journey mapping en francais

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Prenons rendez-vous, qu'est-ce qu'un customer journey map et comment le réaliser .

Dans un environnement de plus en plus concurrentiel, la compréhension du client et de son expérience est devenue primordiale pour la conversion. L’attention de vos prospects étant constamment sollicitée, il ne s’agit donc plus d’inonder vos canaux de communication pour les attirer, mais plutôt de les toucher au bon endroit au bon moment avec le bon contenu.

Pour cela, vous aurez besoin d’une vision claire et d’une stratégie centrée autour de l’expérience client . Il existe un outil tout désigné pour les modéliser : le customer journey map.

1. Qu’est-ce qu’un customer journey map (ou cartographie du parcours client) ?

1. le customer journey map : définition.

Le customer journey map est une représentation graphique des différents points de contact que le client a avec votre entreprise tout au long de son parcours d’achat. Sa création tient compte de plusieurs choses : 

• Le buyer persona de votre client : il s’agit d’une représentation fictive de votre groupe cible, incluant des informations telles que l’âge, le genre, le pouvoir d’achat, les compétences dans certains domaines et bien d’autres selon le secteur d’activité de votre entreprise. 
• Les étapes du parcours d’achat (ou buyer’s journey) : avant d’acheter votre produit, votre client traversera 3 grandes étapes, qui sont la prise de conscience de ses besoins, la considération des solutions possibles et enfin la décision de la solution à adopter. 
• Les points de contact du parcours concerné : ce sont toutes les interactions que votre client peut avoir avec votre entreprise avant d’acheter votre produit et elles doivent toutes être associées à une étape du parcours d’achat. Ils peuvent être physiques (en magasin par exemple) comme virtuels. Chaque point de contact (appelés aussi touch points ) prendra en compte les émotions et pensées du client à ce stade, ainsi que les informations qu’il recherche et reçoit, ses potentielles frustrations et les actions qu’il peut entreprendre.

2. Pourquoi s’intéresser au customer journey map ?

Cette modélisation visuelle du parcours client est particulièrement pertinente quand elle est partagée aux différents départements de votre entreprise (marketing, service client, équipe produit, etc). Avec une vision collective de l’expérience client, chacun pourra s’aligner sur des objectifs communs et appliquer cette vision de différentes manières, telles que :

• Recouper votre carte avec la donnée existante pour comprendre le comportement des utilisateurs 
• Faire preuve d’empathie avec l’utilisateur pour identifier des potentiels points de friction ( pain points ) et y remédier en fluidifiant ainsi le parcours d’achat
• Personnaliser les différents points de contact pour chaque persona
• Supprimer les points de contact inutiles ou au contraire, en rajouter là où c’est nécessaire
• Optimiser le ROI des prochaines actions UX

L’idée générale est de s’approprier l’expérience de votre client afin de prendre connaissance des possibles améliorations et opportunités de votre parcours actuel.

2. Empathy map, Experience map, Customer journey map : quelles différences ?

Ces termes très similaires sont souvent rencontrés ensemble, ce qui les amène à être parfois confondus ou amalgamés. Il est cependant important de faire une distinction entre chacune de ces modélisations car elles ne sont pas équivalentes et ne servent pas le même but. 

Ces trois représentations visuelles ont pour point commun d’illustrer les émotions, pensées, frustrations, informations recherchées ainsi que les actions d’un de vos clients ou prospects. Si le customer journey map se concentre sur les interactions tout au long du parcours d’achat d’un seul produit, l’ empathy map et l’ experience map s’intéressent à d’autres aspects de l’expérience client.

2.1. Définition de l’ empathy map

L’empathy map, ou carte d’empathie, concerne uniquement les interactions de votre client avec votre produit ou service. Elle est particulièrement utile pour identifier des fonctionnalités à améliorer ou ajouter par exemple.

2.2. Définition de l’ experience map

L’ experience map , ou carte d’expérience, englobe toutes les potentielles interactions de votre client avec votre entreprise indépendamment d’un produit ou d’un service en particulier. Comme elle n’est pas centrée sur une seule offre, elle vous permet de visualiser comment les actions de votre entreprise s’inscrivent dans la vie quotidienne de votre client et identifier des problèmes potentiels.

Selon votre projet, vous pouvez soit les utiliser ensemble pour les compléter soit utiliser seulement l’une ou l’autre pour répondre à un certain besoin .

3. Comment réaliser un customer journey map ?

3.1. les étapes de création d’un customer journey map.

La réalisation d’un customer journey map est un exercice collaboratif qui fait souvent l’objet d’un ou plusieurs ateliers impliquant vos collaborateurs ainsi que des personnes externes à l’entreprise. Selon les moyens mis à votre disposition, le processus de création pourra différer mais certaines étapes sont indispensables.

A/ Identification des personas concernés 

Avant d’étudier le comportement de votre client, il est important de le connaître, d’où la nécessité d’indiquer pour qui cette carte est réalisée. Dans les cas où vous auriez plusieurs personas il vous faudra alors réaliser plusieurs cartes.

B/ Identification des objectifs 

Vous identifierez ensuite l’objectif que ce persona doit accomplir et les valeurs à mesurer pour déterminer la réussite de cette tâche. Cela vous permettra de décider du parcours souhaité pour le client et par la suite de resituer l’étape à laquelle il se trouve. 

C/ Collecte et analyse des données 

Vient ensuite la récolte de données quantitatives et qualitatives. Les données quantitatives sont mesurables et généralement fournies par des outils statistiques ou d’analytics : elles vous donneront une vision macro du comportement de vos utilisateurs. 

Les données qualitatives se rapportent aux données qui ne peuvent pas être mesurées et seront plutôt obtenues au cours d’ateliers et d’entretiens conduits directement avec vos prospects. . Celles-ci sont les plus intéressantes et riches en information, car elles permettent de comprendre le raisonnement derrière leurs décisions et d’expliciter ce que les analytics ne montrent pas. 

Vous pouvez également utiliser les remontées de vos équipes de support et service client à ces fins. 

D/ Identification des points de contact

Avec ces informations des 3 étapes précédentes, vous pourrez identifier et lister vos points de contact. Pour chacun d’entre eux, il vous faudra répondre aux questions suivantes :

• Quelles sont les informations recherchées par votre client et quelles sont les informations qu’il reçoit ?
• Quelles émotions et quelles pensées est-il susceptible d’avoir ? 
• Quelles sont les potentielles frustrations ?
• Quelles sont les actions qu’il peut entreprendre et quelle est l’action recherchée par votre entreprise ? 

Pour finir, il vous faudra réaliser une synthèse visuelle de ces éléments pour faciliter le partage en interne. 

3.2. Quels outils utiliser pour réaliser un customer journey map ? 

Votre customer journey map peut prendre plusieurs formes, mais il doit impérativement être compréhensible pour tous vos collaborateurs, permettre leur participation pendant sa création et mettre en avant les améliorations possibles et pain points à remédier.

Si vous souhaitez mener votre atelier en présentiel, vous pouvez utiliser les traditionnels tableau blanc, post-its et marqueurs pour travailler, ou bien imprimer un modèle disponible en ligne. Néanmoins le résultat peut être difficile à partager et nécessite d’être remis au propre avec des outils digitaux. 

Il existe de nombreux outils numériques, comme FigJam, Whimsical, Lucidchart, Miro, Smaply ou UXPressia. Ils seront plus ou moins pertinents en fonction du nombre de participants aux ateliers, votre projet, votre budget et vos autres besoins en termes de recherche utilisateur. Ces solutions proposent également des modèles prédéfinis, vous permettant de gagner du temps dans la préparation de cet exercice.

3.3. Quelles erreurs éviter lors de la création d’un customer journey map ?

Votre customer journey map ayant pour vocation de guider vos prochaines actions, il faut s’assurer qu’il comporte le moins d’erreurs possibles sous peine de perdre du temps, de l’argent et des moyens. Voici les deux pièges les plus courants :

• Utiliser uniquement un set de données (quantitatives ou qualitatives) lors de la création : il est important de recouper ces données pour avoir une réelle compréhension de vos clients. Utiliser uniquement les données quantitatives peut vous amener à assumer à tort les raisons derrière certains comportements client, tandis qu’utiliser uniquement les données qualitatives ne vous donne que le ressenti de quelques personnes. Il faut les exploiter conjointement pour avoir une interprétation de vos données au plus proche de la réalité.
• Figer votre carte dans le temps : vos produits, offres et audience sont amenés à évoluer constamment. Pour cette raison, votre carte devra être régulièrement remise à jour pour rester juste et continuer à être une ressource sur laquelle vos équipes peuvent s’appuyer.

Ce qu’il faut retenir

A l’ère du marketing et de la communication omnicanale, le customer journey map est un outil important qui vous permettra de comprendre vos clients à chaque étape de leur parcours et d'optimiser ce dernier pour la conversion en s’appuyant sur vos données et les connaissances de tous vos collaborateurs. 

Bien utilisé, il peut vous assister dans l’identification d’améliorations mais surtout d’opportunités business multiples (retargeting, upsell, cross-sell). 

Il peut être également associé à d’autres modélisations telles que l’empathy map ou le customer experience map pour piloter vos stratégies produit, marketing ou sales. 

Ces stratégies seront primordiales dans l’élaboration ou l’évolution d’un site web en accord avec vos objectifs business. 

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Customer Journey Map, cartographie du parcours client

Customer Journey Map sert à cartographier le parcours client lors de l’achat d’un produit ou service. L’entreprise a ainsi une vision globale de l’expérience client avec les interactions, les canaux, et les obstacles. Cet outil aide à comprendre la clientèle et à innover pour contribuer à une meilleure expérience utilisateur et client.

Qu’est-ce que le Customer Journey (parcours client) ?

