insight report the shift to customer journey insights

This report was originally published by Temkin Group and was updated to incorporate the Qualtrics XM Institute™ format. There were no substantive changes made to the content.

INSIGHT REPORT

The Shift to Customer Journey Insights UNDERSTANDING CUSTOMERS BEYOND INDIVIDUAL INTERACTIONS

By Jen Rodstrom, CCXP XM Catalyst Bruce Temkin, CCXP Head of the Qualtrics XM Institute

May 2017

XM Institute INSIGHT REPORT qualtrics.com/XM-Institute

Copyright © 2017, 2019 Qualtrics®. All rights reserved.

EXECUTIVE SUMMARY

Customer insights are critical to customer experience programs. However, current insights’ efforts tend to focus on individual interactions rather than on a customer's entire journey, and as a result, they often fail to provide a complete picture of a customer's experience with the company. This report helps companies shift their insights efforts from concentrating narrowly on single transactions to focusing broadly on customers' journeys. Here are some highlights:

< We developed an approach to help companies create a comprehensive view of journeys called Customer Journey Insights (CJI), which is made up of five strategies: Internal Journey Alignment, Journey Data Farming, Journey Performance Tracking, Journey Visualization, and Journey Prioritization.

< We share 20 examples of best practices from companies that are applying these strategies to develop a more complete understanding of their customers' journeys.

< To help companies master these strategies, we have identified three stages organizations proceed through on their path to enabling customer journeys: 1) Customer Journey Orientation, 2) Customer Journey Enablement, and 3) Customer Journey Mastery.

CUSTOMER INSIGHTS NEED AN OVERHAUL

Customer insights are the lifeblood of many customer experience (CX) efforts because companies cannot make appropriate changes to customer experiences if they don’t understand how their customers truly feel.1 To develop a deeper understanding of customers, many companies are expanding their voice of the customer efforts to:

§ Go beyond surveys. While many companies primarily emphasize surveys, unsolicited data can be a powerful tool for hearing from a broader swath of customers. Companies can collect unsolicited feedback by listening to calls in the contact center, gathering feedback from employees, and capturing social media chatter (see Figure 1).2

§ Share data across the enterprise. Rather than waiting for corporate insights teams to gather reams of data and develop statistically significant insights, companies are sharing relevant data with people across the company, along with the context necessary for them to uncover useful insights even when they come qualitative data or from small sample sizes.

1 Almost 80% of large companies report that their VoC programs are “somewhat” or “very” successful.” See Temkin Group Insight Report, “State of Voice of the Customer Programs,” (October 2016). 2 See Temkin Group Insight Report, “Unlocking Customer Insights from Contact Centers,” (July 2015).



§ Drive action based on insights. Companies who are making the most of their customer insight programs do not just collect feedback and package it into reports; they act on it.3 These successful companies use customer insights to fuel ongoing improvement work, from immediate service recovery with an individual customer to identifying and solving a larger problem’s root cause.

§ Tap into text analytics. While numeric ratings remain a staple of customer surveys, unstructured feedback continues to grow in importance.4 Rather than attempting to read through reams of customer comments, tools like text analytics and speech analytics allow companies to turn this verbatim feedback into valuable insights they can analyze and measure more efficiently.

§ Predict customer actions. VoC programs tend to look back at what happened last month or last quarter. Now, however, companies are beginning to build predictive models that blend customer feedback with operational and behavioral data to anticipate customer attitudes. Once companies can predict customer behaviors with reasonable accuracy, they can personalize experiences for different customer segments.

Customer Insights Are Falling Short

While companies are continuously expanding their customer insights programs, internal teams typically emphasize transactional customer feedback or large, annual relationship surveys. In fact, only one-quarter of large companies rate their effectiveness at measuring customer experiences across multiple channels as “good” or “very good” (see Figure 2).5 If companies continue in this direction, they will not be able to:

§ Connect the dots. In many companies, departments solicit customer feedback only for the interactions they are responsible for, which leads to separate surveys for marketing, contact center, sales, and others. As a result, each team focuses on what is best for its own touchpoints without looking holistically at the overall experience from the customer’s point of view. This leads to customer frustration with excessive surveys and to the business having a fragmented view of what the customer wants to accomplish.

