Customer Journey Design Training Course

Participants can assemble and assess evidence for a reliable customer journey view.

• Voice of Customer evidence gathered from interviews, surveys and complaints
• Jobs to Be Done statements framed around progress and circumstances
• Personas built from behavioural patterns rather than demographic assumptions
• Contact reasons analysed using CRM, call logs and web analytics
• Service observations capture workarounds, delays and non-verbal customer signals
• Evidence confidence rated by source quality, recency and sample limitations

Participants can produce a current-state journey map that reveals customer experience gaps.

• Journey stages sequenced around customer actions rather than departmental activities
• Touchpoint inventory records channels, messages, documents and human interactions
• Customer thoughts, emotions and expectations mapped at each journey stage
• Pain points classified by effort, uncertainty, delay, error and repetition
• Channel switching traced to identify forced transfers and information loss
• Journey narratives validated against evidence before design decisions proceed

Participants can connect visible customer problems to the service systems that produce them.

• Service blueprint layers map customer actions, employee actions and support processes
• Lines of interaction, visibility and internal interaction clarify accountability
• Failure points located at handoffs, approvals, data transfers and exceptions
• Five Whys analysis tests apparent causes behind recurring service problems
• Fishbone diagrams organise causes across people, process, technology and policy
• Failure demand distinguished from necessary demand using contact reason evidence

Participants can select measures that show both customer experience and service performance.

• Customer Effort Score applied to task completion and service recovery
• Net Promoter Score interpreted alongside behavioural and operational evidence
• Customer satisfaction measures matched to specific stages and touchpoints
• Journey KPIs link completion, time, accuracy, effort and sentiment
• Operational metrics expose queue time, transfer rates and repeat contacts
• Measurement plans define baselines, targets, segments, cadence and data owners

Participants can select improvement opportunities using transparent customer and business criteria.

• Opportunity statements connect customer need, service failure and desired outcome
• Impact-effort matrix ranks initiatives by benefit, complexity and delivery time
• Pain-point severity assessed through frequency, consequence and customer vulnerability
• Root causes grouped into quick fixes, process changes and strategic investments
• Dependency mapping identifies technology, policy, supplier and compliance constraints
• Prioritisation decisions documented with assumptions, evidence and accountable sponsors

Participants can design a future-state journey that improves outcomes without creating new failures.

• Service principles translate customer needs into consistent design decisions
• Future-state maps specify simplified actions, touchpoints and expected outcomes
• Channel roles assigned by task complexity, urgency, preference and risk
• Co-creation techniques generate alternatives with customers and frontline employees
• Service standards define response times, ownership and communication expectations
• Accessibility requirements considered for language, disability, literacy and digital access

Participants can design recovery responses for failures that place customer relationships at risk.

• Service recovery framework addresses acknowledgement, explanation, remedy and follow-up
• Critical incident journeys map escalation paths for high-consequence failures
• Recovery authority levels define frontline discretion, approvals and compensation limits
• Complaint handling standards align timeliness, fairness, records and customer communication
• Emotional journey mapping identifies anxiety, frustration and reassurance requirements
• Closed-loop feedback processes route unresolved issues to accountable improvement owners

Participants can convert a future-state design into a practical cross-functional delivery plan.

• Journey improvement roadmap sequences quick wins, pilots and scaled changes
• RACI matrix assigns decision rights, delivery responsibilities and consultation roles
• Pilot design sets hypotheses, target segments, controls and success measures
• Change impact assessment identifies affected teams, procedures, systems and training
• Journey governance establishes review forums, escalation routes and reporting cadence
• Benefits tracking compares outcomes against baseline performance and customer evidence

Participants can prepare a focused plan for applying journey design to a priority service issue.

• Priority journey selected using strategic importance, customer impact and feasibility
• Stakeholder map identifies sponsors, delivery teams, customers and external dependencies
• Research plan specifies questions, sources, sample groups and collection methods
• Workshop agenda structures mapping, diagnosis, ideation and decision-making sessions
• Ninety-day action plan assigns milestones, measures, risks and review dates
• Personal practice commitments identify methods to apply within immediate responsibilities