Le Customer Journey , ou parcours client en français, désigne l’ensemble des actions et des interactions qu’un client va avoir avec une entreprise durant le processus d’achat d’un produit ou d’un service . Cette notion est issue du marketing (Shostack 1977). Lorsqu’un individu apprend l’existence d’un service ou d’un produit, il se renseigne sur ses caractéristiques, compare les prix, consulte les avis etc. avant de finalement passer à l’achat. Ce processus correspond au parcours d’achat (Buyer Journey). Sitôt l’achat effectué, ce consommateur est devenu un client (Customer), et idéalement peut devenir un ambassadeur de la marque. Le Customer Journey désigne donc un processus global incluant les actions post-achat . C’est un outil stratégique pour les entreprises, surtout avec la révolution numérique, où les points de contact et les canaux (communication, transaction et distribution) se multiplient.

Comprendre le parcours du consommateur permet à l’entreprise d’améliorer sa relation avec ses clients, et d’agir pour optimiser l’expérience client . Ce parcours se construit en adoptant toujours le point de vue du client, non celui de l’entreprise.

C’est, entre autres, un moyen de personnaliser les services ou produits pour qu’ils correspondent exactement aux attentes du client.

Pourquoi cartographier le parcours client et l’expérience client ?

Étudier les étapes du parcours utilisateur sert notamment à discerner ses e xpériences positives et négatives pendant ses interactions avec l’entreprise. Cette compréhension de l’expérience client est bénéfique pour les différents services de l’organisation (responsable produit, service management, UX designer, community manager…). Il faut donc en avoir une représentation visuelle commune pour concevoir des produits ou services adaptés. À travers un workshop (un atelier), on procède au Customer Experience Journey Mapping . C’est une carte d’expérience des consommateurs.

A noter que le Customer Journey Map se distingue de l’experience Map en cela que le premier met l’accent sur l’utilisateur en tant que client (customer), le second se concentre sur l’expérience elle-même. Voir la différence entre Customer Journey Map et Experience Map . Voir aussi notre définition de Customer experience .

S’il existe différentes manières de la construire, l’objectif est toujours de s’approprier l’état d’esprit de l’utilisateur du produit ou du service à chaque phase du parcours d’achat. Les différents collaborateurs peuvent ainsi :

• Partager une vision claire des besoins et attentes du client
• Convaincre les parties prenantes d’un projet en cours de conception
• Repérer les « pain points » (points de douleurs), les obstacles auxquels est confronté l’utilisateur
• Améliorer les fonctionnalités existantes ou réfléchir à de nouvelles
• Constater l’impact positif ou négatif d’un nouveau produit ou service
• Trouver ensemble des opportunités d’innovation pour une meilleure expérience client

L’étape préalable consiste à se poser des questions au sujet des ressentis et des objectifs d’un type de clients : pourquoi contacte-t-il l’entreprise ? Que ressent-il à tel moment ? Comment réagirait-il si… ? Etc. Cela peut faire l’objet d’un empathy map.

Différences User Journey / Buyer Journey / Customer Journey

User journey vs customer journey .

L’utilisation de termes aux illustrations souvent proches peut amener une certaine confusion. Ainsi, sur de nombreux points, le « User Journey » (parcours utilisateur) est similaire au « Customer Journey » . Le parcours client vient du marketing alors que le parcours utilisateur est appréhendé dans une perspective UX Design. User Journey se concentre sur le design d’expérience utilisateur, sur la manière dont l’utilisateur découvre, par exemple, une application jusqu’à l’instant où il atteint l’objectif poursuivi en termes de design. Comme résumé par le designer graphique Robert Smith : «  a user journey is a series of steps which map out how a user might interact with a product or service you are designing  ».

User Journey Map peut être utilisé pour représenter comment l’utilisateur interagit avec un produit ou service présentement, ou comment il pourrait interagir. Le contexte d’utilisation, la chronologie des évènements, les fonctionnalités nécessaires à chaque étape et l’outil utilisé pourront être pris en compte. Chacun de ces éléments sera plus ou moins détaillé en fonction du projet.

Customer Journey vs. Buyer Journey ?

Le Customer Journey est souvent utilisé en tant que synonyme de Buyer Journey (ou parcours d’achat) ou User Journey . En fait, il y a des nuances entre ces concepts complémentaires. Concrètement, le parcours de l’acheteur (Buyer Journey) pourrait être résumé en trois grandes étapes :

• Conscience d’un problème ou d’un besoin
• Examen des solutions pour résoudre ce problème
• Prise de décision d’acheter tel produit ou service

À partir de cet instant, l’acheteur devient aussi un client et un utilisateur. Cependant, le parcours d’achat a été initié par le sujet. Il s’est renseigné et a pris librement sa décision. Son comportement permettra de créer un Persona et d’élaborer une stratégie marketing. Au contraire, l’entreprise intervient dans la création des parcours utilisateurs et clients pour influencer l’achat et l’utilisation de ses produits.

User Journey vs. User Flow ?

« User Flow » , ou flux utilisateur, désigne le processus durant lequel l’utilisateur sélectionne certains modèles (au sens de templates en anglais) du produit pour atteindre ses objectifs. Cela permet d’anticiper et de montrer les interactions avec le produit. En définitive, User Journey et User Flow sont deux outils servant à améliorer l’expérience que l’utilisateur a d’un produit . Cependant, le parcours tient compte de la totalité de l’expérience quand le flux est axé sur des propriétés spécifiques du produit : écrans, fonctionnalités, etc. User Flow commence avec l’utilisation de telle application. En revanche, le parcours utilisateur pourra débuter dès l’instant où un individu envisage de télécharger une application. Au cas où ce serait encore obscur, cet épisode d’UX Tutorial explique clairement la différence à partir d’un exemple : réserver un trajet avec Uber.

Qu’est-ce que Customer Journey Map  (parcours client) ?

Customer Journey Map est donc une interprétation visuelle de l’ensemble des interactions entre un client et un produit, un service ou une entreprise spécifique. Journey Map pourra ainsi inclure les éléments suivants :

• Chronologie
• États d’esprit
• Points de contacts
• Conclusions

La carte sera la base d’un scénario, d’une histoire, racontée en prenant la perspective du consommateur. L’objectif essentiel est de mieux connaître les besoins des utilisateurs, leurs objectifs et les obstacles auxquels ils sont confrontés durant leur cheminement. Les mettre en lumière aide à repérer les changements, améliorations et innovations possibles afin d’optimiser l’expérience client. Il y aura obligatoirement un parcours pour chaque persona ou segment d’utilisateurs.

Comment réaliser un parcours client / Customer Journey Map

Cette cartographie peut prendre une multitude de formes : textes uniquement (storytelling), visuels, voire bande-dessinée. Souvent, il y aura des icônes, du texte et des flèches. L’important reste qu’elle soit accessible et donne rapidement une vue d’ensemble du trajet de l’utilisateur, des points douloureux et des changements à apporter. Le nombre d’étapes dans la réalisation d’un Customer Journey Map dépend du contexte. Toutefois, certaines phases sont objectivement nécessaires et feront l’objet d’une réflexion collaborative :

• Récolter des données quantitatives et qualitatives (entretien, sondage, outils statistiques…)
• Réfléchir aux objectifs de l’entreprise en créant la carte afin de choisir où commencera et s’achèvera le parcours à représenter.
• Analyser les objectifs grâce à des questions
• Choisir le groupe cible (l’utilisation de persona facilite le processus d’identification), par exemple à partir des plaintes exprimées, de ceux qui utilisent le plus tel produit, etc.
• Établir les étapes-clé par ordre chronologique et prioriser les points de contact
• Noter ou représenter les actions, pensées, sentiment à chacune de ces étapes. À ce stade, il est aussi possible de créer une carte d’empathie (empathy map)
• Indiquer l’état émotionnel du client et son niveau de satisfaction à chaque étape , souvent considéré comme le moment de vérité (moment of truth), y compris avec un simple smiley
• Brainstorming, discussions et classification des idées générées pour créer une histoire visuelle éclairante.

Le contenu est aussi riche que la vidéo est brève pour cette démonstration de construction en 7 étapes. On constate bien que les recherches utilisateurs et discussions collectives sont essentielles. La réalisation de la carte est l’aboutissement de ce processus.

Exemples de parcours clients / constructions de Customer Journey Map

Il est possible de télécharger des Customer Journey Map templates avant l’atelier. La démonstration ci-dessous montre les possibilités offertes par un logiciel de cartographie du parcours client.

Autre outil, le Customer Empathy & Journey Mapping Worksheet , qui associe carte d’empathie et Journey mapping, à utiliser ensemble ou séparément. L’entreprise est spécialisée dans les logiciels consacrée à l’expérience consommateur.

Modèles de parcours clients / Customer Journey Map

Voici quelques exemples et modèles de Customer journey Map. On le voit, chacun peut adapter cet outil à son besoin et aux spécificités du projet.

Source Desonance

Source Miscmagazine.com

Source uxmastery.com

Source Slonovschi.com

Customer Journey Map vs Customer Lifecycle map ?

Certaines entreprises préfèrent réaliser des Customer Lifecycle map , ou carte du cycle de vie du client. Toute la question est de savoir s’il s’agit d’analyser l’interaction consommateur-entreprise au fil des années sur une même carte, ou durant un moment défini.

Voir l’infographie dans son intégralité 

Cependant, outre les questions éthiques posées par ce processus de conservation des données, on peut reprocher à la Customer Lifecycle map d’être peu utilisable dans une approche CX ou UX. La Journey map est censée être un levier pour initier des changements importants en termes d’expérience client.

Conclusion, la carte du parcours client est un outil incontournable de l’UX

Avant le développement d’Internet, le consommateur avait un parcours d’achat assez simple. Il était informé de l’existence d’un produit ou d’un service via une publicité (brochure de magasin, pub télé, radio) ou grâce à un proche. Le consommateur obtenait l’essentiel des informations sur le produit auprès du vendeur du magasin. Aujourd’hui, le parcours client est devenu très complexe, il est omnicanal . La concurrence oblige les services marketing à se démarquer. Dans le même temps, la prise en compte de l’expérience utilisateur est devenue incontournable dans une bonne stratégie marketing. D’où le succès de l’outil Customer Journey mapping .

