Customer Journey Mapping Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Customer Experience Managers, Service Improvement Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 7 Nov 2026 Course code SD-CS-112

Before you join: Participants should have some experience of a customer-facing service, sales process, digital channel or operational process.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Customer journeys often fail at the handoffs between marketing, sales, service operations, digital channels and third-party providers. Teams may track customer satisfaction, complaints and conversion rates, yet lack a shared view of what customers are trying to achieve, where effort is created and which moments most affect trust, loyalty or revenue. This course addresses that gap by teaching participants to map real end-to-end journeys and convert findings into service improvement priorities.

Participants learn to define journey scope, segment customers, develop evidence-based personas and identify customer jobs, needs and emotions. They build current-state journey maps covering stages, touchpoints, channels, actions, pain points, operational dependencies and measures. The course also covers service blueprinting, root-cause analysis, prioritisation methods and future-state design. Participants gain a practical way to connect voice-of-customer evidence with process data, service standards, digital design and improvement investment decisions.

Teaching combines focused instructor briefings with sector-based cases, facilitated group analysis, mapping simulations and structured peer review. Cases may reflect retail banking onboarding, public-service applications, B2B account support, healthcare appointments or consumer complaint handling. Participants apply the methods to a selected service journey and leave with a reusable journey mapping pack, including templates, evidence plans, prioritisation criteria and an action plan for their workplace.

The course suits professionals responsible for improving customer experience, service quality, channels, operations or customer-facing processes. It is particularly useful where teams need a common fact base before redesigning a service, changing a digital journey or addressing recurring customer complaints.

What you will be able to do

  • Define a journey mapping brief using customer segments, goals, scope and service boundaries
  • Create evidence-based personas using behavioural, operational and voice-of-customer data
  • Map current-state customer journeys across stages, touchpoints, channels and emotions
  • Build a service blueprint linking frontstage interactions to backstage processes and systems
  • Diagnose journey failures using root-cause analysis, effort analysis and operational evidence
  • Prioritise service improvements using impact-effort matrices, risk criteria and customer value
  • Design future-state journeys with measurable service promises, ownership and controls
  • Present a journey improvement case supported by evidence, measures and implementation actions

Benefits of attending

For you

  • Produce credible journey maps rather than relying on internal assumptions
  • Identify customer effort and failure demand within everyday service interactions
  • Lead cross-functional conversations using a shared visual service model
  • Build evidence-based cases for service redesign and investment decisions
  • Apply practical improvement methods to a live customer journey

For your organisation

  • Creates a shared view of customer pain points across departmental boundaries
  • Targets improvement funding at high-impact journey failures
  • Reduces repeat contacts caused by unclear processes and broken handoffs
  • Connects customer feedback with operational measures and root causes
  • Establishes repeatable mapping standards for service redesign initiatives

Course modules

10 modules over 5 days

Participants can frame a journey mapping assignment around a defined customer goal and service boundary.

  • Customer journey mapping distinguished from process mapping and service design
  • Journey scope defined through customer goals, start points and end points
  • Moments of truth identified within high-value or high-risk interactions
  • Outside-in thinking compared with internal process and channel perspectives
  • Journey map components: stages, actions, touchpoints, emotions and measures
  • Mapping levels selected: enterprise, lifecycle, service episode or micro-journey

Participants can select customer segments and develop usable personas for journey analysis.

  • Behavioural segmentation separates customers by needs, context and channel preference
  • Personas built from observed evidence rather than demographic stereotypes
  • Jobs to Be Done captures functional, emotional and social progress
  • Customer context documented through triggers, constraints, urgency and prior experience
  • Accessibility and inclusion needs incorporated into persona and journey assumptions
  • Assumptions logged separately from validated customer evidence and operational facts

Participants can assemble and assess evidence needed to create a credible journey map.

  • Voice-of-customer sources include complaints, surveys, interviews and contact transcripts
  • Operational data reveals demand patterns, delays, rework and abandonment
  • Customer interviews structured using laddering, critical incidents and probing questions
  • Diary studies capture journey events occurring between formal service interactions
  • Triangulation tests consistency across customer statements, observations and performance data
  • Evidence confidence ratings distinguish validated findings from hypotheses requiring research

Participants can produce a current-state map showing customer experience across channels and stages.

  • Stages sequenced from trigger and research through completion and follow-up
  • Customer actions recorded in plain language from the customer's viewpoint
  • Touchpoints catalogued across digital, telephone, face-to-face and partner channels
  • Emotional curves show confidence, frustration, uncertainty and relief over time
  • Pain points specified with observed behaviours, consequences and supporting evidence
  • Channel switching traced to identify repetition, delay and lost context

Participants can link customer-facing interactions to the processes, people and systems that support them.

  • Service blueprints connect customer actions with frontstage and backstage activity
  • Lines of interaction, visibility and internal interaction clarify accountability
  • Support processes mapped for policy, data, technology and supplier dependencies
  • Handoffs analysed for information loss, queueing, ownership gaps and rework
  • Failure points located where operational variation reaches the customer
  • Service standards assigned to critical touchpoints and underlying process steps

Participants can diagnose the causes and consequences of journey pain points using structured analysis.

