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Beyond the basics, you can go much deeper into cataloging your touchpoints and describing their roles (and how well they play it) in the customer experience. This finely detailed approach is valuable in transformative work that involves reimagining customer journeys or creating sophisticated service experience architectures. While this takes time, the return on investment can be great in terms of better customer experiences and more easily managed operations.

A detailed inventory uses the same methods as outlined in this chapter, but with more information to collect and document. Like a content inventory, a spreadsheet tool provides the right functionality and flexibility to capture and analyze your work. You can then create different visual documentation with varying levels of information as needed. As Chapter 11, “Taking Up the Baton,” advises, your touchpoint inventory should be a living document for planning, creating, changing, and retiring touchpoints.

Below are common attributes helpful to capture and track your touchpoints throughout the design process.

• Channel stage: What stage(s) does the touchpoint support?

• Moment: What moment(s) does the touchpoint support?

• Touchpoint name: Make this clear and unique. If the touchpoint takes on different forms in different channels, keep the name consistent. For example, an Uber “ride confirmation” can be delivered via push notification or text message.

• Needs: What needs does the touchpoint meet? If none, do you need it?

• Roles: What roles—such as featured or repair/recovery—does the touchpoint play?

• Connections: If the touchpoint lives in a sequence or bridges to another touchpoint and channel, list those touchpoints here.

• Quality: Is the touchpoint good? Does it fail to adhere to basic heuristics or specific experience principles?

• Measurement: Do you have any performance metrics associated with the touchpoint?

• Owner: Who owns the touchpoint from the organization’s viewpoint?

• Status: Is there a plan to change or replace the touchpoint in the future?

Nailing down all these details can be a collaborative effort by leveraging shared spreadsheets to have people contribute across the enterprise. Together, you can create a living document of the architecture that makes your customer experiences possible. This foundation will then pay off as you collectively research, imagine, and conceptualize the moments and touchpoints of the future.

Coda

• Touchpoints are critical architectural components of end-to-end experiences. Moment by moment, one or more touchpoints enables interactions between your customers and your product or service.

• While you can design and make them in advance, touchpoints come to life when a customer interacts with them in real time and in a specific context. Some touchpoints occur without any design intervention as customers make their own pathways through and around your organization.

• Create your touchpoints based on meeting specific customer needs and embodying one or more key characteristics. If there is no need or a clear purpose, why do you need it?

• You can use different methods—research, workshops, and discovery—to identify your touchpoints. A simple matrix showing which touchpoints exist at the intersection of journey stages and channels can have eye-opening impact on your colleagues.

• How much detail you capture as you identify touchpoints depends on your goals and time allocated. Start lean to change mindsets; go deep to fuel more advanced techniques in designing and managing your experiences.

CHAPTER 2 WORKSHOP TOUCHPOINT INVENTORY

This workshop is designed to engage your stakeholders in building your initial touchpoint inventory. If you have a draft already, you can easily adapt this workshop to fill in gaps and refine your understanding. The benefits of bringing collaborators together to build or refine a touchpoint inventory are many and include the following:

• Jump-start your discovery: Leveraging the knowledge of others, a first pass at the inventory can usually be completed in 2–4 hours, depending on the complexity of your product or service.

• Teach new concepts: Workshops are a great way to introduce new concepts (e.g., What is a touchpoint?) while focusing most of the time on creating a valuable framework.

• Build relationships: Scheduling the workshop will help you identify and build relationships with key people across functions and groups. It’s also a great opportunity to test the waters on getting more time and partnerships to construct and then use the inventory.

Remember: This is just a start. You will uncover more about your touchpoints when you engage customers in your research (see Chapter 5.