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Integration and renovation, digital transformation to create a new journey of customer management. This paper describes the framework of customer journey management in detail around this topic, and further verifies the value of customer journey management through practical cases.

The following content is based on the sharing and arrangement of Liu Shengqiang, a well-known enterprise expert in the industry, at the data-driven conference of Shenze 2023, follow the official account of Shenze data, and get a full review of the speech.

I. the customer era has officially arrived.

Over the past decade, I have been doing research on customer experience and am interested in digital tools and platforms. Books on customer experience have been published one after another ("customer experience 101: from Strategy to execution", "customer Journey: customer-centric Battle Map").

The birth of the concept of customer journey management stems from the three major growth dilemmas of enterprises in the digital age: first, the fierce competition among enterprises in the digital era, the threshold for brands to enter the market becomes lower; second, the speed of innovation is getting faster and faster, and the product iteration cycle is getting shorter and shorter; third, it is difficult to obtain customers, and the turnover rate continues to rise.

Under this background, the contact dividend in the digital era accelerates the customer journey management into the enterprise vision, the randomness and uncertainty of user behavior increases, and the contribution of a single contact to the conversion rate is reducing. the relationship between enterprises and customers has gradually evolved into "customer-led".

Prior to this, customers were more passively accepted, and brands spread brand value to customers through mainstream authoritative media; however, with the rapid development of mobile Internet, users occupy the highland of public opinion, and the trend of "individuals surpassing brands to become the largest main body of media production and communication" is gradually highlighted, and the customer era has officially arrived.

In this process, three core changes have taken place in the enterprise's business model: the delivery of products to experience, the focus of traffic to scenarios, and the perspective from a single contact to a customer's journey.

It can also be said that in the context of the current era, digital technology decomposes products and services (whether physical or digital) into more and more contacts. Future experience is based on the perception of the journey formed by the combination of these contacts, and enterprises will place more emphasis on consistency, relevance, personalization and efficiency among various channels, scenarios and contacts.

According to the data of Google global search popularity ranking (2004-present), the search popularity of "customer experience" and "customer journey" continues to rise, and the popularity of "user experience" once occupied a high position, but was gradually surpassed by "customer experience".

At first, the concept of "user experience" originated in the field of design, especially in the field of products, with more emphasis on a single contact, rising after 2000 and slowing down in recent years. Since its birth, "customer experience" has emphasized multi-contact and multi-channel customer journey. after the arrival of the contact dividend in the digital age, it has accelerated growth, far exceeding the "user experience". At the same time, "customer Journey" is on a par with "user experience" before and after 2022 and shows a trend of surpassing it.

From the point of view of the customer journey, the experience does not begin when the user uses the product, but when the user first hears about the brand or the birth of demand. In the customer-centered development stage, the deliverable is the experience, and the enterprise growth needs to constantly optimize the experience to achieve.

II. Overview of the itinerary management framework

The use of digital means, around the end-to-end customer journey, through the provision of scene experience to meet customer real-time, personalized needs, to help customers achieve current tasks and goals, and guide customers to the next step of the customer journey, stimulate further demand and interaction, achieve business transformation and sustainable growth.

Experience-driven growth based on customer journey needs to be combined with business scenarios, with in-depth insight into the real needs and preferences of customers, step by step to guide customers to complete the journey transition, continuous extension, cycle. In this process, the enterprise and the customer complete the interaction, realize the value exchange, in order to maintain sustainable growth. In this regard, we can summarize the journey management framework as follows:

First, the management of basic elements. Including contacts, personas, scenarios, use case management, key customer journey determination.

Second, the mapping of the journey. Draw and update customer itinerary maps according to various scenarios and purposes.

Third, journey testing and analysis. Based on data integration, the customer journey is analyzed and optimized.

Fourth, journey planning and automation. Use digital technology to arrange and automate contacts and customer journeys.

Fifth, the journey chorus. Cross-arrangement and cooperation of different customer journeys inside and outside the enterprise.

Sixth, journey optimization and innovation. Optimize and innovate the experience of journeys and contacts.

Third, case interpretation: set up a customer journey manager and build a journey-based insight and action system.

Royal Bank of Scotland is one of the oldest and largest banks and service companies in the UK and wants to be number one in the areas of services, publicity and trust. The bank says it faces two major challenges in its digital transformation: customer experience, measurement and insight.

As we all know, data insight is particularly important for enterprise landing customer journey management, how to avoid marketing activities like "fireworks", although gorgeous but fleeting? In response, RBS has set up the position of Digital Travel Manager (Digital Journey Manager) to help it manage customers' experiences in interacting with the bank. "our service is made up of a lot of these small journeys, so we organize ourselves in the way of a journey manager." The bank refers to the model of the product manager, and the journey manager is responsible for each customer's journey experience, creating a precedent for setting up the position of journey manager in the field, and becoming the company with the largest number of journey managers in the world.

The journey manager is responsible for the operation of the entire journey, working with other team roles, including journey analysis manager, journey optimization manager, journey design manager, etc., to participate in and provide cross-functional expertise and insight to support customer journey management. Specifically, the bank's concrete implementation steps to build a journey-based insight and action system through the journey manager include the following four steps:

1. Implement the trip manager plan and deploy the content management platform.

Digital content is an important part of improving the customer experience. It may be an online event, it may be an automatically switched banner diagram, or it may be SMS / Push / pop-up messages. When the enterprise lands on the digital marketing strategy, these digital contents are the important elements of a certain stage, a certain channel and a certain contact point in the customer's journey.

2. Deploy a label management system with a unified journey perspective.

Enterprises establish a label system to achieve in-depth data analysis, in which each label is built with the customer journey as the main line after the completion of customer journey analysis and choreography. rather than full-channel, full-customer life cycle data collection separated from business scenarios.

3, data equality, complete the distribution of hundreds of real-time data Kanban.

The purpose of data analysis lies in data visualization and data application to assist enterprises to complete the formulation of personalized and accurate marketing strategies.

4. Carry out content marketing to achieve customer experience optimization and personalized strategy landing, and continuously optimize according to data feedback.

Finally, combined with my personal consumption experience, I summarize my experience of customer experience and customer journey: first, the customer journey design of an enterprise usually has a clear target customer base and a clear understanding of the corresponding label of the target customer group. for example, when and where to enter the customer's journey. Second, the role of driving the transition of customer journey plays a vital role in customer experience. Third, realize the integration and real-time integration of customer insight and customer management, and guide the landing of operation strategy based on the results of analysis and insight.

Follow the official account of Shenze data to get the full version of the above sharing.

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