Cette présentation résume l’impact positif du parcours client en termes d’expérience client, de ROI et de fonctionnement de l’entreprise.

Lire aussi :

• Expérience client omnicanale : l’expérience client au cœur de la e-fashion
• Experience map / parcours utilisateur
• Empathy map / carte d’empathie
• Pourquoi cartographier le parcours d’un client, d’un utilisateur ou d’un collaborateur ?
• Customer journey / User journey / parcours client
• Service Blueprint

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Arriver au bout de la formation dans de bonnes conditions

Jour J : Julie doit passer des tests. Elle est stressée. Le CR la rassure et lui dit que ça va aller car elle est motivée et c'est son potentiel, son savoir-faire, son comportement, sa personnalité et ses motivations.. qui sont évalués.

Le CR communique le bilan lors d'un rdv avec Julie à l'agence. Les résultats sont rapides et elle est curieuse.Présentation de la plateforme : son espace utilisateur, son tuteur et les outils collaboratifs (pairs). La plateforme est intuitive et ergonomique.

Julie peut commencer. Elle va accèder aux modules qu'elle voulait sur les compétences dont elle a besoin pour progresser et évoluer profesionnellement tout en étant impliqué dans son action professionnelle.

Le temps passe vite et ca lui demande de s'organiser car le programme est dense.

CR = consultation RH/Métier

ENTRETIEN TUTEUR

Pendant la formation

Elle se sent parfois seule derrière son écran.

Elle espère réussir son évaluation. Cela fait longtemps qu'elle n'a pas passé d'examen.

Elle a eu du mal à se connecter entre chez elle, le bureau et le bus ! Elle a manqué de temps et de motivation ! Du coup elle ne peut valider son module du 1er coup !

Après sa déception du module 1, Julie est remotivée à rester constante dans son apprentissage pour valider ses compétences du 1er coup !

Julie est contente de débriefer avec son tuteur car elle a tout donné ces dernières semaines pour valider ces tests. La visio et les outils collaboratifs, elle maîtrise.

Visio - tuteur

Le tuteur a pris contact avec Julie pour faire un bilan. Julie veut lever ses points de blocage. Elle .a une visioconférence de 45min. Le tuteur l'encourage et lui dit qu'elle est prête pour passer une évaluation sommative sur ce premier module. Il fixe ensemble un rdv.

• Comprendre les thèmes abordés dans le module 1
• Pouvoir appliquer ce qu'il apprend en situation professionnel.
• Passer au Module 2
• commencer à chercher un nouveau travail avec ses compétences
• Être capable d'appliquer ce qu'elle aura appris.
• Finaliser son parcours.
• Accéder à une mission lui permettant de mettre en valeur ses nouvelles
• compétences.

Julie veut réussir et passer à l'étape suivante le M2. Elle va passer sa 1ere évaluation : elle a bien révisé. L'équipe Sourcing suit sa progression.Il doit se connecter en visio. Elle est stressée mais confiante car elle a été bien accompagnée !

Julie est motivée pour ce module 2, elle reçoit une notification pour commencer.Mais maintenant qu'elle connait le processus et les outils, elle est prête !Julie espère appliquer les compétences dans son prochain travail.

Julie entre en visioconférence avec son tuteur (45 min.). Son tuteur est fier d'elle, elle s'est reprise en main et a progressé dans sa méthode et son apprentissage ! Ensemble ils fixent le rdv pour l'évaluation.

connexion compte utilisateur LMS

Test fin de module

Ne pas échouer !

Validation M1

Débriefing Module 1 et test

connexion LMS

Julie est prête à commencer. Son tuteur lui a envoyé un email de bienvenue et veut qu'elle s'organise (planning). Le programme propose des modules sur 4 semaines de cours à distance et 1 heure de travail personnel avec des rdv visio . Le mentor lui indique également un planning de rendez-vous adapté à son emploi du temps. Le 1er module est plutôt facile et concret.

fin de parcours - validation

SATISFACTION

BILAN DE COMPETENCES

Julie va passer sa 2ème évaluation. Elle a bien travaillé donc confiante.Sourcing suit sa progression. Elle se connecte en visio pour l' évaluation.

Fin de la formation : bilan et perspectives

Une mission dans 2 semaines pour un poste d'assistantau service web design

Bien valider que le profil est en adéquation avec les besoins du client.

FEEDBACK : questionnaire satisfaction

email agence

Rendez-vous téléphonique

mission en entreprise

Sourcing souhaite avoir un feedback constant de ses apprenants. Elle met en place une automatisation de questionnaires envoyés à différents moments de la formation. Julie reçoit donc par email un questionnaire après chaque évaluation et entretien tutorat.

Elle veut réussir

Que ce questionnaire ne lui demande pas trop de temps ! car elle a déjà fait 2 mois de formation mais comme elle est satisfaite, elle veut répondre pour donner son avis.

Développer encore plus de compétences pour devenir web designeuse.

Se dit qu'elle peut se former pour le métier qui lui tient à coeur car elle a pris confiance en elle et elle voit qu'elle a des capacités !

Le CR a consulté toute la progression de Julie et à échanger avec son tuteur. Ils sont tous les deux convaincus que Julie a du potentiel et va réussir dans ses prochaines missions. Les 2 modules sont validés. Julie après cet appel est même prête si elle en a l'opportunité de continuer la formation après une nouvelle mission.

Julie reste ravie de l'expérience, elle partage son enthousiasme auprès de l'équipe de Sourcing et de son CR. L'expérience a permis également au CR de mieux connaître Julie et il peut mieux la conseiller maintenant pour son avenir. Il connaît mieux ses attentes et ses objectifs. Une vraie collaboration a été créée.La plateforme fonctionne bien et semble appréciée des candidats. Les quelques problèmes techniques et fonctionnels ont été corrigés pour une expérience plus aboutie.

L'APRES FORMATION : evolution profesionnelle

Validation M2

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What is customer journey mapping?

Customer journey map template, the customer journey mapping process, data inputs for your customer journey map, why should you use customer journey maps, the uses of customer journey mapping, how to improve a customer journey, tools to help you with your journey mapping, see how xm for customer frontlines works, customer journey mapping 101: definition, template & tips.

22 min read Find out about how to start customer journey mapping, and how to improve it for the benefit of your customers and the business.

If you want to improve your customer experience you need to be able to understand and adapt the customer journey you offer when someone interacts with your organization. Whether their journey is entirely online , offline, or a blend of both, there are multiple journeys a customer might undergo.

Understanding the customer journey in depth helps you identify and take action on customer pain points and repeat what’s working. By doing this, you will improve the overall experience that your customers have, which will have better outcomes for your business.

Outlining the potential customer journeys your audience might go through requires a process called customer journey mapping.

Free Course: Customer journey management & improvement

Creating a customer journey map is the process of forming a visual representation of customers’ processes, needs , and perceptions throughout their interactions and relationship with an organization. It helps you understand the steps customers take – the ones you see, and don’t – when they interact with your business.

It enables you to assess:

• Insights – from your existing customer journey, how to understand it better
• Impact – how to optimize budgets and effort for changes we want to make to the customer experiences
• Issues/opportunities – Diagnose the existing customer journey
• Innovation – where you might want to completely change the existing customer experience

A customer journey map gives you deeper insight into the customer, so you can go beyond what you already know. Many brands see the customer journey as something that is visible – where the customer interacts with the brand. But in reality, this is not true, and only accounts for a percentage of the entire customer journey. Creating a customer journey map gets you thinking about the aspects of the journey you don’t see, but have equal weight and importance to the entire experience.

When mapping out the customer journey, you are looking for the moments that matter – where there is the greatest emotional load.

If you’re buying a car, then the greatest moment of emotional load is when you go to pick the car up because it’s yours , after picking the color, choosing the model, and waiting for it to be ready.

Ensuring these moments match your customers’ expectations of your product, brand and service teams are key to helping you reach your business goals. But you can only do that by understanding the journey your customers go on in order to get there, what they’re thinking and needing from you at that time. Developing a customer journey map puts you in their shoes so you can understand them better than ever before.

Getting started when creating a customer journey map template doesn’t have to be difficult. However, your customer journey map template will need to cover several elements in order to be effective.

There are several ingredients that make up the anatomy of a customer journey, all of which should be looked at carefully so that you can find out where the customer journey runs smoothly and meets customer needs at that moment in time – and where the experience does not, and needs some improvement.

Understanding their behaviors and attitudes also means you can fix bad experiences more effectively too because you know why you haven’t met your customers’ expectations and what you need to do to make amends. There may be times when things go wrong, but it’s how you adapt and what you do to fix these experiences that separates the best. Knowing how the customer will be feeling makes taking that decisive action much easier.

When exploring and visualizing the customer journey we are assessing:

• Customer behavior What is your customer trying to do?
• Customer attitudes What is your customer feeling/saying?
• The on-stage experience Who/what is your customer directly interacting with? (This includes various channels, such as TV ads or social media)
• The off-stage experience Who/what needs to be in place but which your customer is NOT directly aware of?

So what could the customer journey map examples look like when starting the process of buying a car?

Customer journey vs process flow

Understanding customer perspective, behavior, attitudes, and the on-stage and off-stage is essential to successfully create a customer journey map – otherwise, all you have is a process flow. If you just write down the touchpoints where the customer is interacting with your brand, you’re typically missing up to 40% of the entire customer journey.

There is no single customer journey. In fact, there are multiple. The best experiences combine multiple journeys in a seamless way to create a continuous customer lifecycle as outlined below.

Getting started with customer journey map templates

To begin, start by choosing a journey that you would like to create a customer journey map for and outline the first step that customers will take.

You can use this customer journey map template below to work out the customer behaviors, attitudes, the on-stage and off-stage processes – and the KPIs attached to measuring the success of this experience.

Download our free journey mapping template here

The step-by-step process of mapping the customer journey begins with the buyer persona .