§ Understand cross-channel context. By looking at individual interactions rather than the customer’s holistic journey, companies miss the broader view of a customer’s experience. With the proliferation of channels through which customers can do business – from phone to online to mobile apps and in-person – companies often do not know why (or even if) a customer switched between modes to complete a single task.

§ Recognize customers’ goals. Many companies focus on what’s involved in getting new customers “through the funnel,” moving them from a prospect to a paying customer. This step is only one aspect of a customer’s journey – and it’s only valuable from the company’s perspective, not the customer’s. This approach focuses too

3 See Temkin Group Insight Report, “Make Your VoC Action-Oriented,” (December 2015). 4 See Temkin Group Insight Report, “Text Analytics Reshapes VoC Programs,” (May 2014). 5 See Temkin Group Insight Report, “The State of CX Metrics, 2016,” (December 2016).



heavily on achieving outcomes the company desires rather than on truly understanding what the customer wants to accomplish.

§ Truly assess customers. While surveys of individual touchpoints may show customers feel satisfied in several areas, companies can’t simply add up each transaction score and assume this reflects the customer’s overall journey. Yet companies try to evaluate customer journeys by averaging transactional scores, which can lead to an inaccurate interpretation of the customer experience because, in reality, there are areas customers feel are important that the company has not even measured.

THE RISE OF CUSTOMER JOURNEY INSIGHTS

Rather than continuing to focus on isolated customer interactions, companies need to reorient their insights efforts around entire customer journeys. Customer Journey Insights (CJI) weaves individual interactions together to develop a coherent story that more appropriately represents a customer’s perspective of the experience (see Figure 3). Based on our research, which included interviewing a number of vendors and practitioners, Temkin Group has identified five strategies for shifting to CJI (see Figure 4):6

1. Internal Journey Alignment. Shift the company’s mindset away from siloed interaction success to customer goal facilitation.

2. Journey Data Farming. Tap into adjacent data sources and make linkages across channels.

3. Journey Performance Tracking. Overhaul metrics to measure performance across customer journeys.

4. Journey Visualization. Create mechanisms for communicating insights in a way that reinforces the centrality of customer journeys.

5. Journey Prioritization. Focus on the journeys, customer segments, and channels that are strategic business priorities.

Strategy #1: Internal Journey Alignment

To move toward customer journey analytics, companies need to shift current organizational biases and traditional transaction-based mindsets. To align around journeys, companies should:

§ Create customer journey teams. Companies that want to embrace CJI need to layer a cross-functional journey perspective on top of their existing siloed, departmental, or business unit structures. This requires companies to create cross-functional teams that are aligned around specific journey-centric process improvement efforts. And these teams can’t just be for show; they need to have executive visibility. One energy company placed its journey change team - which was responsible for reducing churn

6 For this report, we interviewed Alteryx, Andrew Reise, Apptentive, Avnet, Bank of Montreal, Beyond the Arc, Clarabridge, ClickFox, Customer Portfolios, Humana, InMoment, Mattersight, Maverik, Medallia, Qualtrics, Rant & Rave, ResponseTek, SDL, Tribe CX, and Verint.



during the customers' moving journey - right next to the boardroom. This location emphasized the importance of the team's mission to the organization.7

§ Start with a known pain point. A thorny, persistent pain point can be a welcome place to introduce CJI as such problems tend to already have cross-organization support. At Humana, the contact center IVR had long been a source of customer dissatisfaction. Thus, the company’s drive to understand how to improve its IVR’s performance became the impetus for it to start looking at customer journeys. The health insurer needed to try a new approach because it was a manual process to link relevant data together and reporting was solely operational in nature. This was a great opportunity for Humana to look beyond IVR optimization and launch a cross-channel effort that examined the IVR’s role across the entire member experience.

