Guide to Customer Journey Mapping

SHIFT
Contents Confidential and © Shift Consulting Group, LLC,
Shifting Mindsets & Momentum 
Customer Journey Mapping

Human-Centered
Business Strategy
Successful businesses are able to step outside of their
internal motivations to recognize the human needs of both
their customers, and their workforce. Shift helps businesses
identify the right opportunity and isolate the right change.
Ways we help.
Product &  
Service Design
Whether you are crafting a physical product or environment,
a digital product, or a full service experience, Shift applies
proven human-centered methods to drive momentum and
assure positive business outcomes.
Training
No matter your strategy, you can't change
organizations' behaviors without buy-in from your
employees. We have tested training programs to transfer our
knowledge of Human-Centered Design to your workforce.

EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
INSIGHT
FRAME
FOCUS
SOLUTION
OPPORTUNITY
PILOT
ENABLE
MEASURE
ACTIVATION
MATURE
SCALE
Shift’s Human-Centered Framework

tom er jour ney mapcus
“A diagram that illustrates the steps your customer(s)
go through in engaging with your company, whether
it be a product, an online experience, retail
experience, or a service, or any combination.”
— Adam Richardson, Harvard Business Review, 2010
WHAT

WHY
For both, understanding the ecosystem is key
Digital Product
Design
Experience Strategy
& Service Design

WHY
Empathy
Create empathetic
understanding within teams
Alignment
Drive alignment across the
business
Context
Understand the big picture in
order to isolate true needs
Note: Context can’t be found in a website or an app, it needs to come from the broader
human experience

“If I had an hour to solve a
problem, I’d spend 55 minutes
framing the problem, and 5
minutes thinking about solutions.”
— Attributed to Albert Einstein
WHY

QUESTION 1
Do I need a Journey Map?
Journey Maps aren’t a silver bullet. They should be considered
another tool in your toolkit. Never force a tool because it’s new or
exciting to you.

QUESTION 2
What should I communicate?
In order to craft an effective Journey Map you’ll need to know
what elements are most important to communicate. We call this
having the “end in mind.”

QUESTION 3
Who am I
communicating with?
Levels of depth and polish will vary based on the individuals your
map is intended to communicate with. Are you speaking to
executives? Delivery teams? The company as a whole?

HOW
Journey Mapping is about
telling a story
There is no one-size-fits-all when it comes to storytelling. It’s
important to recognize that this is a creative process. There are no
templates or tools that can automate creativity.

One common approach
EMPATHY LAYER
ENGAGEMENT LAYER
ACTIVATION LAYER

HOW
EMPATHY
- Experience Stages
- Customer attitudes / objectives
- Customer pain points
- Storyboard
- Emotional arc
EMPATHY LAYER
ENGAGEMENT LAYER
ACTIVATION LAYER

HOW
ENGAGEMENT
- Experience Steps
- Touchpoints
- Channels
- Frontstage / backstage
interaction
- Tools / Technology used
EMPATHY LAYER
ENGAGEMENT LAYER
ACTIVATION LAYER

HOW
ACTIVATION
- Currently serving
- Opportunity (ideas)
- Budget allocation
- Responsible individuals /
teams
- Problem / hypothesis
statement
EMPATHY LAYER
ENGAGEMENT LAYER
ACTIVATION LAYER

STEP 1
Start with your existing knowledge
where possible (then invalidate)
HOW
Note: It is important to cross silos so that going into customer research, all voices have been heard

PERSONA
Prospective Patient
SCENARIO 
A potential patient is seeking a
new Primary Care Physician.
Before any of that…

Spend a few minutes filling in the broad stages
of the experience finding and selecting a new
Primary Care Physician.
Detail High-Level Stages
Activity
Be prepared to discuss
Example:

Realize Need Research Compare & Select Schedule Visit

HOW
STEP 2
User Research
• (In)Validate internal assumption & gain new insight
• Ideally through observational methods within the customer’s
environment

Spend a few minutes filling in the customer
attitudes / objectives at each Stage.
Detail Customer Attitudes
Activity
Example:

Something is wrong, I think I
need to see someone.
What are my options? How do I know which
Doctor is best for me?
None of my choices are even
accepting new patients I hope I like this Doctor

HOW
STEP 3
Affinitize insights
• One insight per sticky note
• Use color coding to denote note type (e.g. attitude, step, pain
point, etc.)
• Start thinking about the granular steps of the experience

STAGES
ATTITUDES
ACTIONS
IDEAS

Within each stage, spend some time detailing
out the smaller steps that happen within.
Detail Granular Steps
Activity
Example:

need to see someone
(1) Illness or life event
(2) Online research (e.g.
WebMD)
(3) Accept the need for an
expert
(4) Research insurance
coverage
(5) Look for online
reviews
(6) Friend & family
recommendations
(7) Find a physician
(8) Compare
credentials and
reviews
(9) Narrow selection to
2-5
(10) Contact physician’s
office to find out of
accepting new
patients
(11) Schedule an
appointment
(12) Find doctor’s office
(13) Checkin & waiting
room
(14) Meet with new
doctor

HOW
STEP 5
Assign pain
• For broad CX Strategy initiatives, this may justify qualitative as
well as quantitative data
• For design teams, clear areas of focus may be revealed through
qualitative insights

Methods to Illustrate Pain
Friction Emotional Impact Moments of Truth

Take the steps you created and assign positive
or negative emotional impact.
Emotional Arc
Activity
Example:

(1) Illness or life event
(2) Online research (e.g.
WebMD)
(3) Accept the need for an
expert
(4) Research insurance
coverage
(5) Look for online
reviews
(6) Friend & family
recommendations
(7) Find a physician
(8) Compare
credentials and
reviews
(9) Narrow selection to
2-5
(10) Contact physician’s
office to find out of
accepting new
patients
(11) Schedule an
appointment
(12) Find doctor’s office
(13) Checkin & waiting
room
(14) Meet with new
doctor
need to see someone
1
2
3
4
5
6
7
8
9
10
11
12
13 14

