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journey-mapping

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Journey Mapping

旅程映射

Build journey maps and service blueprints that surface friction, align teams, and identify opportunities. Stack-agnostic. Tool-agnostic.
This skill is for mapping the experience. For testing specific touchpoints, use 
usability-testing
. For broader generative research, use 
ux-research
. For analyzing conversion, use 
cro-optimization
.
构建能够凸显摩擦点、协调团队并识别机会的旅程地图和服务蓝图。与技术栈、工具无关。
此Skill用于体验映射。若要测试特定接触点，请使用
usability-testing
；若要进行更广泛的生成式研究，请使用
ux-research
；若要分析转化情况，请使用
cro-optimization
。

When to use

使用场景

  • Departments have different mental models of the customer experience
  • Customer experience feels disjointed across touchpoints
  • Specific friction or drop-off points need diagnosis
  • Strategic planning needs a shared view of the user
  • Service design (front-stage and back-stage) needs alignment
  • New product or feature needs to be designed in context of broader experience
  • 各部门对客户体验的认知模型存在差异
  • 跨接触点的客户体验显得脱节
  • 需要诊断特定的摩擦点或用户流失点
  • 战略规划需要统一的用户视角
  • 服务设计（前台与后台）需要达成一致
  • 新产品或功能需要结合更广泛的体验场景进行设计

When NOT to use

非适用场景

  • Testing a single touchpoint or page (use 
    usability-testing
    )
  • Generative research before journey mapping (use 
    ux-research
    )
  • Operational process mapping that doesn't involve users
  • Funnel optimization (use 
    cro-optimization
    )
  • 测试单个接触点或页面（请使用
    usability-testing
    ）
  • 旅程映射前的生成式研究（请使用
    ux-research
    ）
  • 不涉及用户的运营流程映射
  • 漏斗优化（请使用
    cro-optimization
    ）

Required inputs

必要输入

  • Identified user persona or segment to map (one map per segment)
  • Existing research and data about that segment
  • Cross-functional access (you cannot map back-stage without ops/support/engineering input)
  • Time and stakeholder commitment (a real journey map is a project, not an afternoon)
  • 已确定的用户角色或细分群体（每个细分群体对应一张地图）
  • 关于该细分群体的现有研究和数据
  • 跨职能访问权限（若无运营/支持/工程团队的输入，无法绘制后台流程）
  • 时间和利益相关者的投入（真正的旅程地图是一个项目，而非一个下午就能完成的任务）

The framework: 3 deliverables

框架：3项交付成果

1. Customer journey map

1. 客户旅程地图

The user-facing view of the experience.
Structure (rows / lanes):
  • Phase. The major stages in the journey (e.g., Awareness, Consideration, Onboarding, Activation, Retention, Advocacy). Phases vary by product type.
  • Steps. Specific things the user does within each phase.
  • Touchpoints. Where the user interacts with the product, brand, or service (web, app, email, support, social, in-person).
  • Goals. What the user is trying to accomplish at this step.
  • Thoughts. What's going through their mind.
  • Emotions. The emotional state (often visualized on a curve).
  • Pain points. Where things go wrong, friction, frustration.
  • Opportunities. Where the experience could improve.
Format:
Typically a horizontal timeline with vertical lanes for each row. Phases across the top, touchpoints, thoughts, emotions, etc. underneath.
面向用户的体验视图。
结构（行/栏）：
  • 阶段：旅程中的主要阶段（例如：认知、考虑、入门、激活、留存、推荐）。阶段因产品类型而异。
  • 步骤：用户在每个阶段内执行的具体操作。
  • 接触点：用户与产品、品牌或服务互动的渠道（网页、应用、邮件、支持、社交、线下）。
  • 目标：用户在该步骤中试图达成的目标。
  • 想法：用户的内心想法。
  • 情绪：用户的情绪状态（通常以曲线可视化呈现）。
  • 痛点：出现问题、摩擦或挫败感的地方。
  • 机会：体验可优化的方向。
格式：
通常为横向时间轴，纵向为各栏内容。顶部为阶段，下方依次为接触点、想法、情绪等内容。

2. Service blueprint

2. 服务蓝图

The back-stage view that supports the customer-facing experience.
Adds these layers below the journey map:
  • Front-stage actions. What employees do that the user sees (sales calls, support chats, in-store interactions).
  • Back-stage actions. What happens behind the scenes (order fulfillment, data processing, internal handoffs).
  • Supporting processes. Systems, vendors, infrastructure (CRM, payment processors, fulfillment partners).
  • Lines of visibility. The line between front-stage (visible to user) and back-stage (invisible).
The service blueprint shows where customer-facing problems originate in back-stage failures (e.g., the user's "shipping is slow" experience traces to a vendor handoff issue).
支撑面向客户体验的后台视图。
在旅程地图基础上新增以下层级：
  • 前台操作：员工执行的用户可见操作（销售电话、支持聊天、线下互动）。
  • 后台操作：幕后发生的流程（订单履行、数据处理、内部交接）。
  • 支持流程：系统、供应商、基础设施（CRM、支付处理器、履约合作伙伴）。
  • 可见线：区分前台（用户可见）与后台（用户不可见）的界限。
服务蓝图可展示客户面临的问题源于后台流程的故障（例如：用户“配送缓慢”的体验可追溯至供应商交接问题）。

