Customer Journey MappingLawrence Hallett

Wales Quality CentreMonday, 8 July 13

Key Differences

• Less but more depth• Customer Focus• Less overlap• Greater support• Improved self assessment tool• continual improvement cycle

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Customer Insight

The culture of the organisation

Information and Access

Delivery

Timeliness and Quality of Service

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Exercise

Who are your customers and prioritise their importance to you

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The worst of Customer Service,WHY?

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The worst of Customer Service,Because...

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85% Defect

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8% repurchase

Source: habit by Neale MartinMonday, 8 July 13

Results So Far: Self Assessment

0

15.00

30.00

45.00

60.00

%

Customer Insight Culture Information & Accesss Delivery Timeliness & Quality

CSE Criteria

Fully MeetPartially meetFail to meet

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How to map a customer’s journey?

The different types of journey map can be used alone or in combination to

better understand customer experiences.

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Customer journey mapping is the process of tracking and describing all the experiences that customers have as they encounter a service or set of services, taking into account not only what happens to them, but

also their responses to their experiences.

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The 3 Types of Customer Journey Mapping

•Customer Experience•Process Mapping•Measuring the experience

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CUSTOMER JOURNEYS IN THE PUBLIC SECTORMany customer journeys dealt with by THE PUBLIC SECTOR cut across departmental boundaries. Journey mapping can be particularly valuable here. INDIVIDUAL JOURNEYS

BUSINESS JOURNEYS

Maternity leave Ante-natal care Registering

birth Benefits Trust fund

Birth or adoption Ofsted reports Applying for

school Pre-school

boosters

Starting school Benefits Taxes Registration Name change

Getting married

Starting a business Registration VAT Financing Applying for

grants

Tax/compliance

End of year returns

VAT Auditing

requirements

Employing someone Jobcentre Plus PAYE National

insurance

Health & safety

Registration HSE inspections Local authority

regulations Legal system

Applying for pension

Tax on retirement income

Retiring Registering

death Pensions Notifying

change of circumstances

Bereavement

Closing down

Changing name, address

or status Redundancy

payments Tax & accounts

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15

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16

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Try Mapping your experience

Select a processDefine the basic stagesDefine each stepQualify the level of emotional experience

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MORE ON JOURNEY MAPPING…There are also a number of publications that can tell you more:

Customer Journey Mapping - Guide for Practitioners is a practical reference document for people who will be carrying out the process of journey mapping.

An expanded ‘toolkit’, also on the CIF website, gives more tools to use in journey mapping.

A set of four online training modules serves as a quick introduction to journey mapping, and can be found on the CIF website.

Customer Journey Mapping - Guide for Managers is relevant to those involved in leading and supporting cross-government service transformation.

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22

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INPUT OUTPUTTHE ORGANISATION

CONSTRAINTS

RESOURCES

The process model.

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The Card gameAimTo score as many points as possible by the exchange of cards

Time limit10 mins

Exchange rate1 for 1 or 1 for 2

PointsSpades - 20 pointsHearts - 15 pointsClubs - 10 pointsDiamonds -5 points

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suppliers Customers

The ‘Birds Nest of Processes

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START

PROCESS

STEP

DECISION

STOP

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Additional Symbols

1.8 Constructing a Flow Chart - contd.

Shadow signifies additional flow chart

A major task has sub-tasks e.g. filling kettle

sub-tasks are:-• pick up kettle• fill with water• plug in• switch onA

A Continuation References the continuation of the chart on another page

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UNLOAD TRUCK

INCOMING MATERIAL

VENDOR/ REPAIR

WORK STATION

WORK STATION

GRINDING

REWORK/ SCRAP

WELD & TRIM

REWORK/ SCRAP

NO

INSPECT OK?

INSPECT OK?