Principles for creating
great Journey Maps

Keep it simple
Tip: Each model should tell one story. If you need to tell more, you may need a separate model.
You should be able to see from 15 feet away what you’re looking at
HOW

Collaborate outside of your silo
HOW

Strive to maintain your journey as a
living document
Tip: rapid prototyping tools work well for simple maps, and can include interactive layers
HOW

Tie in desired outcomes and
activate teams or individuals
Tip: With what we have done so far we already have a head start on Hypothesis Statements, a strong
activation tool
HOW

WE BELIEVE THAT
Idea
WILL SOLVE
Action Action
ENABLED BY [Activation]
RESULTING IN
Attitude AttitudeAction
Hypothesis Statement

D
I
S
C
O
V
E
R
D
E
S
I
G
N
D
E
V
E
L
O
P
D
E
P
L
O
Y
Understandprojectneeds&goals
Collateral Assessment
Stakeholder Interviews
CONTENT STRATEGY
TASKS
TECH TASKS
Content Guidelines
Online Editorial Guide
CONTENT STRATEGY
TASKS
UX TASKS
Wireframe Design
CLIENT
REVIEW
Messaging, Voice
& Tone
Website
Preparation
Sitemap Design
Content Mapping
CONTENT STRATEGY
TASKS
Tagging Strategy
Content Types Definitions
Website Operations/Management
Governance Plans
CONTENT STRATEGY
TASKS
CMS Development
Communication &
Training
CONTENT STRATEGY
TASKS
Develop Content
CONTENT STRATEGY
TASKS
Content Development & Migration
Content Migration
CONTENT STRATEGY
TASKS
Content Migration Support
Editorial & Content Management
Editorial & Content Support
Community Management & Oversignt
Identifiesapproaches,process&strategiesImplementnewcontent,refineexisting
content&prepareforlaunch
Encoompasseslaunch&
post-launchefforts
Understanding the Business
Content Inventories
User Testing
QA TASKS
Test Site
SITE IS
LAUNCHED
CLIENT
REVIEW
CLIENT
REVIEW
CLIENT
REVIEW
CLIENT
APPROVAL
UX TASKS
Persona Development
Technical Assessment
Develop Business Requirements
I Need a
Website or
Redesign
Content Creation
Site Testing
Content Migration Planning
Content Creation PlanningOptimization Strategy
Engagement Strategy
Content Optimization
TECH TASKS
Choose CMS
VISUAL DESIGN TASKS
Visual Design
User Task Flows
Stakeholder Interviews
Competitive Analysis
Heuristic Assessment
Functional Wireframes
TECH TASKS
Front End CMS Development
VISUAL DESIGN TASKS
Look & Feel Discovery
Design Brief
Card Sorting
Back End CMS Development
VISUAL DESIGN
TASKS
Style Guide
User Interview
User Interviews
Competitive Analysis
Content Assessment

PERSONA IMPACT
WFA
RECOMMENDED
STRATEGY
“When the Smith Barney side merged
to Morgan Stanley the atmosphere
became hostile and overbearing.”
“What kind of support do
you have for my business?” “Who has more resources?
I deal with a lot of products
and programs...”
“For me it was mainly
talking to managers or
regional guys or advisors
who have been there.”
“When we narrowed down to two,
Wells Fargo did that due-diligence
meeting where we were literally
listening to the directors of those
divisions.”“The recruitment firm had
a site that was really useful.”
“What types of restrictions?”
“I did go online - I wanted to
make sure they aren’t going to
collapse...”
“Because of the privacy, I would
rather go to somebody who
doesn’t know who I am.”
“What type of mindset do you
have currently and in the future?”
“I like the idea of actually
comparing competitors. What
makes the firm different?”
“That’s the greatest thing
about this company,you
have help if you want it,you
can call.”
“When it actually came
time to move it was a game
changer for them to be so
supportive.”
“Name is important to me;
hanging my own shingle wasn’t
as attractive to me.”
“Does the website look really
good or does it look kind of
cheap? Does it smell of money?”
ADVISOR JOURNEY MAP
KEY TASKS
Awareness Qualification Evaluation Contact Decision-Making
EVALUATE
RISK/COSTMAILERS
EMAIL
FACE TO FACE
CONTACT
HIRING
MANAGER
WEBSITE
DUE
DILIGENCE
PORTFOLIO
TRANSITION
ASSESSMENT
& VALIDATION
RECRUITMENT
CALLS
SIGN OFFER
LETTER
COULD
RE-EVALUATE
LATER
OPPORTUNITIES
An experience map models a user’s complete experience with a company across a variety of interaction points.
This map is designed to help us focus on key opportunities to enhance consumer engagement.
PRINT ADS
CURSORY
RESEARCH
COMPARE
COMPETITORS
FRIENDS
AND
FAMILY
COMMUNICATIONS
TRANSITION
PLANNING
EXPERIENCE
COMPENSATION
LIFESTYLE
RECRUITMENT
CALLS
RECRUITMENT
CALLS
CONVERSATIONS
NARROW
LISTSUNDERSTAND
OFFERINGS
CUSTOMER STATE
Multi-channel presence
and subtle increase of
urgency
NEUTRAL DISSATISFIED CURIOUS EXCITED ENGAGED STRESSED
? ! !!
Clear path for immediate
action
Guidance to the right channel - then drill into
further detail
Help envision unique opportunities for now and in
the future - set stage for reconsideration later
Create a personal connection and
emphasize resources
Validate decision and/or allay remaining questions
about risk

