Download as PDF, PPTX
Orchestrating Touchpoints - Chris Risdon
This document discusses the concept of touchpoints in designing customer experiences across multiple channels. It defines a touchpoint as a specific point of customer interaction that meets a human need at a certain time and place. Touchpoints should be designed holistically while considering the constraints and opportunities of different channels, as well as customers' feelings, thoughts and behaviors. The document also discusses how organizations can characterize, measure and design touchpoints to create a seamless customer journey and overcome gaps between anticipated and actual customer experiences.
More Related Content
Similar to Orchestrating Touchpoints - Chris Risdon
More from Uniq UI: Usability, UX, and UI design, consulting and training
Orchestrating Touchpoints - Chris Risdon
- 1. Orchestrating Touchpoints ChrisRisdon @chrisrisdon #touchpoints
- 2. I’m a digitalproduct designer
- 3.
- 4.
- 5. ...and not justdigital
- 6. 6 Product /Service Digital UX Empathy Design Thinking Informed Strategy
- 7. 6 Product /Service Physical Space Call Center Digital UX Empathy Design Thinking Informed Strategy
- 8. 6 Product /Service Physical Space Call Center Digital UX Empathy Design Thinking Informed Strategy
- 9. 6 Product /Service Physical Space Call Center Digital UX Empathy Design Thinking Informed Strategy
- 10. 6 Organization Product/Service Physical Space Call Center Digital UX Empathy Design Thinking Informed Strategy
- 11. 7 Retail HotelRail Travel Cruise Insurance
- 12. service experience Orchestratedexperience among all parts of the service, from people to objects to places to interfaces product experience Typically an experience between person and single touchpoint, usually a digital product illustration: Jamin Hegeman
- 13. 9 Maintaining empathyin the face of increased complexity.
- 14.
- 15.
- 16.
- 17. 13 Design forexperiences that unfold over time and through many different touchpoints.
- 19.
- 20.
- 21. Service Blueprint ofPresby Neuro Clinic PHYSICAL EVIDENCE PATIENT ACTIONS ONSTAGE CONTACT PERSON BACKSTAGE CONTACT PERSON Front Desk Debbie’s Chart Cart ? ? ? ? ? Records/ Database System Bin System Check Vitals & Ask Quest Place in Kassam Bin Meet Dr. Kassam Kassam Gets Quick Review Take Away Chart Process & Check-out Records/ Database System Dictation Chart Storage System Door Tag System See Other Patients SUPPORT PROCESSES Sign In Waiting Room Front Desk Front Desk Hallway Exam Room MRI & Chart Exam Room MRI & Chart Door Tag Waiting Room Check-out Room Waiting Room Line of Interaction Line of Visibility Responds Follow to Exam Rm Answer Questions Ask Questions Return Door Tag Check-out, Pay, & Leave Check-in Welcome Get Patient Chart See Other Patients Process See Other Patients Brings Door Tag Back Call Patient Grab Door Tag Escort to Exam Rm Chart in To Be Seen Bin Write Rm # on Schedule See Other Patients Grab Chart from Bin Chart Taken by Staff Check Patient Location Check Patient Location Schedule System Line of Internal Interaction Wait Wait Wait in Exam Rm Wait Wait
- 22. Organization Enabling design/ Supporting journey/ Transforming Enterprises Journey Hub of empathy, understanding and strategy Change management Process Engineering Road mapping
- 23. Organization Enabling design/ Supporting journey/ Transforming Enterprises Journey Hub of empathy, understanding and strategy Change management Process Engineering Road mapping Touchpoint (macrointeraction) Envisioning Designing the moment Interactions Microinteractions
- 24. What are theinteractions that must occur to support that moment—that touchpoint? And what are the constraints and opportunities that are afforded to us in designing those moments?
- 25. ! Un-Sucking thetouchpoint
- 26.
- 27. 22 Static InteractiveHuman Touchpoints need to be human, and actionable.
- 28. 23 Touchpoint ≠Channel Touchpoint ≠ Medium Touchpoint ≠ Platform
- 29. 24 Channel: Amedium of interaction with customers or users.
- 30. MOBILE CHANNEL =MOBILE CONSTRAINTS + OPPORTUNITIES CONSTRAINTS Small Screen Awkward Input Distractions OPPORTUNITIES Portability Sensors Networked
- 31. Touchpoint: A pointof interaction involving a specific human need in a specific time and place.
- 32. Touchpoint: A pointof interaction involving a specific human need in a specific time and place.
- 33. Touchpoint: A pointof interaction involving a specific human need in a specific time and place.
- 34. Touchpoint: A pointof interaction involving a specific human need in a specific time and place.