§ Link to a strategic goal. Driving change is easier when a company can prove a new approach effectively solves key business priorities. Bank of Montreal (BMO) recognized that it needed to socialize CJI in terms of three key areas: customer (client experience), cost, and revenue. The bank looked at Net Promoter® Score for its first journey analytics project because the metric tied to the company’s strategic goal of using NPS to track client experience.8 BMO needed to understand which journeys caused significant detractors so it could make changes that would positively impact the score. The team identified journeys, such as applying for a mortgage or opening an account, that started online but needed to be completed through the contact center or in-person at a bank branch (see Figure 5).

§ Build a cross-channel business case. Often the data that supports a business case for improving one channel resides elsewhere, which highlights the value of working across channels. In the case of one insurance company, the data needed to support website enhancements actually came from the contact center. The insurer knew that it had problems with the doctor search feature on its website, but it hadn’t prioritized it as an area for improvement. To get IT budget to fix the issue, the company needed to show the volume of complaints generated by the doctor search function and how it impacted the contact center.

§ “Sell” the importance of customer journeys. Shifting an entire organization to a journey mindset takes time. Employees will need to continually hear messages about why customer journeys are important, how they impact customer experience, and how they relate to the company’s overall business goals. To make this happen, customer insights teams need to partner with internal communications and training teams to craft messages about the value of customer journeys and share them with different parts of the organization. Only through consistent and ongoing communication will the company be able to move the organization to a CJI approach.

Strategy #2: Journey Data Farming

To better understand a customer’s journey, companies should bring together data that is often divided amongst different channels and only used for singular, narrow purposes (see

7 Rawson, A., Duncan, E., & Jones, C. (September 2013). The Truth About Customer Experience. Harvard Business Review. Retrieved from https://hbr.org/2013/09/the-truth-about-customer-experience 8 Net Promoter Score, Net Promoter, and NPS are registered trademarks of Bain & Company, Satmetrix Systems, and Fred Reicheld.



Figure 6). To successfully combine these data sources and fuel more CJI insights, companies should:

§ Repurpose existing data. Often companies can use data they’ve collected for one purpose in new ways to shed light on drivers of customer experience in another area. A retail bank heard through its customer satisfaction survey that customers felt they waited too long in line. Unfortunately, the survey did not provide insight into what caused the long lines. The company analyzed bank transactions to look for an answer and found that the wire transfer process was less than ideal, leading to long wait times for other customers in line. Of course, the customers waiting in line had no idea that their peers’ wire transfers caused their lengthier waits. Without looking at bank transaction data, the bank would not have identified nor been able to fix the source of the problem uncovered in its survey.

§ Look for adjacent data. While many contact centers capture reason codes indicating why a customer called the company, these codes do not always provide a complete picture, as they can be overly broad or categorized by agents who may inaccurately indicate the topic. Instead businesses can better understand what drives customers to the contact center by looking at data upstream and downstream of the call. When customers call its contact center, Bank of Montreal examines data along that customer's path to understand what went wrong. For example, if a customer received an error message while paying a bill online and then called the contact center two hours later, the bank can link these two interactions together, eliminating the need for subjective reason codes and allowing the bank to identify and fix issues directly.

§ Mine behavioral data. To understand customers, you need to know what they’ve been doing. And companies often collect this behavioral data, even if they aren’t using it. SAS made a concerted effort to offer its customers more personal and relevant messaging by shifting from a channel- and product-focused message to a message based on customers’ behavior and preferences. To make this shift, the company brought together data from customers’ buying journeys (i.e. web, inside sales, contact center), regardless of whether they actually completed a purchase or not. It then appended this data to individual customer records. SAS quickly learned that some of its messaging was out of sync with the customers’ journey. For example, some customers were receiving early journey messages after they had already closed a deal or declined an offer.9