Tess TESS’ JOURNEY
Tess TESS’ STORYBOARD
Tess EMOTIONAL JOURNEYS
Tess TESS’ DETAILED DESCRIPTION
Tess DRAMATIC ARC
Tess KPIS
Tess TESS’ FILE LANE
Tess' Arrival Journey
JOURNEY MAP
Example: Public transport
PROJECT
07 June 2018
EXPORT DATE
-2
-1
+0
+1
+2
+1
+2
+3
+4
+5
Trip From Denver to Paris (17 hours) Airport Logistics (2 hours) Train to Paris (1 hour) Arrival
Tess gets to the airport by
Taxi.
She gets on the train and
tries to enjoy the time.
She is woken up by the lights
in the cabin.
She waits in line for border
control.
After landing Tess heads to
the baggage claim.
She waits in line to purchase
a RER ticket.
Zoom In: Ticket Experience
She follows the sign to Paris
Ville.
She arrives at Gare du Nord
and changes trains.
Tess arrives at Place de la
Bastille one hour after
leaving the airport.
Tess checks into her airbnb.
Tess has always wanted to go to
Paris. For her 30th she heads to
Paris with her partner. She leaves
home early and arrives at the
airport on time.
On the plane, Tess plans the list of
things she'd like to do in the city.
"Why do they turn on the lights so
early? We still have two hours to
go!"
Tess just had her passport
renewed as her old passport.
"Hmm, I get my baggage after
going through security?"
"How does this work? A one day
ticket? A Visit Paris ticket? A week
ticket? This seems
overcomplicated."
Zoom in: Journey of Ticket
Purchase
"I think this is the right way." "Pardon, I'm looking for the 5 line.
Can you help me?"
"Google Maps says the apartment
should only be a five minute walk
from here."
"Whew! Finally here."
RER sales / day: 3528 tickets / €
14.710
av. time at ticket machine: 1:12
minutes
passengers at station / day:
80.000
Customer_Interviews
PDF
ticket_sales_gare_du_nord
XLSX

Interaction
DURING SERVICE BLUEPRINT
4. Post Exam - Wrap Up3. During Exam2. Pre-Exam1. Enter Exam Room
I’m feeling anxious
about my exam.
Now how long will I have to wait here?
Will I have to leave this room to go to another?
Is this going to be uncomfortable? Is the doctor listening to me?
Will I be able to remember everything the doctor is telling me?
Am I supposed to leave yet?
I still have some questions...
MINIMUMVIABLE
EXPERIENCE
CUSTOMER
GREETER
Interaction
Interaction
Interaction
MEMBER ADVOCATE
NURSE
Interaction
DOCTOR
Interaction
OTHER
DataPeople Tool ProcessSpace
App Email
Human to
Human
Text Desktop Data Process
● Nurse who escorts patient to the exam room should be the same nurse who stays with the
patient throughout the visit to build a relationship.
● Making the exam room warm and inviting will help relieve stress for the patient, a window with
blinds could help with this, or even a mural of nature views if window access is not an option.
● Having a comfortable chair and a TV (with obvious and simple controls) would be ideal to take
the mind off of the medical visit.
STRATEGY
INSIGHTS Mark, Jen and Kyle are all in the
exam rooms.
Actors involved:
● Gwen the Greeter
● Caren the Care
Advocate
● Nurses Emma & Raj
● Doctor Scott
Mark is impatient and
sees a printer in the exam
room and is glad he won’t
have to wait for the nurse
to leave and come back
with printed information.
When Kyle enters the
exam room, he is glad he
doesn’t see an
intimidating exam room
table.
Tablet
● The nurse who is taking notes and is the advocate for the patient should be somebody that is
knowledgeable to build the trust and relationship with the patient, this should be an NP.
● Users like the partition with the translucent glass, the wall and door was too secluded.
● Doctors and nurses should all be dressed in scrubs to show a team mentality, but should not
include personalized attire.
● Members want the preference of being able to receive post-op instructions and extra research via email or printed out
● Members want to be able access notes from their portal but it is not top of mind. The portal is a tool that is used as an as
needed tool such as when a user needs to view their billing history or medical history.
● Patients wants to be informed of their health care next steps and want to be aware of possible hidden fees.
● Patients want the nurse to be able to set up their next appointment while still in the exam room and get answers to
insurance questions from Caren without having to leave their room.
Physical
Space
5. Out Of Clinic Care
Do I have to go into the clinic?
Exam rooms
types:
- family-friendly,
- consultation,
- procedure
- sick room.
Provide
educational or
medical toys in
kids exam room
Doctor enters
information
regarding Mark’s
visit into chosen
information
system.
Greeter is
responsible for
tracking
member’s exam
area preferences
Based on Jen’s
preferences, she was
taken to a family-themed
exam room with
educational toys.
Back in exam room #1,
Nurse Raj finishes Kyle’s
flu inoculation and escorts
him to the checkout area
where Caren is waiting.
He sends Kyle on his way
with a friendly reminder to
contact the clinic with any
issues, or questions.
The exam rooms
