Objective, scope and wished outcome
We map journeys to improve existing end-to-end experiences. For developing new customer experiences in specific moments of interaction, we focus on designing these interactions. To understand the bigger picture and identify opportunities to enhance customer experience across multiple touchpoints, we consider all 4 steps to create both current and to-be customer journeys. When we have already identified a pain point and wish to generate ideas for specific moments of interaction, we can concentrate on steps 1 and 3 for designing future experiences.
Define business objectives
Define specific business objectives for every customer journey being mapped (also known as the journey use case). For example:
- increase the happy customer score in a specific CMP
- increase engagement of IKEA Family members
- increase usage of a new IKEA service
- improve customer experience in a specific moment of interaction (e.g. payment)
Defining the objective of the customer journey methodology helps to create focus and identify the most relevant moments of interaction, customers to focus on, sources of insights, etc.
Connect the objectives to KPIs. This enables the design of future journeys that fulfil customer needs as well as the IKEA business objectives.
In this phase it can be helpful to set the scene. We also look at the outside-in perspective (competitors, market, customer trends) next to the IKEA ambition.
Scope and plan the work
Once the objectives are defined, we scope the initiative including goals, key outcomes, milestones, costs and timelines. Consider and plan for potential necessary reviews, alignment and approvals.
Identify stakeholders
Customer journey methodology is an activity that requires working together across different functions. So it’s important to identify and involve the right group of stakeholders at the outset. Relevant stakeholders can, for example, be colleagues who can provide input into as-is journey mapping as well as influence the initiatives for improvement (to-be journeys).
Stakeholders could be for example:
- leadership for defining or validating high-level objectives
- Insights team to support the research
- Customer Service and Support team for identifying pain points
- Marketing and Loyalty team for activation and engagement.
Classifying stakeholders based on their level of interest and influence determines how much we need to involve them.
- High interest, high influence: heavily involve these stakeholders. This ensures they promote rather than block the initiative.
- High interest, low influence: these stakeholders have an interest but little power over the outcome. Keep them informed via email and invite them to appropriate meetings.
- Low interest, high influence: these stakeholders have no interest but have the power to impact outcome. Consult them and consider their interests.
- Low interest, low influence: these stakeholders have little interest in or power over the initiative. Monitor them regularly - they could move into one of the other groups.
Identify and secure resources
Identify any additional resources needed such as tools, skills, data and research. Get approvals from leadership to secure the resources before starting.