As with any other marketing tool, if we want to understand the I-Journey’s performance and make improvements, we need a way to track and measure it. Not only do we need to find an objective way to convert subjective concepts like choice and randomness into solid metrics, but we also need to set our sights on a unique KPI.
To get at the heart of the matter, we need to identify one pivotal indicator above a large set of independent measurements. This unique I-Journey KPI must, at a glance, show the healthiness of the complete experience that we’re providing to our customers.
Therefore, to understand the status, we need much more than just the status of independent touchpoints; we need something to unify our understanding of the whole, complex system.
Since every I-Journey is unique, you’ll need to take a long, hard look at your product, your customer, your brand, and your strategy to determine which KPI is the KPI for you. Still, one option that I find extremely helpful for most cases is to consider the whole experience as the main KPI.
In that sense, customer satisfaction should be measured, as it will indicate the areas that we can improve or reinforce. There are hundreds of ways to measure customer satisfaction, and I will not give a lengthy explanation of them. However, the Net Promoter Score (NPS) is a serious candidate to consider, especially for how easy it is to implement and comprehend.
If you have not read The Ultimate Question by Fred Reichheld, you should stop reading this post now and start with that book… it is much better than mine! However, if you want to continue with this post now, let say that this tool from Mr. Reichheld gives us an easy way to gauge the loyalty of our company’s customer relationships by asking customers one simple question: how likely is it that you would recommend our products or services to a friend or colleague?
It is “the key measure of your customers’ overall perception of your brand,” and, in a world where subjective factors and external influences prevail, having a good grasp on customer perceptions is one of the most important steps that we can take to measure the success of our I-Journey.
Let’s be a bit cheesy now. Let’s modify the I-Journey representation and put a heart in it.
We feeble marketers only have so much say in the choices that our customers make. We cannot tell them what to do any more than you could lick your elbow (go ahead, try it), and so we should meet our customers where they are by embracing the fact that they can take an endless number of possible paths.
The I-Journey, insofar as it is a generic representation of a Customer Journey at all, is about the customer. It is not about the journey, the touchpoints, or the tactics that the marketers use to influence them. Nonetheless, building a customer-centric I-Journey can serve as a springboard for us to plan our tactics, especially in the digital sphere, as we will see in the following chapters.
We can use it to consider the outlined factors and variables to create a better marketing strategy, enhance the experience, and, ultimately, influence the final purchase decision. There is hope for us yet.