From strangers to superfans: A short and practical customer journey guide for SMEs

Most small and medium-sized enterprises (SMEs) aim to turn strangers into loyal customers. This article goes through the different stages of the customer journey, from initial awareness to advocacy, and it offers research-backed tips to guide SMEs in converting one-time customers into repeat buyers or brand “superfans.” By understanding each step of the journey, companies are able to better understand how to build strong relationships with their customers, gain their loyalty, reduce marketing costs, and create organic growth. In the context of the NOKKA project, understanding the customer journey also supports research-driven commercialization as it helps SMEs validate real customer needs, assess market potential for new innovations, and prepare for successful market entry.

Author: Sofia Ramos

Picture this: a stranger discovers your company, falls in love with what you have to offer, and eventually, that stranger becomes a fan who not only keeps buying from you but also recommends you to others. This is the dream for most small businesses.

However, turning that dream into a reality is not easy. It requires a deep knowledge and understanding of customer needs and behaviors. Guiding customers from their first encounter with a brand to becoming a “superfan” is a challenge that most small, resource-constrained companies struggle with; however, it is extremely important for a small company’s growth and success.

Research indicates that loyal customers are more profitable, as they tend to make more purchases and are less sensitive to pricing than new customers (Tartaglione et al. 2019; Zakaria et al. 2014). In fact, acquiring a new customer can cost five to 25 times more than retaining an existing one (Gallo 2014). Focusing on the customer journey is not just about providing good customer service, it is a smart business strategy. It also complements RDI activities by ensuring that new solutions, technologies, or services created through research are shaped around real user needs rather than just baseless assumptions.

Mapping the SME customer journey

Every customer’s path may vary, but most follow a progression from awareness to advocacy (Okeke et al. 2024). Harvard Business Review describes using a customer journey map to systematically improve each interaction a customer has with the brand (Richardson 2010). By mapping this journey, SMEs can identify critical touchpoints to engage and satisfy customers at each stage.

Stage 1: Awareness | Turning strangers into prospects

At the beginning, future fans do not necessarily even know your product or service exists. The goal at the awareness stage is simply to get on their radar. This means clearly communicating the value of your product/service and reaching customers by finding them exactly where they are. Research emphasizes that strong brand awareness sets the foundation for loyalty by creating familiarity and trust (Tartaglione et al. 2019). The key here is to make it easy for strangers to find your brand and fall in love with what they see.

What can SMEs do?

Focus your efforts on effective strategies to find YOUR strangers. Awareness is all about understanding where these strangers spend their time, what kind of information and content they like to consume, and what kind of language works with them. Create search-friendly content, strengthen your social media presence, and engage with your existing community. Remember to stay up to date with current trends and use the power of social media to find your potential customers.

Stage 2: Consideration | Increasing interest and building trust

Once a stranger becomes aware of your product/service, they enter the consideration phase. This means the stranger becomes less of a stranger and more of a potential customer, comparing options and weighing whether to choose you or a competitor. At this stage, trust will be the differentiator. SMEs can build trust through social proof (such as reviews or testimonials), valuable content that educates, and easy, quick, and helpful communication. Research highlights that consumers gravitate towards brands that not only meet their needs but also form an emotional connection (Tartaglione et al. 2019; Arundathi & Ganesh 2024).

What can SMEs do?

Ensure your messaging is consistent and focused on what your potential customer wants to hear, how they want to hear it, and when they want to hear it. Personalize the experience when possible. By showing genuine interest in solving the potential customer’s problem (not just making a sale), you get much closer to winning their trust.

Stage 3: Purchase | Converting interest into action

The purchase stage is a pivotal moment, the stranger is now a first-time customer. For SMEs, providing a smooth transaction and a positive first experience is key. Any friction here (confusing checkout, late delivery, poor communication, or unmet expectations) can turn an excited prospect into a disappointed one. On the other hand, by exceeding expectations, you may already be planting the seed for loyalty to grow.

What can SMEs do?

Make sure your product or service delivers on its promises and then, still some more. Consider following up with your customer, checking that everything went smoothly and even thanking them for choosing you. Prioritize fast communication in case questions or issues arise. These extra details make your customer feel seen and valued, setting the tone for a long-term relationship.

