biz-customer-journey

asgard-ai-platform ｜ 商業與營運 ｜ 原文 ｜ MIT

畫出顧客旅程五階段，找出流失點與改善機會

---
name: "biz-customer-journey"
description: "繪製並分析橫跨認知、考慮、決策、使用、推薦五個階段的顧客旅程。當使用者需要了解端到端的顧客體驗、找出流失點、最佳化接觸點、或提升轉換率時使用，即使他們說的是「我們在哪裡流失顧客」、「我們的漏斗長什麼樣子」或「畫出使用者體驗」也一樣。"
metadata:
  category: "WP-14 商學院—行銷"
  tags: ["marketing", "customer-journey", "experience-design"]
---

# 顧客旅程地圖（Customer Journey Mapping）

## 概述

顧客旅程地圖把顧客與品牌互動的整個體驗視覺化，從最初的認知，一路到購買後的推薦。它辨識每個階段的接觸點、情緒、痛點和機會。目標是找出顧客在哪裡卡住、受挫或離開，並加以修正。

## 何時使用

**觸發條件：**
- 使用者想提升整個漏斗的轉換率
- 使用者需要了解顧客在哪裡流失
- 使用者在設計或重新設計顧客體驗
- 使用者問「我們在哪裡流失顧客？」或「使用者體驗是什麼樣子？」

**何時不要用：**
- 市場區隔 → 用 STP
- 產品功能決策 → 用 Jobs to Be Done
- 一次性的策略分析 → 用 SWOT

## 框架

```
鐵律：畫的是顧客的現實，不是你理想中的樣子

旅程地圖必須反映顧客「實際上」的體驗，不是你設計的或你預期的。
如果顧客用 Google 搜尋你的品牌，看到的是負面評論（現實），
就不要畫成「顧客造訪我們的網站」（理想）。

地圖要以資料為基礎：分析數據、顧客訪談、客服工單、熱點圖，
不是內部的假設。
```

```
鐵律：每個接觸點都需要一個情緒

沒有情緒的旅程地圖，只是流程圖。在每個接觸點，
都要標出顧客的情緒狀態：有信心、困惑、挫折、愉悅。
情緒比流程步驟更能預測行為。
```

### 五個階段

**1. 認知（Awareness）**：顧客意識到自己有需求，或發現你的品牌
- 接觸點：廣告、社群媒體、口碑、搜尋結果、內容
- 關鍵問題：「他們第一次是怎麼遇到我們的？」

**2. 考慮（Consideration）**：顧客評估選項並比較替代方案
- 接觸點：網站、評論、比較、demo、銷售對話
- 關鍵問題：「他們在找什麼資訊？在哪裡找？」

**3. 決策（Decision）**：顧客做出選擇並購買
- 接觸點：結帳、價格頁、銷售成交、簽約
- 關鍵問題：「購買的那一刻有什麼阻力？」

**4. 使用（Usage）**：顧客使用產品／服務
- 接觸點：新手引導（onboarding）、產品互動、客服、文件
- 關鍵問題：「體驗有符合承諾嗎？」

**5. 推薦（Advocacy）**：顧客推薦（或勸退）這個品牌
- 接觸點：評論、推薦、社群分享、社群
- 關鍵問題：「什麼會促使他們推薦我們，或不推薦？」

### 步驟 1：定義人物誌（Persona）

這份旅程是為誰畫的？使用 STP 中的目標客群：
- 姓名、人口統計、目標、痛點
- 人物誌越具體，地圖越能付諸行動

### 步驟 2：為每個階段畫出接觸點

對每個階段，列出：
- **接觸點**：每一個互動點（實體、數位、真人）
- **行動**：顧客做了什麼
- **情緒**：顧客的感受（😊 正面 / 😐 中性 / 😤 負面）
- **痛點**：什麼讓他們受挫或受阻
- **機會**：如何改善體驗

### 步驟 3：找出關鍵時刻（Moments of Truth）

找出 2-3 個對整體體驗影響特別大的關鍵時刻：
- **第一印象**：第一個接觸點會設定期待
- **阻力高峰**：痛點最強的那一刻
- **驚喜機會**：一個小改善就能創造超乎比例的正面影響的地方

### 步驟 4：排定改善的優先順序

依「對顧客滿意度的影響 × 可行性 × 成本」來排序改善項目。先修影響最大的痛點。

## 輸出格式

```markdown
# 顧客旅程地圖：{產品/服務}

## 人物誌
- 姓名：{人物誌名稱}
- 側寫：{客群描述}
- 目標：{他們想達成什麼}

## 旅程地圖

| 階段 | 接觸點 | 行動 | 情緒 | 痛點 | 機會 |
|-------|------------|---------|---------|-------------|---------------|
| 認知 | {列表} | {他們做什麼} | 😊/😐/😤 | {阻力} | {改善} |
| 考慮 | ... | ... | ... | ... | ... |
| 決策 | ... | ... | ... | ... | ... |
| 使用 | ... | ... | ... | ... | ... |
| 推薦 | ... | ... | ... | ... | ... |

## 關鍵時刻
1. **{時刻}**：{為什麼這很關鍵}
2. **{時刻}**：{為什麼這很關鍵}

## 優先改善項目
1. {階段} → {具體改善}，影響：高，投入：低
2. ...
```