§ Pull together cross-channel data. Leaders across an organization must have visibility to the same insights to make more customer-centric decisions. At Sungevity, the VoC team synthesizes qualitative insights and quantitative metrics from different areas of the company, providing a more holistic view of the customer. One area the team identified as problematic was that too many residential solar projects required an additional home visit. However, not all of Sungevity’s internal systems registered this problem. Because the VoC team brings data together from different areas of the organization, it was able to spot the issue, align the operations team around this inefficiency, and act quickly. This led to a cross-departmental decision to include

9 Sweetwood, A. K., (August 23, 2016). How One Company Used Data to Rethink the Customer Journey. Harvard Business Review. Retrieved from https://hbr.org/2016/08/how-one-company-used-data-to-rethink-the-customer-journey



additional questions during sale’s calls, eliminating the need for an additional home visit.10

Strategy #3: Journey Performance Tracking

The transactional metrics that companies use to measure performance are not appropriate for a CJI approach because they don’t assess the customer’s holistic experience (see Figure 7). To understand customer successes from a journey perspective, companies should:

§ Combine KPIs with customer feedback. While KPIs can show that everything works as expected from an internal perspective, companies need to combine them with customer feedback to get the complete picture. When a financial services company’s website update changed the payment process, its internal data showed that the new payment flow still functioned correctly. Social media comments, however, indicated that customers had trouble making payments and finding the “submit” button and that the process was taking longer than usual. So even though normal volume was going through the system, the company could determine through social listening and a page refresh rate 10 times higher than normal that it needed to dig deeper. Further investigation revealed that customers had difficulty finding the “submit” button because the new design had moved it below the fold on the website. Thanks to the addition of social media comments, the company identified the problem on the day of the release and fixed it quickly.

§ Introduce journey metrics. The metrics for individual interactions are too narrowly defined for a CJI approach. Similarly, many of the measurement systems companies use only focus on one overarching customer experience metric, such as CSAT, NPS, or Customer Effort. However, if companies want to understand customer journeys, they need to introduce journey metrics. When one telecom company was looking to optimize its product installation journey, it asked customers to evaluate sales agents, contact center employees, and back office agents at the end of their journey to find out if the installation was trouble-free rather than solely asking about smooth handoffs along the way.11 One airline measured the customers’ journey for managing rebooking and travel as a result of a cancelled flight. The airline brought together rebooked customer data from sources such as mobile app usage, self-service vs. assisted boarding, notification open rates, and acceptance of the first alternative flight suggestion. It then analyzed this data across key segments – like frequent fliers and ticket price – to understand how it impacted customers and the financial implications associated with this specific journey.12

§ Adopt the customers’ measurement. Even the best laid plans for fixing a less than ideal customer experience can go wrong if the company focuses on the wrong metric. Organizations need to ensure that their metrics align with how customers define success, not just how the company defines it. Anthem has long focused on improving case installation, which means getting newly enrolled or renewing groups into its

10 See Temkin Group Insight Report, “Customer-Infused Process Improvement,” (April 2016). 11 Rawson, A., Duncan, E., & Jones, C. (September 2013). The Truth About Customer Experience. Harvard Business Review. Retrieved from https://hbr.org/2013/09/the-truth-about-customer-experience 12 Edelman, D. C. & Singer, M. (November 2015). Competing on Customer Journeys. Harvard Business Review. Retrieved from https://hbr.org/2015/11/competing-on-customer-journeys



systems so that individual member benefits will be active on the day the plan starts. When the company began the project, it initially aimed to improve processing time, an internal metric that tracks how long it takes employees to get enrollees into the system from the date the plan was finalized. From the customer’s perspective, however, the length of time it took Anthem to process their enrollment was irrelevant – as long as it activated their benefits by the plan’s start date. If customers tried to use their health benefits and their case had not been installed, they would be denied coverage, which was a huge pain point for plan members. Thus, the company realized that to truly understand its customers’ perception of the experience, it needed to measure what percentage of cases it had installed by the plan’s start date, rather than how long it took to process them.13