will be equipped
with a computer
and printer
Exam room tables
will be modular
chairs that
convert to a table
● Nurse should review / clarify medical condition
with patient and inputs the information into their
tablet / laptop.
● It is important to minimize wait time in the exam
room and have the nurse complete as much as
possible until the doctor arrives.
● After the doctor has already review the member’s
file, and enters the exam room, the nurse will
provide additional information about medical
conditions from what was learned in the room.
Nurse is
responsible for
leading patient
from waiting room
to exam room
with a high-touch
level of service.
Member
preference data
for exam rooms
are used to escort
them to the
appropriate area
Doctors and
nurses alike
should wear a
standard style of
scrubs (no
custom patterns)
Convertible exam
table / chair is
available in exam
rooms
Doctor is
responsible for
reviewing the
patient file ahead
of visit
Nurse will
administer full
treatment when it
is not necessary
to have a medical
doctor
Nurse will stay
with the member
through the entire
exam
Nurse is
responsible for
performing
“scribe” role,
asking probing
questions for the
member, and
providing overall
assistance during
the exam.
● User’s like to use telehealth when they
are traveling, and for other needs such
as: prescription renewals, treatment
monitoring, or other services that
would not require physical presence
with a doctor or care team.
Reasonable sized
screen is
accessible to the
doctor in exam
room
Doctor will use
visual aids and
supporting
content as much
as possible with
member
Nurse is
responsible for
escorting the
patient out, and
answering any
remaining medical
questions
Member Advocate
will address
insurance
questions
following
appointment, and
schedule
appointments
Doctor will handle
prescriptions
Nurse will escort
the member out of
the exam room
Jen will have the
opportunity to get
any lingering
insurance
questions
answered
Nurse will brief
Member Advocate
on decisions in
exam including
prescriptions,
physical therapy,
etc.
Nurse or any care
member can
access system to
add notes, retrieve
information, etc.
Later while traveling, Kyle
feels like he might be
having an adverse
reaction to the Flu shot he
had been given.
Because he’s traveling, he
uses the telehealth option
to contact a doctor and
get advice.
Mark’s nurse wraps up the
exam by emailing Mark his
care plan summary, and
printing out the
information for the
support group according
to his preferences.
One week later, Jen gets a
call from Emma with the
results of her lab work.
She takes time to explain
what the numbers mean
and addresses any other
follow up questions from
the visit.
Emma brings Jen to Caren
and gives here a brief on
all of Jen’s questions.
Caren works with Jen to
answer her insurance
questions.
Nurse is
responsible for
creating a care
plan during the
exam and
delivering it to the
member
according to his
or her preference
Meanwhile, the nurse is
preparing Mark’s care plan
which includes the links to
the information the doctor
showed Mark during the
exam, and additional
information about
physical therapy support
groups in the area.
Mark receives
printed
information from
his visit, per his
preferences to
have printed or
emailed content
Member has the
option to use
telehealth when it
is not feasible for
him/her to come
to the clinic, and a
phone call will not
suffice.
Doctor uses
telehealth to
preclude
unnecessary clinic
visits
Member will
receive a
follow-up call to
go over lab work
results
Nurses will be
responsible for
follow-ups on
labs. Interactions
with member will
include summary
of results
In Jen’s exam room, the
doctor is updating Jen’s
prescription. She has a
pricing question around
the change in medication.
Emma informs Caren that
they are about ready to
come visit her.
When the member
has questions
around plan costs,
Member Advocate
will be available
to provide clarity
In exam room #1, Kyle
quickly receives a flu shot
from Nurse Raj in the
exam room.
Meanwhile in exam room
#2, Doctor Scott is
examining Mark, he uses a
reasonable sized screen
to explain the causes of
Mark’s pain.
He also finds a video
online to inform Mark on
how to do physical
therapy for the issue.
Emma, Jen’s preferred
nurse asks how the kids
are doing and about Jen’s
general well being.
Down the hall, Kyle is
noticing that all the clinic
staff is in clean
pattern-free scrubs.
Kyle likes that the doctor
is also in scrubs because
it creates an impression of
a cohesive team.
Jen is in exam room #3
with her prefered nurse
Emma and doctor.
Emma stays with her
during the exam to
provide assistance, take
notes, and ask questions
that Jen might not have
thought of.
In exam room #2, Doctor
Scott enters to start
Mark’s exam. He knows
that Mark is in for back
pain.
The exam room is
equipped with a
convertible table/chair; in
which Mark is already
sitting. Doctor Scott
converts the chair to the
table setting and begins
the exam.

