The Journey Mapping Guidance

• Allows organisations to understand how customers define and experience services from their own point of view

• Defines what needs to be done to simplify a particular area

• Exposes steps which lie outside government control but which hold part of the solution to streamlining the whole journey

• …. And so has the potential to drive out efficiencies as well as improving customer experience

Customer journey mapping is the process of tracking and describing all the experiences that customers have as they encounter a service or set of services, taking into account not only what happens to them, but also their

responses to their experiences.

Journey

Mapping

Guide for Practitioners

At its best, journey mapping can be truly transformational

CUSTOMER JOURNEYS IN GOVERNMENTMany customer journeys dealt with by government cut across departmental boundaries. Journey mapping can be particularly valuable here. INDIVIDUAL JOURNEYS

BUSINESS JOURNEYS

Maternity

leave Ante-natal

care Registering

birth Benefits Trust fund

Birth or adoption Ofsted reports Applying for

school Pre-school

boosters

Starting school Benefits Taxes Registration Name change

Getting married

Starting a business

Registration VAT Financing Applying for

grants

Tax/compliance

End of year

returns VAT Auditing

requirements

Employing someone Jobcentre Plus PAYE National

insurance

Health & safety

Registration HSE

inspections Local authority

regulations Legal system

Applying for

pension Tax on

retirement

income

Retiring

Registering death

Pensions Notifying

change of circumstances

Bereavement

Closing down

Changing

name, address

or status Redundancy

payments

Tax & accounts

MAPPING THE SYSTEM (PROCESS MAPPING)

FREE SCHOOL MEALS EXAMPLE

KEY STEPS IN SYSTEM/CUSTOMER JOURNEY

Tameside council

FSM section

NOTES ON PROCESS AND CRITICAL INCIDENTS

End to end system

definition

Process of making a new application for FSM from becoming eligible through to

receiving meals

Objectives/

scope

Map Free School Meals (FSM) to identify how to deliver a better

customer service and achieve cost

savings

Customer segment

All new applicants

Core system goals

Goal 1:Deliver an important benefit consistently and without delays

Goal 2:Minimise the number of entitled people leaving the process without obtaining the benefit

Goal 3:Contribute towards a required 3% efficiency improvement across the council

CustomerBecomes eligible/ aware of eligibility

Finds out about

FSM and how to apply

Receives request for more

information/

verification

Receives confirmation of FSM entitleme

nt

Sends extra

information/

verification

Child starts

receiving meals

Do I want to apply?

Can I/ do

I want to proceed

?

SchoolReceive

report on entitleme

nt

Providesmeals

Receive and check applicatio

n

Add claim dates and authorisat

ion

Report sent to school

and confirmati

on to parent

Bring up child’s record

and add note

Is all correct

info provided?

Leaves process Leave process

Completes applicatio

n form (4 routes leading to

same process)

No No

Sometimes can verify

internally ,

sometimes have to go back to the

customer

Wasted materials

often associate

d with this step

Will continue

to receive benefit

until next review, even if

eligibility changes

On-line applications have earlier

start date than

paper ones

Four different routes

have very different associated costs

Application rates

may vary by area; in some places there’s more

stigma attached

Criticalmoment

Criticalmoment

No

Yes

Yes Yes

Sharing what the current process looks like

Identifying duplications and deviations from the norm – where do things go wrong?

Identifying how and where things can be improved

Comparing the view of staff with the view of customers

Training – showing how things should be done

CUSTOMER EXPERIENCE MAPPING

BORDERS AND IMMIGRATION AGENCY EXAMPLE

Objectives, scope &

journey typeApplying for entry clearance to the UK

Customer segment

Short-term student from China (Sichin)

Moments of truth

© Oxford Strategic Marketing

Key Journey Steps

Key Journey Steps

VISA received

Finds information

Application submitted

Payment processed

Query from UK Visas received

Receive interview request

Biometrics and

interview

Key Journey Steps

Postal delivery of

visaCan be sent with more

info on immigration

Website; needs to be

easy to access 24/7Supporting phone line

Currently no contact. Opportunity to confirm

receipt

Payment goes

through bank – no

direct acknow-

ledgement

Query sent by email.

