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How Customer Journey Orchestration Affects Processes: A CJO Primer

MarTech » Customer Journeys » How Customer Journey Orchestration Affects Processes: Getting Started with CJOs

This is the second of three articles— – Part of the series. The first part can be found here .

If you’re considering implementing Customer Journey Orchestration (CJO), chances are you already know some of its benefits.

These include providing more and better opportunities to align how a customer perceives offers across channels and lead that customer to conversion opportunities. However, the multi-channel marketing approach used by the CJO also means that things get more complicated.

In part two of this three-part series, we’ll explore three key processes that organizations that are successful at customer journey orchestration excel at.

Content Creation for Journey Orchestration

Let’s start with the conversation Start with content. After all, without content, there is nothing to orchestrate.

The main question is how to maintain content consistency across channels. While your creation and management may currently be siloed, CJOs will require closer coordination. Think about how many different systems are used to create, manage and publish content. From a process perspective, how will the necessary changes to the content propagate across all the channels you will be orchestrating?

Dig:

    Customer Journey Orchestration Platform Marketing Personnel Guide

First, using the journey map, Follow the content creation process across teams and platforms to better understand where and how you can start to standardize content creation and productivity.

Knowing how to maintain consistency—and where content is needed—will help you successfully implement customer journey orchestration.

Taxonomy of CJOs

Now that we’ve discussed content creation and management, let’s talk about how we’re going to organize and track everything. To do this, we need to create a customer journey taxonomy.

In this context, a taxonomy is a set of generic categories (usually in a hierarchy) that everything uses to understand journeys, activities, products and services, channels, audience segments, and desired actions associated with them.

To do this, please consider the following:

  • What content information do the different platforms involving CJO need to “know” to serve the right content at the right time on the go?

  • What are some common terms that will help you Does your team understand in order to create, manage and track content?
  • How does classification benefit reporting and feedback loops?

    First, start defining the common terms and categories that the common system needs to understand and use throughout the CJO process. This is another area where mapping the customer journey from a platform and systems perspective can help.

    Creating this customer journey taxonomy, or a common method of naming, categorizing and tagging, will align your team members and simplify the creation, management and track.

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    Agile, Continuous Improvement

    The last thing we want to discuss is related to the continuous improvement of the customer journey and the implementation of our CJO. After all, the best approach is to start with limited journeys and integrations, evolve over time, and learn by doing.

    While you may not have formally adopted agile practices like Scrum or Kanban, it’s never too late to find ways to make your team more agile. Ask yourself the following questions:

    • What do you plan to do Which projects prepare you for unforeseen changes and opportunities?
    • Do all team members understand the goals allowed by customer journey orchestration and business value?
    • Are other teams in your organization implementing agile or Other methods?

      Your feedback loop How powerful so that you can continuously improve your work?

      To start , agree on the method that works best for your team. Start small, iterate and grow as you identify successes and areas for improvement. Be as consistent as possible with other teams and the way they work. Finally, even if the change is difficult, commit to the entire process!

      Adopting an agile approach to continuous improvement means that your CJO efforts can start small as a proof of concept and grow in scope and complexity over time Iterative growth. This allows your organization to learn by doing, avoid costly mistakes, and benefit your customers along the way.

      in conclusion

      CJOs often need to rethink existing processes and often require entirely new processes and ways of working. Keeping these things in mind as you plan will enable the greatest initial success and help you anticipate future challenges.

      In the next article, I will discuss the platforms that support successful customer journey orchestration.

      The views expressed in this article are those of the guest authors and not necessarily those of MarTech. The authors of the staff are listed here.

  • About the author

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    Greg Kihlström Yes Best-selling author, speaker, and entrepreneur, currently a consultant and advisor to top companies, responsible for customer experience, employee experience and digital transformation initiatives, as Principal and Chief Strategy Officer of GK5A. He is also the host of Greg Kihlström’s podcast, The Agile Brand. He has served as CEO and co-founder twice, growing both companies through acquisitions and organically, and ultimately leading their acquisitions (one in 2017 and the other in 2021). As a strategist, digital transformation and customer experience consultant, he has worked with some of the world’s top brands, including AOL, Choice Hotels, Coca-Cola, Dell, FedEx, GEICO, Marriott, MTV, Starbucks, Toyota and VMware.

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