Sample result
Stage-by-Stage Customer Journey Builder for Restaurants
The owner asked this:«80-seat restaurant in Medellín, 78,000 COP average ticket, around 190 million a month. People come once and do not return; on Google I am at 4.1 with 320 reviews. I want the dining-room journey, but the whole thing — I suspect the problem is before they walk in and after they leave.»
① The six stages, with an owner and a measure
The map starts before the door. The two stages almost nobody has are the first and the last — and they are the two you suspected.
| Stage | What the guest does | Touchpoint | Who administers it today | What is measured today |
|---|---|---|---|---|
| Discovery | Searches «where to eat nearby» | Google listing, Maps | 🔴 ORPHAN | Nothing |
| Decision | Looks at photos, reads 3 reviews, checks price | Google photos, Instagram | Community manager (Instagram only) | Followers, not visits |
| Arrival | Parks, walks in, waits | Car park, door, host | Host (the door only) | Nothing |
| Consumption | Sits, orders, eats, asks for the check | Menu, server, bathroom, order ticket | Service captain | Order time |
| Exit | Pays, says goodbye, leaves | Till, receipt, farewell | Cashier | Average ticket |
| Return | (nothing) | (none) | 🔴 ORPHAN | Nothing |
Three of the six points that decide whether they come back belong to nobody. The Google listing —where 100 % of the decision stage happens— has no owner and is today the restaurant's first face.
② The frictions, written as facts and costed
Not one adjective. Every line is a fact with its minute or its percentage, and the arithmetic stays in the open.
| Stage | Friction (observable fact) | Type | Figure | Monthly cost |
|---|---|---|---|---|
| Decision | 4 of the 12 Google photos are from 2021 and 2 are not on the current menu | Process | 4.1 ★ with 320 reviews | ~9.4 M COP (est. 5 % lost visits) |
| Decision | 61 unanswered reviews, 14 of them 1 and 2 stars | People | 0 % reply rate | ~6.2 M COP |
| Arrival | They stand 11–14 min with nobody speaking to them or giving an estimate | Process | Fridays 20:00–21:30 | ~7.1 M COP (tables that leave) |
| Arrival | The car park fills at 20:15 and no channel says so | Facilities | — | ~4.0 M COP |
| Consumption | The starter arrives with the main at 4 of 10 tables | Process | 9-min order time | ~3.3 M COP in unsold starters |
| Exit | The check takes 7 min from being asked for | Process | 30 % of tables | Lost table turns |
| Return | No follow-up contact of any kind exists | Process | 0 messages | ~23.7 M COP ← the most expensive |
The return arithmetic, in the open: if 18 % of 2,440 monthly guests return within 90 days and that rises to 21 % (3 points), that is 73 more guests × 78,000 COP × 4 months ≈ 23.7 M COP a year. It is friction number one and it costs nothing to fix: it costs writing it down.
③ Three WOWs anyone can run on a Tuesday
| Stage | What is done | Cost per guest | Who | How it is verified |
|---|---|---|---|---|
| Arrival | At 3 minutes of waiting, someone comes out with a complimentary drink and the real time | ~900 COP | Host | Wait log in the door book |
| Consumption | When a birthday or first visit is mentioned, dessert comes out with the name written on it | ~2,100 COP | Captain | Photo in the shift group |
| Exit | The check is handed over with the server's name and a concrete invitation to a date | 0 COP | Server | Audit of 10 checks a week |
None depends on somebody feeling inspired, which is why they are WOWs and not a good day.
The full example has 2 more part(s): you see them inside the library, with your account.