So we are going to discuss the common problems with week customer service journey. Now what are the common problems with weak customer journey maps?
How you define the language you use in customer journey mapping impacts your ability to create common understanding, take collective action, and create new value. Lack of clarity and agreement on terms will lead to these unnecessary problems:
Lack of clarity downstream
A web search for “customer journey mapping” returns an enormous collection of terms and phrases. However, many are used interchangeably, the same word may describe different levels of detail, and the result is predictable confusion.
The words you choose is less important than making and promoting a clear choice, defining a simple hierarchy with clear distinctions at every level.
Ineffective measurement of service
Being clear about what you are doing at each stage of a journey map helps you choose the right measurements for that level of the map. You can measure many things about service and customer experience, but these measurements may not be well connected to each stage of your customer’s overall journey.
A common example is when customer satisfaction (CSAT) scores or Net Promoter Scores (NPS) scores are captured at the Service Transaction level. A customer may rate you highly within a specific transaction, but consider you a problematic provider in another transaction, or in the transition between transactions. Measures at the level of the Customer Lifecycle or Customer Journey are required.
Unfocused generation of new ideas
You may want to involve your employees and partners in generating new service improvement ideas. But an unfocused request for “ideas to help us make service better” will produce a list of equally unfocused ideas.
A better approach is to solicit ideas with clear focus on key areas at each stage of the customer mapping process, on specific outcomes you wish to achieve, and for specific customer segments taking the journey.
An effective Customer Journey Map, with each level and each term clearly understood, allows you to isolate key points of joy to be expanded or enhanced, and key points of frustration to be eliminated or significantly improved.
Ultimately, Perception Points is the level where opportunities for service improvement will be implemented. But without a clear hierarchy of terms and understanding, your team may not focus on these points, may miss seeing what causes problems at these points, and may fail to generate good ideas to improve service at these points.
Gradual decline of engagement and service culture
Customer Journey Maps are often used to build a more customer-centric culture. But poorly defined maps create more confusion and questions than insight and answers. When struggling with vague or confusing maps, you may hear reactions that point to barriers deeply embedded in existing systems, practices, process, policies, traditions, and leadership behaviors. Common reactions from colleagues include; “We don’t really understand the issue…”, “We can’t do this because…”, and “They won’t let us do that…”
However, by looking holistically and working with well-defined Customer Journey Maps, you can bring everyone to a shared view on what needs to be improved, and what barriers are standing in the way. Overcoming “we can’t” becomes easier when everyone can see the problems.
A culture of service excellence accelerates when everyone can work solving these problems together.