Mapping Customer Experiences: the Role of Touchpoints in Determining Consumer Evaluations

Total Page:16

File Type:pdf, Size:1020Kb

Mapping Customer Experiences: the Role of Touchpoints in Determining Consumer Evaluations Mapping Customer Experiences: The Role of Touchpoints in Determining Consumer Evaluations Author Liu, Wei Published 2016 Thesis Type Thesis (PhD Doctorate) School Griffith Business School DOI https://doi.org/10.25904/1912/1977 Copyright Statement The author owns the copyright in this thesis, unless stated otherwise. Downloaded from http://hdl.handle.net/10072/367892 Griffith Research Online https://research-repository.griffith.edu.au Mapping customer experiences: The role of touchpoints in determining consumer evaluations Wei, Liu BA. MSc. Principal Supervisor: Professor Beverley Sparks Associate Supervisor: Dr Alexandra Coghlan Department of Tourism, Sport and Hotel Management, Griffith Business School, Gold Coast Campus, Griffith University Submitted in the fulfilment of the degree of Doctor of Philosophy August, 2016 ABSTRACT The purpose of this research is to gain a deeper understanding of the customer experience (CEx) concept within the context of a food and wine event. Drawing on literature associated with service design (ecosystem, customer journey, touchpoint), appraisals/emotions, and tourism/service marketing (satisfaction, loyalty), this research seeks to investigate the more micro, momentary levels of experience and how these accumulate to an overall assessment. This is particularly important, as customer experience has become a key factor for businesses to build customer evaluations such satisfaction, recommendation and repeat visitation, yet relatively limited research has sought to measure the in situ momentary experiences of customers. Businesses within this service sector can manage customer experience through touchpoints (those times the customer comes into contact with the service offering). Previous research has demonstrated that touchpoints influence customers’ thoughts, feelings and behaviours and therefore form the focus of this research. In particular, this research is concerned with gaining an in depth knowledge about the role of touchpoints, how to manage touchpoints to improve overall customer experience and assess the flow-on effects on outcome variables. The research employed a mixed methods approach including methods such as focus group interviews (N = 20), participant-generated image (PGI) method (N = 25), experience based sampling (EBS) (N = 51), and recall survey (N = 599). The focus group built the foundation of this research project with participants who were attendees to the Brisbane Good Food & Wine Show from previous years. The main data collection process involved three concurrent studies (i.e., PGI, EBS and recall survey) and the participants for each study were actual attendees to the Brisbane Good Food & Wine Show in 2014. Main data analysis included qualitative approaches such as content analysis and thematic processes as well as quantitative analysis such as regression, ANOVA, confirmatory factor analysis (CFA), and structural equation modelling (SEM). Results indicated that events like the Brisbane Good Food and Wine Show presents a complex web of experience opportunities for event attendees within an event ecosystem. Once a customer enters the ecosystem, he/she encounters a set of communications and interactions including event visit companions, vendors exhibiting at the event, and fellow I customers attending the same event. The appraisal of any communications and interactions (either positive or negative) influences customers’ evaluation of the event experience. Thus, there is interaction between attendees and elements of the ecosystem, which give rise to a myriad of experiences. Additionally, this research project aimed to gain a better understanding of the customer journey as a way to understand customer experience and related evaluations. At the pre-consumption phase, the focus group, EBS and the recall research provided insights highlighting that customers interacted with the event company across multiple touchpoints and in multiple channels. At the consumption phase, the PGI and EBS research provided deeper insights to the in situ experiences of customers and illustrated variation in emotions across time, suggesting that there were many points in the journey that affected the emotions and overall evaluations of customers. When reporting on the post consumption phase, the focus group, EBS and the recall research generated deeper insights on customers’ post event reflections, including the level of satisfaction, memories of the event experiences, and future behavioural intentions. The results indicated that optimal experience appraisals lead to favourable behavioural intentions (i.e., recommendation and repeat visitation) through positive emotions and memories. This research has made a significant and unique contribution by employing a mixed methods approach to provide insights to the key concept of customer experience. By adopting different methodologies in this thesis research, there are insights that would not be evident if only one or two methods were used. This project also provides a number of practical and theoretical implications to the areas of event, tourism, leisure, consumer behaviour, marketing and service design. These implications include: a) a framework for event ecosystem; b) a co- created process of customer experience; c) insights into individual’s real-time appraisal, emotions and the impact on overall evaluations. Future research directions include increasing real-time data collection points to gain deeper insight of in situ experiences, the replication of the research with larger sample size and a longitudinal approach to understand customer experience