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。
- Which elements do you typically include in journey maps?
- 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。
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.
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 do不include 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.
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.
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.”
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%)
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。
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.
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%)
Q5: When Does Journey Mapping Succeed?
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.
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.
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.
- 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.