Traditional customer journey maps tend to only look for those parts of its customers’ lives that it has some direct interest or control over. That makes them insular, even blinkered. It teaches organisations to only see half the story and lose the context. To see the product, the process, not the person. This presentation will show you not only where customer journey maps went wrong, but how to fix it. It will point towards the next generation - more akin to a customer landscape than a map. We call them Lifelines. Customer Journey Mapping. Reinvented.

1. Photo by ecatoncheires
.

2. We all get the concept of customer journey mapping now…
….the broad steps that people take in finding, choosing, buying a
product or service, across any industry.
Photo by Lumbertribe

3. We all get the concept of customer journey mapping now…
…. But do customers really act out their journeys in such a
single-minded and linear way?
Photos by Lumbertribe and Susan NYC

4. McKinsey added a ‘loyalty loop’ to the customer journey, but it is
still ‘silo-thinking’ - just the customer and the purchase involved
Photo from: wilgengebroed

5. Is it ‘real-life’ to think that a customer spends their life
always thinking about our product?
Photo from: David Barrie

6. In the real world, peoples’ lives are a mash-up.
…. A constant juggle of domestic chores,
and work life, of family moments and
unwanted interruptions, of nice surprises,
triumphs and tragedies.
And maybe our product once in a while.

7. The traditional Customer Journey
does not reflect the context of our lives
…. from the regimented and routine ……to the unpredictability of life
Photos by Ludosphère and russellstreet

8. In fact, traditional customer journey maps
are insular, even blinkered
Most companies only look for those parts of its customers’
lives that it has some direct interest or control over.

9. In healthcare, the mindset has become so internally focused,
that the so-called ‘patient pathway’ is little more than a process
This ‘patient pathway’ shows the
clinical treatment steps a patient will
encounter for a type of cancer.
Yet, there is no reference to how
patients experience these steps. In fact
the only reference to “patient” at all is
in the title.
The sole context of this map is the
internal process. The truth is that it’s
not a patient pathway at all, but rather
a treatment process.
This teaches organisations to only see
half the story and lose the context.
To see the disease, not the person.

10. Even the arrival of multichannel journey mapping
remained locked in the same linear thinking

11. The inflection point was social media – suddenly we could see
the bigger picture – not a map but a landscape

12. Social media taught us to ‘tune in’ to the frequency of the
consumer landscape, not just listen to ‘in-house radio’
Photos by Tribaling
Brands began to recognise ‘tribes’ as
well as individuals – exploring what
they say, the links they reference, the
issues and frustrations and distractions
they experience.
It might highlight how TV shows and
news stories are grabbing peoples’
attention, and sparking their interest.
And amongst these broader customer
narratives, one might see them ‘drop
in’ to shopper mode, including a desire
to publicly discredit companies and
brands that they feel have disappointed
them or let them down.
This is the future of how customer
journey maps will evolve.

13. Customer Journey data will need to reflect and respect the
different personas in peoples’ lives
Photos by Brassyapple.com
A new generation of customer journey maps will be built on customer-defined
environments, that show landmarks in peoples’ lives rather than pain-points in company
processes.
The information will be less of a celebration of ‘Big Data’ and more of a nuanced
interpretation of where and how organisations & brands play a role in peoples’ lives.

14. Too theoretical a prediction?
Consider the car hire industry………

15. For decades, Avis had been using customer journey maps
to improve their processes
Over time, their processes became pretty slick, from easy
ordering on-line to a seamless handover of the vehicle.
Yet, the silo-mentality remained.

16. Meanwhile, a new (typically younger and urban) generation of customers was
reassessing their need for cars and transportation altogether.
Many felt that they barely needed or could afford to own a car. Instead, they only
actually needed a vehicle for an hour or so at a time– not a whole day or a week.
Zipcar arrived to fill this need. Whilst the global car hire firms were looking at
themselves, Zipcar was grabbing a new market by focusing on the way younger
customers were living their lives.
Photo by moon_child

17. Ten years on, Avis ended up buying Zipcar in Jan 2013 for $500m.
Quite a price to pay for sleeping at the wheel.

18. The new generation of customer journey maps require a fresh name.
We call them Lifelines™
Lifelines™ describe the experiences of peoples’ lives – as shoppers, parents,
travellers, employees. It builds the consumer landscape from the vivid detail of an
individual perspective, zooming out to trends across a tribe of thousands.
It speaks from the customers’ voice (literally) and shows not just a purchase path,
but a far richer journey of emotion and attitude.
They are as colourful and controversial as the people they represent. And for those
who interpret them, they deliver competitive advantage….

19. Take the next step and find out more about…
Customer Journey Mapping. Reinvented.
™
info@customerfaithful.com
@cust_faithful
www.customerfaithful.com