How do you identify and leverage your unique value proposition with customer journey mapping?

Many might think that customer experience only comes into play in the third question, but this is wrong. A strategically crafted customer experience can actually rise to being part of the offer (see Apple) or to expanding the definition of who you CAN serve (see Microsoft), in addition to providing a compelling reason for people to choose you. Customer experience IS NOT the same thing as customer service ...

The value proposition is not eternal and set in stone. In addition to being specific to a segment, it evolves over time. A good value proposition evolves according to the context, the expectations of users and the features brought to the product (or service). It must be reviewed regularly to remain as relevant as possible and to prevent the risk of obsolescence.

A well-crafted value proposition will differentiate the company in the marketplace and among a target market or target audience. Here are some steps to craft a unique value proposition: *Identify your customer's main problem *Identify all the benefits your product offers *Describe what makes these benefits valuable *Connect this value to your buyer's problem *Differentiate yourself as the preferred provider of this value *Define your target market *Explain why customers should buy from you A UVP is a concise statement that describes the unique benefit or advantage that a product or service offers to its customers or target audience. It's typically one-line long and acts as a memorable way to differentiate yourself from others.

For me an Unique Value Proposition is equal to the Best Understanding of customer needs. Is when Brand was involved directly with the problem and when solved or during the study of How to solved found the best way to enhance a bullet proof product.

Here are 5 tips for creating your value proposition: 1) Value propositions are a promise The customer won’t experience value until they buy and use your product. (Remember that, as you still have to deliver value!) 2) Value propositions must be tailored Not everyone values the same thing. One person may care about “saving money”, while another cares about “convenience”. 3) Prove it! Measure the value you provide (i.e. “we help our clients improve productivity by 17%”). 4) Why you? If you don't know what makes you unique, you'll end up saying the same thing as your competitors. 5) Remember - you have to be unique AND useful. If your customer doesn’t care about the product feature you are promoting, they will not buy your product!

Customer journey mapping MUST be done cross-functionally and in real time for maximum efficiency and effectiveness. Because of this, there are two major benefits that also occur as a result of a customer journey mapping workshop beyond pain point and experience improvement opportunity identification - alignment and buy-in.

In my experience, everyone wants to have a CJM but it can feel daunting to invest the time and effort. I suggest starting simple and small to build skill and buy-in. Building proficiency and gaining value will create the momentum and create interest across teams and this is critical. Gaining cross-functional support and input is the ultimate win but the process, one time and perpetuity, must feel as easy as possible.

You must not create customer personas for a customer journey map based on target market segments. This is wrong. They must be created based on customer behavior as it relates to the customer experience and be informed by customer research. Once you're created meaningful, actionable and differentiated customer personas then you're ready to convene a cross-functional team to map the phases & steps in a journey focused ideally on a single persona, along with the touchpoints for each step and any associated pain points and experience improvement ideas that connect to those steps.

"Alright, when you're creating that customer journey map, think about using data-backed insights. You could run surveys, like Net Promoter Score (NPS), or just chat with folks on social media to get their input. This kind of info gives you the scoop on what's making sales happen or why they might not be.And remember, the whole customer journey usually rolls through four stages: first, they get 'aware', then they start to 'consider', after that comes the 'decision' moment, and finally, hopefully, they settle in for some 'loyalty'. At each of these stages, there are specific challenges and opportunities that marketers can dive into."

The key question to ask across the journey is "Is this part of the experience consistent with our UVP and is it adding or subtracting value?" -- The second questions to ask should be: -- "How can create or amplify the positive impact on our UVP at this stage of the journey?"

The beauty is in the marriage of the CJM and the UVP. My suggestion here would be to do this stage wise: 1 - start with a broad CJM & UVP that fits 80% of the current ICP 2 - next work towards creating a more tailored CJM for the biggest customer segment (industry, size, etc.) 3 - slowly you will have tailored CJMs for all customer segments with the most UVP you have to offer as per their specific business goals The key is continuous innovation & improvement to the maps & plans. Our product as well as our customer’s goals will keep evolving and so should our strategy.

If you don't understand your user journey, you're wasting your efforts... and that can lead to 1. Reactive to big fraud spikes 2. Black holes in the user experience 3. Insufficient data 4. Blind to unknown fraud risk 6. Skipping steps in investigations 7. Poor collab with stakeholders 8. More manual review 9. Wasting fraud resources So map your ENTIRE customer journey to better understand the different checkpoints

It’s like playing a game of chess without being able to see any of your opponent’s pieces. You’re making moves in a tactical way based on minimal to no data.

If UVP is a critical lens for success in your venture, you could consider creating a flavor of a journey map that shows the positive or negative impact on UVP of each stage of the journey, the relevant touchpoints and experience improvement opportunities. Just a thought.