Research and Insight


Customer Faithful’s work has always been founded on innovative ways of unlocking what customers really value.

In particular, we are probably best known for our award-winning experience mapping process called Lifelines™. Through this technique, we explore the world through the senses of your customer – not just what they see and hear but how they feel and react.

Lifelinesis built from a blend of insight, typically including face-to-face discussions, group sessions and observations in real-life environments.

As an example, these images reflect our insight activity at an airport, for a project exploring the ‘Going On Holiday’ experience.


Our insight and evidence are meticulously documented and analysed, enabling clients to have complete confidence in the findings.

We usually support the validity of our qualitative insight with online surveys to provide robust sample sizes and the ability to compare/contrast different customer types.

The key Lifelinesoutput is an at-a-glance experience landscape showing the high’s and low’s of the customer experience as defined in their own terms. Unlike most experience maps, Lifelinesincludes the context of the experience, highlighting the value of an issue in someone’s life rather than simply framed in the client world of delivery. This difference is central in tuning in brands to be ‘customer-centric’, and avoiding becoming stuck in a transactional mindset.

Going on Holiday Lifeline

How Does Lifelines™ deliver value to the business?

A typical Lifelinesproject identifies as many as 50 specific touchpoints and customer issues, many of which will highlight areas for improvement.

Value is delivered by

  1. communicating customer needs simply – the visual clarity of Lifelinesenables the experience map to be a stand-alone reference for all the business to see and use, without the need for supporting documents
  2. prioritising performance improvement areas, both in terms of customer impact (speed, ease, self-service, etc.) and business outcome (share of wallet, account growth, lower cost-to-serve)
  3. defining the business areas and processes that can support customer experience change, such as staffing levels, systems and policy adaptations and training/incentives