It is no surprise that customer journey mapping is every CEO’s latest obsession. There can be no greater satisfaction than knowing what your customers really want and what makes them tick. A graphical, visual journey of your customer as they make a purchase at your store can give companies a great insight into improving user experience. One can see where the rough edges need to be straightened out for a seamless involvement of customers with the brand. So, a lot is being invested in journey mapping to drive sales growth. However, this mapping can go wrong and prove to be counter-intuitive if the following factors are overlooked when drafting the map.

Lack of detail

Companies may overlook small details pertaining to their users, assuming that only a small segment of customers will be affected. This is a big NO and should not be in practice. It matters what percentage of users are accessing your website from a tablet or laptop. It matters if a few seconds of downtime are chasing your customers away. If your non-responsive mobile site is proving to be a hindrance in shopping experience, then the glitches should be taken into account. Small moments make an overall experience. There is so much that goes into understanding your customer’s journey and you can only pinpoint purchase triggers if you have the whole picture spread out before you. Overlooking micro details can sabotage the entire process.

Not getting your customers involved

This is a no-brainer. Not taking your clients’ feedback while creating the map is akin to spending big bucks on guesswork and unfounded assumptions that might be totally wrong. Companies are under fanciful thinking that they know their customers well. But it could be quite surprising how little they actually know once they collect user feedback through surveys. An effective journey map processes data from the customers’ perspective as well. There is no point in creating a journey map without enough external input and customer research. You are after all, trying to understand your users’ behavior and what better way than to take their input.

Not involving all concerned departments

“Had you asked us first, we would have told you what is missing from the picture.” You wouldn’t want to hear that after painstakingly making a map. Too many cooks spoil the broth but flying solo is not ideal either. List all stakeholders that can provide valuable input before embarking on the journey map. It is a good idea to take your customers’ viewpoint into consideration. But other than that, relevant departments like customer relations, sales team and other personnel involved with interacting with users at any point, should be consulted while mapping the journey. They will only add value to the finished product.

Not treating it as a practical tool

Customer Journey Mapping is not merely a strategic technique. It is not meant to be stored on the servers to be consulted once a year. It is a whole process that should be analyzed daily to find out solutions to problems that an average user faces.

Encourage employees to step into the customer mindset and walk in their shoes to build an effective map. There’s a danger that employees may think of journey maps as just another brainstorming drill instead of a realistic tool that can transform their business in a meaningful way.

Too much research

Too much research can also pave way for unnecessary tangents shooting off your map. Organizations tend to spend too much on data mining tools to gather information for their map that it creates more problems rather than solving them. You can use Google Analytics and WebMon to do the number crunching and make the most of Mapovate to draft a customer journey map. Try and get the job done from least resources and in a short space of time.

Once you are done with your journey map, keep fine-tuning it real time to fit your customer’s profile. It is not something that you revise once a year. Stagnant phase is inevitable if the map remains as is for the customers’ needs and demands subtly change with time. Do not treat your journey map as a project exercise that’s ticked off your to-do-list. In fact, it is an indispensable document that serves as a blueprint for your future sales and revenue.