1. The Journey Mapping Guidance
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.
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
It is part of the wider set of tools that provide insight into customer needs, behaviours and motivations.[1]
In terms of service transformation, it is key:
It allows an organisation to understand how customers define and experience services from their own point of view, how this varies between different types of people, and thus, where action can be taken to improve delivery.
one of the best ways available of understanding what needs to be done to simplify a particular area
Also exposing those steps which lie outside government control but which hold part of the solution to streamlining the whole journey.
So a customer journey approach to joining up services can drive out efficiencies easily as well as improving customer experience.
At its best, journey mapping can be truly transformational

2. CUSTOMER JOURNEYS IN GOVERNMENT
Many customer journeys dealt with by government cut across departmental boundaries. Journey mapping can be particularly valuable here.
INDIVIDUAL JOURNEYS
Ofsted reports
Applying for school
Pre-school boosters
Starting school
Benefits
Taxes
Registration
Name change
Getting married
Applying for pension
Tax on retirement income
Retiring
Registering death
Pensions
Notifying change of circumstances
Bereavement
Maternity leave
Ante-natal care
Registering birth
Benefits
Trust fund
Birth or adoption
BUSINESS JOURNEYS
Health & safety
Registration
HSE inspections
Local authority regulations
Legal system
Closing down
Changing name, address or status
Redundancy payments
Tax & accounts
Starting a business
Registration
VAT
Financing
Applying for grants
Tax/compliance
End of year returns
VAT
Auditing requirements
By customers we mean anyone – people or businesses, who use either central or local government services.
When lookIng across boundaries, journey mapping helps you to see things from the customer viewpoint, cutting across silos and forcing you to think beyond your own priorities or policy agenda.
Employing someone
Jobcentre Plus
PAYE
National insurance

3. Many parents/carers abandon their application to Free School Meal because of lack of awareness and the complexity of processes, as illustrated in this customer journey map

4. However, there is an opportunity to transform Free School Meal service delivery by joining up back office processes, creating an online application and making the whole experience for parent/carers effortless. This would encourage a greater take-up of Free School Meal

5. MAPPING THE SYSTEM (PROCESS MAPPING)
FREE SCHOOL MEALS EXAMPLE
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
Objectives/ scope
Map Free School Meals (FSM) to identify how to deliver a better customer service and achieve cost savings
End to end system definition
Process of making a new application for FSM from becoming eligible through to receiving meals
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
KEY STEPS IN SYSTEM/CUSTOMER JOURNEY
Leaves process
Leave process
Customer
Becomes eligible/ aware of eligibility
Finds out about FSM and how to apply
Do I want to apply? No
Completes application form (4 routes leading to same process)
Receives request for more information/ verification
Can I/ do I want to proceed? No
Sends extra information/ verification
Receives confirmation of FSM entitlement
Child starts receiving meals
Yes
Yes No
Tameside council FSM section
Receive and check application
Is all correct info provided?
Bring up child’s record and add note
Add claim dates and authorisation
Report sent to school and confirmation to parent
This example is based on the work done in Tameside to review the process for applying for free school meals.
This map, re-formatted slightly to fit the standard tool used in the cross-government guidance, reflects the process as it stood when the mapping was first done.
Yes
School
Receive report on entitlement
Provides meals
NOTES ON PROCESS AND CRITICAL INCIDENTS
Sometimes can verify internally , sometimes have to go back to the customer
Wasted materials often associated 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
Critical moment
Critical moment

6. CUSTOMER EXPERIENCE MAPPING
BORDERS AND IMMIGRATION AGENCY EXAMPLE
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
Objectives, scope & journey type
Applying for entry clearance to the UK
Customer segment
Short-term student from China (Sichin)
Moments of truth
Key Journey Steps
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
Actions, feelings, thoughts and reactions at each step
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
Visa arrives in the post. Hugely relieved and can now look forward to and finalise her plans for coming to England
This is based on an actual example of mapping done by the Borders & Immigration Agency, reworked into the formats used in the new cross-government guidance.
Touchpoints
Postal delivery of visa
Can be sent with more info on immigration
Website; needs to be easy to access 24/7
Supporting phone line
Currently no contact. Opportunity to confirm receipt
Payment goes through bank – no direct acknow-ledgement
Query sent by . 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
© Oxford Strategic Marketing

8. 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
Post trial
Receive summons
Jury selection
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 expectations
Channel:
24 hour access
Customer face:
Explain delays
Environment:
Make the wait as painless as possible
Process:
Simplify expenses system
Look at time-keeping
Make jurors aware of role played by all the evidence
Provide adequate facilities
Brief on verdict delivery
Talk to jurors – stress the importance of what they’ve done
Levers for solution hunting
Great
+100
-100
Poor
Customer Satisfaction Rating
Receive letter – looking forward to it
Easy to change date by
Judge was ‘professional’
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
This is based on an actual example of a heart monitor created by the MoJ and HMCS. It’s been shortened for simplicity and reworked slightly into the formats used in the cross-government guidance