HIGH
MEDIUM
LOW
5
4
3
2
1
Review Environment
HUB STRATEGIC DIRECTION HUB BUSINESS PLAN CONSOLIDATED LRP OPERATIONAL PLAN
Retrospective on Business Plan
MPM LEAD
Based on the projected market landscape for the next 10 years, what are the agreed key strategic imperatives for the expected growth of my Hub?
Create Business Environment Outlook
Retrospect & Evaluation Receive A Global Decision Communicate the
Hub Strategic Direction
Socialize / Publish Agreement
MPM Business Planning Journey and Touchpoints
Task 1: Communicates to MPM leadership team, GCLT,
corp. Strategy and corp. Finance, and technology
Task 2: Delegate the list of improvements (ways to
make $, reduce costs, etc.) projects, assign to
functional groups; and make decision about what to
fund & how to fund it
Task 1: Receive data, KPI List, Assumptions & from RPO
& CS with their interpretations.
Task 2: Alignment with RPO, Finance & CS Lead to create
the interpretation of the actuals vs the KPIs (How we do
vs what we planned)
Task 3: Approve this year’s top priority learnings from
Retrospect and Evaluation
Review Year 1 & 2 LRP Approve Plans
“I receive notification of the global decision.” “I must communicate the definition of success
/ the results.”
Consolidate Hub Business Plan Integrated Business Planning
Forum
Bring Ideas Approved to the Plan
Provide the final
Hub Business Plan
Add revisions from Hub Business
Plan Approval & Add LRP Direction
Review Year 1 & 2 Plans
Recommend P&L for the Year 1+2
to the Hub Lead
Recommend Volume
Seed Applied Solutions
Communicate Year 1 & 2 LRP
Sponsoring the Development of
Operational Plans
Task 1: Gather the information from
the RPO and the CS (assumptions &
key imperatives, expected deviations
from previous year LRP and risks),
and SE Go To Market Strategy
Task 2: Integrate the retrospective
and its learnings
Task 3: Create a report “Big Picture”
How do we translate the strategy to financial numbers? What are the tactical plans to enable the strategy and the numbers associated with the tactical plans?
Task 1: Incorporate approved ideas
to the strategies or plans
Task 1: Provide the final version of the
Hub Plan to the Hub Lead to present at
the Global Commercial Forum
Task 2: Approval. Thumbs up or Changes
Task 1: Gathering GTM & Category from RPO
(Environmental Challenges & Opportunities)
Task 2: Gathering customer assumptions &
trends, brand changes from CS
Task 3: Determining SWOT based on last
year performance (Monsanto Capabilities at
the time)
Task 4: Prepares a presentation of the
information (key data and business drivers /
SWOT) into a summary for corp. Finance &
corp. Strategy
“What are the market trends? What are the customer
needs / insights? What do the macroeconomics look
like? Does the environment still look the same as
last review?”
“I must Identify success and failures and causes of
the key strategic imperatives defined last review
driving the expected growth.”
Task 1: Receive data, KPI List, Assumptions &
Strategy from RPO & CS with their
interpretations.
Task 2: Alignment with RPO, Finance & CS
Lead to create the interpretation of the
actuals vs the KPIs (How we do vs what we
planned)
“Communicate the definition of success / the
results.”
Task 1: Get a notification of the global
decision from the forum
Task 2: Tailoring the long term strategy
(actuals & targets, and environmental
projections & capabilities) for his/her HUB
Task 1: (What he will say) Create a
communication plan for the HUBs
‘downstream teams’ & messaging within a
specific timeframe that enables them to
make plans based on the guidelines
(Category strategy team, category planning
team, IBP team (monthly view), HUB
leadership team, Executive team
Task 2: Fields questions and feedback from
downstream teams; meetings
“I am synthesizing category and brand
strategies for a holistic Hub plan.”
“I must bring approved ideas from the
idea cultivator to the plan.”
Task 1: Compare the consolidated
plan with strategic direction
Task 2: Collaborate with all the peers
(Supply Chain Lead, SE Lead, Hub
Lead, Finance Lead, Commercial Opps
Lead) to make decisions, but possible
changes impacting Category and
Brand strategies will be made by RPO
and CS
“We need to be united in how we represent
our Hub approach for the next 5 years.”
“I need to explain the purpose for the Hub
Strategic Plan and how it's to be used.”
How do I prioritize imperatives and goals across categories and brands and markets across geographies in my Hub to
deliver the expected numbers.. what is the biggest impact on the Hub's success?
3yr
“I need to create a plan that tactically exceeds meeting Y1 LRP financials.”
“I need to govern the plans in 1-2 year span to
ensure alignment with the Hub Business Plan.”
“I need to ensure that my people involved in LRP
have the direction needed.”
“I need to understand how the tactical plan
translates in P&L numbers for the LRP.”
“I need to approve the current plan based on
direction from Hub Business Plan.”
“I need to build confidence that the plan built will deliver
the strategy and committed financials.”
“I will recommend year 1 & 2 LRP based on global prices
set up.”
Task 1: Gaining alignment with global Seed
Applied Services on price strategy by crop and
brand
Task 2: Decide which volume scenario to be
used in the LRP according to the price strategy
“I must share the approved LRP assumptions and targets
with category teams involved in the planning process.”
“I need to provide direction on tactical operational
plans.”
Task 1: Communicating the connection
between the Hub Plan and LRP
Task 2: Share the feedback from the Global
Commercial Team to my people
Task 3: Partner with finance to reconfirm
globally defined assumptions from the Hub
Business Plan and communicate financial
expectations by category.
Task 1: Provide oversight for each of the
“annual” plans for the 2 year plan
● Brand Plan
● Product Portfolio (life cycle mgmt)
● Dealer Mkt Fund plans
● Grower MF plans
● Distro Mkt focus plan
● Demand planning future season plan
● Crop planning plan
● Capabilities plan
● Price Targets
Task 2: Provide direction on volume and mix
for demand forecast and production
purposes
Task 1: Give feedback & lead
discussions to refine the numbers
related to the plans
Task 2: Partner with Finance and his/her
teams to create a P&L by Category and
total by Hub
Task 3: Validate the numbers against the
Hub Business Plan financial
assumptions
Task 1: Approving and recommending:
plans below:
(Accountable)
● Brand Plan
● Product Portfolio
● Dealer Market Funding
● Grower Market Funding
● Dist. Market Focus Plan
● Demand Planning Future Season
● Crop Plan Mix and Supply
● Capabilities plan
(Recommend to Hub lead)
● Price Targets
● Volume Targets
● Bottoms up LRP
Task 1: Consolidate the plans into one story
task 2: Anticipate questions with my team
