I don’t think there is any need to push the statement “a great customer experience leads to happier customers, which in turn leads to higher profit” anymore – over the past 20 years we have seen thousands of books and articles, and a multitude of that number in PowerPoint slides, proving time and again that happier customers lead to faster growth, increased share prices against the not-so-customer-centric peer group, more loyalty/less churn, etc.
Last week, I enjoyed spending a few days in Vegas, speaking and networking at Fiserv's annual client Forum. The keynote on the second day of the event was Troy Aikman, who was interviewed by Fiserv's CEO Jeff Yabuki about sports, of course, as well as about leadership and business.
One of the stories that Troy shared resonated with me because it's exactly the kind of thing that I talk about when it comes to driving lasting change: leaders can't just talk the talk; they must walk the walk.
I've been doing a bit of speaking lately, either about journey mapping or with journey mapping as a piece of the talk, and I've learned a lot - or, rather, confirmed a lot. Namely, you might think you're journey mapping; you call it journey mapping; but it's not really journey mapping.
Here's what happens.
I start by asking the audience if they're mapping customer journeys, and a bunch of hands in the room go up. A lot of hands, as a matter of fact.