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Customer Journey Mapping is a well-documented practice that helps organizations understand and guide improvements in the customer experience (CX). When done effectively, it uncovers valuable insight into CX issues and opportunities, and it aligns stakeholders around a common vision.
But the traditional approach to journey mapping leaves a lot on the table. You know the story: big company excitedly embarks on a journey mapping exercise, gets a bunch of people involved, and creates a beautiful map full of interesting insight. And then the map becomes a piece of wall art in the office. Executives may have nodded their heads and agreed to do something different in the workshop, but nothing really happened. Or, if something did happen, the CX team didn’t hear about it. Over time, the negative perception of journey mapping then compounded as the original map became stale and outdated, having never been reviewed or updated.
The problem here is not just about wasted effort. For CX leaders, the problem is existential. They are spending time and money, often with high internal visibility, with nothing substantial to show for it. That doesn’t go on long in a company that wants a return on its investment.
That’s why we’re focused on Customer Journey Management, which we define as “the discipline of understanding, planning, implementing, and optimizing a portfolio of journey maps to create loyalty through an improved experience.” By breaking down that definition, we’ve identified three main elements that distinguish journey management:
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