You spend time and a lot of resources to develop a detailed and an impeccable journey map. You have consulted widely to bring on board, customer experience, marketing, sales and the rest of team. Everything seems fine and you feel proud and satisfied with yourself.
But this feeling soon goes away when you realize that more data and more information are needed to measure customers’ real experiences. Well, this is where customer journey analytics comes into play.
Customer journeys are instrumental in appreciating and understanding your clients, their needs or challenges they are going through; so that you can intervene and create a better customer experience.
Customer or client experience issues; differ in magnitude from easy to difficult, and the repeating ones are usually complex as they normally occur over time, channels, and fall in-between the fissures of organizational silos.
By integrating customer journey analytics (CJA) with customer journey mapping (CJM), one is able to analyze and track client interactions hence making it easier for organizations or companies to recognize and act on complex customer issues that could have occurred along the customer journey.
By developing a multi-dimensional customer experience (CX) program that incorporates CJM and CJA, organizations can effectively leverage the advantages of both qualitative and quantitative insights. It is prudent to include both CJM and CJA because data minus context can easily be misinterpreted or misunderstood. Moreover, qualitative knowledge can be risky without a full comprehension of the data behind it.
Difference between Journey analytics and journey mapping
Before we proceed, it is important to understand the dissimilarities between journey analytics and journey mapping.
Customer journey mapping is basically the act of documenting or recording consumer behavioral flows and using them to develop the ideal experiences for common actions.
Customer journey analytics on the other hand is a program that links data across time and channels, so as to measure or quantify all behaviors. To explain it in a nutshell, CJA is a quantitative program while CJM is a qualitative exercise.
Journey maps offer perfect beginning points for CJA however, without the linked data, journey mapping is just another smart theory.
Combining CJA with CJM to improve on decision making
As stated earlier, pictures lacking data are just theory. Data gives meaning to pictures. Adding data is the initial and most crucial step in making CJM truly actionable.
Minus data, journey maps are at most, an independent observation of a small sample of customers and at worst a theory fabricated by several sections of an organization that is centered on their own understanding of customer behavior.
Customer journey analytics is the solution to all this problems as it focuses your CJM on solid data, rather than just opinions.
Millions and billions of customer interactions can be documented over time via numerous sources such as point of sales systems, websites, email marketing platforms, cell center logs, data warehouses and IoT devices.
By analyzing all these information in real time, journey analytics provides you with a powerful and effective tool for identifying the essential customer journeys which can then help you to focus on the opportunities that greatly impacts on your business objectives and goals.
Furthermore, by understanding the most important journeys (intents, experiences, and moments of truths) your customer experiences, journey analytics can be effectively deployed and utilized. As regards deployment, CJA can be instrumental in prioritizing data sources that have interaction information for the primary journey.
A detailed customer journey mapping exercise contains either the precise data needed to measure performance, or a clue on where to look. From the utilization point of view, journey maps can act as the foundation blocks for analysis of finite list of principal things (i.e. key journeys) that your customers are required to do.
While groups or individuals will be able to carry out any adhoc analysis they want, the qualitative awareness of primary journeys will fast-track the original analytics build out to understand performance.
Listening and understanding your customers The most important bit to any five star customer experience is listening to you client feedback and utilizing it to enhance their experience. Most organization achieves this through gathering of unstructured and structured feedback from clients or customers in a survey format.
These programs are normally used in measuring satisfaction level or NPS metrics, from a specific interaction level and the overall company performance. With this data, organizations can still analyze the underachieving areas (i.e. under performing interaction or poorly ranked agents) by using text analytics solutions or by doing it manually.
This is useful in identifying the causes of customers’ frustrations and providing concrete solutions for improvement. While it is essential to understanding and measuring customer satisfaction, this method is ultimately restricted to the surveys and the self-reported information provided by customers.
Linking customer data to customer journey analytics can create additional benefit to both programs in numerous areas. Firstly, by linking journey data to the survey, you can be able to study the actual behavior preceding the survey and avoid relying solely on user reported data.
Because customer interactions are complicated and frequently consist of numerous activities and steps, there are 2 main techniques to this attribution exercise.
1.The first one is to associate everything the client did to the survey, then rely on multivariate data analysis or aggregated data analysis to gain insight on real drivers of the survey.
2 The other option is to identify the associated detailed events in the journey data and then compare the identified behaviors with the survey response reasons.
If a customer correctly states their primary (survey) reasons, then it’s a sensible assumption that they might have demonstrated some of those behaviors in the previous interactions.
In conclusion, organizations can no-longer afford to go through customer experience and marketing using journey maps based on the outdated perception of the customer’s real world behavior. It is about time that we start adding data to the picture and creating meaning from our qualitative data.
That is why we as an organization have a product which integrates with