Customer journey mapping is a powerful tool to understand and improve the experiences of your B2B clients. But how do you apply it to complex and dynamic processes that involve multiple stakeholders, touchpoints, and channels? In this article, you will learn how to map customer journeys for complex B2B processes using a systematic and collaborative approach.
The first step is to define the scope and goals of your customer journey mapping project. What is the main process or problem you want to address? Who are your target customers and segments? What are their needs, expectations, and pain points? What are the desired outcomes and benefits for them and for your business? Having a clear and shared vision will help you focus and align your team and stakeholders.
In B2B processes, the customer considered for journey mapping could be internal or external. For example, for hire to retire processes (HR related) the customer will be employees (including hiring managers).
The scope should be prioritized using the matrix of value-creation potential, time-to-value, and investment required. This way the business will devote resources (people and funding) and become part of the change.
The next step is to identify the key actors and roles involved in the process. These include not only your customers, but also your internal and external partners, suppliers, influencers, and decision-makers. You need to understand their roles, responsibilities, motivations, and interactions. You can use tools like personas, stakeholder maps, or RACI matrices to document and visualize them.
The third step is to map the current state of the process from the customer's perspective. You need to capture the steps, touchpoints, channels, emotions, and feedback of the customer along their journey. You can use tools like customer journey maps, service blueprints, or process maps to illustrate them. You also need to collect and analyze data and evidence from various sources, such as interviews, surveys, observations, analytics, or CRM systems.
The fourth step is to identify the gaps and opportunities for improvement. You need to compare the current state with the desired state and the best practices. You need to highlight the pain points, friction, inefficiencies, and risks that affect the customer's satisfaction and loyalty. You also need to spot the opportunities, strengths, innovations, and value propositions that enhance the customer's experience and value.
The fifth step is to design the future state of the process that meets the customer's needs and goals. You need to brainstorm and prioritize ideas and solutions that address the gaps and opportunities. You need to involve your customers, team, and stakeholders in co-creating and testing the prototypes. You can use tools like ideation sessions, storyboards, mockups, or simulations to communicate and validate them.
In my experience, future state should be the first step after scope definition. It relieves the organization from current state and gap analysis prior to understanding the future state. In other words, work backwards from the end-state so as to be unencumbered by current organizational boundaries and limitations.
The final step is to implement and monitor the changes and improvements. You need to plan and execute the actions and tasks that deliver the future state. You need to align and engage your team, stakeholders, and customers in the implementation. You also need to measure and track the results and impacts of the changes. You can use tools like action plans, roadmaps, dashboards, or feedback loops to manage and monitor them.