## 範例

### 正確的應用

**情境：** 台灣一個外送 app 的旅程（人物誌：30 歲、訂午餐的上班族）

| 階段 | 接觸點 | 情緒 | 痛點 |
|-------|------------|---------|------------|
| 認知 | 午餐聊天時，同事提到這個 app | 😊 好奇 | 無，是自然發現 |
| 考慮 | 下載 app、瀏覽餐廳、看評論 | 😐 → 😤 | 選擇太多，沒有「附近 + 快速」的篩選 |
| 決策 | 選餐廳、加餐點，看到運費 + 最低訂購金額 | 😤 | NT$120 的午餐要付 NT$60 運費，感覺很貴；最低訂購金額逼人買超過需要的量 |
| 使用 | 等外送、收到餐點、用餐 | 😊 → 😐 | 餐點 35 分鐘才到（app 說 25 分鐘），包裝漏湯 |
| 推薦 | 不會推薦給朋友 | 😐 | 沒有推薦誘因；體驗是「還可以，不算好」 |

**關鍵時刻**：決策階段，運費的衝擊造成 40% 的購物車放棄率（有資料佐證 ✓）。

### 錯誤的應用

**哪裡出錯：**
- 地圖畫的是「顧客造訪網站 → 顧客註冊 → 顧客購買」→ 這是**流程圖**，不是旅程地圖。沒有情緒，沒有痛點。違反鐵律：每個接觸點都需要一個情緒。
- 認知階段畫的是「顧客看到我們的看板廣告」，但公司根本沒有看板 → 畫的是**理想**，不是現實。違反鐵律：畫現實。

## 常見陷阱

- **後台 vs 前台**：顧客看不到你的內部流程。要畫顧客體驗到的，不是你的營運。「訂單轉給廚房」是後台；「顧客看到『正在準備您的訂單』的通知」是前台。
- **多個人物誌 = 多張地圖**：不同客群有不同的旅程。B2B 企業買家的旅程，和自助式中小企業使用者完全不同。不要合併。
- **購買後常被忽略**：大多數團隊把認知 → 決策畫得很完整，卻跳過使用和推薦。留存和推薦都發生在購買之後。
- **資料勝過直覺**：「我們認為顧客在結帳時會覺得挫折」是假設。「在運費畫面的購物車放棄率是 65%」才是證據。盡可能使用資料。
- **旅程地圖會過期**：顧客行為會改變。2023 年的地圖到了 2025 年可能已經過時。變化快的產品，要每季回頭檢視。

## 參考資料

- 服務藍圖的延伸（加入後台作業），見 `references/service-blueprint.md`

---
name: "biz-customer-journey"
description: "Map and analyze the customer journey across Awareness, Consideration, Decision, Usage, and Advocacy stages. Use this skill when the user needs to understand the customer experience end-to-end, identify drop-off points, optimize touchpoints, or improve conversion — even if they say 'where are we losing customers', 'what's our funnel look like', or 'map the user experience'."
metadata:
  category: "WP-14 商學院—行銷"
  tags: ["marketing", "customer-journey", "experience-design"]
---

# Customer Journey Mapping

## Overview

Customer Journey Mapping visualizes the entire experience a customer has with a brand — from first awareness through post-purchase advocacy. It identifies touchpoints, emotions, pain points, and opportunities at each stage. The goal is to find and fix where customers get stuck, frustrated, or leave.

## When to Use

**Trigger conditions:**
- User wants to improve conversion rates across the funnel
- User needs to understand where customers drop off
- User designing or redesigning a customer experience
- User asks "where are we losing customers?" or "what's the user experience like?"

**When NOT to use:**
- For market segmentation → use STP
- For product feature decisions → use Jobs to Be Done
- For one-time strategic analysis → use SWOT

## Framework

```
IRON LAW: Map the Customer's Reality, Not Your Ideal

The journey map must reflect what customers ACTUALLY experience, not what
you designed or intended. If customers Google your brand and find negative
reviews (reality), don't map "customer visits our website" (ideal).

Base the map on data: analytics, customer interviews, support tickets,
heatmaps — not internal assumptions.
```

```
IRON LAW: Every Touchpoint Needs an Emotion

A journey map without emotions is a process diagram. At every touchpoint,
note the customer's emotional state: confident, confused, frustrated,
delighted. Emotions predict behavior better than process steps.
```

### The Five Stages

**1. Awareness** — Customer realizes they have a need or discovers your brand
- Touchpoints: ads, social media, word-of-mouth, search results, content
- Key question: "How do they first encounter us?"

