5 cose da ricordare quando usi le Customer Journey

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AICEX: nel mondo della customer experience hanno spopolato le customer journey, un validissimo strumento, ma talvolta utilizzato impropriamente, o non utilizzato appieno. Capita che le customer journey non siano dei clienti, ma delle aziende che speranza che i clienti seguano esattamente il percorso che hanno disegnato per loro. Capita anche che ci siano progetti e budget per costruire le custome journey ma non ce ne siano altrettanti per le azioni che dovrebbero seguire. Il vero lavoro inizia quando le customer journey sono finite! Riprendiamo qui un articolo su questo tema.

One of Temkin Group’s Six Laws of Customer Experience is that people are instinctively self-centered. Individuals inside a company are very knowledgeable about the company and its processes and often have a mixed understanding of customers. The result? Employees naturally tend to view their customers through an internal lens that focuses on the distinct interactions a customer has with their specific department. This inward focus makes it impossible to have a complete picture of the customer’s experience. Customer journey maps (CJM) help shift employees’ focus beyond individual interactions towards a broader examination of the customer experience.

Let’s start with a definition. A customer journey map is the representation of the steps and emotional states a specific customer goes through during a period of time to accomplish a specific goal that may include some interactions with your organization. A journey map visually depicts the major stages of the journey, the steps that the customer takes with and without the company, the customer’s expectations along with his or her perceptions of the experience, and how the customer feels during each stage.

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Per favore basta con le Customer Journey

AICEX: Talvolta ci sfugge che le Customer Journey sono “un mezzo” e non il fine, al pari di un organigramma o di un elettrocardiogramma. Senza un cardiologo bravo l’elettrocardiogramma serve a poco, e dopo il cardiologo potrebbero servire molti altri specialisti 🙂 

”No more journey maps, please!” was the response of a Chief Customer Officer of an EU telecom company when we asked her about how she and her team went about, well, mapping and measuring customer journeys.

This executive was disappointed with the journey mapping process because she struggled to understand what constituted a ‘good’ or ‘bad’ customer journey map with the tools at her disposal. What should her team focus on first? How could she use the insights from the exercise to design a customer journey that actually works? Continua a leggere “Per favore basta con le Customer Journey”

Nell’Omnichannel Canali e Journey sono davvero importanti?

AICEX SUMMARY: Omnichannel requires framing the customer experience in human customer terms, not in technology or messages.

The term omnichannel is becoming ubiquitous. However, it may be one of the most misunderstood terms in retail today. Omnichannel is often equated with retailers using multiple channels to sell to customers. While multiple channels are now a reality for selling, what is driving the disruption is the change in customer behavior. Consumers literally are shopping everywhere, anywhere all the time. This new behavior is often described as the “customer journey.” Today’s customer’s path to purchase is certainly not linear. But, what does this new trending phrase for retailers really mean? Is it a better way to go to market to reach customers? The potential pitfalls of trying to map the “journey” would indicate caution.

Why this is important: Marketers and retailers still struggling on how to reach omnichannel consumers, are turning to mapping the “customer journey.” The irony is that the solution may really be much simpler — become channel agnostic.

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