14 – multidisciplinary touch point design

Th is exercise will help you learn how to recognise the multidisciplinary design and orchestration of multi-touchpoint experiences.

see page 177 of BDI.

23 Responses Subscribe to comments

  1. leCON7

    Touchpoints for the Wehkamp experience
    Overall the touch points strengthen each other, the store is designed that it almost feels like a real shopping experiences, except there are no tangible products and that you don’t textually see any sales person at all. It looks like a normal online store, but that is a real strength so that unfamiliar customers feel safe buying things online. Each touchpoint leads to the next in a real logic order, just like in a normal store. Maybe some touch point are drawing more attention than others, but that is perfectly fine, because these touch points are also more important.
    There are not a lot of different design disciplines applied for the Wehkamp online store; in general it is the communication design en service design. I suppose that they work well together, it is one of the most famous online malls of the Netherlands. Not a lot of attention is played to a more personal touch in the entire experience, but the service is good and quick for a good price.

    Oct 27, 2011 @ 12:24 pm

  2. Group 14


    In the picture shown in this comment, most of the touchpoints and design disciplins are described in blue pencil above each step in the journey map of the consumer (on the cinema experience, also see the previous excersize).

    Leading to actually visiting the cinema, the consumer already encounters some touchpoints which are mainly in the field of communication design. It could be a movie poster or advert on for example youtube, which attracts the attention and evokes a desier, followed by the website of the cinema itself and the form where consumers can e.g. reserve tickets. Finally this is followed by actual going to the cinema were another bunch of touchpoints is encountered. These early touchpoint orchestrate in the way that they work together to lead the consumer to the actual cinema itself. However, a general movie poster only attracts the user to a certain movie, and not to a certain cinema. The different touchpoints which are – one could say – owned by the different cinema’s of course compete with each other.
    In the cinema itself, a lot of different design disciplines are used to give the consumer a cinema experience. However, they could be orchestrated more to give the consumer a really appealing cinema experience. As already described in the previous assignment, improving the service design will have a positive effect on the consumer experience. In our opinion, we would make going to the cinema more as an experience. Often the interior and architectural design is already appealing and different in the cinema, but for example the employes could be trained to give visitors a more special feeling. So a specific brand of cinema is for example known by the friendliness and flexibility of it’s employees, the differentiation in food they offer (besides the normal cinema food), etc. One of the group members for example visited an Italian restaurant recently, and the waiters were giving performances in singing and being very informal at the same time and served the food almost like a show. Besides that the food was excellent, this extra service really added some special to this restaurant. On a similar way, we think a cinema can differentiate itself by improving it’s services.

    Oct 27, 2011 @ 3:24 pm

  3. Paradox 20

    Readdressing the assignment at chapter number five on the costumer journey on buying the BRAND-DRIVEN INNOVATION book, written by Erik Roscam Abbing and determining the different touchpoints needed en each of the steps of the process we determined these as the most important remarks and reflections:

    • As we already discussed in the previous post, we determined that this product journey is multi-branded and therefore the touchpoints connection during the process struggles with the ideal experience that the BDI book wants to project. In each of the independent steps concerned to a specific brand, they can control the experience with the costumer buy setting a right structured lined touchpoints. The problem is that the touchpoints between the brands are not connected. We perceive problems bridging the different companies’ touchpoints, mainly because they don’t share the same brand promise.
    • Maybe one way to deal with this is by carefully selecting between the brans, trying to look brands that create more harmony in this multitouchpoint orchestration and your own brand.
    • We believe that the overlay of touchpoints in good because it can give a much richer experience for the costumer. Even more if there are some standardized touchpoints, and then you just include some new ones to increase the good experience.
    • When the environment is controlled, as in the bookdepository.com phase of the journey it is easy to connect the touchpoints. It gets harder to control the touchpoints in an environment as the Waltman store because you cannot control the environment or the people in it.
    • People personal interaction it might be one of the most important touchpoints, because a good personal service it will become in good advertisement. But it is hard to find people 100% reliable on delivering the brand experience.

    Note: See the images attached to this comment. The pink papers represent the touchpoints on each step
    [img]http://www.branddriveninnovation.com/wp-content/Top 3.JPG[/img]
    [img]http://www.branddriveninnovation.com/wp-content/Top 4.JPG[/img]

    Oct 29, 2011 @ 2:30 pm

  4. Group 13 - Paper Planes

    Going back to the previous “in practice” from the chapter 5.6, the group took the customer journey in order to encounter the touch points. In fact, we would like to reinforce the idea of a well structured strategy from McDonalds. In terms of touch points, we have found that there is no moment in our customer journey where the user has no touch point. To exemplify this, we have selected two different situations:

    The first situation is when ordering the food. As far the company is characterized by fast ordering, this could become a problem for a user in doubt. To avoid this, whether the cash-out machine or the cashier suggest some different options and side dishes which suits your meal requirements better. Thus from one side this might help the user, but the main goal is that McDonalds wants to sell more food as well as speeding the line.

    The second one is related to the food ingredients. It is well known that McDonalds has been questioned about the quality of their food. Therefore they tried to inform the customers a bit more about the ingredients and nutritious values of the food that they are eating. They printed this information on the packaging of the hamburgers and other products. This forms a good touch point in the step where people are actually eating in the restaurant, because when they read this information they realise that McDonalds pays attention to these things as well.

