Mapping Experiences: A Complete Guide to Creating Value through Journeys, Blueprints, and Diagrams

by Jim Kalbach

experience spatially. As the name implies, spatial maps

Moments of Truth

Hart Print’s moments of truth: - Stimulus - visiting the website/social media - Getting information on our service and who we are (ZMOT) - Placing an order - Receiving an order - Customer feedback and customer service response

Zero Moment of Truth

More and more, consumers read reviews by other consumers.

FIGURE 2-8.

Our zero moment of truth occurs around the time a customer reaches out for more information. We need to take a hard look at what we are sharing here and how we share it.

Functional value

Our cans are a vessel which customers can put their beverages in and effectively display their brand.

Social value

Our cans are much better for the environment than other options. (Consider adding other elements here) Define Hart Print’s values as a company!

Emotional value

Feelings of trust, respect, loyalty, coolness. This is the emotional relationship. Maybe we should take some time to describe the emotions we want our customers to experience during the journey and how we plan on achieving these emotions.

Conditional value

How does our value change during COVID? How does our value change during a can crisis? How does our value change during summer? How does our value change when the order is unique or for an event? How does our value change when the order is very large? How does our value change when the order is standard? (Maybe this is steady state value and the other situations change the steady state).

personal identity.

What is the identity our customers are trying to create? How can we help them get there? What if part of what we do is help our customers find their identity and standout? What if Hart Print’s cans sell more than other cans on the shelves? Maybe this is what Hart Lab’s mission is.

Beauty.

Community.

Creation.

Duty.

Freedom.

Justice.

Oneness.

Security.

Truth.

They allow you to visualize and locate value within your offering ecosystem. From this you can ask, what is your value proposition at each point in the experience? Or, how is the organization meaningfully unique from the customer’s perspective? And, what meaning can you create for customers?

Share this with our team. This is WHY we are doing customer journey maping

people “hire” products and services to get a job done.

Our customer’s “hire” our cans to put their liquid in (functional), make their brand shine (emotional and functional), while being environmentally friendly (social), supporting local and connecting with community (social)

Companies that target their products at the circumstances in which customers find themselves, rather than at the customers themselves, are those that can launch predictably successful products. Put another way, the critical unit of analysis is the circumstance and not the customer.

What is the circumstance that we are dealing with? Does it change it different markets?

If individuals have to constantly reorient themselves, the experience feels incoherent. Coherency in experience is a common goal for most organizations, and has been shown to increase profits.

It will be important to share our customer journey map to all teams and also what the target customer experience is along the way. Step 1 is probably to define experience and emotion for our “moments of truth” share that across the team Step 2 is to dig deeper at the journey beyond the moments of truth and build depth to the moments of truth. Many interactions within the customer journey can make up a moment of truth.

Instead, they must grow by questioning the type and scope of value they create.

Alignment diagrams provide insight from the outside-in and are best created up front to inform strategic decisionmaking.

What can our desired outcomes look like? - Reduce lead times - Sustainable packaging - Cost effective packaging - Optimize branding (stand out on shelves) - Compliant packaging - Secured source of cans (available cans) - Easy to use and order packaging - Help with design services (bar codes, spot varnishing, etc.)

Put simply, people buy products to get a job done.

You don’t compete against products and services in your category: you compete against anything that gets the job done from the user’s point of view.

The good news is that the balance is shifting. There’s a move from shareholder value to shared value.

They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.

Every time a customer interacts with a company it creates value for society.

collaboration

Art collaboration opportunities. What’s hot. Trending design. We are at the forefront.

Let’s build our customer’s ecosystem when dealing with canning

Without an educated audience, however, starting a mapping effort can prove difficult.

If possible, run a small pilot project. Diagrams need not be complex or detailed to be effective.

Proto-personas are a variant of the typical persona, with the important difference that they are not initially the result of user research. Instead, they originate from brainstorming workshops where company participants try to encapsulate the organization’s beliefs (based on their domain expertise and gut feeling) about who is using their product or service and what is motivating them to do so.†

It’s not just a matter of money. I’ve worked with plenty of companies that simply avoid in-depth investigations of the customer experience. Uncovering deep emotional connections to products and services is a messy endeavor. Instead, they focus on things like operational efficiency and short-term gains.

(www.designingcx.com).

Use sticky notes to work out a preliminary structure of the diagram together. You should end up with something similar to the diagram shown in Figure 5-4.

There may be a tendency to come up with solutions in such an initial workshop. Let this happen, and be sure to capture those ideas. But don’t make the focus of the workshop brainstorming.

you’re looking for a common understanding within your organization of how you’ll create value for customers. If a small team is focused on how they will create user value, more formal activities may not be needed.

Both the draft diagram and a touchpoint inventory will help you understand the domain within which you are working.

Two deliverables for one of our initial sessions.

The draft diagram you co-created with the team helps identify your assumptions and open questions about the individual’s experience.

Part of the reason why we are doing this

Field Research

I do think we should take some time to do this. I think it would be really beneficial to understand the customer experience in year 1, capture it, and use it as a baseline for future years. ALSO - We should always do a follow-up to a customer complaint to measure their level of satisfaction to our response.

One technique to keep the session moving is called the critical incident technique. With this, there are three simple steps to follow. Recall a critical incident. Have the participant remember an event that happened in the past that went particularly badly. Describe the experience. Ask them to describe what happened, what went wrong, and why. Be sure to also ask how they felt at the time. Finally, ask what should have happened and what would have been ideal. This typically reveals their underlying needs and expectations of the experience.

For instance, a question could list a series of touchpoints and require respondents to select the ones they encounter. This would allow you to indicate the percentage of people who encounter a given touchpoint.