Journey maps当人们与组织互动时,是用来理解客户需求和痛点的可视化。它们通常包括三个区域:一个为所绘制的旅程提供焦点和背景的镜头,一个描绘用户体验的区域,以及第三个从分析旅程中获得见解的区域。旅程图可以是组织内有效的沟通工具,可以将团队的精力集中在正确的结果上。

Survey Overview and Takeaways

为我们的研讨会做准备Journey Mapping to Understand Customer Needs,我们调查了48位用户体验专业人士,以了解组织如何使用旅程地图。

我们向与会者提出了以下问题:

  • Which elements do you typically include in journey maps?
  • 在使用旅程地图的过程中,你觉得最令人沮丧或最没有帮助的部分是什么?
  • 您认为使用旅程地图最有帮助的结果、输出或好处是什么?
  • 旅行地图什么时候会失败?
  • When does journey mapping succeed?

答案中最有趣的一点是the journey maps’ effectiveness within the organization was seriously undermined when the journey maps were simplified to leave out the insights area(客户旅程地图中包含机会、所有权和指标的区域-请参见下图)。事实上,大多数受访者忽略了这一领域,他们还面临着管理层缺乏认同和后续行动不力的问题。

C区:洞察area of the journey map communicates opportunities, internal ownership, and metrics. Although the most critical section for communicating findings, it is the least often included in journey maps.

Themes in both the benefits and pain points of journey mapping also emerged. Most often, creating a common vision was cited as a benefit of journey mapping. Having a clear understanding of process and scope before engaging in journey mapping was the most frequently cited pain point.

问题1:你通常在旅程地图中包括哪些元素?

这个问题的答案表明,大多数实践者都包含了A区:镜头,andB区:体验in their journey maps. Personas and scenarios are used in almost 80% of journey maps created by the participants. Furthermore, respondents reported that user actions, thoughts, and emotions are commonplace within their maps. However, the data also reflects that most practitioners doinclude any elements ofC区:洞察在他们的地图上。

洞察对于将旅程地图从叙述的可视化转变为实施变革和优化体验的行动计划至关重要。With no opportunities identified, the journey map is not actionable. Without ownership specified, there is no accountability for change. And lacking metrics, there is no way to understand how the organization can measure whether implemented changes do actually improve the experience.

按用户体验专业人员包含它们的频率排序的旅程地图元素
人物角色和场景A区:镜头)以及客户的行为、想法和感受B区:体验)在客户旅程地图中很常见。建议、指标和所有权很少包含在客户旅程地图中。

Q2: What Is Frustrating About Journey Mapping?

受访者回答这个问题用力推浮出水面ee main categories of frustrations. Over half (52%) of the responses were frustrations regarding the appropriate process and scope of journey maps. Creating maps that reflect reality and obtaining buy-in from management were also frequently cited frustrations.

1了解流程和范围(52%)

The most frequent frustration participants reported with journey mapping was inconsistencies and ambiguity with process and scope. They found it difficult to set constraints appropriately in order to define the scope, as well as to standardize a method and process for creating the map. As one participant expressed,“ill-defined [process] mean that the journey map can answer the wrong question.”

2获取代表现实的数据(15%)

Respondents struggled with the process of collecting data and ensuring that their maps actually reflected users’ realities, and not just superficially capturing users’ goals and needs. Additionally, they found it challenging to keep stakeholder assumptions from turning into “data” points on the map.

3. Obtaining buy-in from others (15%)

与会者报告说,让利益相关者致力于旅程绘制过程可能是一项挑战,特别是因为旅程绘制通常需要来自不同学科和部门的人员共同工作。

问题3:旅程地图有什么好处?

受访者的回答集中在五个关键领域,超过三分之一的受访者认为,旅程地图的活动可以在个人和部门之间创建共同的目标和愿景。

1创建共同目标和愿景(32%)

在32%的回答中,参与者表示他们相信旅程地图活动有助于使利益相关者围绕共同愿景和共同目标保持一致。正如一位与会者所说,最大的好处是形成跨部门的共识,并就如何满足用户的需求(甚至是取悦用户)形成共同的愿景。”

2揭示隐藏的真相(24%)

不足为奇的是,参与者还表示,旅程地图的活动往往揭示了隐藏的真相和见解,以前是未知的。“旅程地图”often showcase situations that no one had planned for,” reported one participant, and “揭示我们以前从未想过的互动”另一位网友说。

三。促进协作(18%)

Participants appreciated that journey maps, when cocreated with other teams and people, can help align stakeholders and facilitate collaboration between groups. Simply getting a team together to focus on the customer helps overcome the metaphorical (or actual) walls between departments.