  • Customer effort measured through time, repetition, uncertainty and required knowledge
  • Five Whys analysis distinguishes symptoms from underlying process causes
  • Fishbone diagrams organise people, process, policy, technology and data causes
  • Failure demand quantified from avoidable contacts, escalations and repeat work
  • FMEA ranks journey failures by severity, occurrence and detectability
  • Pain-point statements link customer harm with operational and commercial consequences

Participants can select measures that show journey performance from customer and operational perspectives.

  • Journey metrics align customer outcomes with operational performance indicators
  • Net Promoter Score interpreted alongside qualitative reasons and behavioural data
  • Customer Satisfaction scores linked to specific touchpoints and service attributes
  • Customer Effort Score applied to tasks involving complexity or repetition
  • First contact resolution measured against customer intent and issue completion
  • Leading indicators identify emerging journey failures before satisfaction declines

Participants can rank journey improvements using transparent customer, business and delivery criteria.

  • Impact-effort matrices compare customer value, feasibility and implementation effort
  • Kano analysis separates basic needs, performance needs and delight factors
  • Prioritisation criteria include risk, volume, vulnerability, cost and strategic fit
  • Opportunity statements define the customer problem before proposing solutions
  • Quick wins distinguished from structural changes requiring cross-functional sponsorship
  • Benefits hypotheses specify expected effects on effort, demand, cost and retention

Participants can design a future-state journey with clear service promises and feasible changes.

  • Future-state maps remove unnecessary steps, duplication and channel confusion
  • Service promises state what customers can expect at critical moments
  • Co-creation methods test proposed changes with customers and frontline staff
  • Channel design assigns tasks to digital, assisted and self-service routes
  • Inclusive design checks access needs, language, confidence and digital exclusion
  • Transition states planned where customers move between old and revised services

Participants can convert journey findings into an owned, measured and sequenced improvement plan.

  • Journey ownership assigns decision rights across functions, channels and suppliers
  • RACI matrices clarify accountable, responsible, consulted and informed stakeholders
  • Improvement roadmaps sequence quick wins, pilots, dependencies and longer-term changes
  • Pilot measures establish customer, operational and financial success criteria
  • Governance reviews track actions, risks, evidence gaps and benefit delivery
  • Personal application plans identify one journey, sponsors and immediate next steps

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Customer journey mapping brief template
  2. Evidence-based persona template
  3. Current-state journey map canvas
  4. Service blueprint template
  5. Pain-point prioritisation matrix
  6. Journey improvement action plan

Who should attend

  • Customer Experience Managers — need to turn customer evidence into funded improvement priorities
  • Service Improvement Managers — need to identify failures across end-to-end service processes
  • Customer Service Managers — need to reduce repeat contacts, complaints and customer effort
  • Marketing Managers — need to align campaigns and propositions with customer decision journeys
  • Digital Product Managers — need to improve online journeys alongside assisted service channels
  • Operations Managers — need to connect process performance with customer-facing outcomes

Skills and tools covered

Journey mappingService blueprintingCustomer insight analysisPain-point prioritisationExperience measurementService improvement planning

Tools and standards

Jobs to Be Done, Service Blueprinting, Failure Mode and Effects Analysis, Kano Model

How the course runs

Training methodology

The course uses short instructor briefings to introduce methods, followed by case analysis, facilitated group work, mapping simulations and peer critique. Participants work with realistic service evidence such as complaints, contact reasons, survey comments, process data and channel measures. They practise building current-state maps, service blueprints and prioritised future-state actions. Structured application planning helps each participant adapt the course methods to a selected workplace journey and identify stakeholders, evidence sources, measures and first actions.

Requirements and prerequisites

Participants should have some experience of a customer-facing service, sales process, digital channel or operational process. They should be able to describe their customers, key touchpoints and common service issues, even if formal journey maps do not yet exist. Familiarity with survey results, complaint data, call-centre reports or process measures is helpful. No previous customer experience qualification, design background, specialist software, data analysis training or prior service blueprinting experience is required. Participants should bring awareness of one journey they may wish to examine.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand a customer-facing service, sales process, digital channel or operational workflow. No formal customer experience qualification, design training or prior mapping experience is required.

Bring knowledge of one service journey, common customer issues and relevant stakeholders. If available, bring examples of complaints, survey findings, contact reasons, process measures or service standards; confidential material should be anonymised.

It is designed for customer experience, service, operations, marketing, digital and improvement professionals. It is most useful for people who need to improve a journey involving several teams, channels or handoffs.

This course starts with the customer goal and experience, then connects that view to operational processes through service blueprinting. Process mapping usually concentrates on internal workflow, while service design courses may cover a wider set of research and design disciplines.

You can use the supplied templates to scope a journey, gather evidence, map the current experience and prioritise changes. The final application plan identifies a workplace journey, required evidence, sponsors, measures and initial actions.

The course runs from 08:30 to 16:30 each day, with about 6.5 contact hours daily. Time is divided between instruction, case-based analysis, group mapping work, simulations, review and workplace application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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