Customer journey mapping
Rosenbaum, M. S., Mauricio Losada Otalora, and Germán Contreras Ramírez. (2017). “How to create a realistic customer journey map.” Business Horizons. 60(1). 143-150.
Dr. Scott Downey, Associate Director and Professor
While presented as a case study, this article was selected for the review this quarter because it presents a highly applicable tool: customer journey mapping. The concept builds on touchpoints, and organizes the customer journey through these touchpoints in a three-part approach: preservice, service, and postservice. The major touchpoints from the customer perspective are mapped against the strategic efforts of the service provider that are required to create customer experiences at each touchpoint.
What this means for food and agribusinesses
Customer journey mapping is a great tool for walking a mile in a customer’s shoes. Thinking through the ways in which customers engage with our organizations is a great exercise on its own. While it’s possible to go too far with this and identify every little potential motion or perception a customer has, starting with the main ones makes sense.
But just making the list only taps part of the value of this tool. The touchpoints are the starting point for conversations with customers. Finding out how many customers recall interacting with the touchpoint, what they want from those interactions, and then getting some indication from them on quality of the interaction at each touchpoint helps to prioritize which of the touchpoints warrant the most management effort.
Then, identifying the strategic initiatives we have in place to support our efforts with the touchpoints and looking at the purpose of each of those efforts with regard to the most critical touchpoints helps us identify which specific actions managers should focus on.
A company I worked for called these the “mission critical” points in the service process. Understanding these can be the difference for a successful image with customers.
The map looks a little like this:
Technological advances are being made in many areas such as big data, biotechnology, robotics and machine learning, just to name a few. These technological improvements have trickled down into everyday life in the forms of widely available internet connection and cell service. Any piece of information can be accessed by a few clicks of a mouse or a few swipes on a phone. Mobile banking is no exception, and it has the potential to become a standard business practice. Mobile banking still lags behind other forms of technology in terms of adoption as some people still prefer to use other means such at Automated Teller Machines (ATM) or drive through banking. However, the rate in which people are adopting mobile banking is increasing rapidly.
Using an omnichannel strategy has been understood as a potential next step after a multichannel strategy is implemented. The multichannel strategy employs many channels in which customers can choose to interact and buy from a supplier. It also has the potential to benefit companies in gaining access to new segments of the market or even interacting and selling more often to already existing customers; however, the omnichannel promise goes much further. Omnichannel marketing proposes an integration of different channels (distribution and communication channels) to offer a smooth and satisfactory customer experience journey.
Economists have always been interested in the interactions between capital and labor. In a recent paper in the American Journal of Agricultural Economics, Drs. Diane Charlton and Genti Kostandini exploit the enactment of 287(g) immigration policies to estimate the impact of labor shortages on technology adoption and productivity of U.S. dairy farms. Their results provide key insights into the extent to which technology can compensate for shortfalls in farm labor.