This guide presents 5 proven strategies that you can start integrating into your operations today. These strategies are designed to offer immediate benefits and pave the way for a more satisfied and engaged customer base. From customer journey mapping to effective communication methods, these strategies are meant to optimize every touchpoint. After all, customer loyalty isn’t just about meeting expectations—it’s about exceeding them.

Ready to see how a few strategic adjustments can lead to significant improvements in both customer satisfaction and business success? Let’s dive in.

Understanding customer experience

Importance of customer experience

Customer experience has become a critical differentiator in today’s crowded marketplace. When you prioritize it, you build a foundation of trust and loyalty that can lead to repeat business and glowing referrals. Studies have shown that customers are willing to pay more for a better experience. Just think about companies like Amazon or Apple, whose focus on seamless, positive customer experiences has set them apart from competitors.

Moreover, strong customer experience strategies helps reduce churn. Satisfied customers are far less likely to switch to competitors. In fact, by focusing on customer satisfaction, you’re not just improving your brand’s reputation—you’re also investing in long-term growth.

If you haven’t already, now’s the time to evaluate your approach to customer experience. How do your current efforts measure up?

Impact on business growth

The link between customer experience and business growth is undeniable. Research consistently shows that businesses that prioritize customer experience see higher revenue and market share. Why? Happy customers are loyal customers—and loyal customers are your best marketers.

Consider Zappos, an online shoe retailer known for its exceptional customer service. By focusing on customer satisfaction and building strong relationships, Zappos was able to foster a community of brand advocates. Word-of-mouth recommendations and positive reviews led to significant organic growth, all stemming from an unwavering commitment to customer experience.

By identifying pain points in the customer journey, businesses like Zappos streamline their processes, cutting costs while enhancing satisfaction. Investing in customer experience strategies isn’t just about meeting customer needs; it’s about positioning your company for long-term success in a rapidly evolving market.

Proven customer experience strategies

1. Start customer journey mapping

Have you ever sat down with your team to map out the customer journey? If not, you’re missing a key opportunity to improve satisfaction at every stage.

Start by identifying the key stages in your customer’s journey, from the first interaction to post-purchase follow-up. Visual collaboration tools like Custellence can make even the most complex customer journeys easy to understand and optimize.

One company that used journey mapping effectively is IKEA. By studying customer interactions and pain points in their stores, IKEA was able to redesign key touchpoints, like the store layout and checkout process, resulting in a smoother shopping experience and happier customers.

Regularly revisiting and updating your customer journey map ensures you’re aligned with current customer expectations. It’s a living document that evolves as your business grows, enabling you to identify actionable insights and implement them for better results.

2. Streamline communication channels

In today’s digital world, customers expect seamless communication, no matter the platform. Are your channels integrated and accessible enough to meet their needs?

One standout example is Sephora, the global cosmetics retailer, which excels in multichannel communication. Whether customers interact via in-store visits, online chat, or social media, they experience seamless communication and consistent messaging. This not only improves satisfaction but also fosters a sense of trust and loyalty.

By implementing a multichannel customer experience strategy, you allow customers to engage with your brand on their terms. Regularly review your communication processes, invest in CRM systems, and make sure your team is trained to deliver clear and empathetic responses. The result? Stronger relationships and a more satisfied customer base.

3. Personalize customer interactions

Customers appreciate personalization—and there’s plenty of data to prove it. But it’s not just about addressing someone by their first name in an email. Real personalization means understanding your customers’ preferences, behaviors, and needs, and then tailoring interactions accordingly.

Take Spotify, for example. Its personalized playlists, tailored to individual listening habits, have become a cornerstone of its user experience. Spotify uses data and AI to create a unique experience for each user, leading to higher engagement and brand loyalty. You don’t need to be a tech giant like Spotify to leverage personalization. Even small gestures—like acknowledging a customer’s previous purchases or preferences—can make a huge difference.

