What is a Customer Journey and how to Map it through CRM?


Too many firms take action without gathering sufficient knowledge; they chart their customers’ journeys without first creating a clear picture of where the touchpoints exist, how frequently they are utilized, how they link, and where bottlenecks exist.

CRM is required to create meaningful visuals. More importantly, we need a CRM that is integrated across numerous customer-facing departments, including marketing, sales, and service.

This blog explains what a customer journey map is and how to utilize CRM software to create an efficient customer journey map.


What is a Customer Journey Map?

This blog explains what a customer journey map is and how to utilize CRM software to create an efficient customer journey map.

A customer journey map is a visual depiction of the many interactions a client has with your firm. It aids in narrating the journey of a client, from his/her initial encounter with the firm through the formation of a long-term connection. The purpose of customer mapping is to engage with customers on a more personal level and obtain insight into what works for them. In other terms, the customer journey is the series of interactions a customer has with a firm in order to reach a certain objective. From becoming aware of a company via social media to receiving an email following a successful sale, there are often a variety of intermediate steps. You cannot presume or foresee it based on your own personal perspective. A customer journey is highly particular to a consumer’s physical experiences.

Components of a Customer Journey Map

The five key components  of a customer journey map are: 

  1. The Purchasing Process 
  2. User activities
  3.  Emotional responses
  4. Pain Points
  5. Solutions

1. The Purchasing Process

A customer journey map highlights major customer journey milestones. We will start by outlining the path the organization plans for a consumer to travel to achieve a goal. Using the standard steps of the purchasing process, we will list each stage laterally.

2. User Activities

This part of the customer journey map describes the customer’s actions at each stage of the purchasing process. During the stage of awareness, they may discuss their needs and potential solutions with friends and family. Then, consumers will use cash or a  card to purchase the product or service. This component investigates the numerous means via which the customers might achieve the objective.

3. Feelings

Regardless of the size of the objective, it is essential to remember that the customers are attempting to solve an issue. This indicates that they are likely experiencing some emotion, such as relief, happiness, enthusiasm, or concern. If the method is lengthy or intricate, they may experience a variety of emotions at each stage. Adding these emotions to the trip map might help minimize bad feelings about the experience, preventing them from becoming unfavorable brand perceptions.

4. Pain Points

Where there is a bad feeling, there is an associated pain spot. Adding pain points to the customer journey map enables us to determine at which step a client is feeling unpleasant emotions and to establish the cause.

5. Solutions

As the final component of the customer journey map, solutions are where the teams can explore potential methods to improve the businesses’ purchasing process so that customers experience fewer pain points and have favorable attitudes while using the business.

Importance of Creating a Customer Journey Map

Understanding the customer journey (can also be referred as customer experience journey) is vital to assisting individuals in achieving their objectives. As a result, several businesses strive to create customer journey maps that depict their purchasers’ behaviors and decision-making processes.

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In today’s multi channel business environment, it might be difficult, if not impossible, to create a single map that illustrates the full customer experience. After all, some customers are quite forthright with their reasons and intended outcomes, whilst others are less eager to provide such information. 

With so many personalities, goals, motives, and communication patterns to consider, how can we create a single document representing the customer journey?
To do this, we can build an assessment of the customer experience journey map. As new elements are created and previous processes are refined or deleted, iteration and refinement are particularly important. It enables the identification of chances for improving and mapping the customer experience. For example:

-It can assist content creators evaluate what material they need to develop and how best to create it.
-It offers designers a context for how people perceive the experience.
-It can assist UX designers uncover missing links in navigation, stress points in the flow, and consumer problems.

Plan Customer Journey with CRM

Customer journey mapping places the customer at the center of all your efforts. It is important to consider the consumer and how they will travel through the marketing funnel before examining the objectives and making assumptions about how to inspire customers to achieve your goals.


1. Identify the Ideal Customer Profiles (ICPs) and Personalities.

Client journey mapping is a time-consuming process unless a detailed grasp of the ideal customer has been achieved. Before investing effort in path mapping, we must first clearly define the ideal customer profiles (ICPs) and personas. We can consider the following questions if we do not have an ICP or personas created yet.