§ Measure and act on moments of truth. While companies typically measure a customer’s experience during individual transactions, to improve the areas that matter most to customers, they also need to capture feedback at key moments across the customers’ entire journey. For SunPower this meant understanding and fixing areas that caused delays in getting customers from a signed contract to a fully operational solar energy system. For example, SunPower streamlined internal processes to reduce dealer paperwork. As a result, dealers could spend more time selling and installing solar energy systems, rather than answering calls about delays. Reducing the total lease timeline had such a large impact on the company that SunPower now has quarterly targets measuring lease timeline reduction, and the company monitors the average time for three separate milestones of the lifecycle, from contract signing to an operating system.14 Similarly, one of Australia’s largest banks recognizes that the mortgage experience is a high value interaction that ties the company and customer together for many years. Therefore, to make the process of getting a mortgage as painless as possible for customers the bank looks across six stages of the customers’ home buying journey – such as the application, approvals, house purchase, and settlement – which cuts across multiple channels including the mobile lender, bank branches, and the contact center. The bank brings these pieces together into one cohesive story by deploying a short SMS survey at each of these stages. It then aggregates scores across the journey, looks at the experience by channel, and includes more traditional relationship surveys to gain a complete understanding of the customers’ experience.

Strategy #4: Journey Visualization

To ensure that the organization remains focused on the broader context of customer journeys, companies need to share CJI in new ways, which requires different presentation styles. To this end, companies can:

§ Use rich media to highlight journeys. Video and images can be valuable tools for illustrating how customers ultimately reach their goals, especially since their journeys often are nonlinear and can veer off in different directions. For instance, if a customer starts paying a bill online and encounters challenges, she will often try to complete her task in a different channel, such as through the contact center or in person. Sometimes she might even end up back in the original channel to complete the task.

13 See Temkin Group Insight Report, “Customer-Infused Process Improvement,” (April 2016). 14 See Temkin Group Insight Report, “Lessons in Customer Experience Excellence,” (January 2016).



This “channel hopping” and its impact on the customer can be difficult to show in a typical table or chart. Rich media can more effectively illustrate how a variety of seemingly separate interactions that occur over an extended period of time and across numerous touchpoints are actually all part of a single journey (see Figure 8).

§ Design journey-centric dashboards. Typical dashboards graphically show customer metrics, operational metrics, and KPIs that a company uses to measure its performance and make critical business decisions. Although companies often present all of these metrics together in dashboards – as dashboards are a quick and easy way to highlight the company’s most important metrics – they actually review the metrics separately. With CJI, however, dashboards need to show how the different interactions relate to one another, not just each interaction’s stand-alone score. Companies need to see how transactions across the customer journey ultimately affect the customers’ perception of their experiences. To help them do this, dashboards must move away from focusing on the efficacy of a single touchpoint and instead show how the channels work together to help customers achieve their goals (see Figure 9).

§ Illustrate journey variation. To help employees across the organization understand how different customer segments can experience a single journey – especially negative interactions – companies should present the journey in a more visual format. This helps the organization understand how a simple, straightforward journey for one customer segment might be inadvertently complicated for another segment due to channel or internal procedures. By showing the experiences of different customers along the same journey, these graphical representations help internal stakeholders better identify where the breakdown occurred and determine how to fix it (see Figure 10).

Strategy #5: Journey Prioritization

It’s impossible for organizations to analyze every conceivable customer journey and their unique configurations. Companies need to prioritize which customer segments and journeys are most important to the business and then focus their efforts accordingly (see Figure 11). That’s why companies should:

§ Investigate cross-cultural challenges. Challenges rarely reside in just one channel. When it comes to redesigning flawed customer experiences, companies need to understand how an experience works across all relevant channels, not just the one they think might be broken. One health insurance company learned through customer journey mapping that customers identified paying monthly premiums as a pain point. The company wanted to improve the payment experience across all channels (contact center agent-assisted, IVR, online, and mobile) to deflect calls away from the contact center. Through speech analytics, the company discovered that it had a huge opportunity to improve self-service IVR because most customers who began the payment process with the IVR ended up needing agent assistance to complete the process. The company also examined online and mobile app payment trends and found that only 20% of customers who started through mobile could complete their payments in the same channel. When it looked at the entire payment landscape, the health insurer realized the payment process was not just an IVR self-service problem – it needed to rethink the process across all channels.



