own
words
Phone conversation
s with detective –
‘kept in touch’
Called up to identify
criminal on computer system seemed
‘efficient’
Identified attacker – ‘felt good, this
will be straightforward’
Few days before trial,
still no information on process
Called Witness Service as wanted to speak to
barrister. Told to arrive early
on the day. Seemed
‘disorganised’
Pack from Witness Service. Personal contact became formal. No information about process
ahead
Case submitted
to CPS. Unclear where next
contact from. Had
to ask detective
Didn’t see barrister,
and detective
late
In locked witness room – ‘cut off’
Little contact with anyone
– only detective
Didn’t go into court at all on day 1. No information on why. Lack of
information most frustrating thing
Witnesses have to be flexible but
judges aren’t (lunch 12-1).
Annoying
Food terrible – had to go out
Told to come back next day.
Not a big problem
Asked to see
barrister again. Did – but he wasn’t
informative
Called - court room an alien
situation. From a tiny room to a
theatre. Everyone else
in the know
Judge asked if he would like to
sit – only introduction
Jury is a ‘sea of faces’
Accused got off
Got off because he had been identified on computer system before line-up (which made evidence
invalid. Police knew this was a problem, so why didn’t
victim?
Other reason was that a detail of appearance had
changed. Frustrating, ‘knew it was him’
Only communication with detective. Happy to explain
situation
Detective told him ‘You should have said…’ Too late now
Detective gave him background to accused: first
offence, had been held since arrest. ‘Felt a bit better’
Worried attacker could come to house
September MarchSource: DCA
Customer journey through court: Victims of crime
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Your Organisation
Exercise 1 - page 3Monday, 8 July 13
•Questions•Frequency•Who will collect•How will data be collected•How will it be actioned
Exercise 3 - page 11Monday, 8 July 13
Why do we need
satisfaction data?
Exercise 2 - page 5Monday, 8 July 13
Why?•Listen•Enhance profit•Retention•Comparison•Research•Venting•Targeted
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Problems•Too many
•Respondents
•No action
•Link to profit
•Disguised Marketing
•Pain
•Targeted
•Why?
•The butt brushMonday, 8 July 13
90% of companies refer to customer satisfaction in their mission
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Survey Success•Define your goals
•Keep it short
•Right type of questions
•Specific questions
•Scale - easy
•Start easy
•Test it
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Addressing rising customer expectations
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Using Customer Databases Daily
One-to-one relationship selling is the oldest game around, but if you're not working it in conjunction with a well-maintained customer database, opportunities are slipping by.
Silverman's, a men's-apparel chain in North and South Dakota, has a close enough relationship with customers that its database is filled with up-to-date information about individual shoppers' sizes, buying habits, and preferences--even products they tried on and didn't buy. Salespeople use the information to help friends buy gifts and to follow up on big sales; a self-generated computer report two weeks after the sale reminds the salesperson to call and check that everything is satisfactory. "Most customers would rather stop shopping at a store than take the trouble to complain," says third-generation clothier Stephen M.Silverman.
The marketing department uses the database to target its efforts. It produces a simple postcard announcing the arrival of, for instance, bathrobes made by a prominent designer. The computer selects customers who have previously purchased the designer's merchandise and have not purchased bathrobes in the past year. Silverman says that such targeted mailings typically elicit a 25% response rate in four weeks for his business—and that's with no discount.Monday, 8 July 13
Measurements are key. If you cannot measure it, you cannot control it. If you cannot control it, you cannot manage it. If you cannot manage it, you cannot improve it.
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48
Process Step
Activity Processing time - Hrs
Cycle Time - Hrs
1 HR inform manager of employees appraisal due date
0.2 0.3
2 Managers informs staff member to complete the appraisal form online
0.05 24
3 Employee completes form 1 48
4 Employee emails form to manager 0.05 1
5 Manager reviews form and completes his comments
2 24
6 Undertake the appraisal 2 72
7 Manager updates appraisal 1 48
8 Manager circulates form for approval from senior manager, copy to HR and employee
0.05 96
9 Manager files appraisal for future reference 0.2 24
Total 6.55 337.3
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There are 12 cornerstone tools to streamlining, and they are applied in the following order:-
Bureaucracy elimination
Duplication elimination
Value-added assessment
Simplification
Process cycle-time reduction
Error proofing
Upgrading
Simple language
Standardisation
Supplier partnerships
Big picture improvement
Automation and/or mechanisation
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Value Added = Value after processing - value before processing
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Contribute to Customer
Requirements
Necessary to Produce Output?
Activity
Contribute to Business Functions
Activities That Must be Performed to Meet Customer Requirements Activities That Do Not Contribute to Meeting Customer Requirements. These
Activities Could be Eliminated Without Deterioration in Product/Service Functionality
No
Yes
No
Yes
Yes
No
Real Value Added
Record Order Type Policy Research Data Record Claim
Business Value Added
Record Data Received Order Forms Update Personnel Records Prepare Financial Reports
No Value Added
Review and Approval Rework Movement Storage
Value-added assessment
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How to undertake a value added analysisStep1 Define the Process
Step 2 Define the customer requirements
Step 3 Redraw the Process with value-added steps only
Step 4 Rationalise the difference between actual and theoretical
Step 5 Construct an action plan
Step 6 Implement changes
Step 7 Test for Success
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Ongoing stock levels £20 million
Cost of catalogue production £2.5 million
Order new ranges
Undertake print run
Organise photographic shoots
Decide on new range
Formulate catalogue
Distribute 50,000 catalogues
Sales Agents take orders
Store product
no
Is product available
Deliver to customer
Order Product no
Approve 1st print run
Yes
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“Re-engineering is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements”.
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Processes
PROCESS EFFECTIVENESS
PROCESS EFFICIENCY
PROCESS CYCLE TIME
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