**2. Consideration** — Customer evaluates options and compares alternatives
- Touchpoints: website, reviews, comparisons, demos, sales conversations
- Key question: "What information do they seek and where?"

**3. Decision** — Customer chooses and purchases
- Touchpoints: checkout, pricing page, sales closing, contract signing
- Key question: "What friction exists at the purchase moment?"

**4. Usage** — Customer uses the product/service
- Touchpoints: onboarding, product interaction, support, documentation
- Key question: "Does the experience match the promise?"

**5. Advocacy** — Customer recommends (or warns against) the brand
- Touchpoints: reviews, referrals, social sharing, community
- Key question: "What triggers them to recommend us — or not?"

### Step 1: Define the Persona

Who is this journey for? Use the target segment from STP:
- Name, demographics, goals, pain points
- The more specific the persona, the more actionable the map

### Step 2: Map Touchpoints per Stage

For each stage, list:
- **Touchpoints**: Every interaction point (physical, digital, human)
- **Actions**: What the customer does
- **Emotions**: How the customer feels (😊 positive / 😐 neutral / 😤 negative)
- **Pain points**: What frustrates or blocks them
- **Opportunities**: How to improve the experience

### Step 3: Identify Moments of Truth

Find the 2-3 critical moments that disproportionately impact the overall experience:
- **First impression**: The first touchpoint sets expectations
- **Friction peak**: The highest-pain-point moment
- **Delight opportunity**: Where a small improvement creates outsized positive impact

### Step 4: Prioritize Improvements

Rank improvements by: Impact on customer satisfaction × Feasibility × Cost. Fix the highest-impact pain points first.

## Output Format

```markdown
# Customer Journey Map: {Product/Service}

## Persona
- Name: {persona name}
- Profile: {segment description}
- Goal: {what they're trying to achieve}

## Journey Map

| Stage | Touchpoints | Actions | Emotion | Pain Points | Opportunities |
|-------|------------|---------|---------|-------------|---------------|
| Awareness | {list} | {what they do} | 😊/😐/😤 | {friction} | {improvement} |
| Consideration | ... | ... | ... | ... | ... |
| Decision | ... | ... | ... | ... | ... |
| Usage | ... | ... | ... | ... | ... |
| Advocacy | ... | ... | ... | ... | ... |

## Moments of Truth
1. **{moment}** — {why this is critical}
2. **{moment}** — {why this is critical}

## Priority Improvements
1. {Stage} → {specific improvement} — Impact: High, Effort: Low
2. ...
```

## Examples

### Correct Application

**Scenario:** Journey for a Taiwanese food delivery app (persona: 30-year-old office worker ordering lunch)

| Stage | Touchpoints | Emotion | Pain Point |
|-------|------------|---------|------------|
| Awareness | Colleague mentions app during lunch discussion | 😊 Curious | None — organic discovery |
| Consideration | Downloads app, browses restaurants, reads reviews | 😐 → 😤 | Too many choices, no "nearby + fast" filter |
| Decision | Selects restaurant, adds items, sees delivery fee + minimum order | 😤 | Delivery fee NT$60 feels expensive for a NT$120 lunch; minimum order forces buying more than needed |
| Usage | Waits for delivery, receives food, eats | 😊 → 😐 | Food arrives in 35 min (app said 25), packaging leaked |
| Advocacy | Doesn't refer friends | 😐 | No referral incentive; experience was "okay, not great" |

**Moment of Truth**: Decision stage — the delivery fee shock causes 40% cart abandonment (data-backed ✓).

### Incorrect Application

**What went wrong:**
- Map shows "Customer visits website → Customer signs up → Customer makes purchase" → This is a **process flow**, not a journey map. No emotions, no pain points. Violates Iron Law: every touchpoint needs an emotion.
- Awareness stage shows "Customer sees our billboard campaign" when the company doesn't have billboards → Mapping the **ideal**, not reality. Violates Iron Law: map reality.

## Gotchas

- **Backstage vs frontstage**: Customers don't see your internal processes. Map what the customer experiences, not your operations. "Order routed to kitchen" is backstage; "Customer sees 'preparing your order' notification" is frontstage.
- **Multiple personas = multiple maps**: Different segments have different journeys. A B2B enterprise buyer's journey is completely different from a self-serve SMB user. Don't combine them.
- **Post-purchase is often ignored**: Most teams map Awareness → Decision thoroughly but skip Usage and Advocacy. Retention and referral happen post-purchase.
- **Data over intuition**: "We think customers feel frustrated at checkout" is a hypothesis. "Cart abandonment rate is 65% at the delivery fee screen" is evidence. Use data wherever possible.
- **Journey maps expire**: Customer behavior changes. A map from 2023 may be obsolete by 2025. Revisit quarterly for fast-moving products.

## References

- For service blueprint extension (adding backstage operations), see `references/service-blueprint.md`