By making personalization a priority, you’ll show customers that you value them as individuals, not just transactions.

4. Foster a customer-centric culture

It’s one thing to talk about customer experience, but another to live it through your company culture. Does your team embody customer-centric values? A great example of a company that successfully implemented this is Nordstrom, which has long been praised for its customer-first approach.

Start by integrating customer experience strategies into your mission, vision, and core values. Ensure every employee, from front-line staff to executives, understands how their role impacts the customer experience. Offer regular training and recognize employees who exemplify customer-focused behaviors and use customer journey maps to bridge the gap between the customer and every part of your organization. With journey mapping, customer centricity transforms from an abstract idea into a visible, tangible reality.

5. Measure and improve customer satisfaction

One of the most important customer experience strategies is measuring the result—You can’t improve what you don’t measure. Start by implementing feedback tools, such as surveys, net promoter scores (NPS), or customer satisfaction scores (CSAT), to gauge how well you’re meeting customer needs.

One brand that continually measures and improves its customer experience is Slack. The company uses real-time feedback from users to fine-tune its platform and address issues immediately, ensuring the product remains aligned with user needs.

Don’t just collect feedback—act on it. Regularly analyze data to identify trends and areas of improvement. Showing customers that you listen and respond to their concerns reinforces trust and strengthens your relationship with them.

Conclusion

Incorporating customer experience strategies into your business can yield immediate improvements and long-term benefits. Each small step you take in simplifying the customer journey, streamlining communication, personalizing interactions, fostering a customer-centric culture, and measuring satisfaction will create a ripple effect that strengthens customer loyalty and fuels sustainable growth.

Now is the perfect time to start implementing these strategies. By focusing on the customer experience, you’re not just improving your current operations—you’re laying the foundation for future success.

So, why wait? Begin applying these customer experience strategies today and watch how they improve your customer relationships and business growth.

By Tove Lundell

The post 5 Proven customer experience strategies to boost your business growth appeared first on Custellence - The #1 way to create customer journeys.

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The service blueprint for successful service delivery is divided in three main sections: Customer, Onstage and Backstage. Customer represents the Customer Journey, Onstage is where the customer interactions take place. And in the Backstage you visualize the internal processes and operations the customer doesn’t see. Backstage is often referred to as under the Line of Visibility. Finally, at the bottom of the map you’ll find development lanes for improvements.

The service blueprint template is designed to provide a clear and balanced overview. It is not too overwhelming (which means it works well when presenting at a decision group), but can still contain all the deeper insights and details in the sub-lanes.

Service blueprint lanes and how to use them to create value

Customer

• Customer phases: Represents the overall phases in the customer journey, most often stated as before, during and after using a service or a product.
• Customer journey: In this lane, describe all the activities or situations that the customer goes through. To learn more about how to think about levels of details read about how to create a journey map part 3. Sub-lanes are customer activities, goals and needs.
• Customer emotional state: Describe the customer’s emotional state. If the customer is happy the curve goes up, and vice versa. To explain the emotional state – use the sub-lane for customer experience explanations. Sub-lanes are customer quote, experience, thinking, feeling and insight evidence. The purpose with the insight evidence is to help your team to make notes about what kind of customer insights you rely on. Are they true, research based or assumptions and wishful thinking? It’s totally okay to mix, as long as you are aware of it.

Onstage – The Interaction

• Service evidence: Describe the tangible evidence, (physical or digital) of the service from the customer’s perspective. Regardless of channel, what makes the service visible for the customer
• Touchpoints: Digital, phone, physical and print. All organisations have their unique mix of interaction channels. Add and remove to suit your needs.
• Competitors and substitutes: What is the alternatives for the customer in each journey step? What interactions does the customer have with other solutions?
• Metric and data: Use data to illuminate the importance of the steps.

