I recently posted to my blog
examples of techiques for customer experience mapping
and service blueprinting
. I had a number of requests for a high-res version of the CX map.
So here's the high-res version
The map should be seen as part of the solutioning process representing the current state customer and service perspective (as opposed to system, architectural, business process, perspectives). It has opportunities for enhancement, suggested mitigations for point of pain/barriers identified but it is only an input to all the other inputs that are required when a large corporate is exploring business change. What I'm basically saying here is saying is maps, blueprints
aren't the be-all, end-all for decision-making and effecting change. I'd also say that a blueprint provides the best bridge for business people to get what service designers are on about but the Maps provide the ability to do a realistic blueprint.
The experience mapped is
not factual. I've adapted a real example and made into a fictitious (some may say slightly preposterous) service scenario and changed thenames to protect the innocent (or commercially confidential). NZ does not have such a silly public sector service offering (it does have other candidates though). For the purposes of illustration, the gist isstill in there for it to make sense as a map.