    Hence, relating each discipline to design every touch point and make a whole connected story from it, will make a better whole experience from both user and company. This can be clearly seen in the McDonalds example.

    [img]http://www.branddriveninnovation.com/wp-content/2011-11-01 13.22.39-1.jpg[/img]

    Nov 01, 2011 @ 2:37 pm

  5. Guido Knook

    Overall we saw that only when the Eurostar brand is conveyed different design disciplines worked together. When the consumer boards the train, service-, environmental- and communication-design are transfered. This is done on an interaction level as well as on a performance level. In the earlier stages most of the design disciplines the user comes in contact with are not conveyed from or trough the Eurostar brand but through the other brands which were mentioned in the chapter 5 discussion.

    We think that Eurostar could greatly improve their consumer journey experience by first transfering most of these touchpoints and the design disciplines used to their own brand. Secondly when these touchpoints are their own, they should be able to make a great Eurostar experience by trying to use all disciplines from a meaning level upwards to the aesthetics using every level and therefore strenghtening on all these levels.

    Nov 02, 2011 @ 7:06 pm

  6. Group 23

    You can find our discussion of the touchpoints in the previous section: “working with design strategy tools”.

    Nov 02, 2011 @ 8:53 pm

  7. Synergize & Co

    In Practice
    Multidisciplinary touchpoint design

    The cases used in this assignment are explained in the previous assignment (13 – working with design strategy tools)
    Our customer journeys involve several brands along the process, not just one. These different brands have distinctively different approach. However strong similarities can be found. For example we see that every brand uses touch points from multiple disciplines to strengthen the total message. Furthermore we see that almost in every step the online communication is very important, every company has a website and we always start by searching on the web. Nowadays the webpage is the first contact the company has with the customer.

    We noticed as well that most companies understand that different small touchpoints, concerning the store and employees, work together if used in a coherent way. We’ve seen that in terms of visual communication all the brands have a very clear strategy on how to reach the customer. Nevertheless, we’ve also seen that in terms of service they all lack some coherence.

    Along our customer journeys we both experienced service issues that ruined the experience with the brand, especially when you are in direct contact with the company either in person or by phone. The touchpoints can appear to be orchestrated but if the direct communication with people in the company is not coherent and if a direct touchpoint like a customer service employee is not helpful then the whole orchestration loses value.

    When looking at the design disciplines we found that communication and interaction end up being involved in almost all the touchpoints since they somehow link the products and the environments with the user.

    Lastly, we want to make an, in our opinion valuable and possibly new, addition to this model. when talking about the service as it is defined in the book, we also think that there should be special attention on people’s behaviour. It might be another extra discipline dedicated entirely to how the interaction between somebody from the company and the customer interact. Though we know that companies have this as employee training, maybe it should be considered as an extra design task where the interaction between people is also part of the branding of the company. We understand that it now belongs to the discipline of service design, but in our opinion it deserves special attention, and should therefor have a category of its own.


    Synergize & Co

    Nov 02, 2011 @ 10:43 pm

  8. Team Nine

    Multidisciplinary touchpoint design

    [img]http://www.branddriveninnovation.com/wp-content/Customer journey (2).jpg[/img]

    In this example, of the consumer journey, touchpoints from two companies are involved, OV-chip card organization (OV) and Nederlandse Spoorwegen (NS).
    The NS touchpoints, like the service desk, provides the user the OV application form and information booklet to obtain the personal OV-chipcard. Also, when you get the OV-chipcard, a touchpoint (letter) leads the consumer to a NS touchpoint, which is a phone call, to purchase the discount card. In this way they strengthen each other and this makes the process smoother.

    The touchpoints of NS are coherent in the colors of the brand (blue and yellow). The logo is often presented with each touchpoint (letters, service desk, train station environment). This also counts for OV: their booklets, letters and their product have coherent graphic design and the logo is consistently presented.

    The customer journey we created is not about a product but about a service, this is why the main design disciplines involved are service design and communication design.

    Nov 02, 2011 @ 11:49 pm

  9. G3


    The journey map we drew for last chapter is the experience of “preparation for abroad travelling”. The whole journey is divided into four phases, “Orientation”, “Decision”, “Informative Preparation” and “Practical Preparation & Check”. We identified the touchpoints that the users contact with. Since the whole journey contains complex long-term experience, four main types of touchpoints, “Website”, “Travel Agency”, “Airline” and “Social Network” are selected to discuss in this practice.

    The touchpoints we found cannot be taken apart. For instance, ask for friends’ advices can be the start point of a stage, for further information, users could dig the information on the Internet and also from a travelling agency. After users make their first decision they can also ask for friends’ opinion to see if there is anything they need to take care of. Therefor the touchpoints can be diverse within a stage. Each main type touchpoint can enhance each other’s function by using them intermittently. There is no particular order of touchpoints to finish the mission. Every choice is differ from the interests, age, area or even the place users is going to. To build a systemic experience for the users who need to prepare for their travelling need a clear target group and a more concrete context. To decide what designers could offer them should focus on how and where users seek information from. The rest of concerns are people’s perception towards graphic,

    Compare these three main types of touchpoints, for websites is more interaction oriented, travel agency is more service oriented and the conversations with friends is more communication design oriented. The similarity between different disciplines is communication, the communication between objects and people, people and people. The difference the interaction on websites contains much more information; users have more options and can compare the information in a short time and a fixed place. That’s less time consuming. However, it also means more touchpoints to be designed. The good interactions can serve to get better service the interaction design and communication design can be used for service design. That’s how different design disciplines strengthen each other.

