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.
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?
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
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
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
51
Moving Forward
63. 52
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
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