Customer Journey Design Portfolio Sample

This graphic is generic and shows how customer journey design can be mapped out through all stages of customer interaction. This type of mapping activity is customized for each "journey" assessment and/or design client I work with. Sometimes the journey map is fairly simple. Sometimes it is complex, and the design process involves the creation of new events, engagement processes, and outreach methodologies to address specific audience engagement challenges that my customers face. I use this process for high level external audience and customer engagement strategy design, and I also use it when helping with "internal customer journey" mapping. 

External Journey Mapping

You can see in this sample that it captures business positioning, marketing, sales, product experience, and customer recapture processes. It is designed to make sure these activities are all aligned in the same direction and working toward the same goal and audience capture process. At the bottom of the diagram, you will see that this activity also captures what metrics the organization wants to track per activity as well.

Internal (Employee & Organizational) Journey Mapping

Internal customer journey mapping refers to the design of employee experiences when they are internal to an organization. It is useful when trying to design and develop very specific cultural and brand experiences inside an organization, for the purpose of making sure your organization is strengthening its internal branding. It's useful when first defining what you want your employee experience to be and also when trying to address various internal branding challenges.

As companies start to really grow – and especially if they grow quickly – brand/identity doesn’t necessarily get attention because there are so many other growth-driven needs that must be given attention in order to keep the company succeeding.  Sometimes – and not necessarily even consciously – the perception can be that the brand/culture got the company where it is, so it is fine and can be given less attention while there are other higher priorities.  When this happens, brand neglect and murkiness can become a sort of natural side-effect of growth. Taking a deep dive into how your internal customer journey is experienced by your employees and adjusting that journey to better align with your cultural intentions can be useful for organizations that are struggling with keeping their brands steady as they grow.

In scenarios like this, it also becomes very important to work to maintain the facets of leadership that your organization has worked to cultivate, making sure the to dedicate effort specifically to that focus.  Essentially – making the choice to intentionally and frequently focus on leadership and how leaders work together internally.

Just as with the external customer – the way an organization chooses to build employees’ lifecycles guides their journey. Asking questions like:  Where you are selling your brand internally?  Are you actively considering onboarding – your first touch with the internal customer as they start to work under the organization’s brand – as part of your internal brand development? Beyond onboarding – how do you keep the brand established internally year after year for a growing number of employees? Have you mapped your internal customer journey?

If you have any questions about evaluating and designing your internal customer journey, please don't hesitate to set up a call with me to ask questions!