    Nov 03, 2011 @ 1:18 pm

  10. 3plus3

    Prior to the actual visiting of IKEA store, at home, the consumer already contacts with some touchpoints of the brand, such as website, catalogue, advertisements on TV and radio. These touchpoints are mainly in communication design. They complement to each others to attract the attention of the consumer and arouse their desires to go shopping at the IKEA store. What is more, the interaction design of the website (e.g. online planning tool and Anna help centre) strengthens the communication functions by providing real time two-way interactions instead of one-way transmissions.
    While coming to the IKEA store, the consumers contact with various touchpoints in different design disciplines, especially in the environment design. The building, the building planning, the showing room, the staffs and etc. as well as the restaurant are orchestrated very well. IKEA seizes the mind of consumer and make use of these touchpoints as foils to achieve the purpose of promoting products.
    Finally, after purchasing, while assembling the furniture at home, IKEA provides the assembling tools and the manual as touchpoints to orchestrate with the product itself. These touchpoints strengthen each others to make the consumer still immerse in the joy of IKEA journey even when they have already left the store.
    We found that IKEA smartly uses various “DIY” touchpoints to pretend that they are “service” points provided by IKEA. Those points can be found in the entire consumer journey, from the website, the building planning map and self-check computers, to the assembling tools. Those touchpoints, designed by different disciplines, work together in a good way to help both the company and the consumers. On one hand, the consumers feel that they are served by IKEA, even though they are doing it themselves with the touchpoints. Here, the service design discipline is complimented by other design disciplines, especially the interaction design. On the other hand, it helps IKEA itself to reduce the costs, then, provides low prices to the customers.
    IKEA is good at using touchpoints in environment disciplines to strengthen the products, and in interaction design for the service design. However, we found that the environment design, says the building planning, of the store can be improved for more user friendly. The one-way layout often makes the consumers feel tired after walking through the whole store. The environment design and interaction design can work together more; using interaction design to strengthen and complement the environment design to provide a better shopping experience at IKEA store.

    Nov 03, 2011 @ 3:27 pm

  11. Group 15

    We used the consumer journey, that we posted in previous section “In practice: working with design strategy tools”, to illustrate touchpoint orchestration for an experience, in this case the travel experience with easyJet.
    [img]http://www.branddriveninnovation.com/wp-content/BPS consumer journey w touchpoints.jpg[/img]

    For each step of this consumer journey, touchpoints that the user comes into contacts with and the design disciplines (from p. 153 in the book) involved were defined.

    The touchpoints were orchestrated in a sequence: from displaying the brand to delivering the brand promise. The touchpoints go from visualisation of the brand (website and advertisements) to the concrete service (the flight experience). We noted that the first touchpoints were created to attract the consumer’s attention to the brand and service, by using bright colours and by displaying the beneficial ticket price. Then, during the actual flight, easyJet uses touchpoints to convince the consumer that the brand is more than visuals. They use more concrete touchpoints for the service, such as the flight attendance’s positive attitude, to convey that the brand delivers a good flight experience and a good service. We also noted that many touchpoints were repeated during the whole journey, such as advertisement in easyJet’s bright colours, display of their branded uniform and the customer service, which all adds to the consumer’s awareness of the brand.

    There were often several touchpoints per step in the journey. These worked well together to emphasise the brand and to strengthen the experience. But for some steps, there were no touchpoints that we could think of at all. These empty spots disturbed the flow of the total user experience. It is like removing some instruments of the orchestra; it might not always be obvious that instruments are missing but in the end there is still something missing in the performance, which can be disturbing and it might ruin the whole concert experience.

    When analysing which design disciplines that were used for the touchpoints of each step, we realised that easyJet practices multi-disciplinary design. Most of the steps involved at least two disciplines (there were two steps that even involved all five of the disciplines!). There is a clear relation between the touchpoints and the disciplines involved: the more touchpoints used for a certain step, the more disciplines were involved. And vice versa: where there were no touchpoints used, there were also no design disciplines involved, at least not visible to us. The disciplines definitely strengthen each other and work well because they give a more complete experience when used together. It was quite obvious that service and communication design were used most often in the journey, which is not surprising since easyJet is selling their services and has to use communication in order to do so.

    However, we feel that there are still some aspects that could be improved and that we would do differently. We would use touchpoints for every step of the consumer journey in order to create a complete user experience. One example is to add a touchpoint to the “Go to airport”-step, e.g. an easyJet-bus or taxi. Design disciplines could also be added. For example, to the “Wander around at airport”-step, a lounge with interactive devices could be added to the airport, so that interaction design could be involved and in that way provide a better experience for the consumer. The environment design involved at the airport experience could also be improved to provide a more enjoyable environment (especially the “waiting room”) for the consumer.

