Chris Risdon - Orchestrating Touchpoints (From Business to Buttons 2014)
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Orchestrating Touchpoints Chris Risdon @chrisrisdon #touchpoints
description
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.
Transcript of Chris Risdon - Orchestrating Touchpoints (From Business to Buttons 2014)
Orchestrating Touchpoints
Chris Risdon
@chrisrisdon#touchpoints
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Digital UXEmpathy
Design Thinking Informed Strategy
Product /Service
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Digital UXEmpathy
Design Thinking Informed Strategy
Call CenterPhysical Space
Product /Service
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Digital UXEmpathy
Design Thinking Informed Strategy
Call CenterPhysical Space
Product /Service
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Digital UXEmpathy
Design Thinking Informed Strategy
Call CenterPhysical Space
Product /Service
Organization
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Maintaining empathy in the face of increased complexity.
Service Design
Cross-Channel
Multi-Platform Ecosystems
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Design for experiences that unfold over time and through many different touchpoints.
Journey Hub of empathy, understanding and strategy
Journey Hub of empathy, understanding and strategy
Organization Enabling design/Supporting journey/ Transforming Enterprises
Change management
Process Engineering
Road mapping
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
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
Journey Hub of empathy, understanding and strategy
Interactions
Microinteractions
Touchpoint (macrointeraction) Envisioning Designing the moment
Moment in time!
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?
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 ≠ ChannelTouchpoint ≠ MediumTouchpoint ≠ Platform
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Channel: A medium of interaction with customers or users.
CONSTRAINTS
Small Screen
Awkward Input
Distractions
MOBILE CHANNEL = MOBILE CONSTRAINTS + OPPORTUNITIES
OPPORTUNITIES
Portability
Sensors
Networked
Touchpoint: A point of interaction involving a specific human need in a specific time and place.
KOREA’S HOME PLUS VIRTUAL GROCERY STORES
TOUCHPOINT PURCHASE GROCERIES
CHANNELS PHYSICAL (BILLBOARD)
ANDMOBILE PHONE
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)
ANDMOBILE PHONE
TOUCHPOINT
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?
person (with need)
organization (value proposition
in action)
person (with need)
organization (value proposition
in action)to
uchpoint
How do we support this?
person
organization
- en
joym
ent +
person
organization
- en
joym
ent +
How do we design to support all of these?
(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
Feeling, thinking, doing.
Feeling, thinking, doing.
Motivations Framing Behaviors
BETTER UNDERSTAND YOUR TOUCHPOINTS
Describe Characterize Measure
Touchpoints should be: Appropriate context + culture Relevant meeting needs/functional Meaningful importance/purpose Endearing subtle, playful, delight + Connected seamless in the journey
*Todd Wilkens
Exclusive Critical (directly supports value prop)
Enhancement Sequential
Characterizing touchpoints
Continuing FrequentRepair/Recovery Required (by user)
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.
$2–$5 Billion Planning & Design of Services
$40 Billion Ad Spend Service
Anticipation Gap
photo by Seal Beach AT&Thttp://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.”
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
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)
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
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Fast Company, April 2014
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The universe is made of stories, not atoms.
Muriel Rukeyser
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Thank you!
Orchestrating Touchpoints
Chris Risdon
@chrisrisdon#touchpoints