Backstage – Behind the line of visibility

• Organisations activities: What operational activities do we perform here?
• Organisations processes: What processes are the activities parts of? Tip: use links to connect in both directions with process mapping tools. Place links in Custellence pointing to process maps and grab Custellence cards URL links and place them in the process tools.
• Organisations support systems: What IT systems do we have to support the processes?
• Policies and rules: Describe if there is any rules or policies that dictate why something is a certain way.

Development

• Main challenges: What are the main challenges to solve? Articulate this to make sure you are solving the challenge and not something else. It’s a common mistake to slide of the target as the project is moving forward.
• Development priority: What challenges are more and less important to solve? Look for places where the emotional curve is low. If solving this customer need while also benefiting the business or solve business needs, you have a perfect opportunity to create customer centric change and profitability. Bingo!
• Objective and Vision: Before generating ideas its super powerful to form a vision. “What if” it was like this?
• Solutions and ideas: Its ideation time! In these lanes, place all the ideas and solutions you can you come up with to solve the prioritized challenges to reach the vision. Duplicate this lane as you come up with several amazing improvements.

Service blueprinting for successful service delivery is a time-consuming work. Try spending most of the time on the areas that is crucial to your service´s profit.

Here’s some other service blueprint examples:

Service blueprint for organizing a conference

Source: Service Blueprint on Wikipedia

Service blueprint for Uber

Source: Studio Watr – Optimize your business with Service Design

Service blueprint for table catering (with video explainer)

How to build a service blueprint for a student enrollment in a college program

In this video George Zakher has put together a great step-by-step guide on how to build a service blueprint for a great service delivery from the ground up. In the video all the parts of the blueprint is covered. Also you get to see in what order the parts of blueprint is put together.

Read more about different types of Customer Journey Maps and when to use what here.

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About the professional journey map template

This template works for most industries and organizations and will enable you to quickly get valuable and actionable customer insights.

This is not a pre-filled template for a specific industry. Instead, you will build your own map while we will guide you. Look inside the map, where you find pro-tips and answers to the most common questions. Follow the steps 1-6 to create a professional journey map that suits your organization and customers or users.

How to use this template

This template is made to help you save time and focus on the things that matters. Note that you can delete elements in the template that you don’t need (for instance the instructions or tips when you are finished). Just follow the instructions in step 1 – 6 in the map, and you are on the right track to a customized professional journey map that will work for you:

Step 1 to 3 – Customer journey
Where to start? Trying to figure out the starting point of a customer journey can sometimes be tricky. We recommend you to start in the during phase, and then work your way back and forth from there as you map the journey.

Step 4 – Phases
The phases can be your customer lifecycle adapted to your industry, scope or customer journey. In health care for instance, “Getting admitted” may be more relevant than “Purchase” which suits the retail industry better.

Step 5 – Emotional curve
In the emotional curve, describe the pain or gain points your customer is experiencing. To capture emotions easier, ask yourself what the customer is doing, thinking and feeling.

Insights can be based on either assumptions or research. This matters, and that’s why we recommend you to take notewhether an insight is validated or not. You may also want to upload a piece of field research or data in the map.

Step 6 – Touchpoints
Think about the touchpoints you have in your organization, ie the channels, devices, or specific points of contacts where your organization meets the customer. Here are four common touchpoints: social media, email, phone, website. You can change, copy, or add lanes to suit your customer journey.

Connecting the customer journey with your backstage

When you are finished mapping your customer journey by following the steps in this professional journey map template, congrats! You have now completed the customer journey part of your map.

Depending on the purpose of your journey mapping, you can now take some different steps. If you stop where you are, you can use the journey map to:

1. Analyze and iterate your research in order to establish validated insights. Customer journey mapping is an ongoing activity and the map is probably never a finished product. It needs continuous work!
2. Innovate and develop your product, service or business model. Use the journey map to understand what areas are important for the customer, and why these areas need to change or be removed. Use the map to get coherence in your organization – unite departments in focusing on creating the best customer experience!
3. Follow up with KPIs and metrics that support your business goals, and the customer experience.