(prepare to present to the Hub Lead)
Task 3: Recommends the P&L and cash flow,
includes volume and price targets
Task 1: Share with the RPO Task 1: Provide Inputs
Task 2. Provide a high level review ahead
of hub lead approval to cost to serve,
account plan processes and COL approval
for capabilities plan, distribution
development plan, training plan
Task 3. Provide feedback on the RPO / CS
portion of the operational plans
Task 4. Receiving feedback on his/her
portion of the operational plan
MONTHLY FORECASTING
Review
Approve Operational PlanPropose Operational Targets
“I need to assess the breakout opportunities
identified in the LRP exercise and recommend
targets to the Hub lead.”
Recommend and Approve
Volume Seed Applied Solutions
Task 1: Decide which volume scenario to be
used in the operational plan according to the
RPO price setting
“I will recommend & approve year 1 operational
volume allocations based on RPO prices set up.”
“I will formally sign off on the finalized operational
plan.”
Task 1: Assess the opportunities by
category and its financial impacts
Task 2: Share with IBP the propose targets
and collect feedback from the IBP group
Task 1: Approve the final operational plan
Task 2: Formal sign off on the finalized
operational plan
Task 3: Share the approved plan with the
MPM team
1yr
3yr
Task 1: Looking at the shorter - 5 year horizon; any
triggers?
Task 2: Respond accordingly (Changes/No change)
“I must work with the RPO & CS Leads and their inputs
on customer needs, macro, insights, and market
trends.”
Hub Forum
“I must represent my hub's customer market
and competitive outlook for the 10 year
horizon.”
Task 1: Present Information & share
context around the data
Task 2: Give & Take Feedback from
corp. Finance & corp. Strategy & other
leadership attendees
Task 3: Generate a draft picture of the
next 3-5 years (Big Decision Point) & a
strategy for how to
accomplish/execute
Review Environment
1yr
“Have the business environment and
capabilities changed enough to change the
strategic direction?”
Task 1: Looking at current vs past environmental data;
any triggers?
Task 2: Respond accordingly (Changes/No change)
Decision
MPMOPPORTUNITIES&GAPS
AreasinMPMBusinessPlanningEcosystemwhereissuesand/orambiguitymightbepresent.
Supporting Roles
Finance Lead: Meeting in person w/MPM support
Hub Lead: People Strategy with HR
FTO situation analysis (regulatory)
Create Capabilities Plan: HR
Task 1: Receives an update of the Hub biz plan and
the LRP directions
Task 2: Make the changes to their Capabilities Plan
according to revisions recommended by the MPM
Crop Planning and Demand Planning:
Supply Chain Create Account Plans & responsible for making
recommendations: COL
COL: Cost to Serve, Capabilities Plan, Distributor
Development Plans, and Training Plans
Bottoms Up P&L: FInance
2 Yr HUB LRP Targets & Approvals: FInance
Create People Strategy (HR)
FTO Situation Analysis (Regulatory)
Data (Metrics & Context)
Collaboration (w/Decision Makers)
Communication (to Stakeholders)
Presentations (Summarizing
insights for stakeholders)
Awareness (i.e. Instant
Notification, Alerts)
Methodology used to collect MPM
information (i.e. HCD Approach)
HCD
INSIGHTS/HUMANTHEMES
Task 2 Make
Changes
Task 1: Collect data, KPI List,
Assumption List and Actuals
Create Category Outlook “Situation”
Create Customer / Brand Outlook “Situation”
Task 1: Meet with teams to
determine the data they need, and
how they’re going to get it.
(Actuals & Targets)
Task 1: Collect data, KPI List,
Assumption List and Actuals
Create Retrospective for Category
Create Retrospective for Brand
Refine Category Strategy
Task 2: Make
Changes
Refine Brand Strategy
Task 1: Meet with teams to
determine the data they need,
and how they’re going to get it.
(Actuals & Targets)
Task 2: Interpret the findings
Task 3: Suggest change and a
strategy for Hub Strategic
direction for customer insights &
market intelligence to MPM
Task 2: Having teams gather
Actuals & Targets data to create
their portion of the report
Task 3: Create communication
report
Task 4: Supplying the category
outlook to the MPM (product,
seed treatment) (Past work -
sales, production, pricing, market
funding)
Task 3: Create communication
report
Task 2: Having teams gather
Actuals & Targets data to create
their portion of the report
Task 4: Supplying the customer
outlook to the MPM (Customer
related work - customer insights,
market intelligence)
Task 2: Interpret the findings
Task 3: Suggest change and a
strategy for Hub Strategic
direction for customer insights
& market intelligence to MPM
Receive ideas approved to the plan
Task 1: Once
approved, add the
ideas to the correct
plan based on
overall value to the
business
Task 1: Once
approved, add the
ideas to the correct
plan based on
overall value to the
business
Receive ideas approved to the plan
Create GTM Strategy
Task 1: Review
retrospective
information
Task 2: Assess
market and industry
trends for the
following 5-10 years
or the HUB
businesses and
geographies
Task 3: Review cost to
serve information of
current RTMs as well
as new alternative
RTMs in a 10 year
span per business and
geography
Task 4: Review
customer insights
and brainstorm on
customers future
needs for business
and geography
Task 5: Propose
adjustments to the
GTM strategies
Task 6: Determine
new GTM strategy:
changes and
adjustments to
current GTM model
by business and
geography
Task 1: partnering with
finance to run scenarios on
volume vs price by crop
Consolidating LRP for Category
Task 1: Pull in the
assumptions from the Hub
Business Plan and then the
tactical plans. and
coordinate with the plan
owners
Task 2: Build into the
LRP the cost and return
aspects of the tactical
plans
Task 3: Assess if there are
gaps between the LRP and
LRP direction given by the
MPM
Task 4: Identify
opportunities and
scenarios to address the
gaps
task 5: Connect with
tactical plan owners to
determine recommended
tactical plan changes
Creating the Volume Scenario
Task 1: Receives an update
of the Hub biz plan and the
LRP directions
Reviews HUB Plan
Reviews HUB Plan
Reviews HUB Plan
Future Opportunity
Current Capabilities
Activity SE
Activity CS
Activity RPO
Tasks
MPM Touchpoint
Consolidating LRP for Category
Understand / Awareness of the Approved LRP
Task 1: taking the approved
category LRP to the category
strategy team
Preparing and Approving Operational Plans
Creating Operational Plans
Task 1: Approves supply
allocation, price setting
and discretionary market
funding allocation by
category
Make Changes
Task 1: Collaborate
w/ MPM to make
changes to the
plan.
Make Changes
Task 1: Collaborate
w/ MPM to make
changes to the
plan.
Create 2 Year Tactical Plan
Task 1: Developing the
Tactical Plans for their
category
Task 6: Confirm
recommended scenarios
with MPM
Task 2: ALign with CS
