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customer-journey-map

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Chinese

Purpose

目的

Create a comprehensive customer journey map that visualizes how customers interact with your brand across all stages—from awareness to loyalty—documenting their actions, touchpoints, emotions, KPIs, business goals, and teams involved at each stage. Use this to identify pain points, align cross-functional teams, and systematically improve the customer experience to achieve business objectives.
This is not a user flow diagram—it's a strategic artifact that combines customer empathy with business metrics to drive actionable improvements.
创建一份全面的客户旅程地图，可视化客户从认知到忠诚的全阶段品牌互动过程，记录每个阶段的客户行为、触点、情绪、KPI、业务目标以及涉及的团队。借助这份地图识别痛点、协调跨职能团队，系统性地优化客户体验以达成业务目标。
这不是用户流程图——它是结合客户同理心与业务指标的战略工具，用于推动可落地的改进。

Key Concepts

核心概念

The Customer Journey Mapping Framework

客户旅程地图框架

Adapted from NNGroup's framework and Carnegie Mellon's PM curriculum, a customer journey map documents:
Horizontal structure (stages):
  • Awareness: Customer first learns about your brand
  • Consideration: Customer evaluates your offering
  • Decision: Customer makes a purchase
  • Service: Customer uses the product/service post-purchase
  • Loyalty: Customer becomes a repeat buyer and advocate
Vertical structure (for each stage):
  • Customer Actions: What customers do
  • Touchpoints: Where/how they interact with your brand
  • Customer Experience: Emotions and thoughts
  • KPIs: Metrics to measure success
  • Business Goals: What you're trying to achieve
  • Teams Involved: Who owns this stage
改编自NNGroup框架与卡内基梅隆大学产品管理课程，客户旅程地图需记录以下内容：
横向结构（阶段）：
  • 认知阶段：客户首次了解品牌
  • 考虑阶段：客户评估产品/服务
  • 决策阶段：客户完成购买
  • 服务阶段：客户购买后使用产品/服务
  • 忠诚阶段：客户成为复购用户与品牌倡导者
纵向结构（每个阶段包含）：
  • 客户行为：客户的具体行动
  • 触点：客户与品牌互动的渠道/方式
  • 客户体验：客户的情绪与想法
  • KPI：衡量阶段成功的指标
  • 业务目标：该阶段的业务诉求
  • 涉及团队：负责该阶段的团队

Why This Works

该框架的优势

  • Empathy-driven: Centers on customer emotions, not just actions
  • Cross-functional alignment: Shows which teams affect which stages
  • Metric-focused: Ties customer experience to measurable outcomes
  • Gap identification: Makes pain points and opportunities visible
  • Actionable: Clear KPIs and goals enable prioritization
  • 以同理心为核心：聚焦客户情绪，而非仅关注行为
  • 跨职能协调：明确各团队对不同阶段的影响
  • 以指标为导向：将客户体验与可衡量的结果挂钩
  • 识别差距：清晰呈现痛点与改进机会
  • 可落地执行：明确的KPI与目标助力优先级排序

Anti-Patterns (What This Is NOT)

反模式（误区）

  • Not a user story map: Journey maps are broader (all touchpoints, not just product use)
  • Not a service blueprint: Less detailed on internal processes, more focused on customer experience
  • Not static: Journey maps evolve as customer behavior changes
  • 不是用户故事地图：旅程地图覆盖范围更广（所有触点，而非仅产品使用场景）
  • 不是服务蓝图：较少关注内部流程，更聚焦客户体验
  • 并非静态文档：客户行为变化时，旅程地图需同步更新

When to Use This

适用场景

  • Understanding customer experience across all touchpoints (not just product)
  • Aligning cross-functional teams (marketing, sales, product, support)
  • Identifying pain points and prioritizing improvements
  • Onboarding new team members to customer perspective
  • Auditing the end-to-end customer experience
  • 了解客户在所有触点的体验（而非仅产品端）
  • 协调跨职能团队（营销、销售、产品、客服等）
  • 识别痛点并优先排序改进项
  • 帮助新成员建立客户视角
  • 审计端到端客户体验