Opportunity to update

on progress and timing

Letter sent out.

Opportunity to say more about the process

Face to face contact

with interviewer. Could say more about process to reassure

Touchpoints

Visa arrives in the post.

Hugely relieved and can now look

forward to and finalise her plans

for coming to England

Sichin has details of

her course and tries to

find out about visa

application. Finds the website

easily and is

encouraged

Sichin applies

online and sends

supporting documents by secure

post. Expensive but can’t risk losing

them

Payment has gone

through but she’s heard nothing yet.

It’s a big sum of

money – hope all’s

OK

Application and checks have shown one of the documents is missing. Sichin finds

this but more

expense

Contacted for

interview. Worried – biometrics

sounds alarming. Anxious

now about timing – all

taking a long time

Attends her interview. Nervous – building

intimidates her. Hope

it’s gone OK but hard to

tell

Actions, feelings,

thoughts and reactions at each step

Getting managers and other staff to think about how people think, feel and act at every journey step

Identifying key points where we can act to transform the experience

Bringing this to life to ‘sell’ internally

THE HEART MONITOR

MINISTRY OF JUSTICE EXAMPLE

Objectives, scope &

journey type

Track the process experienced by jurors to improve levels of service

Customer segment

Jurors

Moments of truth

© Oxford Strategic Marketing

Key Journey Steps

Key Journey Steps

Post trial

Receive summon

s

Jury selectio

n

In court pre-trial

In court – during

trial

Deliber-ation

Delivery of

verdict

Key journey steps

Comms:Ensure follow-up letter goes

out re sentencing

Comms: Manage

expectationsChannel:

24 hour access

Customer face:

Explain delaysEnvironment:Make the wait as painless as

possible

Process:Simplify

expenses system

Look at time-keeping

Comms:Make jurors

aware of role played by all the evidence

Environment:Provide

adequate facilitiesComms:Brief on verdict delivery

Customer face:

Talk to jurors – stress the

importance of what they’ve

done

Levers for solution hunting

Great

+100

-100Poor

Customer Satisfaction Rating

Receive letter – looking

forward to it

Easy to change date

by email

Judge was ‘professiona

l’

Slow selection process

Judge thanks jury

– much appreciated

Locked in

No preparation

for delivering

verdict

Finishing was a relief

Not sent information

about sentencing

Only small amount of evidence

useful

Trial was impersonal

Late start most days

Expenses ‘a hassle’

Victims family

start to cry – ‘lowest

point’

Expressing a journey in a highly visual way that can engage and motivate stakeholders

Identifying the highs and lows of the experience

Clearly highlighting the areas where we need to take action most urgently

Generating a picture of the customer journey is a valuable way to understand how customers experience public services

Lev

el o

f sa

tisf

acti

on

Reporting the crime

Before the trial

At courtAfter the

trial

Ne

utr

al

Po

sitiv

eN

eg

ativ

e

Police investigation

Reported crime

immediately. Police ‘very good’ – told him what to do and who was coming. Felt secure

Identity parade. No coaching, no

reassurance wouldn’t meet attacker

Barrister not very confidence

inspiring

Drove him home - grateful, but didn’t feel like standard

service

Would report a crime again, because found out defendant had been held for 5 months. But court experience was a ‘waste of time’

Received call from detective

Gave statement in police car –

felt were ‘helping him’

Drove around looking for attacker – ‘waste of time’ as in

marked car Had to go to the

detective – ‘foreign territory’.

Police station ‘disconcerting’

Gave formal statement.

Worried whether

justice would be done. Detective

seemed ‘dim’. Changed the

statement into his own

words

Phone conversations with detective

– ‘kept in touch’

Called up to identify

criminal on computer system seemed

‘efficient’

Identified attacker – ‘felt good, this

will be straightforward’

Few days before trial,

still no information on process

Called Witness Service as

wanted to speak to barrister.

Told to arrive early on the day.

