Rigorous diagnosis of the full customer journey — from before they know you exist until long after the purchase. Identification of invisible frictions, key moments and differentiation opportunities.
Automotive, real estate, private healthcare, training. The customer goes through several stages and channels before buying. Without a map, decisions are made blindly at each stage.
Retail with web + store, hospitality with app + on-site, services with digital session + visit. The journey crosses channels and demands a unified diagnosis.
B2B purchases with buying committees and 3-12 month processes. Each profile on the committee has a micro-journey of its own and needs specific attention.
SaaS, marketplaces, content platforms. The digital journey has many drop-off points — each one with its own improvement opportunity.
Interviews with real customers (15-30 depending on case), analysis of quantitative data (analytics, CRM, surveys), ethnographic observation if applicable. Triangulation of sources.
Visual journey diagram with stages, touchpoints, emotions (peak-end), KPIs per stage, internal ownership. A living document the team can consult.
Identification of the 5-8 critical points with biggest loss, biggest friction or biggest opportunity. Prioritisation by impact and improvement viability.
12-month roadmap with concrete initiatives for each identified gap. Each initiative with owner, deadline, budget and success metric.
Customer journey mapping is the most powerful tool to align organisation with customer. Concretely:
Marketing, sales, operations, customer service, product — everyone shares a common view of the customer. Goodbye to endless arguments over differences of opinion.
The mapping identifies frictions the customer would never put into words but that are causing drop-offs in the funnel. Resolving them has immediate measurable impact.
Knowing where the gaps are lets you invest where it pays back most, not where it makes most noise. The difference between sustained growth and dispersion.
Each stage of the journey with its concrete KPIs. Goodbye to the ‘general NPS’ — hello to specific metrics that allow intervention.
The mapping reveals touchpoints where competitors are mediocre and you can be excellent. Differentiation based on data, not intuition.
The document is not for the archive — it's an operational tool. It's reviewed quarterly with fresh data. The organisation learns from the customer systematically.
Dealership with unexplained drop in closing rate. Full mapping identified friction at the financing moment. Process redesign. Closing rate +18%.
El marketing del cerebro es más predictible que el marketing de la opinión. — Ángel Ortega Castro
Resort with good NPS during stay but poor scores pre and post. Mapping identified gaps in confirmation and follow-up. Improvement programme. Repeat rate +28%.
B2B platform with high first-month churn. Onboarding journey mapping identified 3 critical points. Redesign with automated flows. Time-to-value halved.
Governance framework and quarterly priorities.
Operational translation with KPIs and owner per initiative.
Day-to-day campaigns, content and measurement.
Customer journey mapping pays back particularly well when any of these scenarios appears. The sooner it's done, the sooner you can act on the gaps detected:
If between stages of the journey there are drop-offs you can't explain (visit-form, form-appointment, appointment-close), mapping identifies the causes. It usually reveals invisible frictions.
If satisfaction metrics are lukewarm despite a correct product, the problem is in the experience — and mapping locates it precisely.
New website, new store, new onboarding flow. Before investing in redesign, mapping the current journey ensures the redesign solves real gaps, not invented ones.
Operational growth that saturates processes and degrades experience. Mapping allows you to identify which processes need scaling before the gaps become unmanageable.
UX research looks specifically at the digital experience. Customer journey mapping looks at the full journey — digital + in-person + relational + post-sale. UX is a subset of the total journey.
For a moderately complex B2C journey, 15-25 interviews with real customers tend to be enough to identify patterns. For B2B with multiple roles in a buying committee, 4-6 per role. Saturation is identified empirically.
Yes, in combination. Qualitative (interviews) reveals the why; quantitative (analytics, CRM, surveys) confirms the how much. Without both, mapping is incomplete.
It depends on size and complexity. For an SME with a simple journey, it falls within modest budgets. For an organisation with a complex multi-channel journey, it rises proportionally. We talk in the first session.
Yes, that's the idea. The delivered map includes a template and method for the team to update it quarterly with new data. If permanent support is preferred, we set it up as a light retainer — but the goal is autonomy.
First 45-minute session, free of charge and no commitment. If we fit, I send you a detailed proposal within 5 days. If we don't, you take away a useful initial diagnosis.