When NOT to Use This

不适用场景

  • For deep product-specific workflows (use story mapping instead)
  • Before defining personas (need to know who you're mapping)
  • As a one-time exercise (journey maps require ongoing updates)
  • 深入分析产品特定工作流（应使用用户故事地图）
  • 未定义用户角色之前（需明确地图的目标用户）
  • 作为一次性工作（旅程地图需要持续更新）

Application

实践应用

Use 
template.md
for the full fill-in structure.
使用
template.md
获取完整的可填写模板结构。

Step 1: Prepare Prerequisites

步骤1：准备前置条件

Before mapping, ensure you have:
  1. Key stakeholders: Marketing, sales, product, customer service representatives
  2. Buyer personas: Detailed personas with demographics, psychographics, goals, challenges (reference 
    skills/proto-persona/SKILL.md
    )
  3. Defined stages: Main stages of your buying process (typically: Awareness, Consideration, Decision, Service, Loyalty)
  4. Touchpoint inventory: All places customers interact with your brand (website, social, email, store, support, etc.)
If missing: Run discovery interviews, persona definition work, or touchpoint audits first.
开始绘制地图前，需确保具备以下内容：
  1. 关键利益相关者：营销、销售、产品、客服代表
  2. 买家角色：包含人口统计、心理特征、目标与挑战的详细用户角色（参考
    skills/proto-persona/SKILL.md
    ）
  3. 定义阶段：购买流程的核心阶段（通常为：认知、考虑、决策、服务、忠诚）
  4. 触点清单：客户与品牌互动的所有渠道（网站、社交平台、邮件、线下门店、客服等）
若缺失上述内容：先开展发现访谈、用户角色定义或触点审计工作。

Step 2: Set Clear Objectives

步骤2：设定明确目标

Define what you want to achieve:
markdown
undefined
定义你希望达成的目标：
markdown
undefined

Objectives

目标

  • [Goal 1: e.g., "Identify top 3 pain points causing drop-off between Awareness and Consideration"]
  • [Goal 2: e.g., "Align marketing and sales on customer motivations at each stage"]
  • [Goal 3: e.g., "Understand emotional journey to inform messaging strategy"]

**Quality checks:**
- **Specific:** Not "understand customers" but "identify drop-off causes in Consideration stage"
- **Actionable:** Results should inform decisions, not just document observations

---
  • [目标1：例如，“识别认知到考虑阶段流失的Top3痛点”]
  • [目标2：例如，“协调营销与销售团队对各阶段客户动机的认知”]
  • [目标3：例如，“理解客户情绪旅程以优化营销策略”]

**质量检查**：
- **具体性**：避免“了解客户”这类模糊表述，应使用“识别考虑阶段的流失原因”
- **可落地性**：结果需能指导决策，而非仅记录观察结果

---

Step 3: Choose a Buyer Persona

步骤3：选择买家角色

Select one persona to focus on (create separate maps for each persona):
markdown
undefined
选择一个核心用户角色作为聚焦对象（为每个角色创建独立的旅程地图）：
markdown
undefined

Persona

用户角色

  • [Persona name and brief description]
  • [Example: "Manager Mike: 35-42, Director of Product at mid-sized B2B SaaS, struggles with data-driven prioritization, values time savings over feature depth"]

**Why one persona per map:** Different personas have different journeys. Mixing them creates confusion.

---
  • [角色名称与简要描述]
  • [示例：“经理Mike：35-42岁，中型B2B SaaS公司产品总监，面临数据驱动优先级排序的挑战，更看重时间节省而非功能深度”]

**为何每个角色对应独立地图**：不同角色的旅程存在差异，混合绘制会导致混淆。

---

Step 4: Map Each Stage

步骤4：绘制各阶段内容

For each stage (Awareness, Consideration, Decision, Service, Loyalty), document:
针对每个阶段（认知、考虑、决策、服务、忠诚），记录以下内容：

Customer Actions

客户行为

What customers do at this stage:
markdown
undefined
客户在该阶段的具体行动：
markdown
undefined