    Nov 03, 2011 @ 4:26 pm

  12. [PENTAGON]

    Looking at the Customer Journeys of both experiences (HEMA and Staples), the following conclusions can be drawn:

    // HEMA //
    HEMA, as it is a shopping experience, has a complete different set of touch points and disciplines linked to them, compared to Staples.
    The HEMA has more physical (retail) touch points, which concern direct interaction between product (experience) and customer.
    Due to the shop routing, one touchpoint flows into another one, creating an experience going from shallow (Aesthetics) to deeper (→interaction → product performance → meaning) to shallow again (→interaction → billing) to eventually leaving the shop and going home. Eventually, the customer feels in control; he decides what he wants to see, what he wants to touch, what he wants to buy and what he wants to buy with discount. It looks like HEMA wants to establish this feeling and maps a close customer – brand interaction.

    // STAPLES //
    Staples, on the other hand, has a Webshop, in which many touch points come across in a certain order, but seem more random than in a physical retail environment. For example, at some point an advertisement appears, seducing the customer to buy more products which are related to the products which are being bought (“have you seen this product?”). This appears at the purchasing phase.
    At nearly every phase, interaction comes across. This is because the website is the basis of the communication between customer and Staples.

    The webshop needs a number of steps to go through. The customer must do a lot to get the products delivered at home. The customer service has to be contacted to get it done. An important note in this case is that the meaning comes at the end, when the product has been delivered at home. This is the first physical contact between customer and product. This makes the customer feel like the Brand is in control.
    Note: this might be because Staples is a office supplies distributer for companies, not for homes.

    During this assignment, it was hard to link the disciplines and touch points together, as they seem to have overlapping properties and goals. It took a while to get them in order and create an understandable overview.

    Nov 04, 2011 @ 8:04 pm

  13. peer2peer

    Consumer Journey: Visit to the museum
    As already shown on the previous post, our consumer journey consisted on a regular visit to a museum. Although some touchpoints were already implicitly mentioned before, some others came up during the touchpoint design and orchestration.

    To address the journey in the broadest possible way, we began by analyzing the user’s first contact with the museum. We realized that on top of “real touchpoints” like magazine, posters, flyers, etc, there was also the “digital touchpoints” the user gets in touch at the beginning of his/her journey: website, radio, tv, facebook, twitter, digital tour, ticket online, etc. Therefore, we defined 2 first stages where “digital touchpoints” were involved.

    Along the journey, the touchpoints and activities involved were interconnected between each other, and interesting to notice was that some touchpoints from the beginning of the consumer’s journey, such as facebook, was permanently receiving feedback from one the last touchpoints: the guest book.

    [img]http://www.branddriveninnovation.com/wp-content/In Practice-6B.jpg[/img]

    Overall, we believe a museum journey has been already analyzed quite deep enough. However, we summarize some “Done differently” bullet points we would like to highlight. Firstly, the idea of not buy a product, but instead an EXPERIENCE, which can be addressed to child friendly too. Moreover, some services like the headphones renting should be consider included in ticket price, without promoting it as an extra.

    Nov 04, 2011 @ 11:07 pm

  14. - shiqi -

    Before going into the zoo.
    Visitors encounter touch points through the website, some road signs and parking lot, which are communication, service and environment design.

    Getting into the zoo.
    Here customers encounter touch points through:
    – buying ticket (service, product and communication design),
    – buying and using the map (product, service, communication and interaction design).

    In the zoo.
    – Walking through the park, visiting animal houses and museums (interaction, communication and environmental design),
    – eating in the restaurant (product, environmental and service design),
    – seeing shows (product, service and interaction design),
    – and buying souvenirs (product and environment design).

    All these touch points are working together to make sure visitors have a nice and comfortable experience in the zoo. Artis wants to be “an oasis in the city” and wants to be a place for “pleasure”.
    – In the beginning the website delivers an overview of the zoo, already giving an impression of the atmosphere and getting people exited.
    – When you drive to the zoo, and you’re getting closer, the road signs enhance this excitement even more.
    – But then, when you want to park the car the long waiting time irritates you.
    – When entering the ticket counter and map gives you an idea of how to explore the zoo; you can ask for information to attendants or check it on the map. The map however is quite unclear which also provokes irritation.
    – The restaurant provides the energy to keep visitors stay longer and having a more relaxing and comfortable experience.
    – The animal houses and museums allow people to understand the animals deeper and enrich their knowledge, letting them feel they have learnt something in the zoo, which meets the zoo’s brand promises.
    – The shows connect the zookeepers, animals and visitors in an interactive way by seeing and joining the performance.

    They use various means to convey the brand promise that visitors can fullfill their desires to get closed to natural environment and have good time with friends and family. However, the parking problem will easily break the connection of a good and relaxing impression for it is the touchpoint before people get into the zoo. When waiting in queue people who choose to wait will become impatient, while people who do not want to wait will leave and select other places to go next time. If people do not get in, all the attractive content in the zoo can not be touched, and the image of brand will be damaged, leading to decreasing number of visitors.

    Another touch point that does not work perfectly is the map. And we believe that using map is the touch point that connects closely to the other touch points. All ‘products’ and services that the zoo has to offer are guided by the map. If this function is weak, the connection between those touch points breaks and therefore won’t strengthen the overall experience.

    Nov 05, 2011 @ 5:36 pm

  15. Group 11

    As can be found in our previous blog, we analyzed and discussed the process of choosing a study, and mapped the results in a consumer journey map. We focused on two aspects: visiting the Delft University of Technology (DUT) on an open day and the introduction week, in Delft known as the OWee.

