Define the journeys of current customers and personas
Posted: Wed Jan 29, 2025 4:03 am
Depending on the number of products and the various buyer segments, as well as the different sales channels, there can be a large number of customer journeys. These need to be explored, categorized and prioritized in terms of their economic implications and potential. We are talking about the current state, the REAL journeys.
3) Defining the future, ideal customer journey(s)
The goal here is to think about optimal customer journeys (TARGET journeys), which of course must meet the feasibility aspect, but can still be ambitiously outlined. The balancing act between utopia and promising quick wins is one of the most complex aspects of this elaboration and requires many knowledge bearers in the company.
4) Analysis of the "Moments that Matter"
This is the core of the customer journey. The moments that bc data really matter, which on the one hand decide whether a customer buys (again) and ideally even advertises your company, or on the other hand whether you lose this customer and in the worst case he even speaks badly of your company. As crucial as these points are in the customer journey, they often seem small and insignificant in detail (as in the initial example).
5) Derivation of optimization measures
If you now overlay the REAL journey and the TARGET journey, you can quickly recognize where there is a greater need for action in the customer journey. Taking economic aspects into account, it is now necessary to develop optimization measures. The Moments that Matter, if worked out correctly, are the decisive milestones on which measures can be probed. These should be shaped into a comprehensible roadmap.
6) Prioritization and embedding in a workflow sheet
Structure is important! You will quickly realize that your current customer journey is far removed from your ideal journey in many ways. To prevent this from becoming a suicide mission consisting of countless actionable tasks, structure and prioritization are needed above all. A possible division into thematic streams could look like this:
a. Systems/data
In this stream, which forms the technological basis of a profitable CX strategy, you should closely examine the current IT systems landscape, analyse their architecture, identify weaknesses and systematically eliminate them – in close coordination with specialist departments.
b. Change management and training
The mindset of doing everything for an excellent experience must be carefully and cautiously communicated to employees. If new CX systems are added (CRM, marketing automation, service, CDP, analytics), those responsible must be trained, knowledge built and this must be systematically communicated.
c. Organization and processes
Changes in the company must be properly organized to run efficiently and as smoothly as possible. Working groups, steering committees, sponsors, and product owners are just some of the structural requirements for the processes underlying change.
3) Defining the future, ideal customer journey(s)
The goal here is to think about optimal customer journeys (TARGET journeys), which of course must meet the feasibility aspect, but can still be ambitiously outlined. The balancing act between utopia and promising quick wins is one of the most complex aspects of this elaboration and requires many knowledge bearers in the company.
4) Analysis of the "Moments that Matter"
This is the core of the customer journey. The moments that bc data really matter, which on the one hand decide whether a customer buys (again) and ideally even advertises your company, or on the other hand whether you lose this customer and in the worst case he even speaks badly of your company. As crucial as these points are in the customer journey, they often seem small and insignificant in detail (as in the initial example).
5) Derivation of optimization measures
If you now overlay the REAL journey and the TARGET journey, you can quickly recognize where there is a greater need for action in the customer journey. Taking economic aspects into account, it is now necessary to develop optimization measures. The Moments that Matter, if worked out correctly, are the decisive milestones on which measures can be probed. These should be shaped into a comprehensible roadmap.
6) Prioritization and embedding in a workflow sheet
Structure is important! You will quickly realize that your current customer journey is far removed from your ideal journey in many ways. To prevent this from becoming a suicide mission consisting of countless actionable tasks, structure and prioritization are needed above all. A possible division into thematic streams could look like this:
a. Systems/data
In this stream, which forms the technological basis of a profitable CX strategy, you should closely examine the current IT systems landscape, analyse their architecture, identify weaknesses and systematically eliminate them – in close coordination with specialist departments.
b. Change management and training
The mindset of doing everything for an excellent experience must be carefully and cautiously communicated to employees. If new CX systems are added (CRM, marketing automation, service, CDP, analytics), those responsible must be trained, knowledge built and this must be systematically communicated.
c. Organization and processes
Changes in the company must be properly organized to run efficiently and as smoothly as possible. Working groups, steering committees, sponsors, and product owners are just some of the structural requirements for the processes underlying change.