If your goal is to create customer journey based development or change, you will need to connect the customer journey to your backstage, the processes, departments and workflows on the inside of your organization.

To do so, use the backstage lanes in this professional journey map template (orange color), Internal activities, Supporting systems and KPIs and metrics.

Explore all our customer journey templates here and if you want ot learn more about how to create a customer journey map, check out our step-by-step guide.

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What is PLG and why use it in a B2B SaaS customer journey map?

B2B Software has undergone a major change in how services are found, evaluated, and bought. Buyers of B2B products are not companies but rather the people inside the company.

Buyers want to self-educate (according to a Forrester report, 75% of B2B buyers say they’d rather buy through an app or a website than a salesperson.) Adding to that, it’s now easier than ever to start a company,  and the amount of SaaS businesses (Software as a Service) is increasing by the day. Consumers now have access to an ever-expanding list of services that can deliver on their expectations.

Previously B2B products were sold by the salespeople and they were instrumental in the B2B SaaS customer journey.

In today’s tech-savvy world many customers prefer, instead of talking to a salesperson, to experience the product first and educate themself. Being in the B2B space today means that businesses need to change the way they think about their marketing, sales, and service delivery.

Product-Led-Growth (PLG) is a methodology in which user acquisition, expansion, conversation, and retention are all driven primarily by the product itself. 

One way of illustrating this is with this image (source: productled.org):

Usually, a prism means that when light passes through a prism the different colors that make up white light become separated and create a rainbow effect.

The product-led prism works the same but the other way around. The different colors here represent the different teams -such as marketing, sales, customer success, etc, and the image illustrates how they all focus their efforts on creating a consistent customer experience through the use of the product. 

About the B2B template

From top to bottom, the SaaS customer journey map is divided into the following main areas:

1. Customer phases and journey steps
2. Touchpoints
3. Backstage – organizational processes, activities, policies, and rules
4. Development – challenges, ideas, and priorities

Additionally, as a starting point, we have also placed the four main phases of the PLG Flywheel, the marketing model suitable for SaaS businesses (rather than the classical marketing and sales AIDA funnel).

The stages from awareness to adoption and advocacy are represented by the customer behavioral groups  evaluators, beginners, regulars, and champions.

The lane “customer journey steps” is the next level,  detailing each step the customer takes when going through the PLG-phases. This lane also includes a sub-lane with placeholders where you can add more information about the customer activities, goals, and needs in each step. 

The yellow lanes in the SaaS customer journey are for the touchpoints, for instance, the app, website, help center, customer support, and so on.

Feel free to add and remove touchpoints to suit your needs. You can also add more information where needed to highlight when different touchpoints are used during a step.

Below the touchpoints, we have placed the backstage lanes, ie the internal lanes – where you place any processes, activities, systems, and policies that are in effect when you are delivering the customer experience throughout the various touchpoints of your B2B product. 

Finally,  the last lanes are the development lanes, where you prioritize the different activities you will focus on as a result of mapping the SaaS customer journey and identifying pain points or gain points. 

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About the retail customer journey template

As a starting point we have mapped the major customer steps and activities in two customer journeys:

1. An online purchase
2. An in-store purchase

In addition, there are two different types of research behaviors:

A person who researches offline

A person who researches online

How to use the customer lanes in the template

Both research behavior A and B can be applied to either of the customer journeys, which is why the buying online journey and the buying in-store journey have identical “before sale” steps in the template.

Similarly, the post-sales activities are also identical in both journeys, to make the template versatile for your business. Add or remove steps to make the post-sales phase reflect your retail customer journey. For instance, buying a bed might mean that you go to a store and try the bed out as well as order and buy it there, as depicted in the customer journey 2. But you will most likely have to wait for the delivery of the bed afterward, which is the same as if you would have ordered it online, ie customer journey 2.

