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Touchpoint Value Mapping
Touchpoint Value Mapping
Touchpoint Value Mapping
Touchpoint Value Mapping
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Touchpoint Value Mapping

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This is about using user experiences at points of interaction –touchpoints- to understand how to achieve better outcomes from: …

This is about using user experiences at points of interaction –touchpoints- to understand how to achieve better outcomes from:
> Services to customers, patients, community groups;
> Roles (either job or team/group) carried out;
> Employee competence within a role;
> Employee well-being: Health & safety, and satisfaction.

While these are widely different areas, we can improve the way organisations perform and provide services to users through the use of Touchpoint Value Mapping.

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  • 1. Touchpoint Value Mapping Proventive Solutions Touchpoint Value Mapping: User focused service and performance improvement. This is about using user experiences at points of interaction –touchpoints- to understand how to achieve better performance outcomes from:  Services to customers, patients, community groups;  Roles (either job or team/group) are carried out;  Employee competence within a role that needs improving;  Employee well-being: Health & safety, and satisfaction. While these are widely different areas, we can improve the way organisations perform and provide support and services to users through the use of Touchpoint Value Mapping. The basis of Touchpoint Value Mapping is drawn from a number of writers [1] whose focus is primarily on improving customer service. However, Touchpoint Value Mapping can be significantly widened by thinking of the different kinds of services provided, both within and external to an organisation, and considering the wide range of users there are who would like to see their experiences understood to develop and improve the value of performance outcomes for both organisations and recipients. For example, for:  A buying customer  A user of a service;  A patient;  A community group;  An interest group;  Internal customers serviced by a role or team/group (e.g. next role/group in a process or service delivery system);  Users of corporate support areas. For example employees experience of HR practices and employment conditions of an organisation (e.g. complaint management practices, selection and appointment practices, employee entitlements; payroll issues, training and development provided);  Other role holders affected by the role competence of an employee;  Employees affected by the work environment (e.g. Health and Safety factors, including stress related issues). Diagram 1 provides a generic Touchpoint Mapping model, where a range of different User Services are identified (in grey). User experiences (in green, yellow, or red) at touch points (in grey) can generate “service gaps” (in blue). From this service standards (in brown) and service values (in purple) can be considered as ways to improve user experiences and the value of service and performance. David Alman June 2012 Page 1
  • 2. Touchpoint Value Mapping Actual Service delivered (System) Touchpoints for respective services Proventive Solutions Sample Range of User Service Deliveries - Examples Service Delivery System Performance Service Touch point Service Touch point Role (job/group) Performance Service Touch point Service Touch point Employee Role Competences Service Touch point Employee well-being Support (e.g. safety risks) Service Touch point Service Touch point Experience Gap (Impact rating) Positive Touchpoint Experience Negative Touchpoint Experience Actual user experience Service Standard Gap (Effectiveness – missing, fix, add, eliminate) Service Value Gap (Owner commitment) Customer thoughts & feelings Customer thoughts & feelings Current Current Proposed Proposed Current Proposed Current Proposed Diagram 1 Generic Touchpoint Vale Map David Alman June 2012 Page 2
  • 3. Touchpoint Value Mapping Proventive Solutions Touchpoint Value Maps can be drawn in different ways, for example as a moment by moment string of touchpoints in a journey as shown in diagram 1, or as geographic drawing or sketch of an area within which that moment by moment Touchpoint journey occurs. Identified user value gaps at the interaction – Touchpoint- level involve, as illustrated in Diagram 1, considering, identifying, and addressing three service support levels within an organisation:  The Actual Experience Gap (in blue) between actual and preferred experience gap can be valued and the impact rated in different ways [2]. For example: o In Diagram 1 user experience is colour coded. This can be simply translated into +1, 0. -1 for green, yellow, and red respectively, and the total experience the Total Perceived Value totalled. o This can be made more detailed through a wider variance range, and also though the use of weighted measures.  Also as shown under the Actual Experience Gap (in blue) in Diagram 1 are recorded feelings and thoughts (e.g. frustration) in terms of a user’s perception of touchpoint experiences. This can be reflected in a reasonable or fair treatment model where a:  Decision;  Process (or practice);  Interpersonal contact; and/ or  Values, such as those perceived in expressed or implied in attitudes, assumptions, beliefs etc. Can be tangible and intangible areas impacting on user’s perception of the value of a service. This can be shown as a Fair Treatment model as in Diagram 2. Decisions Values Process Interpersonal Diagram 2 Fair Treatment Model  Service Standards Gap: Identify gaps between customer Preferred Experience and Service Standards set. Where questions about their effectiveness can be considered. For example, are there any missing; need to be reset; added; or eliminated. David Alman June 2012 Page 3
  • 4. Touchpoint Value Mapping Proventive Solutions  Service Value Gap: Recognise gaps between current Service Values (e.g. management and frontline attitudes that influence and support the way Service Standards are applied. Touchpoint Value Mapping can be applied to a range of circumstances to improve service and performance for users that are either within or external to and organisation. It is a systems approach, seeking out interrelated and systemic causes that need to be considered together for a successful improvement at role, process, and organisational level, and added value to user experience. References References in the development of this Touchpoint Value Mapping document are drawn from two themes. The first relates to a Value Mapping Journey that a number of writers on contributors have referenced in different ways: The Gaps Model of service quality (Zeithaml, Parasuraman & Berry 1990) used in the ServQual. Reference: http://www.uob-community.ballarat.edu.au/.../BM404/BM404_lecture2.ppt http://www.freequality.org/documents/training/GapAnalysis%5B2%5D.ppt Then, the Customer Journey Maps (CJMs), as referenced in: http://www.cxacademy.org/customer-journeys-an-introduction.html http://www.mycustomer.com/topic/customer-experience/customer-journey-mapping-and-process-designdo-you-know-difference/136609 Then, Touchpoint Mapping as in references such as: http://www.baesystemsdetica.com/uploads/resources/9c0d133204f07af12f5fd69fd70f1ddb1.pdf http://www.slideshare.net/TrainiacSA/overview-of-customer-touchpoint-mapping http://www.touchpointdashboard.com/2011/08/what-is-a-customer-touchpoint-or-journey-map/ The second relates to Value Network Analysis and the measurement of Value Contribution. Reference: http://www.valuenetworksandcollaboration.com/analysis/perceivedvalue.html David Alman June 2012 Page 4

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