Customer Journey Mapping
Journey mapping helps you visualize how customers experience your product or service, and how they feel along the way. Scroll to step 6 for a real-life example from one of our product teams!
USE THIS PLAY TO...
Understand the customer journey from a specific persona's perspective so you can design a better experience.
If you're struggling with Health Monitor, running this play might help., or on your
4 - 8
Running the play
Depending on how many touchpoints along the customer journey you're mapping, you might break the journey into stages and tackle each stage in pairs.
Define the map's scope (15 min)
Ideally, customer journey mapping focuses on the experience of a single persona in a single scenario with a single goal. Else, the journey map will be too generic, and you'll miss out on opportunities for new insights and questions.
Once scope is agreed on, double-check your invite list to make sure you've got people who know the details of what customers experience when using your product or service.
Set the stage (5 min)
It's really important that your group understands the user persona and the goal driving their journey. Decide on or recap with your group the target persona and the scope of the journey being explored in your session.
E.g. "We're going to focus on the Alana persona. Alana's role is project manager, and her goal is to find a scalable way for her team to share their knowledge so they spend less time explaining things over email. We're going to map out what it's like for Alana to evaluate Confluence for this purpose, from the point where she clicks that TRY button, to the point where she decides to buy it – or not."
Build a customer back-story (10 min)
Have the group use sticky notes to post up reasons why your target persona would be on this journey in the first place. Odds are, you'll get a range of responses: everything from high-level goals, to pain points, to requested features or services. Group similar ideas and groom the stickies so you can design a story from them.
Take a look at the example provided in the call out of this section. This back story starts with the pain points – the reasons why Alana would be wanting something like Confluence in the first place.
- E.g., "Her team's knowledge is in silos"
Then it basically has a list of requirements – what Alana is looking for in a product to solve the bottom pain points. This is essentially a mental shopping list for the group to refer to when mapping out the customer journey.
- E.g., "Provide structure"
Then it has the outcomes – goals that Alana wants to achieve by using the product
- E.g., "To keep my team focused on their work instead of distracted by unnecessary emails and shoulder-taps"
And finally the highest-level goal for her and her team.
- E.g., "Improve team efficiency"
Round off the back story by getting someone to say out loud what they think the overall story so far is, highlighting the main goals the customer has. This ensures a shared understanding that will inform the journey mapping, and improve the chances that your team will map it from the persona's point of view (not their own).
- E.g., "Alana and her team are frustrated by having to spend so much time explaining their work to each other, and to stakeholders. They want a way to share their knowledge, and organize it so it's easy for people outside their team to find, so they can focus more energy on the tasks at hand."
Here's a backstory the Confluence team created.
Map the pain points (10 min)
"Ok, show me where it hurts." Go back over the map and jot down pain points on sticky notes. Place them underneath the corresponding touchpoints on the journey. Where is there frustration? Errors? Bottlenecks? Things not working as expected?
For added value, talk about the impact of each pain point. Is it trivial, or is it likely to necessitate some kind of hack or work-around. Even worse: does it cause the persona to abandon their journey entirely?
Analyse the big picture (15 min)
As a group, stand back from the journey map and discuss trends and patterns in the experience.
- Where are the areas of greatest confusion/frustration?
- Where is the journey falling short of expectations?
- Are there any new un-met needs that have come up for the user type?
- Are there areas in the process being needlessly complicated or duplicated? Are there lots of emails being sent that aren’t actually useful?
Then, discuss areas of opportunity to improve the experience. E.g., are there areas in the process where seven steps could be reduced to three? Is that verification email actually needed?
Here's a user onboarding jouney map our Engaging First Impressions team created.
Be sure to run a full Health Monitor session or checkpoint with your team to see if you're improving.
MAP A FUTURE STATE
Instead of mapping the current experience, map out an experience you haven't delivered yet. You can map one that simply improves on existing pain points, or design an absolutely visionary amazeballs awesome experience.
After the mapping session, capture notes and photos of the group and the artifacts created on a Confluence page. Include a write-up of your analysis and recommendations you came up with. What pain points have the highest impact to customers' evaluation, adoption and usage of our products? What opportunities are there, and which teams should know about them?
KEEP IT VISIBLE
It's best if you can keep the journey on a wall near your team. If not, capture the journey map in pixels using Illustrator, Gliffy, or a similar tool. While you're at it, try to add some order and structure to the journey map you created.
KEEP IT REAL
Validate your journey map with customers if at all possible. And yes: you might learn that your entire map is invalid and have to start again from scratch. (Better to find that out now, versus after you've delivered the journey!) Major initiatives typically make multiple journey maps to capture the needs of multiple personas, and often iterate on each map.
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