across pre, during and post phases. Key words: Customer experience, in situ experience, ecosystem, customer journey, touchpoints, mixed methods, participant-generated image, experience based sampling, structural equation modelling (SEM), food and wine events II STATEMENT OF ORIGINAL AUTHORSHIP This work has not previously been submitted for a degree or diploma in any university. To the best of my knowledge and belief, the thesis contains no material previously published or written by another person except where due reference is made in the thesis itself. Signed: ___ _________ Date: ___August 28, 2016___________ Wei, Liu Griffith University August, 2016 III LIST OF PUBLICATIONS The following papers were produced to disseminate some concepts and results from the work undertaken by the author during the course of this PhD study. Refereed journal publications Liu, W., Sparks, B. A., & Coghlan, A. (Accepted 10 July, 2016). Capturing the co- creative process of customer experience through the lens of the customers. Event Management. Liu, W., Sparks, B. A., & Coghlan, A. (under 3rd review). Fun, inspiration and discovery: From momentary experiences to overall evaluations. International Journal of Contemporary Hospitality Management. Liu, W., Sparks, B., & Coghlan, A. (under 3rd review). Measuring customer experience in situ: The link between appraisals and emotions. International Journal of Hospitality Management. Book chapters Wang, Y., Liu, W., & Sparks, B. A. (2017). Approaches to researching consumer experience: An evaluation and comparison. In J. Gao, J. Ma & N. Scott (Eds.), Visitor experience design. Oxford, UK: CABI. Refereed conference papers Liu, W., Sparks, B. A., & Coghlan, A. (2015). Discovery, inspiration and fun: A photo journey through the lens of the customer. Paper presented at the 14th International Research Symposium on Service Excellence in Management (QUIS14), Shanghai, China. Liu, W., Sparks, B. A., & Coghlan, A. (2014). Using photo elicitation to understand customer experiences - Some lessons learned. Paper presented at the ACSPRI Social Science Methodology Conference 2014, Sydney, Australia. IV ACKNOWLEDGEMENTS The PhD experience is a long journey of acquiring the skills required to become a capable and independent researcher. Throughout this journey, there have been many people who have influenced its outcome that I would like to personally acknowledge. First and foremost, I would like to forward my most sincere gratitude to my principal supervisor, Prof. Beverley Sparks. Prof. Sparks gave me the opportunity to apply for a PhD position and to undertake such a constructive life experience. She was always an enthusiastic supervisor, had countless ideas about how various different problems can be solved and how these solutions can lead to avenues for future research. Her relentless enthusiasm and spirit have been essential for my motivation during such a long journey, and her constant help and support went well beyond her academic duties. Undoubtedly, I have been lucky to have such a caring and competent supervisor. Dr. Alexandra Coghlan has been my associate supervisor from Griffith University. Her expertise was essential in guiding my development of this thesis. I am thankful for her continuous support; without it, I could not have achieved the same standard of outcomes. I am also indebted to Mr. Tom Scantlebury, my industry mentor. Mr. Scantlebury helped me identify pathways to my preferred career and recognise how my interests and skills can be matched with appropriate careers. Mr. Scantlebury also helped me explore features of successful job applications and interviews in my field. Notably, I was fortunate to share an office with supportive colleagues from around the world. I am grateful for their friendship and I wish them all the best. Similarly, I want to give special thanks to all my best friends, Dr. Anna Kwek, Mr. Barry Fraser, and Dr. Ying Wang, for supporting my study
Recommended publications
  • Assessing Memory for the Customer Experience Kathryn A
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by School of Hotel Administration, Cornell University Cornell University School of Hotel Administration The Scholarly Commons Articles and Chapters School of Hotel Administration Collection 2-2014 Sticktion: Assessing Memory for the Customer Experience Kathryn A. LaTour Cornell University, [email protected] Lewis P. Carbone Experience Engineering Follow this and additional works at: http://scholarship.sha.cornell.edu/articles Part of the Food and Beverage Management Commons Recommended Citation LaTour, K. A., & Carbone, L. P. (2014). Sticktion: Assessing memory for the customer experience [Electronic version]. Cornell Hospitality Quarterly, 55(4), 342-353. Retrieved [insert date], from Cornell University, School of Hospitality Administration site:http://scholarship.sha.cornell.edu/articles/496/ This Article or Chapter is brought to you for free and open access by the School of Hotel Administration Collection at The choS larly Commons. It has been accepted for inclusion in Articles and Chapters by an authorized administrator of The choS larly Commons. For more information, please contact [email protected]. Sticktion: Assessing Memory for the Customer Experience Abstract In the quest for better service design, hospitality and service firms have often been frustrated to find that service experiences that are based on what customers say they want are not always successful. A psychological analysis of this phenomenon suggests the following premises: (1) Customers’ memory of an experience fades quickly; (2) customers’ memory of an experience comprises many sub-experiences; (3) customers’ memories of experiences are multidimensional and unintuitive; and (4) consumers cannot accurately predict what they will learn or remember.