and SE
Consolidated LRP for Category
Task 1: Provide
assumptions to the RPO
from their tactical plans
Task 2: Provide the
resourcing and return
numbers for the tactical
plan
Task 3: Collaborate with
RPO to create scenarios
to address gaps
Task 4: Make changes
as necessary
Creating Operational Plans
Task 1: Recommend
Training Plans
Create Account Plan
Task 2: Recommend
capabilities Plan
Task 2: Recommend
distribution development
Plan
Task 2: Inform MPM
Task 1: Assess
previous account
planning cycle
Task 2: Plan service
level and touch points by
account
Task 3: Create Plan is
collaboration with CS
Task 4: Approve plan
with COL
Task 5: Propose plan /
targets to MPM
MPM LEAD
MOMENT OF TRUTH
HUB FORUM
RPO LEAD
CS LEAD
SE LEAD
MOMENT OF TRUTH
CONSOLIDATE HUB
BUSINESS PLAN
MOMENT OF TRUTH
INTEGRATED BUSINESS PLANNING
FORUM
MOMENT OF TRUTH
ADD REVISIONS FROM HUB
BUSINESS PLAN APPROVAL & ADD
LRP DIRECTION
MOMENT OF TRUTH
REVIEW YEAR 1 & 2 PLANS
Initial Business Planning Hypothesis
WE BELIEVE THAT …
[Doing this]
[For these people]
WILL RESULT IN …
[the outcome]
WE WILL KNOW WE HAVE SUCCEEDED WHEN...
[this feedback and metric]
COETOUCHPOINTS&INSIGHTS
AreasinMPMBusinessPlanningEcosystemwhereKeyTasksIntersectwithotherCOE
Leads;insightsandopportunitiesaredescribedinHumanThemes
AreasinMPMBusinessPlanningEcosystem
Project Goals
TASKS
● List them
● List
● List
● List
● List
H2H
H2P
H2T
H2T
H2T
H2T
H2T
H2P
H2P
RPO LEAD
CS LEAD
SE LEAD
MOMENT OF TRUTH
PROPOSE OPERATIONAL
TARGETS
“Identify success, and failures and causes of last year's
Hub Business Planning cycle driving the expected growth.”
Insight
Possible decision to support
interface
The outcomes should show up in the
Consolidated Hub Business Plan.
Possible need for a screen level
deep dive: Who, What, When,
Where, Why, & How
Possible need for trigger that causes a
strategic review.
Sponsoring the Development of
the Category and Brand
Strategies
Task 1: Provide critical input
Task 2: Provide a review ahead of it
going to IBP
Task 3: Responsible for sponsoring
at IBP
The outcomes from the annual
Retrospective on Business Plan
should show up in the
Consolidated Hub Business Plan.
There is also a need for
collaborative functionality and a
critical barrier. The MPM cannot
move forward until he/she is able
to tell the story.
Create Category Strategy
Task 1: Create the
portfolio, pricing
and market funding
strategies; and
category/business
strategy
Task 1: Retrieve
Retrospective
information.
H2T
Create Brand Strategy
Task 1: Create the
strategic marketing
plan
Task 1: Retrieve
Retrospective
information. H2T
Create Customer Strategy
Task 1: Market
segmentation
assessment and
multi-brand
positioning
Functionality needed that would
allow a new learning to show up
automatically and be able to
compare to Retrospective.
Also a critical alignment moment.
MOMENT OF TRUTH
PROVIDE THE FINAL
HUB BUSINESS PLAN
Approval. Getting direction to go
into the LRP
highlight the changes made to
the Hub Business Plan.
Task 2: Make the changes
to their Category Strategy
according to revisions
recommended by the MPM
LRP directions
to their Brand and Customer
Strategy according to
revisions recommended by
the MPM
LRP directions
to their Go To Market
Strategy according to
revisions recommended by
the MPM
Finance partners with MPM: Finance
confirms globally defined assumptions from
the Hub Business Plan to the MPM
“Does the plan make sense with the strategy?”
Task 3: Submit plans to
category strategy team?
Task 4: Provide to MPM
for feedback.
based on MPM inputs
brand
Task 2: ALign with RPO
and SE
for feedback.
based on MPM inputs
Go To Market Strategy
Task 2: ALign with CS
and RPO
for feedback.
based on MPM inputs
allow a smooth and seamless
process for the gathering of
support data.
Additional considerations will be
needed regarding permission
control / access to systems that
allow the transfer of this data.
Task 7: communicate
changes to plan owners
Task 1: Provide
assumptions to the RPO
from their tactical plans
Task 2: Provide the
resourcing and return
numbers for the tactical
plan
RPO to create scenarios
to address gaps
as necessary
Functionality consideration that
would allow an intuitive, or
partially automated process for
ranking programs., e.g. an
algorithmic function such as a
Strategy Index that could rank
the programs by any number of
selected criteria so as to lessen
the burden of time performing
manual calculations.
This is also a point where the
MPM will remind the team of the
Hub Strategic Plan. Functionality
may want to be considered that
would allow for triggers,
collaboration, commenting, etc
relative to the reviews that need to
take place.
Global Commercial Team Approval
MOMENT OF TRUTH
Recommend P&L for the
Year 1+2 to the Hub Lead
This is a major decision point and a
critical dependency - the MPM has to
recommend the final financial
numbers for the next 2 years to the
hub lead, but is dependent upon
collaboration with other key
personas and dependent upon
finance partnering with cash flow to
enable the MPM’s decisions that
need to be made.
Collaborate on P&L
Collaborate on P&L
Collaborate on P&L
MPM on anticipated
questions
MPM on anticipated
questions
MPM on anticipated
questions
Finance will partner with cash flow
This is a major decision point - the
final recommendation for volume to
be used in the LRP.
Task 1: collaborate with
RPO on volume analysis by
crop - bringing the brand
and customer perspective
Collaborate with RPO on Volume Scenario
Collaborate with RPO on Volume Scenario
Task 1: collaborate with
RPO on volume analysis by
crop - bringing the Go To
Market Perspective
Considerations will be needed
regarding transparency / permission
control / access of systems that
allow the transfer of the data to and
from supporting parties.
Task 1: Receiving the
approved LRP
Task 1: Receiving the
approved LRP
Task 1 Recommend how
to allocate the
discretionary market
funding and programs
for the brands
Price Setting
Task 1: RPO sets prices to
meet operational targets
Pricing Recommendations
Task 1: gives perspective to
the RPO on the brand pricing
Finance: analysis and background work - impact
on the price to the P&L
Consolidate Operational Plan
Task 1: Consolidate
components of the
operational plan and
make the
recommendation for the
MPM to approve
Task 1: Review the full plan
to ensure it reflects the
right brand experience
Collaborate on Defining Operational Targets
Task 1: Partner with
finance to build numbers
for the opportunities
Task 2: Recommend to
MPM category
operational targets
RPO to build numbers for
the brand opportunities
Task 2: Collaborate on
defining the brands
operational targets
RPO to build numbers for
the Go To Market
opportunities
Task 2: Collaborate on
defining the Go To
Market operational
targets
Partner with Finance - Finance is an enabler

