Customer journey maps (CJMs) view the individual as a customer of the organization.
- Page 211
- customer journey, mapping,

about how someone becomes aware of the offering, decides to acquire it, and then stays loyal
- Page 211
-

The primary difference is the point of view of each
- Page 211
-

CJMs focus on motivations and triggers for becoming and staying a customer.
- Page 212
-

service blueprints often focus on a specific episode but go into more depth.
- Page 212
-

CJMs tend to be scoped very broadly over a long time frame
- Page 212
- mapping, customer journey,

Service blueprints detail how a service is experienced by a user in real time.
- Page 212
-

help designers and developers improve service delivery.
- Page 212
-

Experience maps are more free-form than the latter two types, but strive to get at needs and desired outcomes.
- Page 212
-

Service blueprints expose a lot of the backstage processes and are light on emotional details.
- Page 212
-

Experience maps will vary in scope
- Page 212
-

useful to find new opportunities for innovation.
- Page 212
-

build better relationships.
- Page 212
-

success managers
- Page 212
-

main concern is how well or poorly the service performs after it is acquired
- Page 212
-

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.
- Page 216
-

A sequence of techniques discussed in this book can be categorized into three groups: diagrams about individuals, context and goals, and future state diagrams.
- Page 221
-

“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
- Page 270
-

Consider alternative layouts for your diagram to enhance the storyline.
- Page 272
-

Displaying Chronology
- Page 273
-

You’ll have to overcome what I call “the chronology problem,” or showing irregularities in a strict timeline.
- Page 273
-

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.
- Page 274
-

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
- Page 274
-

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.
- Page 274
-

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.
- Page 275
-

Indicate which roles or departments are involved at each touchpoint. Other elements you can map are the goals of the organization
- Page 277
-

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.
- Page 277
-

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.
- Page 277
-

Describe the interfaces between the individual and organization for each phase.
- Page 277
-

you can include direct quotes from customers or photos from your investigation.
- Page 277
-

Decide what aspects to show to describe the experience. Core elements include actions, thoughts, and feelings.
- Page 277
-

strategic imperatives, and even policies. Show what is valuable to the organization.
- Page 278
-

Customer journey maps (CJMs) view the individual as a customer of the organization.
- Page 211
- customer journey, mapping,

about how someone becomes aware of the offering, decides to acquire it, and then stays loyal
- Page 211
-

The primary difference is the point of view of each
- Page 211
-

CJMs focus on motivations and triggers for becoming and staying a customer.
- Page 212
-

service blueprints often focus on a specific episode but go into more depth.
- Page 212
-

CJMs tend to be scoped very broadly over a long time frame
- Page 212
- mapping, customer journey,

Service blueprints detail how a service is experienced by a user in real time.
- Page 212
-

help designers and developers improve service delivery.
- Page 212
-

Experience maps are more free-form than the latter two types, but strive to get at needs and desired outcomes.
- Page 212
-

Service blueprints expose a lot of the backstage processes and are light on emotional details.
- Page 212
-

Experience maps will vary in scope
- Page 212
-

useful to find new opportunities for innovation.
- Page 212
-

build better relationships.
- Page 212
-

success managers
- Page 212
-

main concern is how well or poorly the service performs after it is acquired
- Page 212
-

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.
- Page 216
-

A sequence of techniques discussed in this book can be categorized into three groups: diagrams about individuals, context and goals, and future state diagrams.
- Page 221
-

“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
- Page 270
-

Consider alternative layouts for your diagram to enhance the storyline.
- Page 272
-

Displaying Chronology
- Page 273
-

You’ll have to overcome what I call “the chronology problem,” or showing irregularities in a strict timeline.
- Page 273
-

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.
- Page 274
-

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
- Page 274
-

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.
- Page 274
-

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.
- Page 275
-

Indicate which roles or departments are involved at each touchpoint. Other elements you can map are the goals of the organization
- Page 277
-

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.
- Page 277
-

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.
- Page 277
-

Describe the interfaces between the individual and organization for each phase.
- Page 277
-

you can include direct quotes from customers or photos from your investigation.
- Page 277
-

Decide what aspects to show to describe the experience. Core elements include actions, thoughts, and feelings.
- Page 277
-

strategic imperatives, and even policies. Show what is valuable to the organization.
- Page 278
-