How to Map Your Customer Journey & Overlay their Emotions

With the travel and leisure industries in turmoil at the moment, now is a good time for them to review how they treat their customers. And mapping their customers’ journey is an important step in understanding and satisfying them better.

Through the example of an experience I had with the Hilton Group, I share some important lessons about getting customer service right! These will be invaluable as countries start to open up in the coming weeks and months.

 

Background

Each year around Christmas time, my family get together for a weekend of fun somewhere in Britain. This year we met up in Bristol. As a Hilton Honors member for more than twenty years I offered to book rooms for all of us in the local Doubletree. I expected to get a better rate with my membership, and especially cheaper than those offered by the booking sites. After all, why pay a booking site when I know the hotel I want to stay in, right? Well, I booked five rooms for the weekend, as well as a table for ten in their restaurant for dinner on the Saturday evening.

I booked directly by calling the hotel, as I always prefer to do. I expect to be recognised for my loyalty – and if possible rewarded too! On this occasion I was proven seriously wrong!

A couple of weeks after booking and pre-paying for all the rooms, I received Hilton’s weekly email offering me a significant discount for the exact same hotel and dates. Clearly their online pixels had identified me as being interested in this hotel, but they hadn’t connected this interest with my having booked directly. Already there, you can see that they have an incomplete customer journey mapping process.

As Hilton offer a “guaranteed lowest rate” I reached out to their call centre and was told that yes I was entitled not only to the lower rate, but to an additional 25% discount for having made the claim. I was told how to complete the claim form and I hung up ecstatic that I could save my family even more money – which we would no doubt anyway spend in the bar before and after our dinner!

Imagine my surprise when the next day I was told that my claim had been refused! I was informed that the guaranteed lowest rate only applied to third-party sites and not to Hilton’s own website!

Guaranteed lowest rates should mean just that! Otherwise you're just cheating the customer. #CEX #CRM #Customer Click To Tweet

I immediately responded and was again told that their guarantee didn’t apply to their own rates. In addition, as I had pre-paid I could not get the lower rate even if it was now being offered!

Not being one to take “no” for a final answer, I contacted their corporate customer service group again, as I felt my loyalty was not being recognized. I was once more given the same response, but this time was informed that my request would be forwarded directly to the hotel concerned – no doubt to get me off their (corporate) backs!

The hotel immediately responded saying that although it is corporate policy not to include direct bookings in their lowest rate guarantee, they would in this case give me the special offer. I was very pleased that they at least recognised the benefit of customer satisfaction and restored my faith in the Hilton group – somewhat.

That should have been the end of this story, but it’s not. Hilton have surpassed themselves this time in terms of customer service, or should I say a lack of it?

My brother called me the following week and informed me that the hotel’s website was showing that their restaurant was closed on the day I had booked it. I immediately rang them and spoke to the same person, who remembered me and assured me our table for ten people was booked. She said she would double check again just to be sure, so in the afternoon I called back not wanting any last minute problems with my family.

Surprise, surprise, I was told the restaurant was booked for a private party. What about my reservation made more than a month ago? Shouldn’t someone have contacted me? I demanded to speak to the manger, who apart from profuse apologies, said she would raise the issue in their operations meeting later that day.

She called me back that evening, to say that there was nothing she could do. It was their mistake and they would be happy to book me elsewhere in the city. I explained that my family had booked six rooms for two nights at their hotel so we could eat at their famous restaurant (my married sister had booked separately). No solution offered; an admission of fault but no compensation offered and no alternative other than to book at another restaurant! Their suggestion was their sister hotel down the road, a bland, modern affair, with no atmosphere.

This farcical situation continued during the whole weekend, but I won’t bore you with the details, as I would rather use this incident to demonstrate how Hilton (and you) can be better prepared.

 

Three Lessons Learned which Every Business Can Apply

So what lessons are to be learnt from this example, even if we work in a completely different industry? I came up with the following points, but would love to hear what other issue of customer journey mapping you would add; just leave me a comment below please.

Customer journey mapping has become much more complex today, as the touchpoints our customers are using, before, during and after purchase, have expanded exponentially. However the process of identifying and understanding the complete journey remains essential to delighting each and every customer.

One further element which I suggest my clients add to their journey maps is the emotional state of their customers at each interaction with a touchpoint. This simple addition is a powerful addition in clearly showing where a brand needs to improve its customers’ interactions, It highlights those touchpoints where their customers’ emotional experience is sub-optimal and needs improving.

Do you need help developing or updating your own customer journey map?

C3Centricity offers several 1-Day Catalyst training sessions on the topic. We can also work with your team to review and revitalise your own customer journey map.