§ Start with customer journey maps. When a company is working to implement changes, it should not view its customer journey map insights in isolation from other customer feedback. Verint merged its customer journey map with its voice of the customer data to prioritize areas for improving customer satisfaction. Verint customers cited “issue resolution time in support” as a moment of truth in their journey. When Verint performed a regression analysis on its satisfaction survey to validate these moments of truth, the company saw that “issue resolution time in support” also emerged as a key driver of satisfaction. This combination of findings helped make a stronger case for increasing support staff in the contact center than the results of the customer journey map would have made alone. Verint was then able to approve additional staffing for the contact centers even before operational measures indicated a problem.15

§ Explore variation by channel. Customer activities are no longer limited to one channel, and companies need to understand how customers feel about both simple and more complex journeys. While customers’ journeys with clothing retailers historically were fairly straightforward – customers simply entered a store and made a purchase – the growth of omni-channel experiences has dramatically changed this common task. Now, for example, customers can search and browse clothing online, then visit the store and have a salesperson order a specific color or size that’s out of stock, and ultimately have that item shipped directly to the customer’s home. Customers also can order clothes online and return them to a store. These journeys introduce new channels, such as fulfillment centers and delivery services, which can significantly impact the experience. Companies need to understand both the simple journeys – all in-store, all on-line – as well as the complex journeys that span multiple channels, to understand which ones are working well and which ones need improvement.

§ Identify emerging issues. Insights are only valuable if companies act on them. Companies typically work on longstanding challenges incrementally, tracking their progress over time. At the same time, they also want ways to identify and tackle developing problems quickly. One financial institution wanted to move beyond its known top issues list and focus on new and emerging issues that it could fix rapidly. To do this, the company created an emerging issues engine that combined data from across the enterprise, including sources like email support, banker notes from the contact center, and post-interaction surveys. By focusing its CJI on fast emerging issues, the company was able to drive business process improvements quickly without compromising its work on longer-term initiatives.

PATH TO CUSTOMER JOURNEY ANALYTICS

Shifting from an individual interaction mindset to a customer journey mindset is not an easy transition (see Figure 12). To make this change, companies will need to build new skill sets. Companies that wish to achieve a true CJI approach should plan on progressing through the following stages (see Figure 13):

15 See Temkin Group report, “Maximizing Value from Customer Journey Mapping,” (Sept. 2015).



§ Customer Journey Orientation. During the initial stages of CJI, companies need to lay the groundwork to prepare the organization for the transition to a journey focus. This includes creating a governance structure to guide this transformation, educating the broader organization on the value of CJI, and beginning to find and connect disparate data sources. Companies in this stage often use journey maps as a guide as they help pinpoint moments of truth and potential performance gaps across customer journeys. CJI reporting focuses on highlighting insights within the broader context of a customer’s overarching goals.

§ Customer Journey Enablement. During this intermediate stage, companies continue their shift towards CJI by developing journey leaders and project teams, and by addressing data usage and reporting. At this stage, seasoned leaders helm ad hoc journey teams; although, the traditional organizational structure still remains intact. Customer insights teams have advanced beyond linking disparate data sources and are now analyzing adjacent data to identify root causes and unexpected impacts. The company shares insights using journey-centric dashboards, and it drives changes based on a review of journey metrics to uncover critical journeys and target segments to prioritize.

§ Customer Journey Mastery. During this more advanced stage, companies have embraced CJI and reap the benefits of a journey-centric perspective. An organization has restructured its teams to focus on prioritized, cross-channel journeys rather than transactions based on channel or interaction type. Internal teams know how to ask for and use CJI insights to power their decision making, and journey metrics are an important part of corporate scorecards. Companies create powerful rich media presentations to share findings and discuss journeys more broadly across the organization. Finally, the most advanced companies can monitor journeys in real time and trigger actions and service recovery based on customer actions.