Step 1 – Create a customer persona to test

In order to effectively understand the customer journey, you need to understand the customer – and this is where creating a persona really helps. You may base this around the most common or regular customers, big spend, or new customers you haven’t worked with before. This persona is beyond a marketing segment , but that can be a great place to begin if you’re just starting out on the mapping process for your organization.

What do you include? Start with these characteristics.

• Family status
• Professional goals
• Personal goals

These personas help you gain a deeper understanding of your customers and can be derived from insights and demographic data , or even customer interviews . This works for both B2B and B2C business models, but in B2B especially you’ll have multiple customers for each opportunity so it’s recommended you build out multiple personas.

To begin, start with no more than three personas to keep things simple.

Create a diverse team

When creating a customer journey map, you also need to build out a diverse mapping team to represent the whole business. Include frontline staff , day-to-day management, corporate teams, HR, and business support functions. They will give you vital feedback, advice, and perspectives you hadn’t thought of.

Step 2 – Choose a customer journey for mapping

Select a customer journey map to construct, then build a behavior line. This might be a new customer journey, renewal, or fixing a product issue. You might also choose this based on the most frequent customer journeys taken, or the most profitable.

Step 3 – Work through the mapping process

Ask yourself the following:

• Who are the people involved in this journey? E.g. if you’re in a car dealership, that might be the customer, the sales rep, and front-of-house staff.
• What are the processes or the things that happen during this journey?
• What are the customer attitudes ? What are they feeling at this time? Go beyond excitement or frustration. Bring these feelings to life. This car is my dream come true!
• What is the moment that matters? Identify the greatest moment of emotional load. The make or break where everything could be good up until that point, but if you get that moment of maximum impact wrong, then all that’s good is forgotten. The best experience brands get this moment right and identifying it is an important first step to achieving that. In that moment, ask yourself what are the things/people/processes involved? Think about this for the whole business – across your product , brand , and service teams.
• But beyond identifying this moment, you need to establish what your customers’ needs are. What are they getting out of this moment? How do their needs change if this experience goes badly? Knowing the answer to these questions can help you deliver experiences that will resonate , and respond quickly to unforeseen circumstances or issues.
• And finally, how do you measure how effectively you are meeting customer needs throughout the journey? Set KPIs to put benchmarks in place for your customer journey map and customer experience and track your progress.

Step 4 – Innovate

When you are mapping out your customer journey, brainstorm ideas for how to improve that moment that really matters . These ideas don’t need to be practical, but by putting together a diverse mapping team from around the business you can begin to filter through these ideas.

Then, test it.

Ask yourself: Is it feasible? Is it viable? Is it desirable? Don’t ask can we do it, ask should we do it? Then you can start to differentiate yourself from your competitors.

Step 5 – Measure

Use the customer journey map to decide on your measurement framework.

Who are you measuring? What are you measuring? When on the journey are you measuring it? And why? And finally, what metrics and KPI’s are in place to measure this?

Your customer journey map process will require you to use several different data inputs to get an accurate picture of how your customers behave and where you can improve their experience.

A customer journey map is often developed using data gleaned from customer feedback you’ve requested . While this type of market research is useful, your research process needs to be deeper to gain a richer, more accurate understanding of your customer’s behavior.

To create a customer journey map that accurately reflects the truth of customer actions and intentions, you need to take into account both solicited and unsolicited data.

Use solicited data to understand the voice of the customer

Solicited data includes the customer feedback you gain when you conduct research through surveys such as Net Promoter Score (NPS) or ask customers for feedback on social media. This approach can be very useful for understanding your customer’s point of view , rather than just making assumptions about how they think and behave.

However, your target audiences won’t tell you everything about what they plan to do when undergoing their customer journey. Though they might tell you that they’ve had a great experience in a particular part of their customer journey, this type of feedback presents a few issues:

• You have to know when to ask for feedback : You might already have a customer journey in mind when asking for feedback – but do you know all the routes a customer might take in your customer journey map?
• It’s a snapshot: When you survey customers, you’ll likely only get insights into their experience at that particular moment about a specific touchpoint
• It’s what customers say they think/will do, not what they actually think/will do: You’re relying on your customers to accurately reflect their sentiment and intentions in their responses, which isn’t always the case. For your customer journey map to be effective, you need to find the truth
• Your sample size might be too small : If you’re trying to understand how a relatively niche customer journey is doing, you might find that the number of customers who have not only taken the customer journey but are willing to respond with feedback is very limited. You can’t risk survey fatigue by polling the same audience several times, so your insights are limited
• You’re only getting part of the picture : You will likely have several types of useful customer data on file, but these are often not considered as part of the process when creating a customer journey design because solicited data takes precedence

You’ll need to infer how customers feel to be able to accurately predict the actions a customer takes. To do so, you’ll need to look at unsolicited data.

Unsolicited data

Unsolicited data covers everything your customers aren’t telling you directly when you ask them and contextual data that you likely already collect on them, such as purchase history. It can be taken from various sources, such as your website and social channels, third-party sites, customer calls, chat transcripts, frontline employee feedback , operational sources, and more.

This type of data is nuanced, but it allows you to establish the truth of your customers’ experience. The ability to gather unsolicited customer feedback from every channel enables you to see more than just what a customer tells you directly. Using real-time feedback gathering and natural language understanding (NLU) models that can detect emotion, intent, and effort, you’ll be able to understand your customers’ actions in a more profound way. Unsolicited data offers you a 100% response rate that better indicates what your customers actually think of each step in their customer journey.

Rather than be limited to a small sample size of customers who respond to surveys, you’ll be able to build an accurate picture of the average customer on each step of the customer journey map by using this richer insight data with your own operational data.

Why using solicited and unsolicited data is important data

With solicited data, you don’t always see why a customer behaves or thinks as they do. For example, a customer might tell you that they would recommend you to a friend or family – but they don’t renew their subscription with you. A customer might be an ideal candidate for a particular journey, but they abandon their basket when prompted to give their personal details. Understanding the why behind customer actions is key for designing a great customer journey, and that’s why both solicited and unsolicited data collection and evaluation are necessary for creating great customer journey maps.

Of course, knowing how customers will actually respond to your customer touchpoints is only part of the process. You may need to develop more than one customer journey map and create sub-audiences for your customer personas to accurately see where you can rectify pain points and improve outcomes. You will need to collect and analyze contextual data across all customer journey touchpoints and develop a highly detailed journey map that can unveil routes your customers might be taking without your knowledge.

Qualtrics’ Experience ID platform can overlay solicited and unsolicited data to provide an all-encompassing picture of your customer journey map, no matter how complex. Creating an effective customer journey map is easier with all your data collated and analyzed together, with actionable insights created automatically.

A customer journey map creates a common understanding for the organization of how a customer interacts during different stages of the customer lifecycle, and the roles and responsibilities of the different teams in charge of fulfilling that experience.

It will also bring an organization together, and foster empathy and collaboration between teams because people will know what is required from everyone in the business to deliver the experiences that customers expect. This will help you to develop a shared sense of ownership of the customer relationship, which ultimately drives a customer-centric culture . With everyone working towards a common goal, communication of what you learn about the customer and the journey they go through is vital in order to drive best practices throughout the organization.

Creating an accurate customer journey map will help your customer service team to focus on more specific issues, rather than handling problems generated by a less-tailored customer journey. Your customer experience will be improved with a customer journey that’s personalized to the specific personas you have generated. You’ll have put yourself in your customer’s shoes and adapted your strategy to reflect your customer’s perspective – which in turn will create more memorable experiences.

Creating a customer journey map will influence your journey analytics across the business. So for example, it will determine what you ask, who you ask, when you ask, why you ask it and how you ask questions in your Voice of the Customer Program .

So when should you use customer journey mapping?

There are four main uses:

• Assess the current state of your customer journey Understand and diagnose the specific issues in current experiences
• Understand what the future state of your customer journey should look like Design, redesign and create new experiences
• Blueprints For implementing change
• Communication Bringing teams together to train and scale up best practices.

Take stock and take action

To improve the customer journey you need a clear vision of what you want to achieve and you need to make a distinction between the present and the future.

• What is your customer journey right now?
• What does the future state of your customer journey look like?

This is why organizations blueprint their customer journey because they can see what works and act accordingly. By understanding your customers’ attitudes and needs at critical times in the journey, you can make amends to better meet them – and develop contingencies to cope when these needs aren’t or can’t be met. For example, during a sudden, unexpected surge in demand.

Orchestrate your customer journey

To offer your customers truly optimized experiences, you’ll need to go further than just creating a customer journey map. You’ll also need to orchestrate journeys using real-time customer behavior to adapt your strategy as your customers make choices. Orchestrating a journey means taking dynamic action towards optimizing your customer’s experience, using real-time customer behavior as informative data.

Improve your employee experience

Use your diverse mapping team to come up with ideas that incorporate experience from all aspects of the business to improve the customer journey – and remember that this has a significant payoff for your employees too. Improving the employee journey – by giving teams the tools to make a difference – can have a positive knock-on effect for the customer and improve their experience in those key moments. This is because employees have the autonomy and motivation in their roles to help their customers, and realize their own potential.

Your customer journey map isn’t just designed to improve the customer experience. Creating an accurate customer journey map can help you to improve your business outcomes.

Being able to link operational data to key touchpoints in a customer journey is transformative for organizations. This is because improving segments of the customer journey will see a direct impact on your business. The Qualtrics Journey Optimizer helps you do just that. By analyzing areas for improvement as outlined by your customer journey map, organizations can take actions that will have maximum benefit for their customers, and the business too.

With Qualtrics CustomerXM , you’ll:

• Create a common understanding throughout your workforce of how a customer interacts with your organization, and you’ll know the roles and responsibilities of your different teams
• Develop empathy and collaboration between teams, working together to achieve the same outcome
• Develop a shared sense of ownership of the customer relationship which ultimately drives a customer-centric culture

Free course: Customer journey management & improvement

Related resources

Customer Journey

B2B Customer Journey 13 min read

Customer interactions 11 min read, consumer decision journey 14 min read, customer journey orchestration 12 min read, customer journey management 14 min read, customer journey stages 12 min read, buyer's journey 16 min read, request demo.