Stage: [Stage Name, e.g., Awareness]

阶段：[阶段名称，例如：认知]

Customer Actions:
  • [Action 1: e.g., "See LinkedIn ad about product management tools"]
  • [Action 2: e.g., "Hear about tool from PM peer at conference"]
  • [Action 3: e.g., "Google 'best product roadmap software'"]

**Quality checks:**
- **Observable:** You can see or measure this action
- **Specific:** Not "research products" but "Google 'best roadmap software' and read comparison articles"

---
客户行为：
  • [行动1：例如，“看到LinkedIn上的产品管理工具广告”]
  • [行动2：例如，“在行业会议上从同行处了解到该工具”]
  • [行动3：例如，“谷歌搜索‘最佳产品路线图软件’”]

**质量检查**：
- **可观察性**：该行动可被观察或衡量
- **具体性**：避免“研究产品”这类表述，应使用“谷歌搜索‘最佳路线图软件’并阅读对比文章”

---

Touchpoints

触点

Where/how customers interact with your brand:
markdown
**Touchpoints:**
- [Touchpoint 1: e.g., "LinkedIn Ads"]
- [Touchpoint 2: e.g., "Word-of-mouth at PM conferences"]
- [Touchpoint 3: e.g., "Google organic search results"]
- [Touchpoint 4: e.g., "Review sites (G2, Capterra)"]
Quality checks:
  • Comprehensive: Include both digital and physical touchpoints
  • Specific: Not "social media" but "LinkedIn Ads," "Twitter mentions," etc.
客户与品牌互动的渠道/方式：
markdown
**触点**：
- [触点1：例如，“LinkedIn Ads”]
- [触点2：例如，“PM行业会议口碑传播”]
- [触点3：例如，“谷歌自然搜索结果”]
- [触点4：例如，“评测网站（G2、Capterra）”]
质量检查：
  • 全面性：涵盖数字与线下触点
  • 具体性：避免“社交媒体”这类表述，应使用“LinkedIn Ads”“Twitter提及”等

Customer Experience

客户体验

Emotions and thoughts customers have:
markdown
**Customer Experience:**
- [Emotion 1: e.g., "Curious but skeptical—'Is this actually better than spreadsheets?'"]
- [Emotion 2: e.g., "Overwhelmed by options—'Too many tools, how do I choose?'"]
- [Emotion 3: e.g., "Hopeful but cautious—'Could this save me time?'"]
Quality checks:
  • Authentic: Use customer quotes from research when possible
  • Emotional: Capture feelings, not just thoughts
  • Specific: Not "interested" but "curious but skeptical—worried about setup time"
客户的情绪与想法：
markdown
**客户体验**：
- [情绪1：例如，“好奇但存疑——‘这真的比电子表格好用吗？’”]
- [情绪2：例如，“因选项过多而不知所措——‘工具太多了，该怎么选？’”]
- [情绪3：例如，“充满希望但谨慎——‘这能帮我节省时间吗？’”]
质量检查：
  • 真实性：尽可能使用客户调研中的原话
  • 情绪性：捕捉真实感受，而非仅想法
  • 具体性：避免“感兴趣”这类表述，应使用“好奇但存疑——担心设置耗时过长”

KPIs

KPI

Key performance indicators for this stage:
markdown
**KPIs:**
- [KPI 1: e.g., "Brand awareness (measured via surveys)"]
- [KPI 2: e.g., "LinkedIn ad impressions: 100k/month"]
- [KPI 3: e.g., "Organic search traffic: 5k visitors/month"]
- [KPI 4: e.g., "G2 review views: 2k/month"]
Quality checks:
  • Measurable: Can you track this?
  • Stage-appropriate: Awareness KPIs differ from Decision KPIs
该阶段的关键绩效指标：
markdown
**KPI**：
- [KPI1：例如，“品牌认知度（通过调研衡量）”]
- [KPI2：例如，“LinkedIn广告曝光量：10万次/月”]
- [KPI3：例如，“自然搜索流量：5000访客/月”]
- [KPI4：例如，“G2评测浏览量：2000次/月”]
质量检查：
  • 可衡量性：可被追踪统计
  • 阶段适配性：认知阶段的KPI与决策阶段不同