9. Generating a picture of the customer journey is a valuable way to understand how customers experience public services
Customer journey through court: Victims of crime
Reporting the crime
Police investigation
Before the trial
After the trial
At court
Positive
Reported crime immediately. Police ‘very good’ – told him what to do and who was coming. Felt secure
Identified attacker – ‘felt good, this will be straightforward’
Phone conversations with detective – ‘kept in touch’
Gave statement in police car – felt were ‘helping him’
Detective gave him background to accused: first offence, had been held since arrest. ‘Felt a bit better’
Only communication with detective. Happy to explain situation
Drove him home - grateful, but didn’t feel like standard service
Called up to identify criminal on computer system seemed ‘efficient’
Case submitted to CPS. Unclear where next contact from. Had to ask detective
Judge asked if he would like to sit – only introduction
Received call from detective
Would report a crime again, because found out defendant had been held for 5 months. But court experience was a ‘waste of time’
Pack from Witness Service. Personal contact became formal. No information about process ahead
Told to come back next day. Not a big problem
Level of satisfaction
Neutral
Identity parade. No coaching, no reassurance wouldn’t meet attacker
In locked witness room – ‘cut off’
Drove around looking for attacker – ‘waste of time’ as in marked car
Little contact with anyone – only detective
Jury is a ‘sea of faces’
Had to go to the detective – ‘foreign territory’. Police station ‘disconcerting’
Worried attacker could come to house
Gave formal statement. Worried whether justice would be done. Detective seemed ‘dim’. Changed the statement into his own words
Few days before trial, still no information on process
Food terrible – had to go out
Called Witness Service as wanted to speak to barrister. Told to arrive early on the day. Seemed ‘disorganised’
This is an example of some customer journey mapping which was done in MOJ to understand the experience of court users (witnesses, victims, jurors and also defendants themselves)
Interesting departure for MOJ – previously they had focused on process maps and major customer satisfaction research, but they had never tracked the journey through the customer’s eyes and by doing so, they found out some fascinating facts – e.g. satisfaction levels or positive vs negative experience can be driven by small details (e.g. jurors being thanked by the judge for their contribution), or having to queue in the canteen at lunch time with other court staff.
Obviously this is a small scale piece of qualitative work but it can be substantiated against existing data or feedback from front line – which is what did
Found it particularly powerful to drive change in perception amongst policy community – and it has successfully driven a number of changes – e.g. in training / induction of court staff; front of house experience; also better joining up of different agencies (e.g. recognising that expectations set by police in persuading jurors to give evidence cannot always be met)
Detective told him ‘You should have said…’ Too late now
Didn’t see barrister, and detective late
Barrister not very confidence inspiring
Witnesses have to be flexible but judges aren’t (lunch 12-1). Annoying
Accused got off
Other reason was that a detail of appearance had changed. Frustrating, ‘knew it was him’
Asked to see barrister again. Did – but he wasn’t informative
Didn’t go into court at all on day 1. No information on why. Lack of information most frustrating thing
Called - court room an alien situation. From a tiny room to a theatre. Everyone else in the know
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?
Negative
September
March
Source: DCA

10. BETTER CUSTOMER EXPERIENCE
JOURNEY MAPPING IN ACTION
BETTER CUSTOMER EXPERIENCE
GREATER EFFICIENCY
Journey mapping helps:
Journey mapping helps:
See things from the customer’s point of view
Target limited resource for maximum impact +
Get it right when it really matters e.g. when emotions are highest or need greatest
Plan the most efficient and effective experience by reducing duplication and shortening the length of processes
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
Deliver information, messages and services at the most appropriate time
DWP mapped the journeys of carers to understand the critical points at which it was most vital to offer help and support.
Identify ‘baton-change’ points where service or communication breakdown is most likely
Tameside transformed the free school meals application process by mapping customer journeys in order to remove unnecessary points of contact and reduce delays
Northumbria 101 partnership found that 70% of calls about anti-social behaviour were made outside traditional office hours
Identify cheapest ‘cost to serve’,
Deliver a seamless, streamlined experience that cuts across silos
Journey mapping helps look at your business from the outside in to achieve genuine service transformation. It’s a win:win opportunity - better customer experience and greater operational efficiency can go hand in hand.
The BIA used journey mapping to understand and simplify customer journeys that cut across other government areas, such as FCO.
HMRC used journey mapping to help reduce the high customer error rates that had been a major component of cost in certain areas.
Working across boundaries, ‘Tell us Once’ will reduce customer stress by enabling a citizen to report a birth or death only once

11. How to map a customer’s journey?
Any one of these will add value alone, but the greatest benefit comes from using them in combination. Start with either Customer Experience Mapping or Mapping the System, and combine the approaches to drive understanding and action. You can achieve optimal benefit by measuring and quantifying what you have learned
The different types of journey map can be used alone or in combination to better understand customer experiences.

