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Customer Journey Mapping: Business Reference Model

When completing a customer journey mapping analysis, we use a Business Reference Model as a structure to make sure that all the bases are covered so that we are not missing anything that may be causing issues in your customer journeys. There are nine building blocks that make up the BRM. However, they are not to be viewed as being in isolation from each other. Information gathered in one area will be fed into another area and they will overlap and interconnect. This structure ensures that we are not missing anything as the analysis is completed. Each of the nine building blocks are detailed below.

1

P&Ls/Customer Segments

The investigation into the P&Ls and Customer Segments will focus on the Sales functions. We will investigate what communications are issued directly from the P&L/Segment and identify which systems, data and channels are being used for this
2

Products/Services

Within each P&L there may be a further split of sales based on the products or services that are owned by that P&L. The purpose of this analysis is to determine what communications are being sent from product or service specific teams
3

Channels

The channels that we investigate will vary by the brand that we are analysing but the purpose of a channel specific enquiry is that we have often found that channels have some autonomy around the communications with customers that can affect the optimal journey for those customers
4

Partnerships

Many companies operate partnerships for various parts of their business. This area of investigation will be to discover if there are any campaigns or communications that partners are executing independently of your company in order to deliver on metrics and goals that they have been given
5

Revenue Streams

This analysis is linked to the Cost Structures analysis above, in that we will look at the performance and the results of each item for the ROI of that item. Where an item is not performing and it is not required for statutory reasons, the recommendation will most likely be to stop the activity
6

Capabilities

At any one time several departments are doing lead generation and allocation, marketing and marketing communications, and campaign management/automation. The purpose of this analysis is determine who is doing what with what systems and then draw a current capabilities architecture that will then assist us in designing an optimised capabilities architecture
7

Customer Relationships

Once a person or business has bought a product/service and become a customer they are then subject to the ongoing communications. These include bills, loyalty messages, renewals, reminders and statutory communications. (Whilst these seem like they are B2C type functions they also exist in the B2B world just in different forms.) This also includes the communications when a customer goes into arrears and they are being managed by debt management. This area of investigation will cover the processes/communications for when is customer leaving or attempting to leave – this is a critical moment-of-truth
8

Cost Structures

Follow the money! As we investigate the communications in the other areas, in this building block we will be looking at understanding the costs of running the communications. This can be very challenging and may not even be possible in some cases. There are costs associated with delivering all the various communications and by reviewing budget and spending on communications activities we may well also identify communications that have not been caught elsewhere in the analysis. As we indicated above, we will be reviewing the amount spent on communications that could be wasted
9

Data & Systems

Often companies will use more than one platform/system for a number of tasks. For example, an email execution platform is used in the Digital area and there is also a Campaign Management tool within a separate CRM area that is capable of this. Here we understand the systems landscape as it affects the customers’ journey with a particular area of focus being the selection criteria and targeting methods used to determine which customers should be in receipt of each communication to avoid communications overload due to overlap and double counting. The aim is to produce a Venn diagram that will indicate what these overlaps are and how many communications the most communicated to group are receiving.

If you would like help in mapping your customer journeys, please contact us

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