Touchpoint Value Mapping Proventive Solutions

David Alman June 2012 Page 1

Touchpoint Value Mapping: User focused service and performance improvement.

This is about using user experiences at points of interaction –touchpoints- to understand how to achieve better

performance outcomes from:

Services to customers, patients, community groups;

Roles (either job or team/group) are carried out;

Employee competence within a role that needs improving;

Employee well-being: Health & safety, and satisfaction.

While these are widely different areas, we can improve the way organisations perform and provide support and

services to users through the use of Touchpoint Value Mapping.

The basis of Touchpoint Value Mapping is drawn from a number of writers [1] whose focus is primarily on improving

customer service. However, Touchpoint Value Mapping can be significantly widened by thinking of the different

kinds of services provided, both within and external to an organisation, and considering the wide range of users

there are who would like to see their experiences understood to develop and improve the value of performance

outcomes for both organisations and recipients. For example, for:

A buying customer

A user of a service;

A patient;

A community group;

An interest group;

Internal customers serviced by a role or team/group (e.g. next role/group in a process or service delivery

system);

Users of corporate support areas. For example employees experience of HR practices and employment

conditions of an organisation (e.g. complaint management practices, selection and appointment practices,

employee entitlements; payroll issues, training and development provided);

Other role holders affected by the role competence of an employee;

Employees affected by the work environment (e.g. Health and Safety factors, including stress related issues).

Diagram 1 provides a generic Touchpoint Mapping model, where a range of different User Services are identified (in

grey). User experiences (in green, yellow, or red) at touch points (in grey) can generate “service gaps” (in blue).

From this service standards (in brown) and service values (in purple) can be considered as ways to improve user

experiences and the value of service and performance.

Touchpoint Value Mapping Proventive Solutions

David Alman June 2012 Page 2

Diagram 1 Generic Touchpoint Vale Map

Experience Gap (Impact rating)

Positive

Touchpoint Experience

Negative Touchpoint Experience

Actual user experience

Customer thoughts &

feelings

Customer thoughts &

feelings

Service Standard Gap

(Effectiveness – missing, fix,

add, eliminate)

Service Value Gap

(Owner commitment)

Current

Current Current

Current

Proposed Proposed

Proposed Proposed

Service Touch point

Service Touch point

Service Touch point

Service Touch point

Service Touch point

Service Touch point

Service Touch point

Actual Service

delivered (System)

Touchpoints for respective

services

Sample Range of User Service Deliveries - Examples

Service Delivery System Performance

Role (job/group) Performance

Employee Role Competences

Employee well-being Support (e.g. safety risks)

Touchpoint Value Mapping Proventive Solutions

David Alman June 2012 Page 3

Touchpoint Value Maps can be drawn in different ways, for example as a moment by moment string of touchpoints

in a journey as shown in diagram 1, or as geographic drawing or sketch of an area within which that moment by

moment Touchpoint journey occurs.

Identified user value gaps at the interaction – Touchpoint- level involve, as illustrated in Diagram 1, considering,

identifying, and addressing three service support levels within an organisation:

The Actual Experience Gap (in blue) between actual and preferred experience gap can be valued and the

impact rated in different ways [2]. For example:

o In Diagram 1 user experience is colour coded. This can be simply translated into +1, 0. -1 for

green, yellow, and red respectively, and the total experience the Total Perceived Value totalled.

o This can be made more detailed through a wider variance range, and also though the use of

weighted measures.

Also as shown under the Actual Experience Gap (in blue) in Diagram 1 are recorded feelings and thoughts

(e.g. frustration) in terms of a user’s perception of touchpoint experiences. This can be reflected in a

reasonable or fair treatment model where a:

Decision;

Process (or practice);

Interpersonal contact; and/ or

Values, such as those perceived in expressed or implied in attitudes, assumptions, beliefs etc.

Can be tangible and intangible areas impacting on user’s perception of the value of a service. This can

be shown as a Fair Treatment model as in Diagram 2.

Diagram 2 Fair Treatment Model

Service Standards Gap: Identify gaps between customer Preferred Experience and Service Standards set.

Where questions about their effectiveness can be considered. For example, are there any missing; need to be

reset; added; or eliminated.

Decisions

Process Interpersonal

Values

Touchpoint Value Mapping Proventive Solutions

David Alman June 2012 Page 4

Service Value Gap: Recognise gaps between current Service Values (e.g. management and frontline

attitudes that influence and support the way Service Standards are applied.

Touchpoint Value Mapping can be applied to a range of circumstances to improve service and performance for users

that are either within or external to and organisation. It is a systems approach, seeking out interrelated and

systemic causes that need to be considered together for a successful improvement at role, process, and

organisational level, and added value to user experience.

References

References in the development of this Touchpoint Value Mapping document are drawn from two themes.

The first relates to a Value Mapping Journey that a number of writers on contributors have referenced in

different ways:

The Gaps Model of service quality (Zeithaml, Parasuraman & Berry 1990) used in the ServQual. Reference:

http://www.uob-community.ballarat.edu.au/.../BM404/BM404_lecture2.ppt

http://www.freequality.org/documents/training/GapAnalysis%5B2%5D.ppt

Then, the Customer Journey Maps (CJMs), as referenced in:

http://www.cxacademy.org/customer-journeys-an-introduction.html

http://www.mycustomer.com/topic/customer-experience/customer-journey-mapping-and-process-design-

do-you-know-difference/136609

Then, Touchpoint Mapping as in references such as:

http://www.baesystemsdetica.com/uploads/resources/9c0d133204f07af12f5fd69fd70f1ddb1.pdf

http://www.slideshare.net/TrainiacSA/overview-of-customer-touchpoint-mapping

http://www.touchpointdashboard.com/2011/08/what-is-a-customer-touchpoint-or-journey-map/

The second relates to Value Network Analysis and the measurement of Value Contribution. Reference:

http://www.valuenetworksandcollaboration.com/analysis/perceivedvalue.html