Audible Customer Journey

Audible has grown to a multi-platform service over the years. Since the platforms have been handled by separate teams, customer experience inevitably become segmented and inconsistent. The purpose of building an overall customer journey map is to help every team understand the life cycle of customers and all the potential touch points and teams they will encounter, in order to help everyone strategize universally rather than sectionally.
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Problem

Segmented experience due to segemented teams

Audible has grown to a multi-platform service over the years. Since the platforms have been handled by separate teams, customer experience inevitably become segmented and inconsistent. We want to help every team understand the life cycle of customers and all the potential touch points/teams they will encounter, in order to help everyone strategize universally rather than sectionally.

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Vast scope

The platforms and touchpoint that an Audible can encounter are incredibly diverse and vast. The order can be non-linear as well. It was clear  from the beginning that we needed to be very careful about the width and depth we land so it is digestible yet insightful.

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Variety of pain points from teams

The reason why UX, or the product team needed a journey map was clear, but not every team. The other teams we worked with such as tech, marketing, customer support, business intelligence… all have different pain points that didn’t always seem to reveal themselves as solvable problems by a journey map. Treating it like an actual design task, doing lot of interviews to collect insights was necessary. It also helped us make sure we didn’t create a map that’s perfect by the book, but not realistically valuable for the entire organization.

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Hidden past effort

There has been a lot of separate effort done in the organization around the idea of customer journey, user flows, marketing funnels… It was critical to exchange knowledge efficiently by locating past effort and explorations. It is also helpful for establishing trusting relationships with all the partners who will ultimately be the users of the final outcome.

Impact

Provide guideline for new porjects

The journey map was shared to multiple teams. For the player redesign project, I was able to use it as a draft framework for use cases. It effectively shorten the time before we kicked off ideation. Please see player work by clicking the button.

See case study of Audible player →

Process

An iterative process per past research
1

Research

2

Find patterns and user goals

After we collected all the existent materials and interviewed representatives of all teams, we started organizing information and identify patterns. The most important thing was to be laser-focused on the angle we looked at this journey, which is based on customer goals. Every time we started seeing a pattern forming, we went back to customer goals and wh exercise to make sure that we were building mental models that came from customers’ actual behavior.

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Sketch

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Iterate

Designs

A comprehensible artifact
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Overview

Finally, we decided to have a hybrid of affinity mapping and linear suggestion. In this map, we have mental spaces sized based on the frequency and layered based on the overlaps. We also moved spaces close to each other when there are activities happen in relationship with another.

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Detail view

Outcome

Empower new teams align on new projects

The journey map was shared to multiple teams. For the player redesign project, I was able to use it as a draft framework for use cases. It effectively shorten the time before we kicked off ideation. Please see player work by clicking the button.

See case study of Audible player →