the journey mapping guidance cabinet office[1]
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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
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