Chris Risdon - Orchestrating Touchpoints (From Business to Buttons 2014)
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The document discusses the importance of orchestrating touchpoints in service design to enhance user experience across digital and physical interactions. It emphasizes the need for empathy and understanding in designing touchpoints that meet specific human needs in various contexts. The text also explores the complexities of multi-channel ecosystems and how to strategically manage them to create meaningful customer journeys.
Chris Risdon - Orchestrating Touchpoints (From Business to Buttons 2014)
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- 18. 17 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
- 22. 18 Maintaining empathy in the face of increased complexity.
- 23. Service Design
- 24. Cross-Channel
- 26. 22 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?
- 36. 28 Touchpoints need to be human, and actionable. InteractiveStatic Human
- 37. 29 Touchpoint ≠ Channel Touchpoint ≠ Medium Touchpoint ≠ Platform
- 38. 30 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
- 45. 36 We want to orchestrate our touchpoints. What is each instrument doing? How and when are they doing it?
- 47. person (with need) organization (value proposition in action) touchpoint How do we support this?
- 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
- 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)
- 58. 47 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 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 “ ”
- 64. The universe is made of stories, not atoms. Muriel Rukeyser
- 65. 54 Thank you! Orchestrating Touchpoints Chris Risdon @chrisrisdon #touchpoints