INSPECT OK? NO

NO

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SELECT DESTINATION

MAKE ARRANGEMENTS

PACK SUITCASE

TRAVEL TO DESTINATION

RELAX AND ENJOY

DECIDE TO TAKE A TRIP

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Dept A Dept B Dept C Dept D

Task A1

Task D1

Task A2 Task B1 Task C1

Task B2

Task B3

Task C2

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MAPPING THE SYSTEM (PROCESS MAPPING)

FREE SCHOOL MEALS EXAMPLE

KEY STEPS IN SYSTEM/CUSTOMER JOURNEY

Tameside council

FSM section

NOTES ON PROCESS AND CRITICAL INCIDENTS

End to end system

definition

Process of making a new application for FSM from becoming eligible through to

receiving meals

Objectives/ scope

Map Free School Meals (FSM) to identify how

to deliver a better customer service and achieve cost savings

Customer segment All new applicants

Core system goals

Goal 1:Deliver an important benefit consistently and without delays

Goal 2:Minimise the number of entitled people leaving the process without obtaining the benefit

Goal 3:Contribute towards a required 3% efficiency improvement across the council

CustomerBecomes eligible/ aware of eligibility

Finds out about FSM and how to

apply

Receives request for

more informatio

n/ verification

Receives confirmatio

n of FSM entitlement

Sends extra informatio

n/ verification

Child starts receiving

meals

Do I want to apply?

Can I/ do I want to proceed?

SchoolReceive

report on entitlement

Providesmeals

Receive and check application

Add claim dates and authorisati

on

Report sent to school

and confirmation to parent

Bring up child’s

record and add note

Is all correct info provided?

Leaves process Leave process

Completes application

form (4 routes leading to

same process)

No No

Sometimes can verify internally , sometimes have to go back to the customer

Wasted materials

often associated with this

step

Will continue to

receive benefit

until next review, even if

eligibility changes

On-line application

s have earlier

start date than paper

ones

Four different routes

have very different

associated costs

Application rates may vary by area; in some places there’s more

stigma attached

Criticalmoment

Criticalmoment

No

Yes

Yes Yes

Sharing what the current process looks like

Identifying duplications and deviations from the norm – where do things go wrong?

Identifying how and where things can be improved

Comparing the view of staff with the view of customers

Training – showing how things should be done

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CUSTOMER EXPERIENCE MAPPING

BORDERS AND IMMIGRATION AGENCY EXAMPLE

Objectives, scope &

journey typeApplying for entry clearance to the UK Customer

segmentShort-term student from China (Sichin)

Moments of truth

© Oxford Strategic Marketing

Key Journey Steps

Key Journey Steps

VISA received

Finds information

Application submitted

Payment processed

Query from UK Visas received

Receive interview request

Biometrics and

interview

Key Journey Steps

Postal delivery of

visaCan be sent with more

info on immigration

Website; needs to be

easy to access 24/7Supporting phone line

Currently no contact.

Opportunity to confirm

receipt

Payment goes

through bank – no

direct acknow-

ledgement

Query sent by email.

Opportunity to update

on progress and timing

Letter sent out.

Opportunity to say more about the process

Face to face contact with interviewer. Could say

more about process to reassure

Touchpoints

Visa arrives in the post.

Hugely relieved and

can now look

forward to and finalise her plans

for coming to England

Sichin has details of her course and tries to

find out about visa

application. Finds the website

easily and is encouraged

Sichin applies

online and sends

supporting documents by secure

post. Expensive but can’t

risk losing them

Payment has gone

through but she’s heard nothing yet.

It’s a big sum of

money – hope all’s

OK

Application and checks have shown one of the documents is missing. Sichin finds

this but more

expense

Contacted for

interview. Worried – biometrics

sounds alarming. Anxious

now about timing – all

taking a long time

Attends her interview. Nervous – building

intimidates her. Hope

it’s gone OK but hard to

tell

Actions, feelings,

thoughts and reactions at each step

Getting managers and other staff to think about how people think, feel and act at every journey step

Identifying key points where we can act to transform the experience

Bringing this to life to ‘sell’ internally

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THE HEART MONITOR

MINISTRY OF JUSTICE EXAMPLE

Objectives, scope &

journey type

Track the process experienced by jurors to improve levels of service

Customer segment Jurors

Moments of truth

© Oxford Strategic Marketing

Key Journey Steps

Key Journey Steps Post trial

Receive summon

s

Jury selection

In court pre-trial

In court – during

trial

Deliber-ation

Delivery of

verdict

Key journey steps

Comms:Ensure follow-up letter goes

out re sentencing

Comms: Manage

expectationsChannel:

