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Digital Journey Mapping

  • Customer Journey Analysis & MetricsMap and evaluate customer journeys to identify key touchpoints and assess effectiveness.

  • Experience Optimization & PersonalizationDesign improved experiences and personalize interactions to enhance engagement and satisfaction.

  • Touchpoint IntegrationEnsure seamless interactions across al digital and physical touchpoints.

  • Feedback LoopsIncorporate customer feedback to continuously refine and improve the journey.

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CASE STUDY

Digital Journey Mapping

Client OverviewDallas Fort Worth International Airport wanted its digital investment governed by what people actually experience rather than by which department asked first. Acuvity Consulting mapped the journey and the stakeholder relationships that investment would have to serve, through Radius in 2019.

Our Approach

  • 01
    Map Three Audiences, Not One

    The airport was treated as serving three distinct groups whose needs pull in different directions: travellers, the commercial stakeholders who operate inside the airport, and the airport’s own internal operations. Each was mapped separately before anything was designed.

  • 02
    Locate Every Touchpoint

    Touchpoints were mapped across the whole journey — approach and parking, entry, check-in, security, gate, retail and food, boarding, arrival and baggage — and matched to the moments where a digital intervention would actually change the experience rather than add a screen to it.

  • 03
    Test Against Stakeholder Reality

    Stakeholder analysis established where data sharing was in each party’s commercial interest and where it was not, so the journey design accounted for the relationships it depended on rather than discovering them later.

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Results

  • Use cases were grouped by which audience they served — traveller experience, stakeholder revenue, or internal operations — so every proposed investment had a named beneficiary rather than a general claim of improvement.

  • The friction points that mattered most were concentrated at handoffs between parties, not inside any one party's systems, which is why isolated departmental initiatives had not resolved them.

  • Mapping touchpoints before technology made it possible to say which proposed investments served the journey and which only served the org chart.

OutcomeJourney mapping earns its place when it changes what gets built. Here it moved the conversation from which technologies to buy to which moments were worth changing, and it made the airport's commercial relationships an input to the design rather than an obstacle discovered later.