Each of us can recall good and bad customer experiences – whether an online buying experience, the responsiveness from a supplier or the encounter with someone on the front line. As business professions we understand the importance of every single interaction a customer or prospect has with an organization, especially in today’s environment of intense competition, low switching costs, and increased commoditization. Yet, many organizations continue to flounder when it comes to managing customer experience and engagement.

Customer experience and engagement have evolved from table stakes to points of differentiation, as indicated by the flurry of customer experience/relationship scores and indexes now being published. More and more evidence strongly suggests that there is a link between customer experience/engagement and the financial success of the company.

So what are some things your company can do to begin to understand how to improve customer experience and engagement? We have found that companies truly focused on improving customer engagement do at least two things: they identify all the key touch points a customer has with their company, measure their effectiveness and use them to create a map of the customer experience. This is the purpose of the interactive Touch Point Effectiveness Lab (TPEL).


A Word document is generated containing notes from the lab that includes the initial inventory of your organizationís touch points, a map of the touch points as they relate to the customer life cycle, and a 2X2 grid that depicts how each touch point relates to the operational and customer experience effectiveness.


As a result of the TPE Lab, you will have:

  • The initial inventory of touch points customers encounter throughout their life cycle along with its operation role and purpose within the customer experience,
  • The initial scoring of the value of each touch point in terms of its impact on the experience
  • An initial assessment of each touch points effectiveness.