Be prepared for the common objections below when bringing Customer Journey Mapping (CJM) to your organization for the first time. These projects are often killed before they are started if people don’t understand the value they can bring to each department. However, if you’re prepared, you’ll find it easier to get initial buy-in and move your (CJM) project forward with broad support from the team.
It’s too time consuming and expensive.
When some leaders think about journey mapping they conjure up images of large consulting groups coming to their campus to perform in-depth interviews with their front-line employees, while another consultant leads a journey mapping workshop, and a designer spends weeks coming up with the perfect representation of the information gathered throughout the journey mapping project. All of this comes with a price tag north of $50,000 per journey map.
However, the truth is customer journey mapping doesn’t need to be expensive or time consuming. In fact, you can get started in less than a day with some paper (or CJM software) and the owners of the touchpoints within the scope of the journey you plan to investigate and improve. The initial workshop should be ~90 minutes and should provide you with a rough map of the customer journey, which can then be validated by customers. Customer journey maps do not have to be beautiful to be useful. Spend more time on the content than the appearance of your map. This whole exercise can be done in less than two weeks with costs comparable to a market survey or user experience study.
Our front-line employees already know our customers’ journey
Your customer facing teams know a lot about the customers’ journey, but they’re guaranteed to miss minute details and are prone to viewing interactions from their own perspective. This objection should be flipped into a discussion about using their current knowledge as the building blocks for your customer journey map. Once you’ve completed the framework, you can supplement your internal knowledge with the external perspective of your customers to fill in the gaps.
Another benefit of mapping is having a source of truth for your customer journey instead of it remaining collective knowledge that becomes weaker with the exit of each employee. Additionally, the map can decrease ramp time for new employees who must understand the experience before they can make improvements to it.
Each department has its own map
This is a great starting point for a customer journey mapping discussion. You should inquire whether or not their journey maps span multiple departments. To be successful, a journey map should outline the touchpoints encountered by each customer along their journey across all departments, not isolated to one department alone. Use the current maps in each department as a starting point, but focus the discussion on the missing touchpoints and what happens in the journey before and after any particular department interacts with a customer.
Marketing already does user research
How is this research being performed today? What are their research goals? How is the research conducted? B2B Marketers are primarily concerned, and traditionally compensated, on moving people down the funnel with high conversion rates. It’s important to map the customer experience to uncover unmet needs and feelings that can’t be expressed in surveys (marketing’s primary form of research). Qualitative research adds context to each stage of the funnel and gives a broad view of the digital and non-digital touchpoints influencing the customer’s decision.