Stage 4: Retention | From first-time customer to repeat customer

Retention is where good businesses distinguish themselves. A single purchase is nice, a repeat purchase is where profitability grows. Research confirms that loyal customers spend more and cost less to serve over time (Tartaglione et al. 2019; Zakaria et al. 2014). They are also crucial for word-of-mouth referrals (Okeke et al. 2024; Zakaria et al. 2014).

How can SMEs achieve this?

Stay engaged after the sale. This could mean offering useful tips related to the purchase, providing excellent customer support, or offering loyalty rewards. Retaining customers is far cheaper than finding new ones, and even a small increase in retention (5%) can boost profits substantially by 25%–95% (Gallo 2014). In practice, this could look like a coffee shop launching a punch-card or membership program, or a software startup offering dedicated training or customer support, any strategy to make existing customers feel valued and keep them coming back (Okeke et al. 2024).

Stage 5: Advocacy | Creating superfans

The final stage is advocacy. Here, your customer is so happy with your brand that they actively promote your business by writing positive reviews, referring it to friends, or even defending your brand on social media against criticism. These are the “superfans.” Unlike habitual buyers, superfans feel a deeper emotional connection with the brand (Liu-Thompkins & Tam 2013). That kind of loyalty is extremely important for an SME. To create that, companies must value open communication, listen to feedback, involve customers in product decisions, and even create a community where enthusiasts can connect and grow. Brands that listen to their fans (for example, by bringing back a discontinued product due to popular demand) show they value their advocates.

The final reward? Loyalty as a source for growth

Transforming strangers into superfans does not happen overnight, but it is worth the effort. Loyal advocates amplify your marketing for free, recommend you to others, and tend to be less price-sensitive and more forgiving of occasional hiccups because they believe in your brand stands for (Zakaria et al. 2014; Tartaglione et al. 2019). For small businesses facing bigger competitors, a base of passionate customers is a powerful strategic asset.

Especially for RDI-driven SMEs, such as those involved in the NOKKA project, the customer journey is not just a marketing tool. It is also an important commercialization tool. It helps entrepreneurs validate product-market fit, identify which customer needs their innovation truly solves, and build loyalty that supports long-term adoption. Understanding the journey accelerates the transition from research results to real-world impact by ensuring innovations enter the market with customers already in mind.

References

Arundathi, KL. & Ganesh, B. 2024. Impact of emotional branding on brand trustworthiness with mediating role of brand commitment. Cited 20 Jan 2026. Available at: https://ssrn.com/abstract=4986688

Gallo, A. 2014. The value of keeping the right customers. Harvard business review. 29 (10), 304-309. Cited 20 Jan 2026. Available at https://hbr.org/2014/10/the-value-of-keeping-the-right-customers

Liu-Thompkins, Y. & Tam, L. 2013. Not all repeat customers are the same: Designing effective cross-selling promotion on the basis of attitudinal loyalty and habit. Journal of Marketing. 77 (5), 21-36. Cited 20 Jan 2026. Available at https://doi.org/10.1509/jm.11.0508

Okeke, N. I., Alabi, O. A., Igwe, A. N., Ofodile, O. C. & Ewim, C. P. M. 2024. Customer journey mapping framework for SMEs: Enhancing customer satisfaction and business growth. World Journal of Advanced Research and Reviews. 24 (1), 2004-2018. Cited 20 Jan 2026. Available at https://doi.org/10.30574/wjarr.2024.24.1.3206

Richardson, A. 2010. Using customer journey maps to improve customer experience. Harvard business review. 15 (1), 2-5. Cited 20 Jan 2026. Available at https://hbr.org/2010/11/using-customer-journey-maps-to

Tartaglione, A.M., Cavacece, Y., Russo, G. & Granata, G. 2019. A systematic mapping study on customer loyalty and brand management. Administrative sciences. 9 (1), 8. Available at https://doi.org/10.3390/admsci9010008

Author

Sofia Ramos works as an RDI Specialist at LAB University of Applied Sciences, helping SMEs navigate innovation, commercialization, and growth. She focuses on building bridges between companies and the academic world. Sofia is interested in making research practical and useful for entrepreneurs.

Illustration: https://www.pexels.com/photo/multiracial-colleagues-shaking-hands-at-work-5668838/ (Pexels Licence)