When you’re thinking about customer journeys, they’re living and breathing, they’re iterative. They require attention just like you.
Customer Journey Map
How do you create customer journeys? What do you think about when you do it? So when we think about the customer journey, one of the ways that I like to envision the customer journey is if this customer, if this amazing human being was standing right in front of me and ask for help. I would give them one thing to do. And then as soon as they have that kind of path, I would be like, okay, go do that thing and come back. I like to envision customer journeys with people standing in front of me, think about our experiences.
In my opinion, what I’ve noticed in the world of digital marketing is that people tend to try to compress an entire journey into a day or into an email, which actually makes your customer have less of a chance of success. None of us can do 8 million things a day.
So PIP is for planning, intentionality, and patience. So planning, what goes into the planning stage of a customer journey? These are some of the questions that I like to ask, and I’m literally telling you exactly what I use, what my team uses, what we teach over and over again. So the first thing is we have to identify who we’re talking to and when we think about the who, these are the questions that we ask, what information from their before or after state, do we know that we can speak to entice them or attract them to take the next step.
So think about permission-based marketing, using story. What story can we tell? Can I tell my story? Can I tell one of my team stories? Can I talk about something that I felt in the realm of a story that would entice them to take the next step with us? So when I’m thinking about who are we talking to, what information from the before-after state, do we know that we can speak to what information do they need to know? What belief do they need to have and what present pain do they want to move away from? What do I have that can help them get to their after state? So when I’m thinking about planning, step one and planning is knowing who I’m going to talk to. Step two under the planning is what do we want them to do? So now that I have the, who I go to the what? What do we want them to do? If it’s to buy what’s the best sales mechanism? Is it a call? Is it an order form? Where do we want them to go? If it’s a lead magnet? Is it better to be a video as audio? Should it be seven days or 14 days? What would we give to our ideal customer? Or what would we want if we were going through the same journey, what do we want them to do?
The second thing I do is I get to the what, and then the third thing I do is I get to the, where. Where do we want them to go? So I know who, I know what do I want them to do? And then I know where do I want them to go? And then the most important part of the plan, the most important part of the plan is what happens if they don’t join. And this is where most people miss it, but what if we want them to buy? And they don’t buy. We need to have a plan. Otherwise, they just get pushed away and they feel transacted upon what happens if they opt-in or they go to the landing page and don’t opt-in. We’re not going to convert a hundred percent, but if we think about it, can we have a retargeting ad? Can we do blank? What happens if they opt-in, but don’t download it? What happens is that they opt-in and don’t open the email. You have to ask yourself all of these things to plug all the holes in the bucket, and then you take all of those ingredients and you ask yourself, what are the next steps?
So when we think about the plan. The purpose of the plan is to gather all of the ingredients you need to potentially make a recipe. And so the worst thing that can happen is you in the kitchen, cooking a family meal for 20 people of your family on a holiday everybody’s expecting to eat in 30 minutes, and then you get into the middle of a recipe and realize you don’t have all the ingredients. You’re not going to be able to make it to the store. You’re not going to be able to feed everybody. You’re not going to be able to switch it. You’re in a situation that’s impossible to get out of because you didn’t have all the ingredients to start with. That’s a really important distinction when it comes to the customer journey is the planning stage you gathering all of the ingredients required. In order for you to build the customer journey.
So that’s what goes into the planning stage. And then after the planning stage, we get into the intentionality phase. We have all the ingredients, right? We know what recipe we want to make. And so in the intentionality phase, this is where I start to think about how can I serve these people best not, how can I get in and out as fast as possible now, how can I send them one video with 85 things, but it’s like, what would be the best. The most effective for me and for them to deliver on the promise after state that I made, whether you opted in and I promised you something, how can I get you there? Whether you bought? And I told you, you’d get there. How can I best get you there? And so under intentionality, the first thing that I like to think of is my cadence. What is my cadence? How often do you need to hear from me? And for how long do you need to hear from me in order to trust me or for me to stay on top of mind for you to help you or encourage you or support you or nudge you into achieving the particular goal that you’ve set out to accomplish.
So in the intentionality section, what’s your cadence going to be? How often do your customers need to hear from you and how long do they need to hear from you in order for them to trust you for you to stay on top of mind or you to support them to accomplish their goal. And then the other part of intentionality when you’re planning, is looking at the reflective side of what you’ve done in the past, how you’ve communicated with your customers in the past, what you’ve seen on social media in the past, and asking yourself, what’s working, what’s not working and what can we adjust?
Understanding the customer journey
So when you’re thinking about customer journeys, they’re living and breathing, they’re iterative. They require attention just like you. Most of us don’t do the same thing, or maybe we don’t get up at the exact same time, drink the same amount of water, the same cup. Like we’re not robots. So part of the intentionality is being aware, looking at what worked, what’s working, what’s not working. How can we adjust and make sure that you’re doing it to serve a purpose and not making adjustments that would sabotage your success? So you have to start thinking about this customer journey as leadership has breadcrumbs Jack and Jill.
The goal of customer journeys is not to convert everybody. You can’t convert everybody at one time. People are in different phases of their journey. They’re in different phases of their evolution. They’re in different phases of their growth, but what you can do, what you can do is you can convert everybody who is ready right now while having a positive touchpoint. And helping these people that aren’t ready become one step closer to becoming ready to become your customer. That’s really what the goal of a customer journey is. It’s to show up consistently and congruent early. So when the right people are ready, they have the path to convert. They feel safe. They know what you offer. They know that this is the right thing. You’re consistent. They know that if this is what they’re getting here, imagine when they pay, and then for anybody who’s not ready, they’re going to keep implementing what you teach and be accountable.
When we’re selling, when we’re giving value, when we’re giving lead magnets, we don’t have customers that have eight hours of open time in their day. We have customers that are in a bit of pain or not happy where they are, and they’re looking for a solution and they’re looking to us for the solution, but we have to understand that there is a microscopic amount of space in their day, in their business, in their life to put into practice what we give them. And so if we give them too much, it doesn’t fit and they don’t use it. But if we give them just enough, they use it and then they create more space and use more and create more space and use more. And they start to build endowment into your brand, into your business, into your product, into your world.