We are dealing with the distinguished tool of Customer Experience, on which myths and legends have been built. We are talking about a tool whose main purpose is to help us make strategic decisions.
These decisions are based on understanding and analyzing what a Customer Journey tells us, which in simple terms does is “tell the story”, yes, tell the story that customers experience in their relationship with organizations. To represent that story, we can use different forms, approaches and dimensions that should reflect what the customer perceives, not what is being done as an organization.
But after this discovery, what? What do we do? Do we operate? Or are we just staring at this novel and intriguing map?
The important thing is to focus on where to invest and where to divest. We can choose those “moments of truth” where the relationship with the customer is at stake, or in those moments of high effort and pain that are not usually accompanied by a good experience. Or, don't focus on any of these, but rather design or create new interactions and experiences. The objective is to strengthen that bond, to build loyalty, to get them to recommend us, to make customers stay with us longer, to buy more and to be willing to expand or diversify their products or services.
So far, we are faced with decisions, but we must take action. A customer journey alone will not change the experience; it only helps us to understand it and, in its “to be” version, to trace what we want the customer to experience. With this in mind, we must remember that the key is to act and avoid falling into “overdiagnosis”. Otherwise, customers start to lose patience, to look for alternatives, and so do organizations,
where there is a dichotomous phenomenon in which companies declare that they continue to bet on experience, yet they reduce their budget due to the lack of results.
Taking action involves acting, which in turn involves doing something. We cannot dwell on that deep knowledge of the customer, but move on to the next step: transforming the experience. And this seems uphill just to think about looking for budgets, resources, defining a work plan, the methodology that we want to accompany us at this stage and, above all, convincing the rest of the organization, because here everyone participates at some point.
While the above is important, the fact of not stopping is even more important. Advancing with the resources we have available, ideating, designing, piloting, testing, testing solutions and daring to develop prototypes, even if they are of low fidelity, will allow us to show progress and demonstrate with results that the customer perceives the value of the proposed changes. Asking a customer is better than not asking anyone, and seen this way it no longer seems to be something unattainable.
For this, we can rely on various design methods such as Design Thinking, Agile Methodologies, Lean, People-Centered Design or Emotion-based Design, among others. You can even develop your own method. The important thing is to obtain results and generate scalability in the transformational process based on experience management.
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