12. QUESTIONS? MORE ON JOURNEY MAPPING…
There are also a number of publications that can tell you more:
Customer Journey Mapping - Guide for Practitioners is a practical reference document for people who will be carrying out the process of journey mapping.
Customer Journey Mapping - Guide for Managers is relevant to those involved in leading and supporting cross-government service transformation.
A set of four online training modules serves as a quick introduction to journey mapping, and can be found on the CIF website.
An expanded ‘toolkit’, also on the CIF website, gives more tools to use in journey mapping.
All the journey mapping guidance was commissioned from Oxford Strategic Marketing by the Cabinet Office and HMRC jointly on behalf of the Customer Insight Forum (CIF).
CIF enables service transformation by being an advocate across government for the role and value of customer insight, promoting best practice and knowledge.
The role of CJM
What we use CJM for
Benefits of CJM
When to use CJM
Different types of CJM
How to do it
Selling it in and evaluating the results
Case studies from Tameside, Holloway Prison, Argos, BIA, Luton and Dunstable NHS Trust, HMRC, MOJ, Eurostar and DWP.
QUESTIONS?

13. 2 documents:
Promoting Customer Satisfaction – Guidance - aspires to take customer satisfaction measurement and surveys out of the social research and insight departments where they have often been burried and to put them centre stage in policy and strategy with key results presented at board level.
Aimed at senior level audience.
Toolkit: How to measure customer satisfaction – to create expert commissioners

14. What should customer satisfaction do for an organisation?
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
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
Customer focus
By carrying out this kind of research the organisation is giving thought to the customer experience, and shifting the focus of the organisation to be more outward looking.
Understanding of the key drivers of satisfaction
Also, importantly, help an organisation to differentiate between what people say influences how satisfied they are, and what is really driving their satisfaction during a service experience.
Strategic Alignment
Programme of customer satisfaction measurement can act as a powerful tool for strategic alignment within an organisation. It enables clear objectives which can be shared across the different departments or agencies which touch the customer and provide a consistent focus. Customer satisfaction measurement makes customer focus concrete and provides a common framework and language for and motivating and connecting with customer-facing staff, which can help organisations to tackle the challenge of culture change.
Performance management
Once customer satisfaction measurement has been put in place, the results can also be used for the internal management, to hold people to account and to highlight good and bad performance. However, it has dangers when used in isolation from other measures, as customer satisfaction measures tend to be influenced by many drivers, some of which may be out with the control of the organisation or individual
Efficiency and Cost Saving
One of the key advantages of focusing on customer satisfaction is its ability to reduce cost at the same time as improving service. Although it is important to recognise that this is not always the case and that there can be a tension between service and cost, there are also widespread examples of where this double benefit can be realised. These include situations such as reducing avoidable and repeated contact by improving customer communication, and reducing the cost of complaints by getting things right first time.
“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)

15. 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
The Kano model for understanding the drivers of customer satisfaction
Customer satisfaction measurement is an on-going process that helps an organisation continue to meet the on-going rise in customer expectations
As customers have experienced improvements to the services they receive in the private and public sectors, this has lead to rising expectations of those services. This means that the challenge of delivering customer satisfaction is likely to become more difficult as service levels improve.
This is illustrated well by the Kano satisfaction model, a widely used framework for understanding the drivers of customer satisfaction. The model, developed in 1984 by Professor Noriaki Kano, distinguishes between essential and differentiating drivers of customer satisfaction and shows how, over time, what were drivers of delight become basic requirements for products or services.
The Kano model suggests that customers are never, finally, ‘satisfied’ – that as new service standards are reached, so expectations rise to meet them.
Service providers have to accept that maintaining customer satisfaction is an endless task – it has to become part of the fabric and culture of an organisation.

16. HOW DO YOU MEASURE CUSTOMER SATISFACTION?

17. The cycle of insight and improvement
What are the different stages in measuring customer satisfaction – what do you need to do first?
Prompt:
Engage stakeholders, find out what you already know, define objectives
Measure
Feedback, communicate, agree action plan
Measure track and start again

18. 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?

19. 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

20. How do I measure satisfaction?

21. 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?

22. Common Measurement: Pros and Cons
Benefits and opportunities
Cross-learning from other services
Resource efficiency
Getting started more easily
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
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

23. How can I get insight from the results?
Who is saying what?
Are there patterns?
Is this what we expected?

24. Key Driver Analysis
Consider your audience: what messages do you need to give to whom and how?
Example of a bubble chart which is used by BT where they model the drivers of satisfaction according to the impact they have on levels of dissatisfaction.
This type of visual display is very useful
for communicating progress over time. In this case,
the organisation chose to actively focus on ‘shrinking’
a small number of the largest bubbles over a three
month period, before moving on to others. The
analysis was done on a monthly basis, and the charts
shared with management and front line staff, so they
were all able to understand the progress that was
being made.

25. Links back to objectives setting
What are you going to communicate and to whom?
Prioritise – don’t try to do everything at once, but make sure that you do agree what you are going to do

26. 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

27. Thank you!
Helen Begley Transformational Government Cabinet Office t: m: New address: Rm 1.14, Admiralty Arch (South),The Mall, London SW1A 2WH