Business Goals

业务目标

What you're trying to achieve at this stage:
markdown
**Business Goals:**
- [Goal 1: e.g., "Increase brand awareness among PMs at B2B SaaS companies"]
- [Goal 2: e.g., "Generate 500 qualified leads/month"]
- [Goal 3: e.g., "Position as top 3 roadmap tool in G2 rankings"]
Quality checks:
  • Outcome-focused: Not "run ads" but "increase brand awareness"
  • Aligned with stage: Don't expect conversions at Awareness stage
该阶段的业务诉求：
markdown
**业务目标**：
- [目标1：例如，“提升B2B SaaS公司PM群体的品牌认知度”]
- [目标2：例如，“每月生成500个合格线索”]
- [目标3：例如，“在G2排名中跻身Top3路线图工具”]
质量检查：
  • 结果导向：避免“投放广告”这类表述，应使用“提升品牌认知度”
  • 阶段匹配：不要在认知阶段期望转化

Teams Involved

涉及团队

Who owns this stage:
markdown
**Teams Involved:**
- [Team 1: e.g., "Marketing (ad campaigns, SEO)"]
- [Team 2: e.g., "Content (blog posts, comparison guides)"]
- [Team 3: e.g., "Customer Success (case studies, testimonials)"]
Quality checks:
  • Cross-functional: Multiple teams usually touch each stage
  • Specific roles: Not just "marketing" but "marketing (ad campaigns, SEO)"
负责该阶段的团队：
markdown
**涉及团队**：
- [团队1：例如，“营销部（广告投放、SEO）”]
- [团队2：例如，“内容部（博客文章、对比指南）”]
- [团队3：例如，“客户成功部（案例研究、客户证言）”]
质量检查：
  • 跨职能性：每个阶段通常涉及多个团队
  • 具体角色：避免仅写“营销部”，应明确“营销部（广告投放、SEO）”

Step 5: Visualize the Map

步骤5：可视化地图

Create a table or visual diagram:
StageAwarenessConsiderationDecisionServiceLoyalty
Customer ActionsSee ad, hear from peers, Google searchCompare features, read reviews, request demoFree trial signup, test with real data, evaluate ROIOnboard team, build first roadmap, integrate with JiraUse daily, recommend to peers, share wins on LinkedIn
TouchpointsLinkedIn Ads, conferences, Google, review sitesWebsite, demo calls, sales emailsProduct (free trial), onboarding emailsProduct, support chat, knowledge baseProduct, community forums, customer success check-ins
Customer ExperienceCurious but skepticalExcited but overwhelmed by optionsAnxious about setup time, hopeful about time savingsRelieved if easy, frustrated if complexSatisfied and confident, proud of wins
KPIsImpressions: 100k/month, traffic: 5k/monthDemo requests: 100/month, trial signups: 50/monthConversion rate: 20%, time-to-value: <2 hoursActivation rate: 70%, support ticket volumeRetention rate: 85%, NPS: 50, referral rate: 15%
Business GoalsIncrease brand awareness, generate 500 leads/monthImprove lead quality, reduce sales cycle to 30 daysIncrease trial-to-paid conversion, optimize onboardingReduce churn, improve activation, minimize support costsIncrease LTV, generate referrals, upsell premium features
Teams InvolvedMarketing, ContentMarketing, Sales, ProductSales, Product, OnboardingProduct, Support, Customer SuccessProduct, Customer Success, Marketing
创建表格或可视化图表：
阶段认知考虑决策服务忠诚
客户行为看到广告、同行推荐、谷歌搜索对比功能、阅读评测、申请演示注册免费试用、用真实数据测试、评估ROI团队入职、创建首个路线图、集成Jira日常使用、推荐给同行、在LinkedIn分享成果
触点LinkedIn Ads、行业会议、谷歌、评测网站官网、演示通话、销售邮件产品（免费试用）、入职邮件产品、客服聊天、知识库产品、社区论坛、客户成功回访
客户体验好奇但存疑兴奋但因选项过多不知所措担心设置耗时，同时期待节省时间若流程简单则释然，若复杂则沮丧满意且自信，为成果感到自豪
KPI曝光量：10万次/月，流量：5000访客/月演示申请：100次/月，试用注册：50次/月转化率：20%，价值实现时间：<2小时激活率：70%，客服工单量留存率：85%，净推荐值（NPS）：50，推荐率：15%
业务目标提升品牌认知度，每月生成500个线索提升线索质量，将销售周期缩短至30天提升试用转付费转化率，优化入职流程降低流失率，提升激活率，减少客服成本提升客户终身价值（LTV），获取推荐，推广付费增值功能
涉及团队营销部、内容部营销部、销售部、产品部销售部、产品部、入职团队产品部、客服部、客户成功部产品部、客户成功部、营销部

