Orchestrating Experiences. Chris Risdon

FIGURE 2.5 Amazon Dash is a signature shopping moment with a beautifully designed enabling touchpoint.

      • Bridge: When you want to help a customer move from one moment to the next or one channel to the next bridge, touchpoints are important. Some bridge touchpoints serve as handoffs (Figure 2.6), such as when one customer service agent dials in a second agent and gracefully transitions the conversation. Other bridges require two or more coordinating touchpoints. For example, a PDF concert ticket attached to an email, the ticket printed from your printer (another touchpoint), the door person asking for and recognizing your ticket, and the scanning of your ticket’s barcode are all touchpoints that bridge the moments from buying a ticket to seeing the show.

FIGURE 2.6 Bridge touchpoints (such as handoffs) often fall through the cracks as different teams focus solely on their own channel.

      • Repair/Recovery: When customers fall off the happy path, repair and recovery touchpoints come to the rescue. If you can’t recall your password, you interact with “Forgot your password?” touchpoints. Or if you receive damaged merchandise, a series of touchpoints aid you in getting a replacement via your channel of choice. Repair/recovery touchpoints often have sequential characteristics to them.

      These are just three of the most common roles that touchpoints may play. You’ll want to review your own moments and their respective touchpoints to determine what roles they play in your product or service experience. This becomes very helpful when you look at key moments through experience maps and service blueprints (see Chapters 5 and 9, “Crafting a Tangible Vision”).

       Making Sure That Touchpoints Do Their Job

      When you approach touchpoints as a coordinated system of featured and supporting players on the stage of experience, you naturally segue to the thought: “Is everyone playing his or her part, and well?” From a measurement standpoint, some touchpoints—especially digital ones—can be tracked and reported on. Examples include the following: shopping cart abandonment rates, email offer click-throughs, usage rates for mobile versus paper boarding passes, and how many customers upgrade a service following a conversation with a call center agent.

      Other touchpoints can be evaluated by asking customers questions in person or via surveys. Was the entertaining airline safety video not so entertaining? How satisfied were you with the call agent’s problem resolution conversation? How would you rate your experience with our new packaging? This feedback can be used to improve specific touchpoints or flow among them.

      As you will see in later chapters, great product and service experiences rely on orchestrating these good touchpoints well.

Two Helpful Frameworks

      Touchpoints can be slippery. They take the form of the channels that deliver them, but work (or often don’t work) in concert to help create a customer’s experience. The same touchpoint—getting shipping status—can be offered simultaneously in different channels. Or a touchpoint can exist in only one channel. Understanding touchpoints, therefore, can require a couple of different (but helpful) frameworks:

      • Touchpoints by moment

      • Touchpoints by channel

       Touchpoints by Moment

      It’s a given that touchpoints play an important role in creating customer moments. They facilitate interactions, deliver information, trigger emotions, and bridge one moment to the next. Figure 2.7 illustrates a simple but powerful framework for placing touchpoints in the context of the overarching customer journeys they support.

      • Journeys: Customers experience product and services over time, often in the context of achieving an explicit goal or meeting an implicit need (see Chapter 4). A journey, in this context, is a conceptual frame to refer to the beginning, middle, and end of the customer’s experience. Example journeys include going to the movies, saving for college, adopting a child, and a trip to the emergency room.

      • Stages: A journey is not monolithic; it unfolds in a series of moments that tend to cluster around specific needs or goals. When mapping experiences, these clusters are known as stages. Stages are essentially chapters of the customer’s journey, which use a level of granularity for creating strategies that the common customer needs. Table 2.2 provides a few examples of journeys and stages.

      • Moments: Whether linear or nonlinear, moments occur throughout a journey as the customers make their way forward in time. Not all moments are created equal, and the most important ones are often referred to as key moments or moments of truth. Regardless, all moments matter.

      • Touchpoints: Touchpoints enable interactions within and across moments. As we’ll discuss in later chapters, defining a vision for each customer moment provides the right inputs for ensuring that each touchpoint plays its unique role while harmonizing with others.