Sie sind ein digitaler Vermarkter, der mit der Erstellung von User Journey Maps beauftragt ist. Wie können Sie sicherstellen, dass sie effektiv sind?

A strong approach to this is to have simplification in mind as your primary focus, while trying to remove as many blockers and distractions throughout the users journey. Then follow this with a phase of thinking how you can leverage colour theory, content and psychology to pull them towards your intended outcomes. The process we follow is: 1. Who is the user? 2. What are we trying to get them to do? 3. What are the key pieces of information we need to capture? 4. What steps could be removed to streamline this? 5. Could I get this done in 3 clicks or less? 6. How can I encourage forward action in the process or funnel

You must go back to your users whom you researched and have them feedback on your journey maps. Iterate. Improve. Try again. Also, you should be able to grab almost any human being and have them describe the journey completely to you. If not, your journey maps are too complicated.

1) Understand your customer - who are your key stakeholders and how will the user journeys be used? 2) Understand the problem statement - What are we trying to solve for? 3) Have an agreed methodology. how will the user journey maps be created and by whom? 4) Socialise, consult and gain endorsement before publication. Align the user journey maps to other transformation initiatives so there is only one unified and consistent change agenda taking place across the Organisation.. try and utilise the user journey map to incorporate all other change journeys to paint the overall picture of change and make the journey come alive to your audience.. 5) Keep them fresh and regularly updated. Do not publish and forget!

1. Know Your Audience: • Understand their needs and preferences using data. 2. Set, Clear Objectives: • Align maps with business goals and marketing strategies. 3. Include All Touchpoints: • Cover online and offline interactions comprehensively. 4. Create Personas: • Develop personas for diverse audience segments. 5. Visualize the Journey: • Use visual elements for clarity and simplicity. 6. Highlight Emotional Stages: • Capture emotional highs and lows throughout. 7. Collaborate Cross-Functionally: • Involve stakeholders from various departments. 8. Stay Data-Driven: 9. Test and Iterate: • Implement and refine based on user feedback. 10. Align with Marketing Strategies: 11. Measure Key Metrics: • Establish and monitor KPIs for success.

Understand your end user Understand your end user Understand your end user The other steps just follow from this How would the mind of a typical end user work. Think of the sequence of thoughts that would flow in the users mind while completing the specific task Once this is understood, we decide on whether its a decision to be taken or some information that is required to facilitate decision making We use buttons, mouse overs, pop ups effectively to address each of the above and guide the user to complete the task Essentially it involves simulating the thought process of the user, understanding the information processing that happens and lay it out intuitively to help him complete the task

Research is key. I've seen many examples where personas and journey maps are works of speculative fiction rather than based on solid user research. Users are constantly evolving, so temper your confidence that you know your user with ongoing research to validate that.

Many companies are scared to conduct user research as they fear they will look "weak" to their current client base. This couldn't be farther from the truth – people are often flattered and more than willing to help when a company asks what they can do to improve. Another mistake marketers make is thinking Market Research is Customer research. They are very different. Customer research is about understanding the goals and outcomes people have in their lives and how/if your product or service fits into those outcomes and (hopefully) adds value to their journey. It is not about validating if the customer used all of the features in your product, or telling you what the product should be priced at. Remember, it's about THEM, not you.

Toda a pesquisa é fundamental, mas ao mesmo tempo em que elas são importantes há outras abordagens de discovery igualmente interessantes, como por exemplo, criar pequenas hipóteses e testá-las com experimentos que podem ser escalados à medida que se obtém sucesso. Por muitas vezes uma pesquisa muito extensa nos mascara algumas nuances que só são percebidas em cenários reais. Então, experimentos também são importantes no processo.

Where budgets allow, user research should be continuously conducted before and after a product has been released. The insights drawn from these results might also inform your next product if the specified feature cannot be incorporated into the current one. From experience.

Stop researching behaviors and start talking to people. Then get them to sign off on a design before and after you release it. Unless you have fresh data from real people its all speculation to a point.

One thing I see frequently is marketers mistaking Flow Maps as Customer Journeys. These are wildly different, and if you use a flow map in place of a journeymap, you're already going down the wrong path. Flow maps are how people move through a particular process or series of steps to a purchase. Typically something like log on - search - choose - pay - receive. This is about YOUR process, not the customer. Don't do this. A Journeymap is ALL the points at which your customer is trying to figure out how to solve their problem, and usually only a small portion involves your company, website, or marketing. Most critical is to map actual customer interactions and sentiments, such as "I tried to google this, but the information was confusing."