Figure 1

The Changing Importance of Customer Insight Channels

17%

19%

24%

22%

26%

12%

25%

21%

42%

41%

41%

44%

45%

59%

53%

55%

38%

37%

32%

30%

27%

27%

21%

19%Multiple choice surveys of customers

Content of contact center interactions

Qualitative research

Open-ended verbatims from customers

Online customer communities

Social media conversations

Front-line employee feedback

Customer interaction history

Significantly MORE Somewhat MORE About t he same LESS

Looking ahead three years, how much MORE or LESS IMPORTANT do you think these sources of customer insights will be to your

VoC program compared with today?

Base: Organizations with $500 million or more in annual revenues

Source: Temkin Group Q3 2016 CX Management Survey

Copyright © 2017, 2019 Qualtrics®



Figure 2

CX Measurement Across Different Interaction Channels

How effective is your company at measuring these customer experiences?

10%

17%

17%

26%

15%

15%

14%

26%

30%

26%

21%

11%

26%

21%

39%

31%

13%

25%

16%

Across multiple channels

On a wireless device

In the store/branch

Online

Over the phone

Very good Good Okay Poor/very poor N/A or don't know


Base: Organizations with $500 million or more in annual revenues

Source: Temkin Group Q3 2016 CX Management Survey



Figure 3

Shift To Customer Journey Insights

From IndividualInteractions

To CustomerJourney Insights

Primary GoalUnderstand customer experience at a specific touchpoint in order to optimize that interaction

Understand the customers’ overarching goal and their experiences along the way that may help or impede the customer’s success

Data Sources

Transactional survey feedback tied to operational data present in the same channel

Behavioral, demographic, feedback, and operational data across channels tied back to individual customers

Analytics Approach

Vertical within business units or departments

Horizontal across silos that spanthe organization

Customer MetricsHigh-level relationship (e.g. NPS/CSAT) or transactional (e.g. CSAT with phone agent)

Metrics that evaluate the customers’ success in completing their journey across touchpoints

StakeholderBusiness unit leader who owns channel, touchpoint, or interaction

Journey leader who works acrossteams to manage a key customer journey regardless of channel or touchpoint

ContextReview data related to the interaction (operational and attitudinal)

Analyze data leading up to and after interaction (includesbehavioral, operational, and attitudinal)

Segmentation Type

High-level demographic breakdowns (e.g. tenure, B2B vs. B2C, small business vs. enterprise)

Identify and prioritize key customer segments (personas) based on rich qualitative insights

Actions Driven by Insights

Improvements to an individual touchpoint

Changes along the journey based on an understanding of the customer’s broader journey




Figure 4

Customer Journey Insights Best Practices

Strategies Examples of Best Practices

Internal Journey Alignment

§ Create customer journey teams§ Start with a known pain point§ Link to a strategic goal§ Build a cross-channel business case§ “Sell” the importance of customer journeys

Journey Data Farming

§ Repurpose existing data§ Look for adjacent data§ Mine behavioral data§ Pull together cross-channel data

Journey Performance Tracking

§ Combine KPIs with customer feedback§ Introduce journey metrics§ Adopt the customers’ measurement§ Measure and act on moments of truth

Journey Visualization§ Use rich media to highlight journeys§ Design journey-centric dashboards§ Illustrate journey variation

Journey Prioritization

§ Investigate cross-channel challenges§ Start with customer journey maps§ Explore variation by channel§ Identify emerging issues




Figure 5



Figure 6

Examples Of Data Types And Uses By Channel

Channel Type of Data CJI Use

Contact Center

§ CRM data (demographic, product usage)

§ Call Center metadata (reason for call, how many calls)

§ Operational data (length of call, number of handoffs, previous calls)

§ Reason codes, contact center notes

§ Call recordings/speech analytics§ Post-service survey

§ Link with digital data to understand which pages or online interactions drive contact center volume

§ Combine with in-person data to identify underperforming stores

DigitalChannels

§ Online customer feedback (opt in or pop up)

§ Web Analytics (time on page, # of pages viewed, most frequently visited)

§ Session Replay § Browsing history§ Cookie data (customer ID,

number of website visits, etc.)