4以客户为中心(18%)

一些回应认为,旅程地图有助于团队专注于客户,并围绕他们的需求进行设计。“他们”帮助团队了解用户的感受和需求most一位与会者说。

5建立个人联系(12%)

作为一个主题出现的一个不太明显的好处是,旅程地图可以帮助个人看到他们日常工作的影响。一些参与者认为,简单地将旅程可视化有助于组织内的人员与旅程建立个人联系,因为他们可以看到自己的努力如何在更好的客户体验中产生积极或消极的方面。

问题4:旅程映射何时失败?

或许,受访专业人士最重要的共同见解是对以下问题的回答:“旅程地图何时会失败?”?“受访者分享了他们的故事:当旅程地图是一个徒劳的努力,因为它是没有分享,没有购买发生,地图不是基于现实,或没有一个明确的重点提前。出现了四种关键的失败场景:

1没有焦点时(36%)

据报道,当目的没有事先明确界定时,旅行地图最常失败。参与者说,如果没有定义这个约束条件,旅程地图就会变得过于笼统和不集中。

2当它不是基于现实(25%)

As mentioned early, professionals often struggle to obtain the data necessary to create maps that reflect reality. Responses reinforced the point that maps created from preconceptions and assumptions that are not then validated with user research fail to gain any traction.

3. When it’s not shared or used (21%)

Popularization of findings is key for creating successful journey maps. When the insights are not well communicated, the output becomes “只是一张没人用的漂亮地图,用一位与会者的话来说。

4. When there’s no trust or buy-in (11%)

少数受访者提出这样一个事实:由于旅程地图旨在发现和消除客户体验中的弱点,一些客户或内部团队可能害怕暴露这些弱点。此外,一些参与者认为,旅程规划必须是一项在整个组织中得到支持的活动,而不仅仅是来自领导这项工作的团队。

Q5: When Does Journey Mapping Succeed?

可以想象,参与者对这个问题的回答与对前一个问题的回答有些相反,“旅程映射何时失败?”?“例如,参与者说,地图必须集中在一个明确的目标和场景上,以及在创建后协同构建并与其他人共享。

然而,实践者也强调,旅程地图需要引导行动,更重要的是,产生可衡量的结果。。这些结果使得诸如机会、所有权和指标等见解常常被遗漏在旅程地图之外的发现更加重要。成功地图的四个关键场景出现了:

1当它是协作和共享的(37%)

近40%的参与者强烈认为,为了取得成功,旅程地图必须作为一个团队来创建,并继续与许多人共享和开发。用一位受访者的话说,旅程地图是成功的。”when everyone from top to bottom, from product to sales via marketing, contributes and therefore feels involved.” Involving others helps to create buy-in and ensure that the findings are known and understood by many people.

2. When it leads to action (27%)

关于a third of the answers to this question brought up the key point that journey maps are not successful if they are not actually used to inform design decisions. Only when actions are taken based on map-provided insights do they become a useful tool, said some participants.

三。聚焦时(13%)

A smaller theme that emerged was that maps cannot be successful without focus. Participants felt that purpose and goals must be clearly defined, and that they are best when they center on one key scenario so that they do not become overly complex.

4当它产生结果时(13%)

Finally, several participants felt that journey maps should be produce measurable results that improve customer experience and demonstrate ROI. This finding makes the lack of metrics or opportunities in most maps even more significant.

Conclusion

鉴于对旅程地图的高要求导致了行动和产生结果,在客户旅程地图中包含诸如机会、所有权和指标等见解是至关重要的,然而这些要素却从地图中被忽略到了惊人的程度。

为了创建一个更有可能引发变革和产品结果的地图,请确保您的地图:

  • 专注。在开始映射过程之前,明确并记录您的业务目标。关注一个定义良好的场景和参与者,以便为旅程地图设置约束。
  • 社交化。Pulling stakeholders into the actual mapping activities will go a long way in generating buy-in early in the process, and it will ensure that multiple perspectives are used as resources for knowledge. After the journey map is created, don’t stop. Share the journey map with others, using those previously involved stakeholders to help sell the narrative and build additional consensus on the vision.
  • 说实话。Base your journey map on data. The narrative of a journey map does not necessarily map one-to-one to data points, but you should be ready to explain where the data came from and how the story was created.

Focused, socialized, truthful journey maps lead to action that can produce results.

在我们的课程中了解更多关于有效旅程地图的信息Journey Mapping to Understand Customer Needs.