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Optimizing your omnichannel experience using customer journey mapping
The retail landscape is changing at an unprecedented rate. New, disruptive technologies are transforming consumer behaviors and expectations. Retailers are also engaging with customers in more ways than ever; in store, online and via social.
A robust omnichannel strategy demands that retailers connect with customers across physical and digital channels in a way that delivers consistently on brands’ explicit and implicit promises.
With each new touchpoint, however, you increase the risk of disappointing or frustrating your customer. At Q5 we work with global retailers and media firms to examine and refine the existing customer experience. Customer journey mapping yields real results, meaning our clients can:
•Highlight problem areas
•Identify and remove wasted effort and customer frustration
•Ensure teams have defined and workable handoffs between activities
For most retailers, physical stores drive the majority of purchases so having data to better understand how and why customers are engaging in store is critical. Swirl’s Mobile Presence Marketing Platform helps retailers collect and manage in-store customer behavioral data, providing the foundation for exceptional omnichannel experience.
As we all know, you can only manage what you can measure. At Q5, we work with clients to leverage data collected by platforms like Swirl’s to visually map the end-to-end customer journey. Hard data – together with qualitative inputs – enables us to tell a compelling story about how customers engage with products and services across channels. From here, we can identify where critical opportunities are missed, and where we can create new moments of increased engagement.
These maps are also compelling communications tools, illuminating key features, processes and customer touchpoints.
Our Experience Design Model – which we have developed from a wealth of experience working with retail organizations – identifies, key customer touchpoints and presents business leaders with a comprehensive view of the end-to-end experience.
While this framework has prescribed steps, it must be tailored to each organization. In some cases, the emphasis will be on defining process changes and technology investments required. In others, the magic lies in communicating the customer’s point of view – and those critical moments in their interactions – to internal staff. In every case, getting the experience right will pay dividends in terms of customer and employee satisfaction.