    [Show full text]
  • Brand Touchpoints' Orchestration: Understanding the Impact of Digital
    Brand touchpoints’ orchestration: understanding the impact of digital, traditional and mobile touchpoints on customer journey Grégoire Bothorel, Paris Sorbonne University, Numberly (1000 mercis Group) Régine Vanheems, IAE Lyon-Lyon 3 University Anne Guerin, Numberly (1000 mercis Group) Brands interact with their customers through multiple channels and a myriad of touchpoints. Identifying the right combination of touchpoints to better guide customers’ path to purchase is critical for many brands and retailers. This paper reports two field experiments in which a French click-and-mortar retailer’s email-only advertising strategy was substituted by i) a print-and-email strategy and ii) an SMS-and-email strategy. On large sample sizes of 128,000 and 37,000 individuals, both experiments improved conversion but impacted channel-specific distribution of customers. Print mainly drove offline incremental sales, while SMS equally drove offline and online incremental sales. The nature of firm-initiated touchpoints (email, SMS and print) has a significant influence on the customer purchase channel. 1 Brands aim at interacting with their customers through many touchpoints to engage them in profitable paths to purchase. Understanding customers’ paths to purchase thanks to the activation of specific “touchpoints” (Verhoef, Kannan, and Inman, 2015) has become a critical issue in omni-channel research (Lemon and Verhoef, 2016). As a matter of fact, firms need to be able to evaluate and to understand how the activation of different touchpoints’ may impact customers’ journey. Touchpoints which customers may be exposed to whilst shopping can be of great heterogeneity (Lemon and Verhoef, 2016) namely brand-owned, partner-owned, customer- owned and social touchpoints.
    [Show full text]
  • Does the Effect of Customer Experience on Customer Satisfaction Create a Sustainable Competitive Advantage? a Comparative Study
    sustainability Article Does the Effect of Customer Experience on Customer Satisfaction Create a Sustainable Competitive Advantage? A Comparative Study of Different Shopping Situations Xue-Liang Pei 1,2, Jia-Ning Guo 1, Tung-Ju Wu 3,*, Wen-Xin Zhou 1 and Shang-Pao Yeh 4,* 1 College of Business Administration, Huaqiao University, Quanzhou 362021, China; [email protected] (X.-L.P.); [email protected] (J.-N.G.); [email protected] (W.-X.Z.) 2 East Business Management Research Centre, Huaqiao University, Quanzhou 362021, China 3 School of Management, Harbin Institute of Technology (HIT), Harbin 150001, China 4 Department of Hospitality and M.I.C.E. Marketing Management, National Kaohsiung University of Hospitality and Tourism, Kaohsiung 81271, Taiwan * Correspondence: [email protected] (T.-J.W.); [email protected] (S.-P.Y.) Received: 17 August 2020; Accepted: 8 September 2020; Published: 10 September 2020 Abstract: With the rapid development of online shopping and traditional physical store shopping interweaving to form different shopping situations, customer experience has gradually become the main source of retailers’ sustainable competitive advantage through differentiation. Retailers need to continuously improve customer experience in different shopping situations to maintain long-term sustainable customer satisfaction and achieve sustainability. The study aims to examine what kind of shopping situations will influence customer experience and customer satisfaction. A total of 288 questionnaires were collected from two different shopping situations (146 questionnaires from physical stores were collected in five cities in China and 142 online questionnaires were collected from 21 provinces in China), and multiple regression analysis was adopted to test the hypotheses.