  • What industry would we target if we could only sell to only one industry?
  • What is our key specialization within that industry?
  • What demography features define our ideal customer inside our ideal sector and market niche? (i.e., revenue size, business line, personnel count, etc.)
  • Which firms have we previously served that were less than ideal and why ?
  • What sorts of individuals (job titles, responsibilities) does our business engage with?
  • Which job titles often make purchasing decisions about our products and services?
  • Who are the guardians and other stakeholders in the purchasing procedure?
  • Who will be the end customers or consumers of your product or service?

There are several factors to consider while constructing ICPs and personalities. For example,  we can  utilize the CRM data to generate reports that can assist in answering difficult issues. The sales staff is also a useful source of first-hand information that may assist in validating the hypotheses. We can collect all input and start streamlining it in preparation for the next phase.

2. Analyze CRM Data for Won Deals Within Each ICP

Once we’ve identified our key ICP(s), it’s important to utilize our CRM data to detect journey-wide patterns. Using tags or custom data, we may rapidly find winning deals that fit under our target ICP by drilling down. We can set a date range that gives sufficient useful data.

  Possible factors to consider include:

  • Similar interactions throughout the path from awareness to comprehension
  • Website content that was often downloaded or watched
  • Email marketing that helps advance deals
  • Sources of leads responsible for a significant proportion of finalized transactions
  • Typical client purchasing procedures and the associated profiles
  • Objections identified throughout the sales cycle
  • Average amount of time necessary to close each transaction.
  • Post-close and operational details.

3. Commence Construction of Your Customer Journey Mapping

Now that we’ve enhanced the ICPs and profiles with accurate data from our CRM, we can begin building a basic customer path map. The key question is-w hat is the optimal structure for our business? There is no one-size-fits-all template that works for all industries and use cases, so here are some guidelines for building a basic yet effective customer journey mapping:

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Grid Design

The majority of customer journey mapping is graph-based with horizontal and vertical axes. Above the grid, it is essential to have a well-defined ICP and identity. If we’ve created bogus identities with names and images, this may be an ideal location to employ them. Remember that each map should be exclusive to a single mix of persona and ICP. If we need to map many client journeys, it is advisable to begin with the most important persona. If some maps are quite similar, we may always merge or delete some of them afterwards.

Horizontal Axis

The horizontal axis of our graph will likely correspond to the stages that clients pass through, from pre-awareness through customer satisfaction. Using the internal sales pipeline language might be effective, but it is preferable to define the steps from the customer’s perspective.

Vertical Axis

Some customer journey mapping attempts to fit as many criteria as possible along the vertical axis. This might result in an experience that is so overpowering that it defies the original aim of mapping. As a starting point for the y-axis, we can select three to four essential criteria. Examples include consumer behaviors, sentiments and ideas, and typical objections.

Best Practices for CRM Executives in Mapping the Customer Experience


The passage below talks about the best practices that CRM executives can use for customer mapping. 

  • Audit and map the customer-facing processes: What do we already know about your customers? Utilizing indicators like volume, customer satisfaction ratings, etc., research with the service, sales, and marketing teams, as well as their CRM data, can assist to determine which procedures are now most important to your consumers.

  • Determine the procedures that the consumers appreciate the most: It is widely acknowledged that the top 10 to 50 processes in the customer journey account for 99 percent of what matters to the client; hence, identifying them is a crucial effort.
  • Prioritize consumer-selected procedures associated with mapping the customer experience: This demands us to link the core processes with the objectives of the CRM strategy (customer acquisition, satisfaction, customer profitability, cross-selling and retention measures, etc). Depending on the objectives and goals outlined in your CRM strategy, some customer-selected procedures will be more significant to the organization than others.
  • Give each key procedure a responsible party: Seeking out business “champions” to monitor key processes, especially when they span divisions, can emphasize the significance of these procedures to the organization’s members.
  • Implement modifications to the front office, back office, and supplier and partner-affected processes: This demands concentration and clear communication with IT and technology management, since many front office changes will necessitate back office reengineering as well.
  • Establish a customer SLA for essential procedures specified by the client: Communicating with clients about service level objectives, suitable pay levels, and improvement feedback for particular processes can assist ensure continual improvement for the processes we’ve committed to enhancing.

Measuring success and refining process modifications for various consumer segments: Segmenting clients and defining the necessary process improvements for each segment is an additional method for refining your adjustments.

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