Feel free to use the journeys and customer types that best suits your business and customers. Just rearrange and delete the excess lanes. Most often you will need a mix of both, depending on behaviors, product or industry. Just add and remove steps o make the map fit your organization and customer journeys.

The onstage and backstage lanes

Apart from the customer lanes, this template also contains the onstage and backstage lanes, which makes up the service blueprint structure. Read more on how to use the service blueprint here.

Feel free to use the retail customer journey and customer types that best suits your business and customers. Just rearrange and delete the excess lanes. Most often you will need a mix of both, depending on behaviors, product or industry. Just add and remove steps o make the map fit your organization and customer journeys.

Learn more about retail customer journeys

How to combine online and offline techniques for a better customer journey

How to Map a Customer Journey in Ecommerce: The Data Behind Consumer Psychology and Experience

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The delivery and food order customer

Remember that the customer perspective is ordering, the providers perspective is delivery. So it’s important to map and improve the ordering and to develop the delivery system.

In this food order customer journey template we have mapped the major steps taken when ordering and delivering food. You can modify it to reflect your customers’ needs and organizational ability as you see fit. Feel free to delete the lanes and sub-lanes you don’t need and add new ones if you need.

This journey map template

The map is divided into three sections:

• The Blue section: We strongly recommend putting the Customer Lanes at the top.
• The red and orange section: Below the customer lanes are the On-Stage Lanes consisting of all the touchpoints. Digital, physical and print.
• The green section: At the bottom you’ll find the Back-Stage Lanes, and where you map opportunities and ways of meeting the customers’ needs.

The map is designed to provide a clear and balanced overview. It is not too overwhelming (to work well when presenting at a decision group), but can still contain all the deeper insights and details in the sub-lanes.

Note the employee journey map lane: When the food order customer journey is mapped, it’s a good idea to map the employee journey as well. As you can see, the employee journey is shorter than the customer journey, but also important if you aim to create a great experience. Comparing the needs and goals of the customer and the employee is a good starting point for innovation.

Also note the special sub-lane Insight Evidence in the lane Customers Emotional State. Its purpose is to help you make notes about what kind of customer insights you rely on. Are they true, research based or assumptions and wishful thinking? It’s totally okay to mix, as long as you are aware of it.

Use the customer journey mapping tool Custellence to map, analyse, innovate, engage, implement and create sustainable change! Bring your team and colleagues on board and create the best customer experiences in your industry.

Good luck!

Here is some valuable insights and inspiration for your food order customer journey and delivery:

https://www.mckinsey.com/industries/high-tech/our-insights/the-changing-market-for-food-delivery

Other inspirational maps:

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A good starting point

The elderly customer journey map template builds on work done with elderly care (Eldercare customer journey) for several Swedish local authorities over the past years. This template is also a good starting point for other medical and care services that match the following criteria:

• The services are not for pleasure, but rather sometimes reluctantly forced onto the customer
• The customer may not even be a customer but more a user without that much of a choice, representing the essence of an elderly customer journey map.
• A second target group is involved, e.g. a next of kin, relative, or other contact person
• Several service providers and organisations are having to cooperate to deliver value and a good experience

Elderly customer journey map examples

Example of elderly customer journey map, experience maps or service blueprints in other fields where this map template could provide a good starting point:

• Aging and independence service customer journey map
• Home care service customer journey map
• Geriatric care customer journey map
• Hospice customer journey map
• Palliative care customer journey map
• Adult day health care customer journey map

It might also be appropriate to consider other kinds of elderly customer journey maps or experience maps for life changing medical treatment and care.

In the template we have mapped out major steps in the elderly person’s and next of kin’s journey. Modify it to reflect your customers’ needs and organisational ability. Delete lanes and sub-lanes you don’t need and add new ones.