    [Show full text]
  • Designing Your Customer Experience
    A few tips on… DESIGNING YOUR CUSTOMER EXPERIENCE smithcoconsultancy.com DESIGNING YOUR CUSTOMER EXPERIENCE Customer experience design is not about scripting your people, We lay the stage or prescribing exact behaviours for each guest’s at every point. own piece of interactive theatre. It’s about creating the right environment, with the right “ ‘back-stage’ support and technology and then enabling It’s about creating your people to facilitate an experience that will be valued an environment by your customers. and atmosphere We advocate a concept called ‘Loose/Tight’. Most organisations are that is quite special very ‘loose’ when it comes to what their brand stands for and the kind of and then acting as experience they wish customers to have, but very ‘tight’ when it comes facilitators for to telling employees how to behave. our guests’ own Brands that deliver great experiences usually reverse these two, being out-of-the-ordinary very ‘tight’ about what the brands stands for and the experience they wish to create but quite ‘loose’ in allowing their people freedom in how they experience satisfy their customers. Ho Kwon Ping But how can you design a customer experience that achieves this? Chairman Banyan Tree Hotels and Resorts Can customer experience even be designed? smithcoconsultancy.com DESIGNING YOUR CUSTOMER EXPERIENCE This quote by Geek Squad founder, Robert Stephens, raises a good question. If you can’t design your customer experience, You cannot what can you do to influence it? For Stephens, it’s all about hiring design a customer the right people. But it’s also about being intentional about HOW those people deliver that experience so it differentiates your brand, “experience because is consistent and delivers value to your target customers.
    [Show full text]
  • Cognizant—Bridging the Customer Experience Gap Report
    Bridging the customer experience gap Contents 1. Executive summary 3 2. Recommendations 6 3. Foreword 8 4. Methodology 10 5. The experience delivery gap: how consumers and marketers rate CX 11 6. The capabilities gap: core components of a great customer experience 17 7. The culture gap: importance of a customer-centric culture 23 8. The technology and data gap: the challenge of legacy infrastructure and data silos 28 9. The design gap: mastering front-end design and content 33 10. The perception gap: prioritising attributes of the online experience 37 11. Appendix 48 11.1. Additional data 48 11.2. Business respondent profiles 51 About Econsultancy 53 About Cognizant 54 About Zone 55 /1 Executive summary The Bridging the Customer Experience Gap report, produced by Econsultancy in partnership with Zone and Cognizant, explores the extent to which companies are meeting consumer expectations. Based on surveys of both consumers and businesses, each with more than 1,000 respondents, the study is the most authoritative state-of- the-nation assessment of how well companies are delivering when it comes to customer experience. Six key customer experience gaps you need to address now The research highlights six fundamental areas in which businesses need to improve if they are to successfully deliver against customer needs, close the gap between themselves and competitors, and eradicate the gulf that exists internally between what should be – and is currently – delivered to consumers. Bridging the Customer Experience Gap 3 1. The experience delivery gap 2. The capabilities gap The survey identified that there is a highly significant Marketers are hindered by a significant inability gap between how businesses believe they perform to deliver across essential organisational CX and how they deliver against customer needs.
    [Show full text]
  • Touchpoint Study 2015 Folding Cartonassocation Fachverband Faltschachtel-Industriee.V
    Touchpoint Study 2015 Study The Contribution of Packaging to Marketing Success Summary of the Touchpoint Study Pro Carton Pro commissioned by Pro Carton and FFI Fachverband Faltschachtel-Industrie e.V. Folding Carton Assocation Summary of the Touchpoint Study Summary of the Touchpoint commissioned by Pro Carton and FFI The Contribution of Packaging to Marketing Success EDITORIAL - WELCOMING ADDRESS Packaging is the crucial element for competitive decisions at the Point of Purchase. Product packaging plays a variety of roles in the retail trade and the daily routines of consumers. It serves for warehousing purposes, product presentation, storage and use in-home, and, last not least, it provides information and communication. Pro Carton regularly commissions studies to underline this scientifically and to provide the industry and its decision makers with evidence-based facts & figures. Over the past few years the focus of our studies has been on the retail side – be it stationary or digital. This is where the competition takes place: ever more products are competing for the shop- pers' budgets. Packaging plays an overwhelming role for successful sales, not only in competition on supermarket shelves but also in a digital environment. And cartons combine high value as a communication channel with the sustaina- bility requirements of all stakeholders! The new Touchpoint Study 2015 is a further step in confirming the superiority of cartons. Roland Rex President Pro Carton 2 www.procarton.com Packaging is a powerful advertising medium Packaging has a tremendous advertising impact. From our studies to-date, we know how powerful the „carton” communication channel is. At the Point of Sale (POS) it supports the selection decision, in-home it strengthens brand loyalty and promotes repurchasing.