En mi opinión, el primer paso: es importante antes de mapear, realizar investigaciones cualitativas y cuantitativas para entender al público objetivo. Encuestas, entrevistas y análisis de datos pueden proporcionar insights valiosos sobre el comportamiento y las expectativas del cliente.

Você não precisa resolver tudo. Procure o que é crítico e tente entender o que gera mais no seu funil/processo. Por muitas vezes é importante ter a visão ponta a ponta para holisticamente se planejar. Quantos mais dados você tiver sobre a jornada e os pontos de contato, melhor. Mas sempre pense em remover os principais bloqueadores.

If you've conducted your interviews well, adding the emotional layer to your journeymap is easy through direct quotes, and carries much more impact. You NEVER want to assume the sentiment of your customers, you want to know it. Putting "customer feels confused" at a touchpoint in your map won't be as effective as "I read the page 3 times, had my spouse look it over, and we just couldn't figure out why the pricing of Model A was so much less than Model B. They looked identical." Adding colors to indicate sentiment (red text for negative, green text for positive) and having multiple quotes sharing similar sentiments help solidify what changes need to be implemented first. Fix the stuff that sucks immediately, and you'll gain sales quickly.

In my opinion, very important: Create "Wow" moments. This means designing specific moments in the user journey that exceed their expectations and create positive and lasting memories. These moments can transform ordinary experiences into extraordinary ones and foster a deeper emotional connection with the brand, definitively setting it apart from the competition.

Dependendo do seu objetivo, a camada emocional vem primeiro. Por exemplo, para experiências únicas na vida de alguém, a segurança é o principal fator de decisão. Ninguém quer contratar um fotógrafo pro seu casamento que nunca demonstrou talento, experiência ou trato com fotografia. Isso de maneira bem simples. De outro modo, quando há muitas opções no mercado, o fator melhor uso do seu recurso ($) por muitas vezes impacta bastante na decisão, mas não deixa de ser um fator emocional. Por quantas vezes as marcas não se preocupam com o "rebote" da compra, onde o comprador se arrepende de ter investido determinada quantia naquele produto. Esse é um sentimento ruim pois não traz recorrência, retenção o que é péssimo.

Once you've done the research, defined objectives and developed a plan on how to go forward with it. Key task remains of validating your user journey map. This can be done through getting in touch with consumers and defining a thorough feedback session or workshop. Generally when you sit with consumers and let them open up you end up getting the right insights that will either validate your journey or will make you revisit the plan to modify it. The devil is in the details that can only be derived through peeling the onion thoroughly.

Refine com experimentos. Nunca só realize testes com um recorte da sua base. Use esse recorte para ter insights, mas sempre valide. Faça uma construção que evolui. Ninguém tem todas as respostas de uma única vez. Se assim fosse, não existiriam produtos que falham :)

In addition to these tools, there are also other very useful options, such as Canvanizer, Lucidchart, FigJam, and Draw.io. By identifying the tools that the company uses, which the customer has access to, and which are necessary for the business, it will be possible to decide which is the best option for the moment.

There are many tools to create maps, but based on my personal experience, I have noticed that there is a greater tendency to work horizontally (on a table, desk, or even the floor) at a cognitive level, and a greater tendency to analyze vertically (a whiteboard, a wall, or a screen). With this previous experience, I have seen better results with Post-it notes and using tools as a backup, not as the primary work method. I know is hard to do this for virtual sessions, and in that case I like FigJam, Miro and Mural.

The user journey is a form of roleplaying. You are putting yourself into the role(s) of your various stakeholders, which means stepping outside your own preconceived notions and taking on different personas. Those personas should not look at the project the way you do but instead will be asking questions like "How is this important to me?", "How much am I going to need to change to make this work?", "Does this add more work than it's worth?", and so forth. This can often be humbling, and should always be validated with the reactions by others - if they align with your persona's viewpoints, then you probably have a pretty good handle on whether the architecture actually works the way you think it will. Check your ego at the door.

In my experience working, I have seen that one of the most challenging tasks is to ensure that those who make the final decisions understand the importance of these studies and the insights generated. For that reason, in every project I undertake, I try to consider a perspective or advantage that can help these individuals relate to the research or the results.

I think many user journey maps are biased fiction that only rely upon current observed or reported behavior by current users, therefore they are historical, not emergent. Curiosity, random events, alternative uses, misunderstandings, and coincidence are overlooked when the objective is to affect user acquisition. Back in the day when TV ruled for mass reach, the "waste" of not reaching the primary target still returned brand value and consideration when these incidents occur. In other words, the customer may not be on a journey when they are at an inflection point.