As services become more interconnected across channels and devices—and more importantly across time and space—it’s becoming increasingly important to find ways to gain insight about customers’ interactions with your product or service. Whether it’s an expanding digital product ecosystem, a cross-channel retail experience, or a complex, intangible service experience -- how do we design experiences that unfold over time and through changing contexts? How do we ramp up new cross-functional teams that don't have a shared sense of process or methodology? But the mandate is there, design a holistic experience seamlessly spanning the whole customer journey. How do you design this journey? One where each moment your organization touches or connects with a person’s life is appropriate, relevant, meaningful, and endearing? In this talk, I'll focus on the power and peril of the touchpoint—where customers connect with your product or service. I'll discuss how to orchestrate these moments across the end-user's journey.

1. Orchestrating
Touchpoints
Chris Risdon
@chrisrisdon
#touchpoints

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Digital UX
Empathy
Design Thinking
Informed Strategy
Product /Service

19. 17
Digital UX
Empathy
Design Thinking
Informed Strategy
Call CenterPhysical Space
Product /Service

20. 17
Digital UX
Empathy
Design Thinking
Informed Strategy
Call CenterPhysical Space
Product /Service

21. 17
Digital UX
Empathy
Design Thinking
Informed Strategy
Call CenterPhysical Space
Product /Service
Organization

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Maintaining empathy in the
face of increased complexity.

23. Service Design

24. Cross-Channel

25. Multi-Platform Ecosystems

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Design for experiences that
unfold over time and through
many different touchpoints.

28. Journey
Hub of empathy,
understanding and strategy

29. Journey
Hub of empathy,
understanding and strategy
Organization
Enabling design/
Supporting journey/
Transforming Enterprises
Change management
Process Engineering
Road mapping

30. Journey
Hub of empathy,
understanding and strategy
Organization
Enabling design/
Supporting journey/
Transforming Enterprises
Change management
Process Engineering
Road mapping
Touchpoint
(macrointeraction)
Envisioning
Designing the moment

31. Journey
Hub of empathy,
understanding and strategy
Organization
Enabling design/
Supporting journey/
Transforming Enterprises
Change management
Process Engineering
Road mapping
Interactions
Microinteractions
Touchpoint
(macrointeraction)
Envisioning
Designing the moment

32. Journey
Hub of empathy,
understanding and strategy
Interactions
Microinteractions
Touchpoint
(macrointeraction)
Envisioning
Designing the moment
Moment in time!

33. And what are the constraints and opportunities that
are afforded to us in designing those moments?
What are the interactions that
must occur to support that
moment—that touchpoint?

34. Wait a minute...
What is a touchpoint?

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InteractiveStatic Human

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Touchpoints need to be human,
and actionable.
InteractiveStatic Human

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Touchpoint ≠ Channel
Touchpoint ≠ Medium
Touchpoint ≠ Platform

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Channel:
A medium of interaction
with customers or users.

39. CONSTRAINTS
Small Screen
Awkward Input
Distractions
MOBILE CHANNEL = MOBILE CONSTRAINTS + OPPORTUNITIES
OPPORTUNITIES
Portability
Sensors
Networked

40. Touchpoint:
A point of interaction involving a
specific human need in a specific
time and place.

41. KOREA’S HOME PLUS
VIRTUAL GROCERY STORES
TOUCHPOINT
PURCHASE
GROCERIES
CHANNELS
PHYSICAL (BILLBOARD)
AND
MOBILE PHONE

42. KOREA’S HOME PLUS
VIRTUAL GROCERY STORES
TOUCHPOINT
PURCHASE
GROCERIES
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.
CHANNELS
PHYSICAL (BILLBOARD)
AND
MOBILE PHONE

43. TOUCHPOINT

44. CHANNEL
CHANNEL
CHANNEL
CHANNEL
CHANNEL
CHANNEL
TOUCHPOINT

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We want to
orchestrate our
touchpoints.
What is each
instrument doing?
How and when are
they doing it?

46. person
(with need)
organization
(value proposition
in action)

47. person
(with need)
organization
(value proposition
in action)
touchpoint
How do we support this?

48. person
organization
-enjoyment+

49. person
organization
-enjoyment+
How do we design to support all of these?

50. (Simplified) Touchpoints for a car sharing service
Sign Up
specific need at
this time and place
channels involved
to support this
Desktop web
(provide information)
Mail/Keycard
(receive membership
card in mail)
Reserving Car
specific need at
this time and place
channels involved
to support this
Mobile App
(find reserve)
Text Msg
(confirm reservation
and location)
Begin Rental
specific need at
this time and place
channels involved
to support this
Keycard
(car entry)
In-dash screen
(PIN authorization)
Get Help/Support
specific need at
this time and place
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

51. Feeling, thinking, doing.

52. Feeling, thinking, doing.
Motivations Framing Behaviors

53. BETTER UNDERSTAND
YOUR TOUCHPOINTS
Describe
Characterize
Measure

54. Touchpoints should be:
Appropriate context + culture
Relevant meeting needs/functional
Meaningful importance/purpose
Endearing subtle, playful, delight
+
Connected seamless in the journey
*Todd Wilkens

55. Exclusive Critical
(directly supports value prop)
Enhancement Sequential
Characterizing touchpoints
Continuing FrequentRepair/Recovery Required (by user)

56. Repair/Recovery
Password recovery
Product returns

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Sequential
Required
Computer validation

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Every touchpoint should
have a value proposition.
!
It must justify it’s value, and
contribution to the overall journey.

59. $2–$5 Billion
Planning
Design of
Services
$40 Billion
Ad Spend
Service
Anticipation
Gap
photo by Seal Beach ATThttp://www.adaptivepath.com/ideas/serious-service-sag/
Brandon Schauer
“You set their expectations 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.”

60. Awareness Entry Engagement Action
Traditional Ad Spends Service Investments
OVERCOMING SAG
Capture lost revenues from the Service Anticipation Gap
by applying just a portion of the overwhelming ad spends
on the optimization and creation of services.
Fades quickly Long-lasting investment
Highly measurableInferences
Diminishing returns Increasing returns

61. 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
(Comcast is one of the most hated companies in the United
States ,because of it’s poor customer service)

62. Creating new and redefining existing staff roles
Changing internal metrics to measure a
cross-channel experience
Developing new business functions to support the
sustainability of the desired experience, e.g., a program
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Moving Forward

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Airbnb commissioned a 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
“
”

64. The universe is made
of stories, not atoms.
Muriel Rukeyser

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Thank you!
Orchestrating Touchpoints
Chris Risdon
@chrisrisdon
#touchpoints