Step 6: Analyze and Prioritize

步骤6：分析与优先级排序

Review the map and ask:
  1. Where are the biggest pain points? (Look for negative emotions + high drop-off rates)
  2. Which stages have the weakest KPIs? (Prioritize low-performing stages)
  3. Are teams aligned? (Do teams understand their role in each stage?)
  4. What opportunities exist? (Where can small improvements create big impact?)
Prioritization criteria:
  • Impact: How much would fixing this improve the customer experience?
  • Feasibility: How easy is this to fix?
  • Alignment: Does this support business goals?
审阅地图并思考以下问题：
  1. 最大的痛点在哪里？（关注负面情绪+高流失率的环节）
  2. 哪些阶段的KPI表现最差？（优先优化表现不佳的阶段）
  3. 团队是否协调一致？（各团队是否清楚自己在每个阶段的角色？）
  4. 存在哪些改进机会？（哪些小改进能带来大影响？）
优先级排序标准：
  • 影响程度：解决该问题对客户体验的提升幅度
  • 可行性：解决该问题的难易程度
  • 对齐度：是否符合业务目标

Step 7: Test and Refine

步骤7：测试与优化

  • Update regularly: Customer behavior changes—revisit the map quarterly
  • Validate with data: Use analytics, surveys, and customer interviews to confirm assumptions
  • Track improvements: After making changes, measure impact on KPIs
  • 定期更新：客户行为会变化——每季度回顾一次地图
  • 数据验证：借助分析工具、调研与客户访谈验证假设
  • 追踪改进效果：实施改进后，衡量对KPI的影响

Examples

示例

See 
examples/sample.md
for a full customer journey map example.
Mini example excerpt:
markdown
| **Stage** | **Awareness** | **Consideration** | **Decision** |
| **Customer Actions** | Sees LinkedIn ad | Compares on G2 | Starts free trial |
| **Customer Experience** | Curious but skeptical | Overwhelmed | Anxious about setup |
查看
examples/sample.md
获取完整的客户旅程地图示例。
迷你示例节选：
markdown
| **阶段** | **认知** | **考虑** | **决策** |
| **客户行为** | 看到LinkedIn广告 | 在G2上对比产品 | 注册免费试用 |
| **客户体验** | 好奇但存疑 | 不知所措 | 担心设置耗时 |

Common Pitfalls

常见误区

Pitfall 1: Generic Emotions

误区1：情绪描述过于笼统

Symptom: "Customer feels happy" or "Customer is satisfied"
Consequence: No insight into why they feel that way or what to improve.
Fix: Be specific: "Relieved that setup took 30 minutes, not 3 hours as feared."
表现：“客户感到开心”或“客户满意”
后果：无法了解情绪背后的原因，也不知道该从何处改进。
解决方法：使用具体表述，例如：“因设置仅耗时30分钟而非预期的3小时而感到释然”。