    [Show full text]
  • Carah, N. (2020). 'Mobile Marketing' (Pp. 1-16)
    Mobile marketing Nicholas Carah Cite as: Carah, N. (2020). ‘Mobile Marketing’ (pp. 1-16) in Ling, R., Fortunati, L., Goggin, G, Lim, S., Li, Y. (eds.) The Oxford Handbook of Mobile Communication and Society. Oxford University Press: Oxford. Introduction What defines life in a consumer culture now? For much of the twentieth century it meant being immersed in the sensory consumption of promotional appeals, experiences and imagery (Leach 1993, Lears 1995, Preciado 2014). With the ubiquity of smartphones and digital platforms, a fundamental shift has taken place. Life in a consumer culture now involves being tethered to digital platforms that engineer attention, engagement and analytics for marketers (Alaimo and Kallinikos 2016, Andrejevic 2013, Ekbia and Nardi 2014, Gerlitz and Helmond 2013, Zuboff 2015). While we are still enveloped in the sensory consumption of marketing appeals – in shops, malls and clubs; as flows of images on billboards and television – consumer culture is increasingly governed by platforms designed to shape and optimise our attention. Consumers translate their experience of consumer culture into content and data on platforms, and those platforms respond to them in real- time, customising images and ideas to respond to their preferences, location and actions (Andrejevic 2013, Zuboff 2015). The mobile device is central to these developments. What is mobile marketing? Kaplan defines mobile marketing as ‘any marketing activity conducted through a ubiquitous network to which consumers are constantly connected using a personal device’ (2012: 130). This definition invites us to approach mobile marketing as a series of techniques developed over the past two decades. In a straightforward sense, mobile marketing involves practices like using customer databases to send SMS messages (Lamberton and Stephen 2016), targeting consumers via apps when they are in or near retail stores (Turow 2017), or targeting promotional posts or filters into Instagram or Snapchat feeds based on factors like our interests or location.
    [Show full text]
  • The Interplay Between Customer Experience and Customer Loyalty: Which Touchpoints Matter?
    The interplay between customer experience and customer loyalty: Which touchpoints matter? Marco Ieva, Cristina Ziliani Department of Economics and Management, University of Parma (Italy) Email: [email protected], [email protected] Abstract Purpose. The explosion in the number of different touchpoints is putting pressure on companies to design omni-channel Customer Experiences (CE) aimed at achieving long-term customer loyalty. This work aims to provide a holistic examination of the relative importance of twenty-four touchpoints in contributing to customer loyalty to mobile service operators. Methodology. Data were collected by means of a survey on almost six thousand subjects belonging to the Nielsen consumer panel. Two OLS regression models with clustered standard errors estimate the relationship between touchpoint exposure - measured in terms of reach and positivity (the quality of the experience with touchpoints) - and customer loyalty. Findings. Reach has a significant relationship with customer loyalty as far as eight touchpoints are concerned. Positivity contributes to customer loyalty as far as nine touchpoints are concerned. Practical implications. Results provide guidance for services providers on how to improve their Customer Experience Management by allocating investment across touchpoints Originality/value. This study addresses two relevant research gaps. First, most studies focus on single or a few touchpoints (Lemon and Verhoef, 2016). Second, no studies focus on the relative contribution of touchpoints with respect to customer loyalty (Homburg et al., 2017). Keywords customer experience; touchpoints; customer journey; customer loyalty; consumer services 20th Excellence in Services University of Verona International Conference Verona (Italy) Conference Proceedings ISBN 9788890432774 347 September 7 and 8, 2017 1.