Seemed ‘disorganised’

Pack from Witness Service. Personal contact became formal. No information about process

ahead

Case submitted

to CPS. Unclear

where next contact

from. Had to ask

detective

Didn’t see barrister,

and detective

late

In locked witness room – ‘cut off’

Little contact with anyone – only detective

Didn’t go into court at all on day 1. No information on why. Lack of

information most frustrating thing

Witnesses have to be flexible but

judges aren’t (lunch 12-1).

Annoying

Food terrible – had to go out

Told to come back next day.

Not a big problem

Asked to see

barrister again. Did – but he wasn’t

informative

Called - court room an alien

situation. From a tiny room to a

theatre. Everyone else in

the know

Judge asked if he would like to

sit – only introduction

Jury is a ‘sea of faces’

Accused got off

Got off because he had been identified on computer

system before line-up (which made evidence invalid. Police knew this was a problem, so why didn’t

victim?

Other reason was that a detail of appearance had

changed. Frustrating, ‘knew it was him’

Only communication with detective. Happy to explain

situation

Detective told him ‘You should have said…’ Too late now

Detective gave him background to

accused: first offence, had been held since

arrest. ‘Felt a bit better’

Worried attacker could come to house

September MarchSource: DCA

Customer journey through court: Victims of crime

JOURNEY MAPPING IN ACTION

BETTER CUSTOMER EXPERIENCE

Journey mapping helps:

GREATER EFFICIENCY

Journey mapping helps:

+Northumbria 101 partnership found that 70% of calls about anti-social behaviour were made outside traditional office hours

Working across boundaries, ‘Tell us Once’ will reduce customer stress by enabling a citizen to report a birth or death only once

DWP mapped the journeys of carers to understand the critical points at which it was most vital to offer help and support.

HMRC used journey mapping to help reduce the high customer error rates that had been a major component of cost in certain areas.

The BIA used journey mapping to understand and simplify customer journeys that cut across other government areas, such as FCO.

Tameside transformed the free school meals application process by mapping customer journeys in order to remove unnecessary points of contact and reduce delays

Journey mapping in Hammersmith & Fulham has helped design new access systems. Capital costs were paid back in under 2 years, and annual savings of £4m pa are now expected

HMRC mapped journeys and used cartoons to bring them to life

See things from the customer’s point of view

Get it right when it really matters e.g. when emotions are highest or need greatest

Deliver information, messages and services at the most appropriate time

Deliver a seamless, streamlined experience that cuts across silos

Target limited resource for maximum impact

Plan the most efficient and effective experience by reducing duplication and shortening the length of processes Identify ‘baton-change’ points where service or communication breakdown is most likely Identify cheapest ‘cost to serve’,

How to map a customer’s journey?

The different types of journey map can be used alone or in

combination to better understand customer experiences.

Combine both approaches for

incremental benefit

Maps steps in a process – also known as process mapping. Identifies where to act to make the experience as easy, pleasant and efficient as possible

Qualitative, focused on emotional insights to tell a story with passion and narrative. Powerful way of engaging staff and customers

Allows you to quantify the effect of changes and contribute to business cases

Measures how well the experience is delivered; links to customer satisfaction, metrics & tracking

Combine both approaches for

incremental benefit

Maps steps in a process – also known as process mapping. Identifies where to act to make the experience as easy, pleasant and efficient as possible

Qualitative, focused on emotional insights to tell a story with passion and narrative. Powerful way of engaging staff and customers

Allows you to quantify the effect of changes and contribute to business cases

Measures how well the experience is delivered; links to customer satisfaction, metrics & tracking

MORE ON JOURNEY MAPPING…There are also a number of publications that can tell you more:

Customer JourneyMappingModule II

Customer Journey Mapping

Expanded toolkit

Section 2

Customer Journey Mapping

Guide for Practitioners

Customer Journey Mapping

Guide for Managers

Customer Journey Mapping - Guide for Practitioners is a practical reference document for people who will be carrying out the process of journey mapping.

An expanded ‘toolkit’, also on the CIF website, gives more tools to use in journey mapping.

A set of four online training modules serves as a quick introduction to journey mapping, and can be found on the CIF website.

Customer Journey Mapping - Guide for Managers is relevant to those involved in leading and supporting cross-government service transformation.