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How practitioners create journey maps: typical uses, roles, and methods.

January 8, 2023 2023-01-08

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Customer-journey maps visualize a user’s journey towards a goal, usually over time and across  channels .

In its most basic form, journey mapping starts by compiling a series of user actions into a timeline. Next, the timeline is fleshed out with user thoughts and emotions to create a narrative. This narrative is condensed and polished, ultimately leading to a visualization used to align stakeholders on the holistic experience and identify opportunities for optimizing and improving the journey.

Depending on context, existing resources, and project scope, the journey-mapping process can be approached in number of ways. We surveyed 343 practitioners who create and use journey maps in order to understand the following:

• What kinds of experiences are practitioners mapping?
• How does user research inform the journey-mapping process?
• Who is involved in creating journey maps?
• How do practitioners identify and align on journey-mapping components (e.g., actors and journey phases)?

In This Article:

What kinds of experiences are mapped, how does user research inform journey mapping, who is involved in creating journey maps, how are journey-mapping components identified.

Short answer: Journey maps are most frequently used to evaluate existing experiences. The majority of journey maps focus on active product (or service) usage or end-to-end customer journeys.

Journey mapping can be used as a process to evaluate and optimize existing products or services or as a visioning exercise for future-state experiences with products and services that don’t exist yet.

Our research indicates that, most frequently, practitioners use journey mapping to explore products and services that already exist — either to evaluate the current experience of those existing products (89%) or to envision optimized, future-state experiences with existing products (73%). Still, over half or respondents (61%) indicated that they also use journey mapping to brainstorm future-state experiences with potential new services or products that do not yet exist.

Journey maps can be used to evaluate experience at the customer-relationship and -lifecycle level or they can zoom in to explore activities related to specific goals.

Our research indicates that, while practitioners use journey maps to explore various types of journeys, from presales experiences to purchasing and onboarding, active product or service usage and end-to-end journeys are the most frequently explored (71%). Support receives the least attention: only 26% of respondents indicated they use journey maps to understand these types of journeys.

Short answer: Most practitioners employ a hypothesis-first approach. User interviews are the most utilized method; diary studies are the least.

When creating a journey map, there are 2 high-level approaches for how to begin.

• The research-first approach  begins with a designated period of primary user research led by the UX or design team; the research is later consolidated into a map.
• The hypothesis- or assumption-first approach  begins with a workshop where a crossfunctional team makes use of existing knowledge in order to create an assumption map or hypothesis map.

The majority of practitioners (62%) use a hypothesis-first approach, relying on already existing knowledge held by team members or stakeholders to being the mapping process. About a third (35%) of practitioners begin the mapping process with an upfront user-research phase.

Beginning a journey-mapping project with a hypothesis-first approach often makes sense for teams who need to lower the entry barrier to mapping and get multiple parties engaged, move quickly due to a condensed project timeline or limited resources, or who have existing research insights available and do not need to invest in extensive upfront research.

If you begin with a hypothesis-first approach to build buy-in with stakeholders, we recommend following up this stage with user research to validate or evolve assumptions and create a second version of the map that integrates primary user-research findings.

When it comes to specific research methods for journey mapping , interviews are the most utilized method — 86% of respondents used them for external user research and 76% for internal stakeholder research.

Interviews are generally a great research method for informing journey maps: They reveal first-hand stories about customers’ experiences, mindsets, and actions, and they are usually easy to conduct and flexible in format (e.g., can be conducted remotely or in person).

Diary studies are utilized the least — only 12% of respondents reported using them for external research and 6% for internal research. That’s a shame. Because customer journeys happen over time and across many different channels, diary studies are a particularly useful method for understanding users’ thoughts, feelings, and actions over time. They can be coupled with user interviews to better understand key milestones and more in-depth attitudinal data.

Short answer: Most journey maps are cocreated by a team of multidisciplinary roles who contribute and collaborate via physical or digital tools.

In our study, UX or design roles were most commonly indicated as either leads or contributors for journey-mapping projects. Of course, our sample population is highly biased, as we recruited from our own audience of readers.

What’s more interesting is the fact that journey mapping is typically a highly collaborative process, frequently involving crossdisciplinary roles from product, marketing, and customer service or support, 70%, 46%, and 42% of the time, respectively.

Involving representatives from various departments or lines of business is a smart approach. These groups often have ownership and vested interest in the success of segmented portions of the customer journey. Bringing them together builds collective knowledge and a more comprehensive understanding of existing pain points and opportunities.

In addition, most practitioners (64%) reported creating the journey maps collaboratively, with 34% collaborating over physical tools (e.g., sticky notes and paper) and 30% using digital tools (e.g., Miro, Mural, Google Sheets). In contrast, 36% reported creating the map as a solo activity using either physical tools (10%) or digital tools (26%).

Short answer: Existing personas are often used as actors, while journey phases are creating during the mapping process.

Journey maps rely on certain components to organize the narrative and ensure that the artifact is easy to understand and process. These components can be identified either at the initiation of the journey-mapping project or during key milestones within the journey-mapping process, such as research phases and workshops.

One component is the actor, which generally aligns to a user group or persona and helps answer the question, “Who is this journey map about?” Most of our respondents (49%) used existing personas for their journey-mapping projects. Less than a third (27%) developed personas as a part of project-related user research and even fewer (14%) created personas during a project-related workshop phase.

Another component is the set of journey phases that describe journey subgoals and help organize the doing, thinking, and feeling content within the map. In contrast to the actor, most respondents reported that they did not begin the journey-mapping process with phases identified; instead, they either identified them during user research (31%) or during a workshop (31%).

This finding is not surprising; while some larger organizations might start with a strawman set of phases borrowed from a marketing or sales lifecycle, it is also appropriate to let phases emerge as internal knowledge consolidates and external research reveals unknown gaps.

While there are varied ways to shape and conduct journey-mapping projects, our research indicates some common trends.

During journey-mapping projects, practitioners in our study typically:

• Used journey mapping to understand the experience of existing products and services
• Relied on interviews as a primary research method
• Used a collaborative process to create journey maps
• Involved contributors from multiple departments
• Used existing personas for their maps
• Created journey phases during the mapping process

If you’re determining the appropriate approach for a specific journey-mapping project, consult the following resources:

• How to Conduct Research for Customer Journey-Mapping : 5 types of research methods appropriate for journey mapping and how use them together
• Journey Mapping: 2 Decisions to Make Before You Begin : When to use an assumption-first approach vs. a research-first approach, and when to use current-state vs. future-state journey maps
• The 5 Steps of Successful Customer Journey Mapping: 5 high-level steps to journey mapping and how to scale them for your project scope and timeline
• How Much Time Does it Take to Create Customer Journey Maps? : Data for understanding and estimating the time and cost involved in the journey-mapping process

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Learn how mapping your customer's journey helps define moments in CX

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Content Index

What is Customer Journey Mapping?

The importance of Customer Journey Mapping

Key elements in Customer Journey Mapping

How to do a Customer Journey Mapping?

Customer Journey Mapping Best Practices

Touchpoints: Critical in mapping you Customer Journey

How to get the most out of your Customer Journey Mapping

Stories move the world, because for people to get moving, we need a reason, a “why”. But storytelling is not only a powerful tool for generating user engagement. Stories are a valuable source of knowledge for companies, when analyzing the behavior of their customers' journey .

When quantitative data falls short, because we have to analyze emotions, feelings or impressions (and you might find it hard to put those into numbers), it is necessary to have other tools that allow us to take a dive to what happens in our client's mind. A story by itself is not capable of achieving this, and for this reason, one of the most powerful storytelling tools is customer journey mapping.

Customer Journey Mapping is the process of charting your customer’s journey to have a visual representation of your customer’s touchpoints, feelings, and transactions with your brand.

By the time a customer decides to purchase a product or enroll in a service, they have already taken steps to seek solutions and weigh their options. To ensure you win and keep their business, you need a plan to stay relevant and top-of-mind at every junction on your ideal customer’s journey map.

Mapping your customer journey is an action that needs to be well executed if you want your customer experience program to have a good solid foundation.

The deeper you dive into what type of experience is having your customer with your brand (and how it makes them feel), the better you know which touchpoints need to be improved throughout their journey.

For an organizational change to happen, the focus needs to shift to the customer – and that’s where customer journey mapping comes in.

So, what now? You now understand that Customer Journey Mapping is critical to building trust, engagement, and loyalty with new and returning customers.

But - where do you start and what elements do you need to take into consideration?

There are many ways to build a CX Journey Map; there are even companies that specialize in supporting organizations in better understanding the principles of journey mapping and provide in-depth consulting on the topic. It can also be a very simple process that focuses on one area of a business or channel.

Regardless of the approach, two common elements are:

Steps to follow. You should be left with a documented set of steps that the customer may take to interact with your brand.

Keep it up to date. Your customer journey map will never be static. Whether adding or subtracting your touchpoints , they will be changing. In other words, you and your team should always keep in mind the customer journey map needs regular updates.

When mapping your customer journey, you are looking at those defining moments in the interaction. Not every touchpoint necessarily needs a survey attached to it, but there should be some way of measuring success at that touchpoint.

For example, a customer on an e-commerce website will have opinions about the UX, the ease of finding products, and the check-out process – however, we wouldn’t necessarily ask them to document the processing time of the backend payment system and their satisfaction with the payments company.

If you want to put to test your customer journey mapping skills, you’ll need:

• Flip chart or a whiteboard
• Something to write with
• Mapping Foundation (Rational to emotional)
• Five to six colleagues

Using what you have above, begin mapping out current customer experience using post-it notes. After you have completed the mapping, have each member initial and affirm the touchpoints. Initials are a sign of validation and buy-in. Now that you have everyone’s initials, they have claimed ownership, and it becomes an artifact. The goal is to get everyone on the same page and agree.