    [Show full text]
  • Market Analysis: Customer Communications Management & Customer Experience
    Antora-Fani Dima Business Intelligence Group Objectif Lune OBJECTIF LUNE Willy Brandtlaan 81 6716 RJ Ede [email protected] www.objectiflune.com Trademarks referenced are the property of their respective owners. OL is a registered trademark of Objectif Lune, Inc. © 2016 Objectif Lune. All rights reserved. Page 1/32 Table of contents Introduction .................................................................................................................................................................... 3 The digital customer at the center ....................................................................................................................... 4 Customer experience is important ....................................................................................................................... 8 Great customer experience generates business value: Turn your customers into fans .............. 10 CCM: The building block of a great customer experience............................................................................................ 11 The importance of systems and information integration ............................................................................................. 13 The importance of the overall experience .......................................................................................................................... 15 The importance of consistent, personalized and real-time communication ....................................................... 16 Customer-driven communication is
    [Show full text]
  • Customer Experience Toolkit
    CUSTOMER EXPERIENCE TOOLKIT 1 Introduction A large proportion of financial service Senior stakeholders of large and small provider customers do not use their accounts financial service providers may appreciate (68 percent of mobile money accounts, for the potential value of the customer-centric example, lie dormant). At the same time, business model but often lack the tools to two billion people around the world remain drive transformation. The goal of this toolkit is excluded from the formal financial sector. to fill that gap. While a number of resources on CGAP believes that a lack of customer focus customer experience and customer-centered by financial service providers is a primary thinking are available online (and many are cause of these disparities. Financial service cited here), this toolkit is the only one that providers now have a great opportunity to specifically targets the financial services create value by designing and delivering community with an added focus on unbanked positive customer experience – based on a and underbanked customers. We hope it granular understanding of needs, which in serves as a practical and useful guide, no turn creates value as customers choose and matter where you are in your journey toward use their products and services. a customer-centric business model or where you sit within your organization. Design Impact Group – Base, Rwanda 2 3 RESOURCES TABLE OF CONTENTS Look for these icons throughout the toolkit. Each indicates more in-depth information on a subject or helpful resources. 1. Making
    [Show full text]
  • The Relationship Between Marketing Communications and Customer Experiences:A Case Study of an Open and Distance Learning University in Malaysia
    IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 9. Ver. II (Sep. 2015), PP 36-60 www.iosrjournals.org The Relationship between Marketing Communications and Customer Experiences:A Case Study of an Open and Distance Learning University in Malaysia Stefanie Ng Asia e UniversityNo 4, Jalan Sultan Sulaiman, 50000 Kuala Lumpur, Malaysia. Abstract: The first objective of this paper is to establish whether there is a significant relationship between marketing communications (Marcoms) and customer experiences. The second objective is to identify the significant brand touchpoints of Marcomsthat are strongly correlated with customer pre-purchase, purchase and post-purchase experiences. The third objective is to determine whether there is a significant relationship between customer post-purchase experiences and overall brand satisfaction, and the fourth objective is to determine whether there is a significant relationship between overall brand satisfaction and brand advocacy. The methodological approach to address the research questions is quantitative within the broader mixed methods research design for executing a case study strategy (Yin, 1994, 2009) of investigation. The unit of study is a real-life example of an open and distance learning (ODL) university in Malaysia disguised under the pseudonym of ‘The Study University’. The statistical test results generated from the software package of SmartPLSconfirmed that as a whole, ‘Marcoms’ as an independent variable/constructcomprising 12 brand touchpoints has a significant relationship with the dependent variable of ‘customer experiences’. The relationship between the two variables is strong and positive indicating thatMarcomshas a large influence on customer pre-purchase, purchase and post-purchase experiences of PhD students with The Study University in the PhD decision journey.Findings show eight (8)key brand touchpoints of Marcoms that are strongly correlated with customer experiences: 1.
    [Show full text]
  • The Future of Retail Touchpoints Extending Your Reach in the Consumer Shopping Journey
    Point of View The Future of Retail Touchpoints Extending Your Reach in the Consumer Shopping Journey Author Edward Westenberg Contributors Joanne Bethlahmy Lisa Fretwell Clive Grinyer January 2010 Cisco Internet Business Solutions Group (IBSG) Cisco IBSG Copyright © 2010 Cisco Systems, Inc. All rights reserved. Point of View The Future of Retail Touchpoints Extending Your Reach in the Consumer Shopping Journey A customer’s journey—from first hearing about a product to purchasing it—involves a vast and growing array of encounters with a product or brand. In fact, consumers “touch” your brand an average of 56 times between inspiration and transaction.1 Many of these “touchpoints” involve standard retail channels—walking by the storefront, going online to a branded e-commerce website, viewing a TV ad, or hearing a radio spot promoting a local sale. But more and more, new media touchpoints such as social networking, blogs, communities, video, and location-based services are becoming an integral part of the consumer shopping journey. And it doesn’t stop there. The development of new and engaging touchpoint opportunities is Touchpoint being accelerated by technologies such as augmented reality (AR), Near Field Any product, Communication (NFC), IPTV, and “SixthSense” technology. These new interaction service, technologies are evolving with stunning speed, making it a challenge for retailers to sort transaction, through, understand, and respond to the touchpoint opportunities they represent. venue, or experience One challenge is that retailers and consumer packaged goods (CPG) companies do not own through which most of the new media channels or control the messages that proliferate through them.
    [Show full text]