Get a good overview with sections

The elderly customer journey map is divided into four sections:

• The green section: At the top, are the customer lanes. We always recommend having the customer lanes at the top to point out that this is the starting point. There are two target groups, the elder and the next of kin.
• The yellow section: In the middle are the on-stage lanes, consisting of touch-points from different providers.
• The red section: A lane called main challenges is used to provide a summary and analysis. This is a starting point for the development section below it.
• The blue section: At the bottom are the development lanes. priority, ideas and work streams. The Sub-lanes in the priority curve lane are based on an action priority matrix.

Below is the priority matrix used in the development priority Sub-lane.

Download the images here to use them in your map:

The elderly customer journey map design

The map is designed to provide a clear and balanced overview, not too overwhelming, for e.g. a decision group – but with all the deeper insights and details covered in the sub-lanes.

The Sub-lane insight evidence, in the lane customers emotional state, is there to help you make notes about what kind of customer insights you rely on. Are they true, research based or assumptions and wishful thinking? This is crucial for an effective elderly customer journey map.

Use Custellence to map, analyse, innovate, engage, implement and keep improving! Create a common vision and plan to synchronize several involved providers and improve the quality of life for people in need of care. Most of us will sooner or later go through this elderly journey map.

Good luck!

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The vacation customer journey map template builds on work done with travel agencies. But it can also serve as a good source of inspiration for other service offerings, that match the following criteria:

• The customer is the main decision maker
• The customer is enjoying the service for pleasure of their own free will
• The use of the service is planned and researched in advance
• The service provider is mostly responsible for all touch-points

Travel and vacation customer journey map examples

Example of other industries experience map, customer journey maps or service blueprints where this template could provide a good starting point:

• Amusement park customer journey map
• Museum customer journey map
• Car rental customer journey map
• Spa customer journey map
• Hotel customer journey map
• Restaurant customer journey map

In the template we have mapped out major vacation travel steps. Modify it to reflect your customers’ needs and organisational ability. Delete lanes and sub-lanes you don’t need and add new ones.

Different sections

The vacation customer journey map is divided into three sections:

• The green section: We strongly recommend putting the customer lanes at the top.
• The orange section: Below the customer lanes are the on-stage lanes consisting of all the touchpoints.
• The blue section: At the bottom you’ll find the back-stage lanes mapping opportunities and ways of meeting the customers’ needs.

The vacation customer journey map design

The map is designed to provide a clear and balanced overview, not too overwhelming, for e.g. a decision group – but with all the deeper insights and details covered in the sub-lanes.

Note the special sub-lane insight evidence in the lane customers emotional state. Its purpose is to help you make notes about what kind of customer insights you rely on. Are they true, research based or assumptions and wishful thinking? It’s totally okay to mix, as long as you are aware of it.

Use Custellence to map, analyse, innovate, engage, implement and keep improving! Bring your team and colleagues on board and create a travel and vacation customer journey map to deliver the best customer experiences in your industry. Good luck!

Good luck!

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What is Custellence SOC2

For those new to the term, SOC2 (Service Organization Control 2) is a rigorous audit designed to ensure that service providers securely manage data to protect their organization’s interests and clients’ privacy.

It focuses on five trust service principles: security, availability, processing integrity, confidentiality, and privacy. Custellence achieved SOC2 to ensure your data’s safety.

Why This Matters for You

Custellence SOC2 certification is more than just a badge of honor; it’s a promise to our users, customers, and partners. Our services are delivered with the highest security and reliability standards, safeguarding your data against unauthorized access and information breaches. In other words, you can rest assured that we handle your sensitive information with the utmost care and dedication to privacy.

Custellence SOC2 certification was a true team effort

Achieving this certification was no small feat. It required the collective effort of our entire team, demonstrating our shared commitment. A commitment to meet and exceed industry standards for security and data protection. The Custellence team worked hard for the SOC2 certification. We sincerely thank every member for their dedication and hard work.

Continuous work

As we celebrate this milestone, we remain focused on continually enhancing our security measures. Ensuring that our practices align with the evolving data protection landscape and privacy requirements.

