Customer journey maps (CJMs) view the individual as a customer of the organization.
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about how someone becomes aware of the offering, decides to acquire it, and then stays loyal
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The primary difference is the point of view of each
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CJMs focus on motivations and triggers for becoming and staying a customer.
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service blueprints often focus on a specific episode but go into more depth.
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CJMs tend to be scoped very broadly over a long time frame
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Service blueprints detail how a service is experienced by a user in real time.
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help designers and developers improve service delivery.
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Experience maps are more free-form than the latter two types, but strive to get at needs and desired outcomes.
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Service blueprints expose a lot of the backstage processes and are light on emotional details.
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Experience maps will vary in scope
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useful to find new opportunities for innovation.
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build better relationships.
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success managers
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main concern is how well or poorly the service performs after it is acquired
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But don’t get hung up on labels—they’re not that important at the end of the day. In the end, any or all of these maps may help your situation. The point is to understand the nature of the diagram type you are targeting before beginning an effort. Know who the audience of the map is and its purpose before you get started. Then, focus on how you’ll show value alignment visually to engage others in your organization in a conversation.
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A sequence of techniques discussed in this book can be categorized into three groups: diagrams about individuals, context and goals, and future state diagrams.
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“Graphical excellence is that which gives to the viewer the greatest number of ideas in the shortest time with the least ink in the smallest space.” —Edward R. Tufte The Visual Display of Quantitative Information
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Consider alternative layouts for your diagram to enhance the storyline.
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Displaying Chronology
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You’ll have to overcome what I call “the chronology problem,” or showing irregularities in a strict timeline.
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FIGURE 7-4c. ONGOING ACTIVITY: Indicate the first time that an ongoing behavior occurs, and then show that it continues to avoid repetition. For instance, a salesperson may continually look for new leads throughout.
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FIGURE 7-4b. VARIABLE ORDER: A cloudlike form can indicate that activities don’t happen sequentially. For instance, a salesperson may generate new leads, maintain existing relationships, and maximize reach all at the same time
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FIGURE 7-4a. REPEAT BEHAVIOR: Use arrows and circles to show repeating actions. For instance, during a sales call, the salesperson may alternate between showing a product and responding to customer questions.
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FIGURE 7-4d. ALTERNATE FLOWS: You may come across distinct subflows in the experience. Insert a decision point if needed, but keep this to a minimum to avoid overcomplication. For instance, a salesperson may have distinct activities based on the customer type.
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Indicate which roles or departments are involved at each touchpoint. Other elements you can map are the goals of the organization
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a touchpoint takes place within a given set of circumstances. Be sure that the information in the map surrounding the list of interfaces provides the context for those touchpoints.
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Determine the major “joints” of the model you’re creating. In chronological maps, this means creating phases: e.g., Become Aware, Purchase, Use, Get Support.
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Describe the interfaces between the individual and organization for each phase.
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you can include direct quotes from customers or photos from your investigation.
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Decide what aspects to show to describe the experience. Core elements include actions, thoughts, and feelings.
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strategic imperatives, and even policies. Show what is valuable to the organization.
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