    On an open day, the different design disciplines are more or less all covered by the (DUT), especially communication and environment design. Several touchpoints are used to attract pupils: by radio commercials, posters and the DUT website and through information programs on high schools. These touchpoints all work together to communicate on the event and provide useful information, leading to the next touchpoints on the open day itself: the DUT provides a free transport service to bring visitors from the train station to the university. They can visit several presentations about the university and walk around the campus and in the faculties. They get workshops and example classes, to taste the environment. A free lunch is provided and the pupils also get a bag to take home with, a product that reminds them of the experience after the day and also serves as a communication tool (several leaflets are included in the bag).

    We think that the design disciplines are working very well together to communicate information, let the visitors experience the environment and to provide services needed to control the event. At the end of the day, the pupils and their parents will most likely leave the DUT with a satisfactory feeling. The touchpoints are covering everything to make the visitors enthusiastic for a future study. However, we were wondering whether this experience might mislead visitors from reality: do they really want to study for instance industrial design, or are they overwhelmed by all the touchpoints that smoothly follow each other? What really matters are questions like do they have enough skills for their future study? And are they prepared to work for the technical courses. These aspects are not communicated on an open day and we think that more realistic touchpoints regarding the content of studies should be included, with additional feedback and guidance after the open day. This might decrease the many drop-outs and other problems the university is currently facing.

    When pupils are accepted to a one of Delft bachelor studies, they are invited by e-mail to join the introduction week, called the OWee. When they register, they receive a quite looking booklet with all the information they need for the week: the program, brief descriptions of the fraternities and student sport clubs, a map of Delft and some history. Besides this little booklet many other touchpoints are involved, although most students might not realize it themselves, since they are extremely busy during the week. The OWee starts with a warm welcome by the rector magnificus, communicating management support and comforting the new students. A bag with a T-shirt is provided, and a free accommodation service is arranged in several student houses and other places. The participants are split up in small groups, enhancing interaction, and each group is guided by two mentors, who can answer all kind of practical questions, and help the new students to find their way.

    The fraternities and other student clubs have the freedom to design their own touchpoints, and they for example organize cultural activities, broadcast their own radio channel, or give free beer. Hereby they try to make use of several design disciplines, as in the examples above we can see service/interaction, communication and product design. It is interesting to see that the touchpoints within one fraternity are all working together, e.g. they follow each other quite naturally, but between the fraternities the touchpoints are competing with each other to fight for attention. Although these touchpoints are outside the scope of the OWee committee, they can keep control of these touchpoints, by working closely together with the fraternities before and during the introduction week. The committee sets boundaries regarding structure and safety of the participants, in consultation with the university management.

    We can conclude that the combination of different touchpoints contributes to a very rich experience for the students and gives them a flying start in Delft. In this way, the connection to the DUT and the students’ social life is made.

    Nov 06, 2011 @ 12:02 pm

  16. The TwentyONEs

    Multidisciplinary touch point design

    There were three touch points defined in the journey of the consumer of the Dutch Design Week (DDW). These consisted of the information phase, the information store and the expositions. For the information phase the following media were used: website, billboards, Facebook and Twitter.

    The graphic design of these touch points was similar to each other, giving a sense of consistency to what they offer and trying to convey to the user useful and appealing information. However, they forgot to put more emphasis on the basic information around the events, such as the opening hours, the routes and the pricing list. The webpage usability wasn’t that good, and we consider that a good idea to solve that is to divide the welcome page according to the different kinds of expected visitors, like participants, companies/business and normal visitors.

    The information store, located near the train station, provided information through brochures, posters and newspapers given for free, apart from other means and souvenirs that visitors could buy. Nevertheless, the space was small and crowded as you will expect in an information place. The external part of the store could have been used more effectively to divide the crowds. Also, guidance staff could have helped a lot when answering some frequent questions, especially from non-Dutch visitors.


    Finally, the expositions were the ones with more touch points, such as advertising all along the city, Mini-Coopers with examples of the expositions’ pieces on their roofs, flags promoting the DDW and marking the locations, posters and trolleys full of brochures and events pamphlets. However, flags, for example, were used mainly for the bigger events, leaving aside the small locations, which were hard to find. But, in general, all these touch points strengthened each other by using a similar graphic design and were easy to identify by the display of the big main logo. They were also consistent through the selection of the locations and interior spaces, which had sort of the same atmosphere always related with knowledge, fashion or art. There could be said that they were nicely orchestrated and that improving each of them would just improve the whole experience, instead of making them compete for the users’ attention.

    Nov 08, 2011 @ 4:06 pm

  17. Four

    By the use of “reverse engineering” the design strategy was set in chapter 5. The new design strategy can be introduced in several touchpoints orchestrated trough the user’s contact with the brand. Al these different touchpoints gives the brand meaning and turns the design strategy into action. These touchpoints can be seen as the contribution that adds value to your brand. These touchpoints together form the brand experience for the user, but are certainly not everything a brand is as we’ve seen earlier in this book.