Provide each member with five green sticker dots and five yellow sticker dots (or any kind of indicator). The green will represent pain points, and the yellow will represent the most critical touchpoint, or what we call a “moment of truth.” This is what makes or breaks a customer.

Once this is done, repeat this process with the next five to six people.

Now that you have all your sticker dots well-represented, you should be able to distinguish your moments of truth and pain points. For the identified moments of truth, make sure you have the correct metrics. These moments of truth are critical for everyone in the organization to be involved, starting with the front staff.

Learn more about how to create a customer journey map

Mapping your first customer journey can be a challenge. If you want to have the best outcome, the next tips could be worth following:

• Emotional outcomes. A critical component that you must not miss is the emotional essence of journey mapping. Part of the mapping process is about understanding the customer’s experience and the emotional goal of each stage. When you have your mapping, you will be able to review all current customer metrics to ensure they align with key areas for customers. Because the mapping is done on one sheet, you can see the end-to-end emotional journey of customers throughout the organization.
• Choose the right touchpoints. To map out the customer journey, start somewhere small. You could even start off with a pair of touchpoints. Ask yourself: is it just after you close a sale? 3 months after a sale? You should choose the most important touchpoints to start with. Remember the objective is to find the key points of interaction and define exactly the motivations that lead potential customers to move on to the next stage in the purchase process.
• Use a Customer Journey Mapping tool. Customer Journey Mapping tools are online platforms built to help you visually represent the journey that your customers take when interacting with your brand. Perhaps you work remotely and you rather do a customer journey map online to better collaborate with your colleagues.
• Customer journey maps are not static. Every customer is different. They’re people, just like you. Even the most reliable demographic data or carefully planned strategies will miss an occasional twist or turn on your customer journey map. That’s OK! You do not need to set these maps in stone. It’s vital to revisit them regularly and compare your strategy with real-life results. And above all, listen to your ideal customers.

Much like a road map, the CX Journey Map becomes more informative with increased detail - this is why you have to pay extra attention to touchpoints.

Imagine a sports franchise that would only be interested in taking a look at the touchpoints they could influence. Since they don’t manage parking or stadium concessions, they don’t see it as important to understand. However, the ability to change or impact the touchpoint is the entire reason to include it when mapping your customer journey.

With events, the spending decision is almost always made outside of the venue and goes beyond the events at the venue and even more than the day of the event. While looking at parking, stadium entry and entertainment value can be a guide to the event CX, a more detailed approach that includes the purchase decision (which can be influenced by past attendance, the current team record, and even weather) or getting there (who is going, the best way to make the journey and perhaps even having a meal before the event) can provide a deeper understanding of the experience even where you are unable to influence the outcomes.

Some of the roadblocks – both metaphorical and literal – can even be unexpected, but acknowledgment goes a long way in establishing a best-in-class CX measurement system.

If your customer journey mapping is done as indicated in this article, you may have a higher chance to understand better your customer experience and how they feel about your product. Remember, the map should provide that information clearly and understandably because customer experience is a part of every role. As much as starting a journey with customers through a CX program is important, it is much more critical to know what roads to take to get to the destination, even if it is a long journey with many stops.

Read more about the customer journey canvas explained.

Customer Journey Mapping is a powerful tool to equip the front-line with the hard evidence that allows them to see the value they are providing to customers. It is also the most powerful mechanism to get everyone on the same page. From there, you can then add metrics to track your performance.

This is why mapping the perfect customer journey is key, prior to the deployment of your CX program. With QuestionPro CX - the best customer experience management platform in the market - you can boost your customers’ experience at every touchpoint and turn them into brand advocates. Gain valuable insights into your customers’ thoughts and emotions using QuestionPro CX today.

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Wouldn’t it be great if you could get inside a learner’s head and see their entire experience with your educational programs from their perspective? You could see what they experience as they become aware of a program, register, participate, and apply what they’ve learned back at the office. What sounds like futuristic science fiction is actually semi-doable right now—it’s called learner journey mapping.

Learner journey mapping is an exercise that produces a visual representation of a person’s journey from program awareness to registration, from pre-course preparation to evaluation and beyond.

The goal of journey mapping is to put your team in the learner’s shoes so you can better understand their needs, perceptions, and emotions, as well as the factors that contribute to or detract from their experience. This exercise prompts conversations and insights about needs, pain points, and opportunities for improvement.

Customer journey (or experience) mapping has been around for a while, but we haven’t seen much use of journey mapping in associations. However, learner journey mapping is used in corporations by training/learning and development (L&D) professionals. In their case, learners are employees, and the entire journey usually takes place within the company.

Benefits of learner journey mapping

Learner journey mapping forces you to shift your perspective from inside-out to outside-in. You normally push out information, products, and services to your audience and market. Journey mapping turns this around by forcing you to take on the outside perspective—a perspective that helps you gain understanding and empathy for your education customers.

This understanding leads to insight and a more realistic view of your existing programs. You learn what’s really working and not working. You uncover the positive and negative influences on the learner experience.

Journey mapping helps you get at the root cause of problems. You might discover that processes or policies are getting in the way of the purchase decision or learning experience. Or, you might learn you’re not providing the information customers need to make purchase decisions or the conditions learners need to develop relationships with fellow students. The exercise might reveal information that can help you make a case for sunsetting programs or changing processes and practices.

This exercise helps you identify opportunities to improve the learning experience from program discovery to skills application. You can design a more effective learner experience that meets both educational and emotional needs. When you engage a learner’s emotional needs, they’re more likely to retain what they’ve learned, remain loyal as a customer, and refer others to your programs.

Gather your mapmakers

Besides your professional development team, the exercise will benefit from the input of members and/or customers who’ve been through the learning journey. You could rely on a learner’s memory for the information you need, but it’s better to ask volunteers to take notes or fill in worksheets as they go through the learner journey. Giving them a full refund for the program is a nice way to thank them for their efforts.

If you can’t get others to help, you can do this exercise on your own. You’ll certainly discover things you hadn’t considered before. When you bring these findings to your team, you’re more likely to get support for a full-blown mapping exercise.

Start simple with one type of learner profile. Like marketing personas, different segments of your market may have different experiences. Experiences will vary by type of program too—a 12-week online course experience is different from a mini-course or watching an on-demand webinar. You may want to map the journey of credential applicants and credential holders too.

Get your supplies ready—large sheets of paper, markers and post-it notes.

Identify journey touchpoints

First, identify the different actions taken or experienced by the learner as they progress from awareness to application. Place these in order across the tops of your sheets of paper—a long wall comes in handy. You’ll see that a journey often has different entry and exit points as well as side trips too.

Here are some possible touchpoints for an online course.

#1: Awareness: The prospective learner receives a newsletter or promotional email with a link to an LMS catalog page for a specific program. Or, they learn about the course through a Google search, website or LMS search, or a related content link on your website, member portal, or LMS.

#2: Research: They read catalog information about the course and perhaps testimonials too. They search for similar programs elsewhere so they can compare content and value.

#3: Purchase: The customer registers and pays.

#4: Acknowledgement: Look into what happens next.  

•    Do they receive an email? •    Where are they sent? •    What are they told to do next?

#5: Pre-program activities: Does anything happen before they begin coursework? Self-assessments? Orientation? Learning success tips ?

#6: 'First day of school': What happens during those first few modules or units?

#7: Coursework: Examine different elements of the learning experience, for example:

•    Instructional materials in all formats •    Supporting resources •    Mid-course assessments •    Homework and projects •    Interaction with the instructor and/or classmates (when applicable)

#8: Final assessment : How is mastery of new skills and knowledge assessed?

#9: Completion: Examine how achievement or mastery is recognized, for example, digital badges , certificates, micro-credentials , transcripts, and credits. What else happens after a course is successfully completed? Or not?

#10: Post-program activities: Beyond the student’s evaluation of the program, this phase is often overlooked.

•    How do you know if the program delivered long-term value? •    Is there any post-course follow-up with the learner to see how they’ve applied new skills and knowledge on the job? •    What program should the learner take next? •    Does anyone make suggestions? •    Do you communicate with 'alumni' in any way?

When mapping journeys for credential applicants and credential holders, your touchpoints would include applying, studying, testing, receiving results, renewing, and submitting credits.

Elements of the mapping exercise

Now that you’ve identified the touchpoints, it’s time to look at the factors that influence the learner’s experience at each touchpoint. These factors can go on a vertical axis underneath each touchpoint.

Learner needs, thoughts, emotions, and expectations

At every stage (touchpoint) of the learner journey, write down what they’re thinking and feeling as they go through the process.

•    What do they need at each touchpoint? •    What expectations do they have? •    What are they thinking? What questions might they have? •    What are they feeling? Doubt, fear, excitement, confusion, anxiety, frustration…?

You can make decent assumptions based on what you might feel or what you’ve heard others say, but having the input of actual customers and learners who have recently gone through the experience is more valuable.

Interactions and influences

At each touchpoint, describe the impact of technology, processes, policies, people, and other factors in the learner’s life . What influences the learner’s experience in a positive, neutral, or negative way?

Pain points

By now, you’re spotting places where you can improve the situation for the learner. For example, you may discover touchpoints where the learner’s functional and/or emotional needs aren’t being met.

The next step is to understand why it’s happening, which may involve uncovering systemic or cultural issues. These issues don’t always reveal themselves immediately, but the “5 Why’s” exercise helps you get at the root cause. This means asking “Why” something is happening (or not), coming up with an answer, and asking “Why” about that, and so on.

Idea storming

Come up with as many ideas as possible to solve the problems and improve the situations you’ve identified. Keep your focus centered on the learner so you solve the right problems for the right reasons.

Visualizing the impact

Besides serving as a morale booster, it’s important to visualize how a new idea or solution can change the experience.

•    What might happen? •    How could value be enhanced? •    What’s the impact on the learner? •    What’s the impact on your association?

Experiments

Select and prioritize a few ideas to test. Start with simple experiments .