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New Thinking for Old Ways of Business

I’ve just come back from IIeX-EU (Insight Innovation Exchange – Europe) in Amsterdam, and my head is full of exciting new things to experiment. It’s strange what happens to our brains when we have the chance to get away from the office and THINK! We become more creative, less bound by old habits, and ready to try new experiences.

After these few days away, I am fired with enthusiasm to bring real changes to my own business, those of my clients, as well as to yours through this post. I’d like to share a few of the ideas which were stimulated by some of the best presentations I’ve ever seen grouped into one single conference. Read on for four inspirational ideas for you to implement immediately, to bring new thinking into your own business.

Partner for Growth

Lowes logo eOne of the first speakers at the event was Kyle Nel from Lowe’s, an American home improvement chain. He explained that business is about changing customers’ behaviour and to do this we need to constantly update our methods for underst anding them. Lowe’s finds inspiration in partnering with organisations including Coke, UNICEF and NASA; how’s that for thinking outside the box? By connecting with companies in other industries, their thinking is constantly challenged, which enables them to grow exponentially, rather than in the linear fashion that most of us seem to be satisfied with. Kyle shared how Lowe’s accepts that whilst there may often be disappointments, the one in ten new ideas that truly deliver are worth all their efforts.

NEW THINKING: Find a catalyst for your own growth to bring you new ideas from external sources. Also look outside your industry for inspiration, and partner with a select few industry leaders that are trying new, exceptionally creative things (Like Loew’s!)

Know what you Know

Information & knowledge sharing is essentialGregory Short, author of “The Billion Dollar Paperclip”, suggested that it’s time we took a new look at our business and the eco-system in which it is operating. Amongst the list of things mentioned, he included identifying what you already know. This resonated with me because so often when new clients ask for help, they often already have a lot of the information they are seeking, they just didn’t know they had it!

Haiko van Lengen and Sjoerd Koornstra shared a Heineken case study which covered a similar point on knowledge sharing. They mentioned the 2009 Boston Consulting Group Insight Benchmarking study which showed that most companies are not using the majority of the information they gather.

Haiko and Sjoerd suggested that before doing any sort of information gathering, we should first assess what is already available internally on the topic. This review should include talking to all departments and definitely not just market research. You would be surprised how many companies operate in silos, each buying their own reports and information, and too often without the knowledge of their market research and insight department.

NEW THINKING: Find a way of sharing more information across your organisation, by setting up an easily accessible storage system. This could be as simple as a shared folder or as proprietary as a knowledge management system and library.

Don’t be Scared of Emotions

Plutchik's wheel of emotionsDiana Lucaci at True Impact Marketing, spoke about the surprising habit many marketers have of being satisfied with knowing just the “Who” and the “What” of their customers’ behaviours. She pointed out that it is even more important to underst and the “Why” of customer actions in order to impact them.

With the rapid expansion in the use of neuroscience and biometric measurement in market research, we now have the possibility to underst and a lot about our customers without even directly asking. Perhaps it’s time for you to experiment (again?). Let me know if you’re interested in trying out the leading emotional measurement tool around.

Diana also made a throw-away comment at the end of her presentation that was also later picked up by Daryl Travis during his talk on “Why emotions win the battle of the br ands”. It reminds us that there are simple things we can do that can have an incredibly positive impact on our customers’ loyalty:

“Make sure that checkout, or the last action your customer makes, is a memorable and positive experience” (>>Tweet this quote<<)

Daryl also ended his presentation with another well chosen, inspiring quote from Maya Angelou, the American author and poet:

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel” (>>Tweet this quote<<)

NEW THINKING: Review your own customer journey maps, but this time as an emotional journey and ensure that the last step is a positive experience – or urgently correct it if it isn’t!

Customers only Care about the Benefit

Benefits are what interest customersThis links to the previous comment on emotions. Michael Bartl from Hyve, mentioned that your customers don’t really care about who or how you solve their problems, only that you have a solution. Whilst this is probably correct in general, I believe there are some customers who do care and you need to know who they are. Concerns about sustainability, sourcing and ecological impact can all be relevant for some industries and br ands, so you need to check whether they are to your customers or a segment of them.

NEW THINKING: Review your advertising and see if you too spend most time speaking about rational product or service elements and less about the customer benefits. If it’s the case, make the swap to a more benefits-driven communications and measure the impact.

These are just four of the tens of pages of ideas I wrote, that were stimulated by presentations I followed during the IIEX-EU conference in Amsterdam last week. I hope they inspired your own thinking and interest in trying out some new things in your own marketing and market research. Let me know if you have any questions or comments, or if you’d be interested in getting some help in catalysing change in your own organisation.

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