    A journey from the search of a book to purchasing till reading it shows a lot of different touchpoints a consumer can experience . Bol.com’s (the biggest dutch online bookshop) most important touchpoint is their website. Analyzing this website it contains more than one touchpoint because it handles the product-assortment, promotions, the shopping basket(gathering tool), connecting with the database: personalizing & formalizing and it introduces new brands: bank & delivery (Figure). The connection between those touchpoint is the design of the website and it’s functionality, it is easy to find yourself from the first step to the last one, everything is focused on getting as much stuff in your shopping basket and purchase it as easy as possible. The different design discipline are represented in those touchpoints. Service design and communication design is integrated, It is about finding the balance in the different disciplines and the touchpoints.

    The book sets out the touchpoints of a customer journey on page 171, it doesn’t point out which customer journey is talked about and we agreed that it didn’t fit for our customer journeys. We agree on the pre-purchase purchase and post-purchase phases which can be different in every journey. The purchasing of a trainticket on the deutsche bahn has a bigger post-purchase cycle than the order of a book on bol.com. That means that the deutsche bahn can focus more on settling touchpoint in the post-purchase design disciplines, while at bol.com much more touchpoints can be seen in the pre-purchase design disciplines. In the end the post-purchase experience of a user becomes a pre-purchase experience when a user wants to go on a new journey or buy a new book.

    Purchasing a book involves more than 2 brands, the internet shop, the delivery-service, the service a bank provides. This is something we found interesting in analyzing the customer journey. Each touchpoint is different for each consumer journey, when ending the journey of one brand the other begins. The touchpoints trough a consumer journey of one brand blends into another. Every touchpoint in a brand influences the others but also each brand influence each other. It is good to realize that not only competing with each other as a brand but also working in a team/chain with the other brands increases the brand experience. It depends on the different brands that work together in a chain.

    [img]http://www.branddriveninnovation.com/wp-content/picture for chap 6.jpg[/img]

    To conclude, one can set out a brand in touchpoints which indicates the experience a user has with a brand, these touchpoints are represented in the different design disciplines. Each touchpoint connects with each other and gives a different insight in it’s purchase phase. An interesting remark is the connection between the touchpoints of different brands, when ending the journey of one brand the other begins.

    Nov 08, 2011 @ 7:17 pm

  18. The TwentyONEs

    ‎14 – Multidisciplinary touch point design

    There were three touch points defined in the journey of the consumer of the Dutch Design Week (DDW). These consisted of the information phase, the information store and the expositions. For the information phase the following media were used: website, billboards, Facebook and Twitter.
    The graphic design of these touch points was similar to each other, giving a sense of consistency to what they offer and trying to convey to the user useful and appealing information. However, they forgot to put more emphasis on the basic information around the events, such as the opening hours, the routes and the pricing list. The webpage usability wasn’t that good, and we consider that a good idea to solve that is to divide the welcome page according to the different kinds of expected visitors, like participants, companies/business and normal visitors.
    The information store, located near the train station, provided information through brochures, posters and newspapers given for free, apart from other means and souvenirs that visitors could buy. Nevertheless, the space was small and crowded as you will expect in an information place. The external part of the store could have been used more effectively to divide the crowds. Also, guidance staff could have helped a lot when answering some frequent questions, especially from non-Dutch visitors.
    Finally, the expositions were the ones with more touch points, such as advertising all along the city, Mini-Coopers with examples of the expositions’ pieces on their roofs, flags promoting the DDW and marking the locations, posters and trolleys full of brochures and events pamphlets. However, flags, for example, were used mainly for the bigger events, leaving aside the small locations, which were hard to find. But, in general, all these touch points strengthened each other by using a similar graphic design and were easy to identify by the display of the big main logo. They were also consistent through the selection of the locations and interior spaces, which had sort of the same atmosphere always related with knowledge, fashion or art. There could be said that they were nicely orchestrated and that improving each of them would just improve the whole experience, instead of making them compete for the users’ attention.

    The TwentyONEs

    Nov 09, 2011 @ 11:25 am

  19. Group 18

    The risk of multiple touchpoint suppliers

    In our post on ‘In practice: working with design tools’, we summarized our findings about the customer journey of bol.com (basically the Dutch amazon) in a table. In this table, we already defined which design disciplines were involved in the orchestration of each touch point. This time, we will report on a problem we identified in when we were analyzing the relationship between different touchpoints.

    Shortly summarized, Bol.com is an online store that primarily sells books. These books are ordered through the website, paid for by an online money transfer-service, and delivered by mail.

    As you can see, a lot of these steps involve services which are not supplied by bol.com. However, these services interact with the user and can therefore be considered touchpoints of the bol.com customer journey. This isn’t a problem in itself, as the customer expects that the money is transferred by a payment system that is generally used in online shopping and that the delivery of the book is done by mail.

    Yet, I experienced a situation in which the different actors that all offered some part of the customer journey conflicted. This happened when I ordered a book for a friend of mine, who was celebrating his birthday in a week or so. I wanted to buy him a copy of “48 rules of power” (a book full of historic anecdotes and fables, from which the ‘rules of power’ are derived – it’s a good read), and I bought it online since it wasn’t available in English in the ‘real-world-shops’. A few days later, a book arrived by TNT express: the concise edition of “48 rules of power, concise edition” (paperback!), which clearly was not original I wanted to give. Now the hassle between different companies began.

