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Chapter 5 - Customer Journey Optimization: Lean Operations in the Age of Customer Centricity
The following methodology has been created as a handhold and general guideline for how to optimize the customer journey, based upon roughly 50+ similar implementations.
 

1. Linking customer needs & value drivers to internal activities and KPIs

 

2. Technical construction and implementation

  • To identify the customers behavior, the company has to understand how customer journeys actually run and what the customer value drivers are per touchpoint. When linking the customer needs and value drivers to the internal KPI’s and processes, the optimal touchpoints are identified. This is done through:
  • Mapping of customer KPI’s with operational KPIs
  • Identification of business processes behind the customer journey(s)
  • The unique combination of mapping customer channel touchpoints with back-end system processes, leads to fact based monitoring of customer segments through the actual customer journeys. This results in clear and supported insights in improvement potential around efficiency, effectiveness and compliance with the underlying root causes through the whole customer journey.
     

    3. Identify Customer Behavior

    Through Customer Journey analysis, the company can identify fact based how customers are actually “traveling” through the companies’ channels and how they have interacted during their touchpoints within their journey. Combined with fact-based insights from underlying business processes, the company is able to continuously improve the customer journeys and reach the optimal balance between customer satisfaction and process efficiency.
     

    4. Refine customer segments & enrich customer insights

  • Verify the voice of the customer - Based on factual data, the existing customer segmentation will be reviewed and optimized where needed. Is the current set of personas complete and correct?
  • Design target customer experience- Based on the customer segment analysis the experience model will be reviewed and optimized if needed. Is the current customer experience model complete and correct?
 

5. Replot current customer journeys and experiences based on fact-based insights.

Have customers actually followed the designed customer journeys? Where did they deviate? What does this mean and what should we change to facilitate them along the desired journey?
 

6. (Re)plot, reprioritize and ideate digital touchpoints

Optimizing customer experience is the ideal moment to shape new service offerings and to ideate upon new service opportunities that will help provide the desired experience. Assessing opportunities and new services / offerings requires the supporting digital capabilities to be in place (are the needed technologies, people, processes and organizational aspects in place to provide the experience designed?). This is followed by digital capability mapping based upon customer journey steps (what underlying capability is required to support a customer on their journey?).
 

7. Map (digital) capabilities needed to deliver services & optimal experience

Prioritize channels and touchpoints for ‘Customer First’ success. What capabilities do you need to have in place to be able to deliver our ideal customer journey?
 

8. Continuous customer management & internal process monitoring

A quantified and prioritized improvement agenda should be the basis for your improvement roadmap. Continuous monitoring of customer journeys transforms process improvement efforts from “gut feel” to “fact-based”, resulting in less resistance and more control over value realization.

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