The learner journey map itself isn’t the most important part of this exercise. You will never completely capture every learner’s journey. It’s the process—the mapping journey—that matters. The value of this exercise lies in the discoveries, conversations, questions, and insights that come along the way. Bon voyage!

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Journey Mapping, Now and In the Future

Journey mapping is an excellent tool that product teams can use to better understand their customers and those customers’ needs.

A journey map, in essence, divides up the customer journey into a number of stages, then provides goals and metrics for each stage of the journey.

Journey mapping as a technique

Useful for product managers, designers, and sales teams alike, the journey mapping technique helps teams:

• Segment, analyze, and understand each stage of the customer life cycle
• Gain insight into product design and usability, as well as the customer experience
• Improve onboarding , training, and adoption efforts
• Reference a single document during design, sales, adoption, and other customer-facing activities
• Enhance the customer experience

Though these tools take a certain amount of time and effort to implement, they are easy to learn.

Below, we’ll take a look at the role of journey mapping in the modern business, types of journey maps, and where these tools fit into the digital workplace.

User journey maps vs. customer journey maps

Journey mapping is used in a number of fields, but each field will use a different “flavor,” depending on the circumstances.

Two of the most common terms used to reference journey maps are “customer journey maps” and “ user journey maps .”

According to the user experience consultancy, Nielsen Norman Group , the two terms can be used interchangeably. 

Technically speaking, there is a difference, since not all product users are actually paying customers .

Though this point is worth noting, which term one uses is less important than the actual content of the journey map.

Regardless of the terminology, all journey maps describe the same territory:

• The user. The user, or the customer, around which a particular journey map is centered.
• The scenario. A predefined, linear journey from one point to another, which can cover the entire user journey or only a small segment.
• Goals. Specific goals that users are intended to take at each point along their journey.

All of these elements of the journey map will naturally differ based on the circumstances.

Some may cover the pathway to purchase, while others may cover the product adoption cycle . 

Regardless of the term or the emphasis, the process for designing a user journey map remains essentially the same.

Journey mapping in 5 steps

The Nielsen Norman Group advises a five-step process that focuses on:

• Defining goals and obtaining buy-in. A journey map is built around a business effort, which requires a team of allies and a well-defined mission, or scope.
• Collect data and perform research. The foundation of any journey map should be research, such as market research, existing customer insights, and interviews with stakeholders.
• Synthesize insights and create a draft. During this stage, project coordinators should formulate a hypothesis about what the journey should look like, then turn that hypothesis into a draft.
• Use the draft to form external research. External research can help validate assumptions and ensure that there are no gaps in knowledge.
• Visualize the journey map and use it to drive change. A visual narrative or map, replete with goals, descriptions, high points, and pain points, will act as the vehicle to share research with the rest of the team.

The Nielsen Norman Group goes on to say that each journey map should contain five components:

• The actor, or the person who experiences the journey
• The scenario that defines the specific context of that journey
• The phases of the journey
• Actions, mindsets, and emotions that the actor experiences during each stage
• Opportunities and insights gained from each stage

Though there are different perspectives on journey maps, many industry leaders adhere to the same fundamental concepts.

Adobe and NGDATA, for instance, both advocate the same core process for journey mapping.

Though these fundamentals will likely never change, digital technology is having an impact on journey mapping.

Journey mapping, now and in the future

Digital technology is affecting every area of business, including how businesses develop journey maps.

For savvy product creators, the user journey map is right up there with other essential prototyping tools. Check out five simple tips to help you build your first user journey map, today: https://t.co/vUVhDTsmKb #CX #UX #customers pic.twitter.com/vYZhB5DVAn — WalkMe (@WalkMeInc) March 23, 2019

For instance:

• Real-time user data provides immediate insight into the user experience, allowing user experience managers to adjust customer journeys – and journey maps – more quickly
• Predictive algorithms can personalize user journeys based on user activity
• Chatbots can interact with users directly, which can add interactivity at virtually any stage of the user journey
• Digital adoption platform analytics can offer insight into user behavior, then tailor the user journey accordingly

WalkMe’s digital adoption solution is one example of a platform that is helping to transform the practice of digital journey mapping.

Through AI-powered analytics, interactive training, contextualized guidance, and other features, WalkMe can help organizations deliver user experiences that are personalized and continually evolving.

However, today we are just witnessing the beginning of a much larger trend.

In the coming years and decades, we can expect to see journey mapping and the user journey to continue evolving, becoming more dynamic and more user-centered.

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Journey Mapping 101: Fundamentals and Best Practices

One of the key tools in our toolkit is called »Journey Mapping«. It's a way for understanding what the customer or user is experiencing as they work towards a specific goal. A customer journey map helps us learn about the customer's experience across touchpoints at each stage of their journey, from the moment they first discover a product to after they've purchased it. In this article, we'll walk you through the fundamentals of journey mapping and provide practical tips and examples to help you get started.

What is Journey Mapping?

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A journey map is a visual representation of the customer's experience as they interact with a product or service. It typically includes the customer's goals, actions, emotions (even though we encourage you to not go this way), and pain points at each touchpoint, from discovery to purchase and beyond. By creating a journey map, you can gain a deeper understanding of the customer's perspective and identify areas for improvement that can enhance the overall customer experience.

Why is Journey Mapping Important?

Journey mapping is important for several reasons. First, it helps you see the customer's experience from their perspective, which can lead to more user-centric products and services. Second, it helps you identify pain points and opportunities for improvement, which can lead to better conversion rates, customer retention, and loyalty. Finally, it can help align stakeholders around the customer's jobs and goals, which can lead to a more effective product development process.

Types of Journey Maps

Journey maps come in different types, each serving a unique purpose to help businesses understand their customers better. Here are two of the most common types of journey maps:

Current State (As Is) Journey Maps

A current state, or “as is” journey map, is a visual representation of the customer’s current experience with a product. This type of journey map focuses on mapping out the customer’s existing touchpoints, pain points, and overall experience while using a product or service. By understanding the current state of the customer’s journey, businesses can identify areas of improvement and create solutions to enhance the customer experience.

Future State (To Be) Journey Maps

A future state, or “to be” journey map, is a visual representation of the ideal customer experience that a company wants to create. This type of journey map focuses on mapping out the desired customer touchpoints, interactions, and experience a company wants to provide. Future state journey maps are helpful in identifying the gaps between the current and desired customer experience and developing strategies to bridge those gaps.

By understanding the different types of journey maps, businesses can select the one that aligns best with their goals and objectives. Each type of journey map provides a unique perspective on the customer experience and helps businesses identify areas of improvement to enhance the overall customer experience.

How to kickoff your Journey Map?

If you start from scratch, creating a journey map involves several steps. The first step is to map out the customer journey based on your own expertise and assumptions. We call this an »assumption map.« Then, you you should consider to conduct research to validate your assumptions and gather data to fill in any gaps. You can use different research methods, like surveys, interviews, and analytics, to get the information you need. Anyway, from here you can create a narrative visualization, which is a high-fidelity map that highlights the strengths, weaknesses, and overall potential of the customer journey.

Depending on where you are in your product life cycle, we pursue different goals with Journey Mapping. 

Journey Mapping during Introduction

In the early stages of product development, we examine the context in which your product will operate. We support the product team with insight into the pain points and identify opportunities so that your solution addresses a suitable problem.

Journey Mapping during Growth

The more popular your product becomes, the more important it is to understand how customers use it and how it fits into their lives. We uncover gaps and weaknesses in the journey, so you can develop features that meet customer needs, improve the customer experience and capitalise on growth opportunities.

Journey Mapping during Maturity

In this phase, your product faces more competition. Armed with knowledge of market potential, strengths, weaknesses, and the jobs of your customers, we redraw the journey and create aspirational targets that help you to design change processes and remain competitive.

The path to your Journey Map depends on where you are and where you are heading. We help you to pave it and to walk it. In any case, we want to encourage you to get started. From then on, you have a living object that you can continue to study and correct. 

Analyzing Journey Maps for UX Insights

How Telekom closes weaknesses and gaps with the help of Journey Maps

Once you have completed your customer journey mapping, the next step is to analyze the data to identify pain points and opportunities for improvement. Here are some key steps to follow:

• Review the Journey Map: Take a step back and look at the journey map as a whole. Identify patterns, recurring themes, and areas where customer’s experience frustration, confusion, or bottlenecks.
• Identify Key Moments: Look for key moments or touchpoints in the journey that stand out as particularly positive or negative. These moments may be critical for the customer's overall experience, and you can use them to focus your efforts on improving the journey.
• Quantify the Data: Use metrics to quantify the data, such as time spent on a task, completion rates, and customer satisfaction scores. These metrics can help you pinpoint where customer’s are struggling and prioritize which pain points to address first.
• Identify Opportunities: Once you have identified pain points, you can start brainstorming opportunities for improvement. Consider what changes you can make to the customer journey to reduce friction, increase engagement, and create a more satisfying customer experience.

By analyzing your journey map, you can gain valuable insights into the customer experience and identify opportunities for improvement. Use these insights to drive your design decisions and create a user-centric product or service.

Best Practices for Journey Mapping

When it comes to creating effective journey maps, here are some tips to keep in mind:

• Keep it real : Make sure your map reflects the actual experience of your customer’s. Uncover your own biases and reality check your assumptions to be more certain.
• Collaborate : Bring together stakeholders from across the organization to contribute their insights to the journey map. This will help ensure that everyone is aligned around the customer's needs and goals.
• Focus on jobs : Do not assign your target audience to socio-demographic segments, instead divide customers by their jobs. Group together everyone who has a common concern that you’d like to help them address. 
• Determine your goals : One journey mapping is not the same as another. In each phase of your product's lifecycle, you can gain different insights to shape the product experience. Think about your goals in advance to get the most out of your journey map.
• Iterate: Journey mapping is an iterative process. You may need to go back and refine your journey map based on your analysis and insights. You can also continue to iterate on your journey map over time as you gather more data and feedback from customers.