QUESTIONS?

www.cabinetoffice.gov.uk/public_service_reform/delivery_council/workplan.aspx

What should customer satisfaction do for an organisation?

Customer satisfaction measurement helps an organisation focus on its customers, and should galvanise

service owners, customer-facing staff, policy, strategy, and research staff,

as well as senior management, around the aim of improving

the customer experience

• Improve customer focus and move the organisation to be more outward looking

• Understand what is driving satisfaction / dissatisfaction with services

• Create strategic alignment within an organisation and provide a common framework and language for staff

• Inform performance management to highlight good performance and areas for improvement

• Drive efficiency and cost saving

“Focusing on measurement is the wrong place to start. It’s not about data collection, it’s about changing

what people think, so the challenge is how to create a shift in thinking in the organisation, not just to get customer

information.” (Professor Bob Johnston, Warwick Business school)

Addressing rising customer expectations

BUT, recognise that customer satisfaction measurement is an on-going process that helps an organisation continue to meet rising customer

expectations

Satisfaction

PerformanceRequirements

(Drivers of Satisfaction)

BasicRequirements

(Drivers of Dissatisfaction)

Delivery

HIGH

LOW

HIGHLOW

DelightRequirements

(Drivers of ExtremeSatisfaction)

Satisfaction

PerformanceRequirements

(Drivers of Satisfaction)

BasicRequirements

(Drivers of Dissatisfaction)

Delivery

HIGH

LOW

HIGHLOW

DelightRequirements

(Drivers of ExtremeSatisfaction)

The Kano model for understanding the drivers of customer satisfaction

HOW DO YOU MEASURE CUSTOMER SATISFACTION?

The cycle of insight and improvement

Where do I start?

• How do I define my service?

• Who are my customers?

• What do I know already?

• What else can I find out? • Do customers have a choice?

• Is it a paid for service or is it ‘free’?

• How and where do customers interact with my service?

• Do customers define the service in the same way that I do?

• Simple transactional or complex?

What do I already know?

Conducting an Insight Audit:

• Who is responsible for customer insight or customer satisfaction measurement (if anyone)?

• What customer satisfaction measurement is currently undertaken?

• How is measurement used?• What qualitative research has been carried

out into the customer experience?• What customer segmentations are in use? • How do customer-facing staff gauge

satisfaction levels? • How is information from customer feedback

(including complaints) used? • What management information is available?

Take time to understand the information already available:

– Surveys– Mystery shopping– Consultation strategy– CRM strategy and customer

indices– Complaints process– Statistics– Staff feedback– Corporate performance

management system

What else can I find out?

Preliminary qualitative research– Customers– Key stakeholders– Customer facing staff

How do I measure satisfaction?

How do I measure satisfaction?

• What should I ask?• Who should be interviewed?• How should the information be collected?• How do I know I have got it right?

Face to face Telephone Internet Postal

Level of participation

Length of questionnaire

Length of fieldwork

Cost ££££ £££ £ ££

Common Measurement: Pros and Cons

Disadvantages and risks

• Lack of customisation: The risk that the requirements of common measurement take precedence over the need for tailored insight remains, especially where resources are limited

• Difficulty in implementation

• Inability to compare services

• Putting the focus on scores rather than interventions

Benefits and opportunities

• Cross-learning from other services

• Resource efficiency

• Getting started more easily

How can I get insight from the results?

Key Driver Analysis

• Consider your audience: what messages do you need to give to whom and how?

9 Key Points for Successful Customer Satisfaction Measurement

• Establish the objectives and how they relate to the strategic direction of the service• Understand the current situation • Involve stakeholders including senior management and customer-facing staff• Don’t reinvent the wheel: carry out an insight audit and build on what is known • Know who your customers are and which groups you need to understand in greater

depth• Define the customer experience in their terms: consider customer journey mapping • Identify key drivers of customer satisfaction and work with stakeholders to prioritise

action • Use customer satisfaction measurement to track progress and provide feedback to

those responsible for making change happen

• Act: the research findings are the beginning rather than the end of service improvement