The process of mapping EX to CX starts by gathering internal feedback. This feedback is gathered at the cohort level, allowing organizations to break it down demographically, psychographically and behaviorally.
The feedback gathered through this process allows teams to better understand how to lighten the employees’ load and create a better EX, which ultimately translates to better CX. The data allows organizations to peel back the layers and reduce friction points, meet customer expectations, and refine processes.
Traditional customer and employee journey maps don’t go deep enough to pinpoint friction in either experience while simultaneously spotting misalignment. By leveraging a framework that uses EX to CX mapping, organizations are better equipped to understand the ripple effects of both journeys, making strategic shifts more impactful and less risky.
In our refined Customer Insights Map, we’ve broken away from the traditional approach and have now blended both experiences. In merging this qualitative and quantitative data, organizations can elevate their approach to EX to CX mapping, getting unprecedented insights for sentiment mining, driving initiatives up the organizational chain, and predicting where to invest.
This pragmatic, analytical, and emapthetic lens is no easy feat but it’s critical when it comes to spotting problems and weaknesses along both journeys.
Your understanding of the buyer’s and employee’s needs across their journey is critical to growing and disrupting industry norms. EX to CX mapping allows organizations to visualize those journeys. Once mapped alongside each other, you can identify experience gaps across both journeys.
These frameworks and methodologies are critical for proper deployment of EX to CX mapping.
The StoryVesting framework centers on the ripple effects of the brand and employee experience, and customer experience. In using this framework to guide how you question, how you map, and how you interpret the results, your organization can pinpoint the exact areas where experiences are out of alignment..
The modified hoshin methodology is a unique approach to brainstorming and prioritizing. While it’s done in silence, teams that walk through this experience come away with concrete decisions and closer team unity. Because everyone is on the same playing field, ideas have more merit to stand on rather than personal judgements being made.
Empathy mapping lets teams take EX and CX data, and use it to understand the full experience of both cohorts. In taking what’s being said and comparing it to the actions being taken, organizations can gain a deeper insight into their team and buyers.
The Business Impact Analysis allows teams to set prioritize and plan project schedules. By determining the lowest hanging fruit, organizations can set schedules that will keep teams moving, while simultaneously ensuring that the EX and CX scores remain high.
We will discuss our proprietary business methodology and show you how we use conversational guidance to help businesses create engaging user experiences, to get them better, more qualified leads and ultimately accelerate their revenue.