Effectively she was mapping individual touch points a customer has along the interaction journey with our company. Each touch point had 2 components, importance and satisfaction (or delivery) and was measured on a scale from [-5, +5]. Dividing the journey into logical components like “information gathering”, “consultation”, “requirements and needs”, “finding the right vendor”, ” finding the right solution”, “establishing a relationship”, “designing a system”, and so on allows to have different owners and clear subject matter experts.
That’s good to define the touch points from a service or solution provider. But to get the real user experience you need to see it wearing the customer shoes.
Marc Fonteijn provides a great example:
|“Building a customer journey implies the observation of the user experience and the representation of that experience through its touch points.
The example shown here is a rough sketch used for the construction of a customer journey map (in this case the map is referred to a simplified train ride). The starting point is the identification of the touch points as the elements of the service interface that establish the relation between the user and the organization. The touchpoints can be physical, virtual or human. The user experience is obtained by connecting the different touch points in a sequence.”
The idea going forward is to measure the customer experience. First as it is now and as such creating a baseline. Now that doesn’t help much without a goal.
What is our ambition? In this instance it is to create context to a brand promise and to ensure we live up to it.
In our case the baseline will provide us with core information where we meet our own target and where we fall short. Those touch points need addressing. The importance metrics will help us to prioritise where the satisfaction metric doesn’t meet the customer’s expectation. Here is an other example by Tyler Tate:
Just to get it right:
- our brand promise sets the ambition = that is what we would like the user experience to be. It needs to be defined on touch point level.
- the importance metric brings the touch point in categories to help prioritise. The touch point importance is seen from the customer!
- the satisfaction metric tells us how the user experience each touch point. The first measure builds the baseline.
- regular measures ensure our actions are hitting the mark.
A complete example can be found here. It is done by Adaptive Path.
A word of caution: Kano’s model predicts that today’s customer’s delight is tomorrow taken for granted. In other words the user experience needs to be kept current. And dependent on the volatility of the respected market the frequency has to match.