3. Synthesized opportunity map

3. 综合机会地图

Output of the mapping work.
Captures:
  • Top friction points. Where the experience consistently fails users.
  • Untapped opportunities. Moments where the experience could surprise and delight.
  • Disconnects. Where front-stage and back-stage are misaligned.
  • Strategic gaps. Where competitors have something the brand lacks (or vice versa).
  • Quick wins. Low-effort, high-impact improvements.
  • Strategic bets. Higher-effort transformations.
This is the deliverable that produces decisions. The journey map and service blueprint are inputs; the opportunity map is the output that drives action.
映射工作的输出成果。
涵盖内容：
  • 核心摩擦点：体验持续让用户失望的地方。
  • 未挖掘机会：体验可带来惊喜与愉悦的时刻。
  • 脱节点：前台与后台流程不一致的地方。
  • 战略差距：竞品拥有而品牌缺失的优势（反之亦然）。
  • 快速制胜点：低投入、高影响的优化点。
  • 战略赌注：高投入的转型举措。
这是驱动决策的交付成果。旅程地图和服务蓝图是输入，机会地图是推动行动的输出。

Common phases by product type

按产品类型划分的常见阶段

Most products

大多数产品

Awareness → Consideration → Decision → Onboarding → Active use → Renewal/Repurchase → Advocacy
认知 → 考虑 → 决策 → 入门 → 活跃使用 → 续订/复购 → 推荐

SaaS

SaaS产品

Trigger → Discovery → Evaluation → Trial → Onboarding → Activation → Habit → Expansion → Renewal → Advocacy
触发 → 发现 → 评估 → 试用 → 入门 → 激活 → 习惯养成 → 拓展 → 续订 → 推荐

Ecommerce

电商产品

Need recognition → Discovery → Research → Decision → Purchase → Wait/Anticipation → Receive → Use → Reorder/Recommend
需求识别 → 发现 → 调研 → 决策 → 购买 → 等待/期待 → 收货 → 使用 → 复购/推荐

Service

服务类产品

Awareness → Inquiry → Quote → Decision → Service delivery → Resolution → Follow-up → Repeat business
认知 → 咨询 → 报价 → 决策 → 服务交付 → 问题解决 → 跟进 → 重复消费

Healthcare / high-stakes purchases

医疗/高风险购买产品

Trigger → Research → Provider selection → Appointment → Treatment → Recovery → Follow-up → Long-term outcome
Phases are not mandatory. Start with the user's actual experience and let the phases emerge from the steps.
触发 → 调研 → 服务商选择 → 预约 → 治疗 → 康复 → 跟进 → 长期结果
阶段并非强制要求。从用户的实际体验出发，让阶段自然从步骤中衍生出来。

How to gather the inputs

如何收集输入信息

A good journey map combines multiple sources of truth.
优质的旅程地图结合了多方面的真实信息来源。

From users

来自用户

  • In-depth interviews. Walk users through their actual experience. Ask for specifics from a recent occurrence.
  • Diary studies. Users log their experience over the duration of the journey.
  • Surveys. Quantitative signal at scale; less depth.
  • 深度访谈：引导用户回顾他们的实际体验。询问近期发生的具体细节。
  • 日记研究：用户在整个旅程期间记录他们的体验。
  • 调研问卷：规模化的量化信号，但深度不足。

From the business

来自企业

  • Internal interviews. Sales, support, success, ops. They see the experience from different angles than product or design.
  • Operational data. Funnel data, support ticket categories, NPS responses, churn reasons.
  • System inventory. What touchpoints exist, what tools support them, what data flows where.
  • 内部访谈：销售、支持、客户成功、运营团队。他们对体验的视角与产品或设计团队不同。
  • 运营数据：漏斗数据、支持工单分类、NPS反馈、用户流失原因。
  • 系统清单：现有接触点、支持工具、数据流向。

Cross-validate

交叉验证

  • The user's experience as they describe it
  • The data the business has about their behavior
  • The internal team's perception of the experience
These three views often disagree. The disagreements are themselves findings.
  • 用户描述的体验
  • 企业掌握的用户行为数据
  • 内部团队对体验的认知
这三种视角往往存在差异，而这些差异本身就是重要发现。