24 hour access

Customer face:Explain delaysEnvironment:Make the wait as painless as

possible

Process:Simplify

expenses system

Look at time-keeping

Comms:Make jurors aware of role played by all the evidence

Environment:Provide

adequate facilitiesComms:

Brief on verdict delivery

Customer face:Talk to jurors –

stress the importance of what they’ve

done

Levers for solution hunting

Great+100

-100Poor

Customer Satisfaction

Rating

Receive letter – looking

forward to it

Easy to change date

by email

Judge was ‘professional

’

Slow selection process

Judge thanks jury

– much appreciated

Locked in

No preparation

for delivering

verdict

Finishing was a relief

Not sent information

about sentencing

Only small amount of evidence

useful

Trial was impersonal

Late start most days

Expenses ‘a hassle’

Victims family start

to cry – ‘lowest point’

Expressing a journey in a highly visual way that can engage and motivate stakeholders

Identifying the highs and lows of the experience

Clearly highlighting the areas where we need to take action most urgently

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Generating a picture of the customer journey is a valuable way to understand how customers experience public services

Leve

l of s

atis

fact

ion

Reporting the crime

Before the trial At court After the

trial

Neu

tral

Pos

itive

Neg

ativ

e

Police investigation

Reported crime

immediately. Police ‘very good’ – told him what to do and who was coming. Felt secure

Identity parade. No coaching, no

reassurance wouldn’t meet attacker

Barrister not very confidence

inspiring

Drove him home - grateful, but didn’t feel like standard

service

Would report a crime again, because found out defendant had been held for 5 months. But court experience was a ‘waste of time’

Received call from detective

Gave statement in police car –

felt were ‘helping him’

Drove around looking for attacker – ‘waste of time’ as in

marked car Had to go to the

detective – ‘foreign

territory’. Police station

‘disconcerting’

Gave formal statement.

Worried whether

justice would be done. Detective seemed

‘dim’. Changed the

statement into his own

words

Phone conversation

s with detective –

‘kept in touch’

Called up to identify

criminal on computer system seemed

‘efficient’

Identified attacker – ‘felt good, this

will be straightforward’

Few days before trial,

still no information on process

Called Witness Service as wanted to speak to

barrister. Told to arrive early

on the day. Seemed

‘disorganised’

Pack from Witness Service. Personal contact became formal. No information about process

ahead

Case submitted

to CPS. Unclear where next

contact from. Had

to ask detective

Didn’t see barrister,

and detective

late

In locked witness room – ‘cut off’

Little contact with anyone

– only detective

Didn’t go into court at all on day 1. No information on why. Lack of

information most frustrating thing

Witnesses have to be flexible but

judges aren’t (lunch 12-1).

Annoying

Food terrible – had to go out

Told to come back next day.

Not a big problem

Asked to see

barrister again. Did – but he wasn’t

informative

Called - court room an alien

situation. From a tiny room to a

theatre. Everyone else

in the know

Judge asked if he would like to

sit – only introduction

Jury is a ‘sea of faces’

Accused got off

Got off because he had been identified on computer system before line-up (which made evidence

invalid. Police knew this was a problem, so why didn’t

victim?

Other reason was that a detail of appearance had

changed. Frustrating, ‘knew it was him’

Only communication with detective. Happy to explain

situation

Detective told him ‘You should have said…’ Too late now

Detective gave him background to accused: first

offence, had been held since arrest. ‘Felt a bit better’

Worried attacker could come to house

September MarchSource: DCA

Customer journey through court: Victims of crime

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Your Organisation

Exercise 1 - page 3Monday, 8 July 13

•Questions•Frequency•Who will collect•How will data be collected•How will it be actioned

Exercise 3 - page 11Monday, 8 July 13

Why do we need

satisfaction data?