Using Journey Maps in Product Development

How Ryzon uses Journey Maps to investigate their customer experience.

Now that you have a customer journey map in hand, here are some ways you can use it to inform product development decisions:

• Get organized: Use your journey map to create a prioritized list of features to develop based on the customer's goals and pain points that come with their job. This will help ensure that you are focusing on the most important areas first.
• Design for the user: Use the insights from your journey map to inform your UX design decisions. By also considering your customers habits and constraints, you can create designs that are truly user-centric.
• Feed your research plan: Use blind spots and insights to raise relevant research questions and validate corresponding hypotheses. This will help choose the right research method to unlock potentials efficiently. 
• Get buy-in: Share your journey map with stakeholders across the organization to help build consensus around the customer's needs and goals. This will help ensure that everyone is aligned around a common vision for the product.
• Drive customer-centric change: Use this technique to involve customers in the product development process and ensure that their needs and expectations are met. This will help make informed decisions about customer experience investments.

Journey mapping is a valuable tool for anyone involved in product development. By mapping out the customer's exprience across touchpoints, you can gain a deeper understanding of their jobs, goals and pain points, and identify opportunities for improvement. By following the best practices outlined above, you can create effective customer journey maps that inform your product development decisions and lead to more user-centric designs. Happy mapping!

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How to create journey maps to improve EX (Employee Experience)

Behavioral Science, Democratized

We make 35,000 decisions each day, often in environments that aren’t conducive to making sound choices.  At TDL, we work with organizations in the public and private sectors—from new startups, to governments, to established players like the Gates Foundation—to debias decision-making and create better outcomes for everyone.

A gap between employee desires and company priorities

All too often, leaders neglect to understand employee behavior, and instead invest in financial perks to improve the employee experience. As a consequence, workers can feel like they’re a part of a transaction rather than a working relationship. 1

This has contributed to “the great resignation” - when nearly 57 million Americans quit their jobs between January 2021 and February 2022. 2 This trend isn’t just US-specific: 43% of employees across the globe were thinking of leaving their jobs in 2022. 3

Journey mapping can help

Journey mapping has become a useful and popular tool in both user experience (UX) and marketing. It encompasses creating a visual map detailing all the processes that an individual goes through in order to reach a goal. 4

To create a journey map, you first compile all of the relevant actions into a timeline, then add in user thoughts and emotions, and then condense the timeline to create a visualization. 4 Understanding the ins-and-outs of a user’s journey uncovers pain points that service-providers can eliminate or revamp.

Personas help humanize complex data

Personas, the unique perspectives and experiences of a cluster of the target population, can help researchers identify where to make changes. 4 A persona is a mock-up of a fictional person that embodies a cluster - it might include a name, short biography, short quote, key interests, or other relevant information. 5  

Using personas can help foster empathy and a greater understanding of the customer. 6 The strategy also helps to humanize a set of data that might otherwise be difficult to explain to software engineers, product managers, and other stakeholders. 5

Despite its potential in helping to understand customers, journey mapping and personas have rarely been applied inwards to improve the employee journey . Rather than grouping all employees into one journey, dividing employees up into personas helps to more effectively identify areas for improvement as each group faces unique challenges. 

A changing employment landscape

The pandemic has changed the way we work. People want to work together to create authentic, encouraging experiences that bolster individual, team, and organizational success. 7 As such, there is a need like never before to ensure that the employee experience (EX) is as positive as it can be and flip the journey mapping process inward rather than outward.

Company leadership shapes the employee experience. They can use journey mapping to make it better. 

A McKinsey survey revealed that 40% of employees are at least somewhat likely to leave their current employer within the next 3 to 6 months.

Good EX yields better corporate outcomes  

• People who have had positive experiences with their employer are 16 times more engaged than those who reported negative experiences 8
• They’re also 8 times more likely to want to stay with their employer 8
• At firms that prioritize good EX, employees are more predisposed to surpassing expectations, exhibiting 40 percent more (optional) effort 8

Firms that prioritize EX are more productive and are perceived to be more innovative and better employers than their counterparts. 9

Using journey mapping to improve management decisions

The employee experience is as important as the customer experience. In the same vein, leaders should investigate the employee journey using the same tactics that they would with their customers. 10

This provides employers with quantitative data points from which to better understand key variables, e.g. when workers become disengaged, how long it takes to bring on a new hire, or the average tenure at the firm. 10  

Gathering data also helps employers take a birds’ eye approach to employee behaviors. For example, if turnover was high one year, it could indicate onboarding was insufficient or they didn’t feel supported by their superiors. However, if employees are consistently leaving after a few years, it could point to insufficient opportunities for advancement. 

In taking time to create detailed personas, leaders will be in a better position to make decisions about how to best support their employees.

How to: journey mapping for EX

Before beginning on their EX journey, firms require a strong commitment to understanding their employees’ needs, pain points, and the emotional contexts of their personal and work lives. 7

Once this is established, they can identify each of the core steps that employees take, from the application process to departure. A standard process looks like: a) recruitment, b) onboarding, c) development, d) retention, and e) exit. 11

A good methodology to uncover employee journeys and personas looks like this: 11

1. Begin by establishing a current-state baseline and an aspirational level of employee satisfaction 7

2. Divide employees based on role, not demographics

3. Create a journey for each type of employee

4. Make sure leaders use a consistent form of success measurement across the different divisions of the organization, for example a set of issues that can be measured using a 5-point Likert scale (like engagement or excitement)

5. To make sure employees find the  journeys accurate, there should be opportunities for feedback. Automation can make this process efficient: for example, set up reminders to automatically send requests for feedback when an employee hits a milestone

6. Review journey and create an engagement survey to monitor the accuracy of the journeys

As you’re implementing the outcomes from the EX journey mapping, you can track its impact using surveys and KPIs, like the number of offer acceptances, resignations, absences, and engagement. 12

Mapping the EX has benefits for all

Beyond providing better resources and opportunities for employees, understanding the EX also has benefits for the firm. Finding talent and keeping them happy through retention will boost the organization’s reputation and increase the likelihood of future talent acquisition. Besides, it’s just good business to treat people well, and show employers that their leaders care enough to try to understand their experiences.

The Decision Lab is a behavioral consultancy that uses science to foster employee wellness through science and design. We work with some of the most well-known names in innovation and health to improve experiences for firms large and small. If you'd like to implement changes in your organization, contact us .

• De Smet, A., Dowling, B., Mugayar-Baldocci, M., & Schaninger, B. (2021, September 8). ‘Great Attrition’ or ‘Great Attraction’? The choice is yours . McKinsey & Company. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours
• Ferrazzi, K., & Clementi, M. (2022, June 22). The Great Resignation Stems from a Great Exploration. Harvard Business Review . https://hbr.org/2022/06/the-great-resignation-stems-from-a-great-exploration
• Great Expectations: Making Hybrid Work Work . (2022). Microsoft. https://www.microsoft.com/en-us/worklab/work-trend-index/great-expectations-making-hybrid-work-work
• Gibbons, S. (2018, December 9). Journey Mapping 101 . Nielsen Norman Group. https://www.nngroup.com/articles/journey-mapping-101/
• Howard, T. (2014). Journey mapping: A brief overview. Communication Design Quarterly , 2 (3), 10–13. https://doi.org/10.1145/2644448.2644451
• Schäfer, C., Zinke, R., Künzer, L., Hofinger, G., & Koch, R. (2014). Applying Persona Method for Describing Users of Escape Routes. Transportation Research Procedia , 2 , 636–641. https://doi.org/10.1016/j.trpro.2014.09.106
• Emmett, J., Komm, A., Moritz, S., & Schultz, F. (2021, September 30). This time it’s personal: Shaping the ‘new possible’ through employee experience . McKinsey & Company. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/this-time-its-personal-shaping-the-new-possible-through-employee-experience
• Emmett, J., Schrah, G., Schrimper, M., & Wood, A. (2020, June 29). COVID-19 and the employee experience: How leaders can seize the moment . McKinsey & Company. https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/covid-19-and-the-employee-experience-how-leaders-can-seize-the-moment
• Morgan, J. (2017, March 10). Why the Millions We Spend on Employee Engagement Buy Us So Little . Harvard Business Review. https://hbr.org/2017/03/why-the-millions-we-spend-on-employee-engagement-buy-us-so-little
• Lee, L. (2021, July 29). You Have Customer Journey Maps—What About Employee Journey Maps? The 360 Blog from Salesforce . https://www.salesforce.com/blog/employee-journey-maps/
• Wowk, A. (2020, December 1). 6 steps to mapping the employee journey at your organization . Qualtrics. https://www.qualtrics.com/blog/employee-journey-mapping/
• Holliday, M. (2021, January 29). How to: Employee Experience Journey Mapping . Oracle NetSuite. https://www.netsuite.com/portal/resource/articles/human-resources/employee-experience-journey-mapping.shtml

About the Authors

Lindsey Turk

Lindsey Turk is a Summer Content Associate at The Decision Lab. She holds a Master of Professional Studies in Applied Economics and Management from Cornell University and a Bachelor of Arts in Psychology from Boston University. Over the last few years, she’s gained experience in customer service, consulting, research, and communications in various industries. Before The Decision Lab, Lindsey served as a consultant to the US Department of State, working with its international HIV initiative, PEPFAR. Through Cornell, she also worked with a health food company in Kenya to improve access to clean foods and cites this opportunity as what cemented her interest in using behavioral science for good.

Sekoul Krastev

Sekoul is a Co-Founder and Managing Director at The Decision Lab. He is a bestselling author of Intention - a book he wrote with Wiley on the mindful application of behavioral science in organizations. A decision scientist with an MSc in Decision Neuroscience from McGill University, Sekoul's work has been featured in peer-reviewed journals and has been presented at conferences around the world. Sekoul previously advised management on innovation and engagement strategy at The Boston Consulting Group as well as on online media strategy at Google. He has a deep interest in the applications of behavioral science to new technology and has published on these topics in places such as the Huffington Post and Strategy & Business.

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