Workflow

工作流程

  1. Define scope. One persona, one journey, one timeframe. Trying to map all users in one map produces a mess.
  2. Gather inputs. User interviews, internal interviews, operational data. Plan 2 to 4 weeks for inputs.
  3. Draft the journey. Phases, steps, touchpoints. Get to a working draft fast; iterate.
  4. Add the layers. Goals, thoughts, emotions, pain points.
  5. Build the service blueprint. Front-stage, back-stage, supporting processes.
  6. Identify opportunities. Use the friction points and disconnects.
  7. Validate with users. Does this match their actual experience? Refine.
  8. Workshop with stakeholders. Walk teams through the map. Ensure shared understanding.
  9. Translate to action. Specific projects, owners, timelines.
  10. Maintain. A journey map is a living document. Revisit annually or after major changes.
  1. 定义范围：一个用户角色、一段旅程、一个时间范围。试图在一张地图中涵盖所有用户会导致混乱。
  2. 收集输入：用户访谈、内部访谈、运营数据。规划2至4周的时间用于收集输入。
  3. 起草旅程：阶段、步骤、接触点。快速形成工作草稿并迭代优化。
  4. 添加层级：目标、想法、情绪、痛点。
  5. 构建服务蓝图：前台、后台、支持流程。
  6. 识别机会：基于摩擦点和脱节点。
  7. 用户验证：地图是否符合用户的实际体验？进行优化。
  8. 利益相关者研讨会：向团队展示地图，确保达成共识。
  9. 转化为行动：明确具体项目、负责人、时间线。
  10. 维护更新：旅程地图是一份动态文档。每年或在重大变更后重新审视。

Failure patterns

常见失败模式

  • Mapping without research. A journey map built from internal assumptions reflects assumptions, not users.
  • One map for all users. The mid-market buyer and enterprise buyer have different journeys. Don't merge.
  • No back-stage layer. The map shows symptoms, not causes.
  • Beautiful map, no action. Investment in production value at the expense of decisions.
  • Map as artifact, not tool. Filed in Figma, never re-opened.
  • Ignoring emotional layer. The "what" without the "how it feels" misses the point of journey mapping.
  • Vague pain points. "Frustrating onboarding" - what specifically? When? Why?
  • Quick wins identified, never executed. Same as research findings that don't ship.
  • Annual exercise without followup. Year-old journey map describes year-old user.
  • 无调研的映射：基于内部假设构建的旅程地图反映的是假设，而非用户真实体验。
  • 一张地图涵盖所有用户：中端市场买家与企业买家的旅程不同，请勿合并。
  • 缺少后台层级：地图仅展示症状，未揭示原因。
  • 地图精美但无行动：过度投入视觉效果而忽视决策落地。
  • 将地图视为存档而非工具：存入Figma后再也不打开。
  • 忽略情绪层级：只关注“发生了什么”而忽略“感受如何”，错失旅程映射的核心意义。
  • 模糊的痛点描述：“入门流程令人沮丧”——具体是什么问题？何时发生？原因是什么？
  • 识别出快速制胜点但未执行：与未落地的研究发现无异。
  • 年度例行工作但无跟进：一年前的旅程地图描述的是一年前的用户。

Output format

输出格式

Default outputs:
  1. Journey map (visual, typically Figma / FigJam / Miro, plus a markdown narrative version)
  2. Service blueprint (visual, typically same tool)
  3. Opportunity map (markdown, prioritized list)
Markdown narrative version of journey map:
markdown
undefined
默认输出：
  1. 旅程地图（可视化形式，通常使用Figma / FigJam / Miro，附带Markdown叙事版本）
  2. 服务蓝图（可视化形式，通常使用同一工具）
  3. 机会地图（Markdown格式的优先级列表）
旅程地图的Markdown叙事版本：
markdown
undefined

[Persona] journey map

[用户角色] 旅程地图

Phase 1: [Phase name]

阶段1：[阶段名称]

Step: [Step name]

步骤：[步骤名称]

  • Touchpoint: [Where this happens]
  • Goal: [What the user wants here]
  • Thoughts: [What they're thinking]
  • Emotion: [State on the emotional curve]
  • Pain points: [Friction]
  • Opportunities: [Improvement potential]
  • 接触点：[发生场景]
  • 目标：[用户在此处的需求]
  • 想法：[用户的内心想法]
  • 情绪：[情绪曲线上的状态]
  • 痛点：[摩擦点]
  • 机会：[优化潜力]

Step: [Step name]

步骤：[步骤名称]

[Same structure]
[相同结构]

Phase 2: [Phase name]

阶段2：[阶段名称]

[Repeat]
[重复上述结构]

Service blueprint additions

服务蓝图补充内容

Phase 1

阶段1

  • Front-stage actions: [What employees do user-visibly]
  • Back-stage actions: [What happens behind the scenes]
  • Supporting processes: [Systems involved]
[Repeat per phase]
  • 前台操作：[员工执行的用户可见操作]
  • 后台操作：[幕后发生的流程]
  • 支持流程：[涉及的系统]
[按阶段重复]

Opportunity map

机会地图

Critical friction

核心摩擦点

  1. [Specific issue, with evidence]
  2. [Specific issue, with evidence]
  1. [具体问题及证据]
  2. [具体问题及证据]

Quick wins

快速制胜点

  1. [Specific opportunity, with effort/impact]
  1. [具体机会及投入/影响]

Strategic bets

战略赌注

  1. [Specific opportunity, with effort/impact]
  1. [具体机会及投入/影响]

Cross-team disconnects

跨团队脱节点

  1. [Specific disconnect, with implication]

---
  1. [具体脱节点及影响]

---

Reference files

参考文件

  • references/journey-map-template.md
     - Fillable journey map and service blueprint template.
  • references/journey-map-template.md
     - 可填写的旅程地图和服务蓝图模板。