Exercise 2 - page 5Monday, 8 July 13

Why?•Listen•Enhance profit•Retention•Comparison•Research•Venting•Targeted

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Problems•Too many

•Respondents

•No action

•Link to profit

•Disguised Marketing

•Pain

•Targeted

•Why?

•The butt brushMonday, 8 July 13

90% of companies refer to customer satisfaction in their mission

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Survey Success•Define your goals

•Keep it short

•Right type of questions

•Specific questions

•Scale - easy

•Start easy

•Test it

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Addressing rising customer expectations

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Using Customer Databases Daily

One-to-one relationship selling is the oldest game around, but if you're not working it in conjunction with a well-maintained customer database, opportunities are slipping by.

Silverman's, a men's-apparel chain in North and South Dakota, has a close enough relationship with customers that its database is filled with up-to-date information about individual shoppers' sizes, buying habits, and preferences--even products they tried on and didn't buy. Salespeople use the information to help friends buy gifts and to follow up on big sales; a self-generated computer report two weeks after the sale reminds the salesperson to call and check that everything is satisfactory. "Most customers would rather stop shopping at a store than take the trouble to complain," says third-generation clothier Stephen M.Silverman.

The marketing department uses the database to target its efforts. It produces a simple postcard announcing the arrival of, for instance, bathrobes made by a prominent designer. The computer selects customers who have previously purchased the designer's merchandise and have not purchased bathrobes in the past year. Silverman says that such targeted mailings typically elicit a 25% response rate in four weeks for his business—and that's with no discount.Monday, 8 July 13

Measurements are key. If you cannot measure it, you cannot control it. If you cannot control it, you cannot manage it. If you cannot manage it, you cannot improve it.

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Process Step

Activity Processing time - Hrs

Cycle Time - Hrs

1 HR inform manager of employees appraisal due date

0.2 0.3

2 Managers informs staff member to complete the appraisal form online

0.05 24

3 Employee completes form 1 48

4 Employee emails form to manager 0.05 1

5 Manager reviews form and completes his comments

2 24

6 Undertake the appraisal 2 72

7 Manager updates appraisal 1 48

8 Manager circulates form for approval from senior manager, copy to HR and employee

0.05 96

9 Manager files appraisal for future reference 0.2 24

Total 6.55 337.3

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There are 12 cornerstone tools to streamlining, and they are applied in the following order:-

Bureaucracy elimination

Duplication elimination

Value-added assessment

Simplification

Process cycle-time reduction

Error proofing

Upgrading

Simple language

Standardisation

Supplier partnerships

Big picture improvement

Automation and/or mechanisation

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Value Added = Value after processing - value before processing

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Contribute to Customer

Requirements

Necessary to Produce Output?

Activity

Contribute to Business Functions

Activities That Must be Performed to Meet Customer Requirements Activities That Do Not Contribute to Meeting Customer Requirements. These

Activities Could be Eliminated Without Deterioration in Product/Service Functionality

No

Yes

No

Yes

Yes

No

Real Value Added

Record Order Type Policy Research Data Record Claim

Business Value Added

Record Data Received Order Forms Update Personnel Records Prepare Financial Reports

No Value Added

Review and Approval Rework Movement Storage

Value-added assessment

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How to undertake a value added analysisStep1 Define the Process

Step 2 Define the customer requirements

Step 3 Redraw the Process with value-added steps only

Step 4 Rationalise the difference between actual and theoretical

Step 5 Construct an action plan

Step 6 Implement changes

Step 7 Test for Success

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Ongoing stock levels £20 million

Cost of catalogue production £2.5 million

Order new ranges

Undertake print run

Organise photographic shoots

Decide on new range

Formulate catalogue

Distribute 50,000 catalogues

Sales Agents take orders

Store product

no

Is product available

Deliver to customer

Order Product no

Approve 1st print run

Yes

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“Re-engineering is the fundamental rethinking and radical redesign of

business processes to achieve dramatic improvements”.

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Processes

PROCESS EFFECTIVENESS

PROCESS EFFICIENCY

PROCESS CYCLE TIME

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