    The promised ease of shopping from my couch was interrupted by having to go to the post-office to return the book. First it wasn’t sure whether I needed to advance the payment for the shipping costs, until I found information about the procedure on the website. Then I found out that instead of trading the wrong book for the right one, my money was refunded and I had to go through the procedure again – with which I won’t bother you. To check whether I was refunded, I needed to go through all the steps of finding my card-reader, logging into the website of my bank, etc.

    We can learn from this extensive ‘customer journey of frustrations’, that including touchpoints of other actors in the value chain can pose problems when exceptional situations occur. The journey that seemed so smooth and linear from Bol.com to me, was kinked and hedged on in the other direction when trying to return the book.

    But can this problem be prevented? Our group thinks it can’t, or at least not easily.

    Firstly, in some industries it is impossible to ‘own’ all the touchpoints in the value chain. Bol.com is unable to start their own postal service, since their volume is not big enough for that. So including touchpoints of other actors is inevitable. And secondly, these inevitable other actors will not be able to specify their touchpoints to the customers of each partner. For instance, we cannot expect the mail office to come and fetch my package from my front door, where it was also delivered (so I could ‘shop from my couch’).

    This leaves only one option for bol.com: managing expectations. Bol.com should transparently communicate their value chain to their customers, by also mentioning the limitations they face in retrieving wrongly sent books. In this way, customers are aware of the risk of entering the ‘customer journey of frustrations’, but know that bol.com isn’t to blame for it.

    Nov 09, 2011 @ 2:33 pm

  20. Group 02

    [img]http://www.branddriveninnovation.com/wp-content/after purchase.JPG[/img]
    [img]http://www.branddriveninnovation.com/wp-content/during purchase-1.JPG[/img]
    [img]http://www.branddriveninnovation.com/wp-content/before purchase-1.JPG[/img]

    We worked on the Consumer Journey to buy a Dell laptop. Each step in the consumer journey was assigned to relevant touch points [Vertical text in blue at the bottom in pics]

    For each of the stages in the consumer journey, one can find how the touch points connect the user to the brand through different design layers. For example, in case of Dell, without a dealer network, lot of experience of a product-service system has to be experienced online. We found out that from the previous In-practice (Working with Design strategy tools), Dell lacks in communication to the Customer and on performance- construction levels once the order has been placed and when one needs to get product serviced respectively.

    In Dell, the present scenario is that, one gets an invoice for Order placement as soon as payment is done with an estimated date of arrival. The medium used to convey the confirmation of payment and Order being placed is an e-mail (Touch point is Customer service – collateral) after which one can track his order online on the Dell website day to day (Touch point is Website- collateral). Now it seems like there is a level of orchestration between these touch-points to ensure that the customer is informed. Similarly, orchestration between these and various other touch points can be seen in the customer journey. But a complete orchestration of touch-points across silos (sales and service) is missing.

    In the above mentioned touch points, flaws in the design layers has to led to mediocre level of orchestration. A user never hears from Dell once payment is done and has to wait for “the day” when the system is delivered to his door-step or has to be concerned for his own good. Though Dell promises a quality product and service, it seems post payment; nobody hears from the company (lack of communication design – Interaction) and an order placement is a piece of paper for such a valuable product (lack of service design- Aesthetics). Packaging is simple for a premium product. Post-sales emphasis on customer retention through good service touch point orchestration is missing (Interaction/Environment/Service design through interaction/aesthetics/meaning is not seen). These layers could be designed more effectively to have a satisfactory orchestration of all touch points.

    We agree to the fact that, the orchestration of touch-points is the key to success, but achieving one is difficult, especially when it comes to large organizations like Dell. Newly formed companies which are relatively smaller, the touch point orchestration can be executed efficiently taking into account all the silos. Larger companies might have to take the execution of these in stages while having the overview of the big picture since most of the touch points have interdependency irrespective of their significance in the customer journey.

    Nov 09, 2011 @ 3:56 pm

  21. Powers of Ten

    Touchpoint design: Theory vs. Real Life

    Since our consumer journey of finding a house in Delft was very elaborate we decided to look at the touch points that where encountered. Since it is a specific market with lots of SME’s and large organisations (like DUWO & TU Delft) we started enthusiastically. Soon we figured it would be nice to make this blog about the theory and the contrast to that we found in the ‘real world’.

    For us as designers it is obvious that when you have a company you need to be consistent in all your touch points. But for real estate agents this is not day-to-day business. Small businesses often hire a graphic designer for a logo and a web designer for the website and that is it. This results in a very obvious clash sometimes.

    BeHome, a real-estate agent though it would be nice to have a cool and modern website to advertise his houses to appeal to a wider audience. This was actually very brand-minded of the agent! So he hired a graphic/web designer and one of the coolest websites in real estate was made. The website became a success and he had to have a place where he could receive the clients, but he still had his old office anyway so he added a sticker to the window with this new brand. This way also his second touch point was developed. Without knowing the real estate agent had developed a brand and two touch points. Since to consumers were coming to his office, that is where the brand stopped excising, the brand was really only to lure people in. This is a pity because having such a good brand could be a real asset to your company, that is if you use it wisely.