Product
Reputation
PRODUCT EXPOSURE DECISION TO BUY PURCHASE & ONBOARDING SERVICE EXPERIENCE RETENTION & COMPLIANCE
“The science is strong”
5
4
3
2
1
1
2
3
4
5
PATIENT
DOCTOR
“My doctor recommended it… and the
online reviews look good.”
FRICTION
HIGH
LOW
LOW
HIGH
Awareness
Marketing
Service
Reputation
“My patients want data, not just my
opinion.”
“I’ve read bad things about zinc. What
options do I have?”
“I want to do what’s right for my
patients… as long as I don’t lose money.”
“I wanted to buy what the doctor
recommended, but it was expensive,
and he said I could still get results over
the counter, so I’ll give those a try.”
“This monthly ordering cycle is a hassle.”
“Ordering online is much more
convenient, but I don’t like being
charged shipping.
“Why am I still paying this lease? This
pisses me off.”
“Seeing improvement in my eye health
motivates me, but I don’t want to keep
paying for the test.”
Awareness
Product
Reputation
Service
Reputation
Being “sold”
Patients are largely
unaware of
EyePromise
Doctors are much
more aware of the
product
...but would like
greater patient
awareness
Positive reviews
available to see
Otherwise minimal
brand trust
established
Positive reputation
for quality
Carrying
supplement
Device space: not
significant
Supplement space:
marginally
significant
Supplement
Options
Supplement
Options
Doctors with greater
sales success tend
to focus on 1-2
supplements
Most doctors are
unaware of new
options
Knows to order
EyePromise, but not
which one
Negatives are being
spread peer-to-peer
...and through
professional
organizations
Capabilities impacted
Open opportunities
ZEAVISION
Running
Test
Test is a minimal
part of doctor
revenue from
EyePromise
Largely unconcerned
about test time
Time to explain test
is important
Running
Test
Patients hesitate to
pay for a test
Variable results
prevent retesting
FRICTION
Thought
Leadership
Thought
Leadership
Desire to have
information to
respond to studies
and information
patients have found
Desire to be able to
talk to patients
better about the
need for
supplements
Being “sold”
Discomfort
Selling
Trial
options for
doctors
“Ease in”
case
commitment
Contract
Rewards
Even doctors highly
successful selling
the product expect
to pay down the
lease eventually
If doctors are
unsuccessful it
leads to strong
brand detractors
Expense
Underserved
Doctors
Lack of sales rep
support in certain
regions
When desiring to
return the device,
EyePromise “goes
dark”
Patient wants
information, not to
be “sold.” They need
to believe in the
value, and the
science is there
Doctors don’t want
to be “sold” either.
They want to find
partners who will
help them find value
for patients and their
practice
Monthly
Ordering
Unsuccessful
doctors feel forced
to order cases they
don’t need
Successful doctors
will intentionally wait
until the next month
rather than order
earlier and lose
credit against the
lease cost
End of month hassle
is negative for all
Opportunity to
become a
thought leader
Partner, not
pester
No indication of
negative service
reputation
Ability to easily sell
enough cases to not
pay lease isn’t
trusted
Doctors may shy
away because of
need to sell
Lack of visual aid
use (41% use no
visual aids, 43% only
use the macular
pigment screening
as an aid)
Training
Turnover &
Retraining
Lab space
for device
Device space: not
significant
Case
commitment
Doctors are often
doubtful about the
ability to easily sell 4
cases per month
Desire to have easier
entry options
Ability to
measure
Ability to
Measure
Ability to measure is
a sales point for
patients
and& doctors alike
Website is
hard to use
Hard to find product
information
Hard to order
High percentage of
“somewhat
valuable” and below
when asked “how
valuable is the
information on the
website”
43% “ok” and below
on ease of checkout
Website is
hard to use
Doctors generally
don’t use and are
unconcerned with
the EyePromise
website
Opportunity to
make website
more useful for
doctors
Turnover may create
drop-off if not
re-trained well
Doctors view that as
being their issue
Improve
retraining
options (digital,
etc.)
Training viewed
positively
Help sell more,
rather than
cross-sell
Subscription
Service
Subscription
services aren’t
promoted due to
perceived lack of
equal return to
doctors
Subscription
Service
Patients often
choose over the
counter options or
purchase at the
physician office over
online subscriptions
Machine
Updates
Of little concern
Need for data to
make decisions for
themselves on
EyePromise’s
relative value
Expense
EyePromise is not a
huge source of
revenue, which is
generally fine
Doctors who feel like
they are losing
money through the
deal become very
discontented
Other options do
work (diet change,
over the counter,
etc.) Patients need
to weigh which one
is the right value
Doctors will provide
options, unlike
prescriptions
Doctors don’t feel
rewarded for loyalty
Rewards are more of
a hassle than a
benefit for loyalty
Rewards
Patients don’t have
the expectation of
rewards, but may
help with
compliance
Advocacy
Too many detractors
in the market at
present for
advocacy to really
make an impact
Advocacy
Patients aren’t
aware enough of
EyePromise to
leverage advocacy
Print mail
campaign
Television
marketing
Marketing
Reframe
business
value in
marketing
Reframe
patient value
(science)
marketing
Marketing Marketing
React
in-market to
negative
experiences
React
in-market to
competitor
attacks
Clarify value
prop for
patients
Make patient
adoption
easier (free
bottle, etc)
Sales Sales
Reduce
product
options
Target
marketing for
niche
products
Business
Marketing
Promote
new
products
Clarify value
of each
product
IT
Opportunity to
make website
more usable
for patients
Sales
Clarify the
perceived
value of online
shopping /
subscription
Offer retraining
when sales
dips
Sales
Eliminate /
embed
shipping costs
(for patient)
Offer ability to
purchase full
year
Sales
Revise the
ordering model
(end of month)
Sales
Marketing
Get ahead of
the message
by responding
to / creating
studies
Provide talking
points
proactively to
doctors
Education for
consistency of
measurement
(e.g. if this
then do that)
Provide talking
points to
hasten
explanation
time
Sales
Consider
recommending
that the test be
given for free
Business
End never
ending lease
Create
transparency
of lease
structure
Restaff sales
team
Sales
Restructure &
redefine roles
needed & add
as appropriate
Provide
comprehensive
support to
struggling
doctors
Sales
Offer patients
incentives for
compliance
Business
Simplify the
rewards
program for
doctors, and
make it more
about loyalty
Opportunity
analysis
Business
Assess the
relationship
between regional
economic
status, test
pricing, and
product sales
Routine
Change in daily
routine is the
greatest negative
impact on
compliance
Erroneous
Purchases
Customers have the
strong belief that
they are purchasing
the right
supplements, but
often times are not

jaketruemper@shiftstl.com
+1 (314) 827-5504
keithpelkey@shiftstl.com
+1 (636) 295-0939
shiftstl.com

Guide to Customer Journey Mapping

More Related Content

What's hot

Similar to Guide to Customer Journey Mapping

More from Jake Truemper

Recently uploaded

In this document

Guide to Customer Journey Mapping