§ Use cookie data to tie online activity to overall account activity (e.g. in-store purchases vs. online purchases)

§ Decipher early journey product research from later journey service or support questions

Social Media

§ Customer sentiment§ Unstructured tweets and posts§ Location information§ Rich media – images, audio,

video§ Influencer data (size of network,

number of followers, etc.)

§ Compare commentary in social media with topics/sentiment tracked in contact center

In-person§ Loyalty status§ Point of Sale data§ Beacon feedback

§ Compare loyalty memberjourneys to non-member journeys




Figure 7

Use of CX Metrics

Which of the following metrics does your company REGULARLY TRACK?

23%

27%

28%

34%

34%

37%

40%

46%

49%

52%

65%

81%

84%

Likelihood of customers to switch businessaway

Lifetime value of customers

Interaction completion rates

Shifting of volume to/from self-servicechannels

Customer purchases with your firm relative toother competitors (share of wallet)

Customer effort

Likelihood of customers to repurchase

Number/value of new customers

Number/value of customers that churn or don'trenew

Ease of doing business with the company

Customer perception of your brand

Customer satisfaction with specificinteractions

Likelihood of customers to recommend yourcompany (including NPS)

Base: Companies with annual revenues of $500 million or moreSource: Temkin Group CX Management Survey (Q4 2016)




Figure 8



Figure 9



Figure 10



Figure 11



Figure 12

Customer Journey Insights: Common Challenges

Strategies Common Challenges


§ Lack of formal journey-centric governance§ Hesitancy to embrace change§ Challenges traditional organizational structure§ Need to show viability before scaling across the

business§ Requires leaders skilled in journey management


§ Challenges to capturing data at scale across channels§ Unable to access data residing in different departments§ Lack tools and skills to link data across channels§ No unique data identifier to tie back to a specific

customer§ Difficult to connect transactions occurring on different

days/times


§ Unwillingness to change or add to current set ofmetrics

§ Lack sufficient data and feedback on key touchpoints§ Insufficient organizational support§ Unclear how to tie operational with customer metrics

Journey Visualization

§ Requires different analytic and reporting skills§ Must embrace storytelling and other creative

techniques§ Period of trial and error to figure out best methods§ Need to engage creative teams to assist with reporting


§ Need agreement on focus areas§ Requires clearly identified target customer segments§ Lack customer journey maps to identify moments of

truth§ Lack of clarity on how customers use different channels




Figure 13

The Evolution to Customer Journey Insights

Strategies Customer Journey Orientation

Customer Journey Enablement

Customer Journey Mastery


§ Create governanceto guide a journey approach

§ Educate the business on CJI

§ Overlay journey leadership ontraditional org. structure

§ Form journey teams to tackle cross-channel initiatives

§ Reorganize business around critical customer journeys

§ Bring CJI into building business cases


§ Identify and begin linking data sources togetheracross channels

§ Work through data integrity and formatting issues

§ Analyze behavioral and adjacent data to uncover upstream and downstream impacts

§ Drive a horizontal approach to analytics that crosses silos

§ Empower internal teams to use CJI insights to drive CX improvements


§ Identify journey steps that lack formal metrics

§ Prioritizemeasurement across moments of truth

§ Share journey metrics and transactional measures

§ Review KPI’s to ensure they take journeys into consideration

§ Include strategic journey metrics in decision-making alongside traditional business metrics

Journey Visualization

§ Redesign reports to highlight a journey perspective

§ Shift dashboards away from static reporting of interactions to show detailed journeys

§ Utilize video and other rich media to illustrate how journeys vary by customer type and across channels


§ Use journey maps to identify key focus areas by segment, channel, or journey

§ Focus CJI on target customer segments and journeys

§ Examine differences by channel for critical journeys

§ Trigger action and service recovery during customer interactions to improve the journey in real-time


insight report the shift to customer journey insights

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