Pitfall 2: Missing Touchpoints

误区2：遗漏触点

Symptom: Only documenting digital touchpoints (website, app)
Consequence: Miss offline interactions (conferences, word-of-mouth, support calls).
Fix: Include all touchpoints: physical, digital, human, and automated.
表现：仅记录数字触点（官网、应用）
后果：错过线下互动（行业会议、口碑传播、客服电话）。
解决方法：涵盖所有触点：线下、数字、人工、自动化渠道。

Pitfall 3: Internal Perspective

误区3：内部视角主导

Symptom: Mapping what you want customers to do, not what they actually do
Consequence: Journey map reflects wishful thinking, not reality.
Fix: Validate with customer research, analytics, and support tickets.
表现：绘制你希望客户做的事，而非客户实际的行为
后果：旅程地图反映的是主观期望，而非客观现实。
解决方法：通过客户调研、数据分析与客服工单验证内容。

Pitfall 4: No KPIs or Goals

误区4：缺少KPI与业务目标

Symptom: Journey map has actions and emotions but no metrics or business objectives
Consequence: No way to measure success or prioritize improvements.
Fix: Add KPIs and business goals for each stage. Make them measurable.
表现：旅程地图仅包含行为与情绪，无指标与业务目标
后果：无法衡量成功，也无法排序改进项。
解决方法：为每个阶段添加可衡量的KPI与业务目标。

Pitfall 5: One-and-Done Exercise

误区5：一次性工作

Symptom: Journey map created once, never updated
Consequence: Map becomes outdated as customer behavior evolves.
Fix: Review quarterly. Update based on new data, product changes, or market shifts.
表现：创建地图后从未更新
后果：随着客户行为变化，地图会逐渐过时。
解决方法：每季度回顾，根据新数据、产品变化或市场趋势更新地图。

References

参考资料

Related Skills

相关技能

  • skills/proto-persona/SKILL.md
    — Defines the persona for the journey map
  • skills/jobs-to-be-done/SKILL.md
    — Informs customer actions and goals
  • skills/problem-statement/SKILL.md
    — Identifies pain points at each stage
  • skills/user-story-mapping/SKILL.md
    — Complementary (story mapping focuses on product usage, journey mapping covers all touchpoints)
  • skills/proto-persona/SKILL.md
    —— 为旅程地图定义用户角色
  • skills/jobs-to-be-done/SKILL.md
    —— 为客户行为与目标提供参考
  • skills/problem-statement/SKILL.md
    —— 识别各阶段痛点
  • skills/user-story-mapping/SKILL.md
    —— 补充工具（故事地图聚焦产品使用，旅程地图覆盖所有触点）

External Frameworks

外部框架

  • NNGroup, Customer Journey Mapping (2016) — Foundational framework
  • Carnegie Mellon University, Product Management Curriculum — Academic approach
  • Chris Risdon & Patrick Quattlebaum, Orchestrating Experiences (2018) — Journey mapping for service design
  • NNGroup，《Customer Journey Mapping》（2016）—— 基础框架
  • 卡内基梅隆大学，《产品管理课程》—— 学术方法
  • Chris Risdon & Patrick Quattlebaum，《Orchestrating Experiences》（2018）—— 服务设计视角下的旅程地图

Dean's Work

来源说明

  • Customer Journey Mapping Prompt Template (adapted from NNGroup and CMU frameworks)
  • 改编自
    https://github.com/deanpeters/product-manager-prompts
    仓库中的
    prompts/customer-journey-mapping-prompt-template.md
技能类型：组件 建议文件名：
customer-journey-map.md
建议存放路径：
/skills/components/
依赖项：参考
skills/proto-persona/SKILL.md
、
skills/jobs-to-be-done/SKILL.md
、
skills/problem-statement/SKILL.md

Provenance

—
  • Adapted from 
    prompts/customer-journey-mapping-prompt-template.md
    in the 
    https://github.com/deanpeters/product-manager-prompts
    repo.
Skill type: Component Suggested filename: 
customer-journey-map.md
Suggested placement: 
/skills/components/
Dependencies: References 
skills/proto-persona/SKILL.md
, 
skills/jobs-to-be-done/SKILL.md
, 
skills/problem-statement/SKILL.md
—