- 35. KOREA’S HOME PLUS VIRTUAL GROCERY STORES TOUCHPOINT PURCHASE GROCERIES CHANNELS PHYSICAL (BILLBOARD) AND MOBILE PHONE
- 36. KOREA’S HOME PLUS VIRTUAL GROCERY STORES The customer doesn’t care about the channels—but we do. We need to know what limits us, or what opportunities we have: print display, physical environment, mobile technology. TOUCHPOINT PURCHASE GROCERIES CHANNELS PHYSICAL (BILLBOARD) AND MOBILE PHONE
- 37. CHANNEL CHANNEL CHANNEL CHANNEL CHANNEL CHANNEL TOUCHPOINT
- 38. 33 We wantto orchestrate our touchpoints. What is each instrument doing? How and when are they doing it?
- 39. person (with need) organization (value proposition in action)
- 40. person (with need) touchpoint organization (value proposition in action)
- 41. person (with need) touchpoint organization (value proposition in action) How do we support this?
- 42. 36 Thinking (framing) Thinking (framing) Feeling (motivations) With whom Artifacts Doing (behavior) Where Seeing Hearing When
- 43. person organization -enjoyment +
- 44. person organization -enjoyment +
- 45. person + enjoyment- How do we design to support all of these? organization
- 46. (Simplified) Touchpoints fora car sharing service specific need at this time and place Sign Up channels involved to support this Desktop web (provide information) Mail/Keycard (receive membership card in mail) specific need at this time and place Reserving Car channels involved to support this Mobile App (find & reserve) Text Msg (confirm reservation and location) specific need at this time and place Begin Rental channels involved to support this Keycard (car entry) In-dash screen (PIN authorization) specific need at this time and place Get Help/Support channels involved to support this In-dash screen (call for help/support) Mobile phone (call for help/support) Some other touchpoints: finding parking, fueling car, ending reservation, checking usage/billing
- 47. We have ourtouchpoint— a moment in time. We know what is afforded to us—people, places, things—to support this moment. What’s missing?
- 48.
- 49. Feeling, thinking, doing. Motivations Framing Behaviors
- 50. BETTER UNDERSTAND YOURTOUCHPOINTS Describe Characterize Measure
- 51. 42 Every touchpointshould have a value proposition. ! It must justify it’s value, and contribution to the overall journey.
- 52. Touchpoints should be: Appropriate context + culture Relevant meeting needs/functional Meaningful importance/purpose Endearing subtle, playful, delight + Connected seamless in the journey *Todd Wilkens
- 53. Characterizing touchpoints ExclusiveCritical (directly supports value prop) Enhancement Sequential Continuing Repair/Recovery Required (by user) Frequent
- 54. Password recovery Repair/Recovery Product returns
- 55. 46 Sequential Required Computer validation
- 56. 47 Enhancement Freetry-on
- 57. Designing discreet touchpoints,but with the DNA of the whole journey.
- 58. “You set theirexpectations high for what you can do for them, maybe even connect to some deep emotional need, and then dash their hopes when they experience the reality of your service.” $2–$5 Billion Planning & Design of Services $40 Billion Ad Spend Service Anticipation Gap Brandon Schauer http://www.adaptivepath.com/ideas/serious-service-sag/ photo by Seal Beach AT&T
- 59. OVERCOMING SAG Capturelost revenues from the Service Anticipation Gap by applying just a portion of the overwhelming ad spends on the optimization and creation of services. Awareness Entry Engagement Action Traditional Ad Spends Service Investments Inferences Highly measurable Fades quickly Long-lasting investment Diminishing returns Increasing returns
- 62. (Comcast is oneof the most hated companies in the United States ,because of it’s poor customer service) Comcast CEO Brian Roberts vowed Tuesday to bring Uber-like quality to the company's much-maligned customer service. ! Uber "is fantastic," he said, wielding his iPhone to demonstrate a new Comcast app that lets customers schedule an appointment and troubleshoot set-top boxes remotely. "I need to (be able) to push the button and see where my truck is. We're beginning to make our service look like Uber.” ! - USA TODAY
- 63. service experience Orchestratedexperience among all parts of the service, from people to objects to places to interfaces product experience Typically an experience between person and single touchpoint, usually a digital product illustration: Jamin Hegeman
- 64. DEFINING THE JOURNEY WHOLE JOURNEY TOUCHPOINTS WITHIN THE JOURNEY OTHER EVENTS WITHIN THE JOURNEY Buying a home vs. getting a mortgage Going on a trip vs. being a passenger Using transportation vs. buying a car The whole journey involves more than, and extends past, the touchpoints of your company.
- 65. How do wecreate new and redefine existing roles? How do we implement metrics to measure a a holistic cross-channel experience? How should organizations be structured for sustainable experience strategy, planning, and design? 55 Moving Forward
- 66. 56 Airbnb commissioneda Pixar animator to storyboard an entire trip experience frame by frame. ! The 30 slides now hang around Airbnb’s product studio…each radiating empathy for each particular emotional moment in a trip: the guest’s arrival at the airport, her transportation, the first interaction with the host, and more. ! When we critique our designs, we literally say, ‘Which frame is this helping to improve?’ ! — Joe Gebbia, co-founder Airbnb ! ! Fast Company, April 2014 “ ”
- 67. 57 Thank you! Orchestrating Touchpoints Chris Risdon @chrisrisdon #touchpoints