This accomplishment represents our unwavering dedication to ensuring the highest levels of security and trust for our clients. We look forward to continuing to serve you with excellence and integrity as we maintain our Custellence SOC2 certification.

If you wish to learn more about our Custellence SOC2 certification, please do not hesitate to contact us. Our team is here to provide the information and support you need.

Find out more about our commitment to Data Security and SOC 2 by visiting our Trust Center

By Sabina Persson

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OKQ8’s problem

Companies like OKQ8 have realized the importance of understanding their customers’ needs and expectations, to sustain and grow their revenue and market shares and remain competitive.

As such, they have already developed a procedural framework in which CX (customer experience) is one of the main processes. However, the process still needs to evolve further and be refined to ensure continued success. Some of the initial insights were:

• A few customer journeys were identified and mapped, but early on the need to map the most business-critical ones was discovered.
• They also learned they needed to define a company-wide understanding of “what customer experience is.”
• The company had already implemented customer-oriented metrics such as NPS and CSAT in some places. However, they saw the opportunity to align those metrics closer to customer experience activities.
• The team identified an opportunity to implement a customer experience methodology and develop necessary supporting procedures.

First, the CX team set out to identify the current situation. As one of the initial steps, it was vital for them to understand OKQ8’s current strengths and challenges in customer experience (CX). Custellence clearly helped in this assessment. Based on interviews with several C-level stakeholders, they conducted a pilot to investigate the current customer experience challenges and how to address them.

The Custellence OKQ8 pilot

The pilot’s scope was one of OKQ8’s strategic business areas and selected in collaboration with internal stakeholders. The objective was to identify critical areas of improvement in the customer journey and build a proof of concept for a customer-centric methodology.

They gathered individuals working within the field—numerous participants from e-mobility, sales, marketing, IT, and customer service. In the first workshop with everyone, they decided which area within e-mobility to investigate and which target audience(s) to focus on. OKQ8 conducted deep interviews with individuals and companies from these target audiences. Based on the insights, they used Custellence to map out the customer journey.

During the project and by using Custellence, OKQ8 was able to:

• Identify and map one business-critical customer journey as a pilot
• discover and analyze the customer needs
• Identify the most essential customer painpoints
• Identify the most significant business opportunities in the customer journey
• Map the organization’s ability to meet those needs
• Created customer journey maps that were internally accessible to everyone.
• The journey maps worked as a single source of truth and made it easier for teams to align on the customers’ pain points and agree and for stakeholders and teams to understand why changes were necessary.

OKQ8’s results

Teams had already identified some of these improvement areas in the customer journey. Still, they became much more evident during the project when validated by customer research and by mapping the customer journey with Custellence OKQ8 methodologies.

By creating a shared understanding of the customer’s actual needs and the business’s ability to meet them, OKQ8 aligned the organization around 5 key customer insights that drive customer experience.

From each of these insights, they identified several opportunities. OKQ8 also prioritized the opportunities with the most impact on customer experience and business results.

Additionally, the proof-of-concept process has generated interest internally and had a “pull” effect, potentially leading to increased interest in other company areas. According to Sandra Yxne, Customer Experience Officer and CX team lead, this is an excellent foundation for OKQ8 to continue leveraging these insights to drive positive organizational change and growth.

Represents the overall phases in the customer journey, most often stated as before, during and after using or experiencing a service or a product.

“Mapping the customer journey has been rewarding and has resulted in tangible benefits. Through a well-structured approach and in-depth interviews with our customers, we have gained valuable insights into the different phases of the customer journey for the selected target audience. These insights will be actively integrated into our ongoing work.”

Mattias Ångström, Head of E-mobility

Sandra Yxne, Customer Experience Officer at OKQ8. Sandra is responsible for OKQ8’s transformation into a customer-driven approach, ensuring overarching processes and business objectives are geared towards enhancing customer experience.

Visit her linkedin

Read our other case studies here.

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