    This was an example to illustrate that the knowledge of branding and how you can use it to your benefit is not known among small entrepreneurs maybe it is time to make a Brand Driven Innovation for Dummies, and this way also reach these people?
    [img]http://www.branddriveninnovation.com/wp-content/Behome touchpoint-01.jpg[/img]

    Nov 09, 2011 @ 11:58 pm

  22. Team Coffee-break

    Great brands are not just about great products as one of our chosen examples IKEA truly establishes. Even from 300 m away from IKEA, one can feel its imposing presence. The space and functionality which is so akin to its products, is also apparent from the building and signage. The well planned parking space and the roads leading to them and even the shopping carts (of different types usually right where you need them) and carry bags inside are hallmark of the true IKEA experience – attention to detail and great functionality.

    Stepping a little back, we see that the IKEA Catalogue is delivered periodically to its regular customers, right in their post box. As regards the website, there is facility for Free Online Planning and Stock Availability Information. Such high level of shopping convenience is sure to make anyone a loyal customer. Once you are set with your shopping list, you can just let yourself flow with the IKEA experience after reaching the store!

    What makes this high level of coherent experience possible? – The synergy of different disciplines under a common goal defined by the brand values. Architects, Interior Designers, Software Engineers, Graphic Designers, and Logistics Experts et al come together to work till the fine details in order to ingrain the true brand experience in every aspect.

    What would we do differently in IKEA’s case? For years, convenient store layout and product display has been IKEA’s hallmark. What could possibly be the next level of experience? In our opinion, it could be ‘pleasantly surprising’ the customers, which is akin to bringing in an element of fun. This we think can be done by re-doing the current two dimensional layout of store into three dimensional [Environmental Design + Interaction Design]. By three dimensional layout, we mean making the customers walk not just on flat surface but to enable them to move in 3D, by means of bridges, stairs, slopes, ladders etc, and displaying the product in 3D as well. The current website is very functional in appearance and it needs to be upgraded to the level of pleasantly surprising the customers. Our idea does not conflict with the brand essence of IKEA. We just propose to take the shopping experience from the level of convenience to fun!

    Considering the other example, Turkish Airlines, we are of the opinion that the brand is evolving quite fast and over the past few years it has done pretty hard work in bringing its touch-points in line with the brand essence. During our discussion we clearly saw the synergy of different design disciplines in delivering a coherent experience at most touchpoints. But since, for an Airline company, not all parts of the system are under its control, therefore there were some loose ends.

    What would we do differently? The current brand campaign of Turkish Airline is ‘globally yours’. To us it means that the company is trying to address the needs of globe trotters. In line with this thought, we feel that there is scope for improvement in Service Design. The company can add a new dimension to its services by providing extensive information to its customers about the travel destination in several ways – by providing interactive information [interface design + service design] about the travel destination, by setting up help desk in waiting lounges where waiting customers can acquire detailed information about their travel destination and do some bookings as well. It must be noted that the company is presently providing several Istanbul City Tour packages to its customers during their change-over in Istanbul. And this according to us is a very welcome move.

    Team Coffee-break (Group 12)
    ‘get set for fresh perspectives…’

    Nov 10, 2011 @ 5:17 am

  23. 6MINUS1

    We believe that a clear touch point wheel can be very useful tool for the overall understanding and pointing of the weaknesses between the 3 sub-categories in the design journey. Our touch point wheel is filled according to the following 3 sub-categories.

    – Pre purchase experience
    Visibility of store
    Reviewers /costumer experience
    Web site

    – Purchase experience
    Sales person

    – Post-purchase experience
    Ease of recovery
    Service desk person
    Return money policy
    Printed picture
    User manual

    We identified these 5 categories of disciplines that are involved in the overall experience of the costumer journey.
    1. Product design/Mechanical engineering, Material engineering
    2. Communication Design, Social scientist
    3. Environment Design/Environmental Engineering
    4. Interaction Design/Computer Scientist, Illustrator, Artist
    5. Service Design/Manager, Social Scientist , Marketer

    By placing all the touch point into the touch point wheel and drawing the connections and conflicts we are able to understand what disciplines didn’t work effectively to give the user the experience the company aimed for. Re-orchestrating the weak steps of the costumer journey means enhancing the disciplines involved in the problematic sub-sections of the experience.

    Touch points that correlate to only one discipline appear less conflicts between each other. For example the packaging design is enhancing the guarantee touch point. One of the reasons is because if the packaging is durable the product wil arrive safely to the costumer. As a result 1-1(discipline) relation between touch points are less complex.

    On the other hand when a touch points is correlated with more than one disciplines and is conflicted with another touch point that also correlates with one of the previous disciplines we believe that this is a clear indication that the discipline didn’t work normally (we don’t have the results we were aiming for) and needs to be redesigned or enhanced. For example in our touch point wheel the product and the sales person which both belong to the purchase experience sub-category correlate with 2 disciplines each. They also appear to have a conflict and additionally we identify that ‘Interaction design’ discipline appears to both. This means that we have to search more what were the decisions that the interaction design team didn’t took into consideration and can lead us to a conflict.


    Nov 11, 2011 @ 12:21 am


4 × = twenty eight

about this blog
this is Erik Roscam Abbing's blog on topics relating to the synergy between branding, innovation and design. Erik is a consultant (www.zilverinnovation.com), teacher (www.io.tudelft.nl), and frequent speaker on the topic of Brand Driven Innovation. He is also the author of the book by the same title, to appear in autumn 2010 at www.avabooks.ch. For inquiries, contact erik at erik at zilverinnovation.com
Erik twitters:
Erik is reading
my flickr pics
looking for something?