القائمة
Expert reference for building and analyzing customer journey maps — touchpoints, emotional arcs, friction diagnosis, and actionable insight extraction.
التثبيت باستخدام Codex أو Claude انسخ هذا Prompt والصقه في Codex أو Claude أو مساعد آخر ليراجع صفحة Skill ويثبّتها لك.
استنادا إلى تصنيف SOC المهني
Expert reference for application security — OWASP Top 10 mitigations, auth/authz, secrets management, cryptography, input validation, dependency hygiene, and secure-by-default code patterns
Expert reference for token counting, prompt compression, cost estimation, and quality preservation when optimizing prompts for Claude models
Experimentation design and A/B testing standards for product teams
Expert reference for digital accessibility — WCAG conformance, ARIA, and inclusive design patterns
Authoritative reference for agent architecture selection, multi-agent orchestration, tool design, memory systems, and failure mode prevention
Expert reference for evaluating LLM systems, RAG pipelines, and AI features in production
| name | customer-journey-mapping |
| description | Expert reference for building and analyzing customer journey maps — touchpoints, emotional arcs, friction diagnosis, and actionable insight extraction. |
| version | 1.0.0 |
A journey map is a diagnostic instrument, not a decoration. Its only purpose is to expose gaps between what the business believes happens and what customers actually experience. If a map doesn't generate prioritized action items, it failed.
| Mistake | Why It Fails | Fix |
|---|---|---|
| Using marketing funnel stages (TOFU/MOFU/BOFU) as journey stages | Funnel stages describe volume flow, not customer experience | Use customer-language stages: "Realizes problem," "Researches options," "Evaluates alternatives," "Commits," "Onboards," "Gets value," "Renews or leaves" |
| Mapping only the happy path | Hides 60–80% of actual experience | Explicitly map the 2–3 most common failure paths as alternate lanes |
| Treating NPS score as emotional data | NPS is an outcome metric, not an emotional signal | Use verbatim quotes, sentiment-coded support transcripts, and reaction testing |
| One-size touchpoint lists | Buries signal in noise | Distinguish high-frequency/low-stakes touchpoints from low-frequency/high-stakes ones; weight accordingly |
| Map created by one team in isolation | Produces internal assumptions dressed as customer insight | Require at least one cross-functional review with Sales, Support, and Product before finalizing |
| Mixing B2B buying committee roles into one persona | Enterprise purchases have 6–10 stakeholders with conflicting priorities | Map economic buyer, technical evaluator, and end user separately for B2B |
Moments of Truth — High-stakes interactions where the customer forms or revises a lasting opinion. There are 1–3 per journey. Everything else is supporting context.
Jobs-to-be-Done (JTBD) — The underlying progress a customer is trying to make. The journey map shows how they pursue the job; JTBD defines what the job is. Always anchor the map to a JTBD statement.
Backstage / Frontstage — Frontstage: what the customer sees and interacts with. Backstage: internal processes that produce that experience. Good maps show both and draw the line of visibility.
Emotional Arc — The pattern of highs and lows across stages. Typical patterns: roller coaster (alternating), descent (eroding confidence), canyon (one catastrophic dip), plateau (numb/disengaged).
Opportunity Space — Gaps between customer expectation (what they need at a stage) and current experience (what they get). The larger the gap at a high-stakes stage, the higher the opportunity.
Swim Lane — A horizontal row in the map representing one data type: actions, thoughts, emotions, touchpoints, systems, pain points, opportunities. Minimum viable map has 5 swim lanes.
Service Blueprint — An extended journey map that adds employee actions, support processes, and backend systems. Use when diagnosing operational failure, not just UX friction.
Stage: Onboarding Customers sign up and start using the product. They may feel confused at first but eventually figure it out. We should make the onboarding better.
Stage: Onboarding (Day 0–7) Customer actions: Creates account → receives welcome email → attempts first core action (create project) → hits permission error on team invite → searches help docs → submits support ticket or abandons Emotional arc: Hopeful (signup) → Uncertain (first login, unfamiliar UI) → Frustrated (permission block, Day 1) → Disengaged (Day 3 if unresolved) Backstage: Permission defaults set by Engineering in 2021, not revisited; help docs owned by Marketing, last updated 14 months ago; no proactive outreach triggered by support ticket Friction point (High/High): Team invite permission error — appears in 34% of onboarding support tickets, blocks the collaboration use case that drives retention Owner: Product (permission default), Support (proactive outreach trigger) Recommended action: Change default permission to Editor; add in-app tooltip; trigger CSM outreach if invite fails within 48h
