Identify the critical information needed to develop a product and brand strategy that generates both quick-wins and long-term value. By completing this course, you will be in position to create an activity plan to bring your brand strategy to life - both externally towards consumers and internally to employees. You will be able to define the right metrics for determining success in the implementation of your product and brand strategy, considering any adjustments that may need to be made under a test and learn methodology. Luis Rodriguez Baptista - a professor at IE University and Marekting Consultant - will guide you through six modules that look at first understanding the challenge of managing products through their 'life-cycle' and culminates with learning how to equip your employees with knowledge of how to deliver on your brand promise. The course features interviews with consumer and industry professionals, which help illustrate the importance of brand strategy. Brand and product management is a unique course which enables you to first understand the importance of brand and product management and then use brand development, architecture and portfolios, in order to achieve success.
5.3 Identifying your touchpoints.
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From the course by IE Business School
Brand and Product Management
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From the lesson
Translating your brand into compelling customer experiences.
At the end of this module, you will be able to: Define and describe the customer experience journey for your brand.
Meet the Instructors
Luis Rodriguez BaptistaProfessor
Marketing
[MUSIC]
Hi, welcome back.
If you remember in the last lecture we learned a touch point concept.
In this lecture you will learn how to identify your brand's touch points.
To identify the touch points you have to see the process through the eyes of
a target customer segment.
Thus we have to put on the hat of the customer of our brand.
Let's think of our lemonade customer.
Imagine the scenario, you and
I are walking down the street in a hot summer day.
We meet a friend who is drinking a lemonade and shares how wonderful it is.
We look at the cup which is very cool because it's looks like the peel of
a lemon and it actually smells.
Our friend mentions that the lemonade stand is just around the corner.
Immediately, we decide to go over to the stand.
On our way,
we look at some posters on the street that point to the lemonade offering.
Also, as we approach,
we get a push message on our phone offering lemonade nearby.
When we arrive there is a line of people waiting to be served.
I get close to the stand and the person preparing lemonade offers us a trial cup.
It is amazing,
a flavor completely different from any lemonade I've ever tasted before.
As we are queuing, we can smell an incredible scent of fresh lemon.
We can even see the lemons being cut and
notice other ingredients which are shown with an incredible presentation.
The people preparing to lemonade are impeccably uniformed and
seem awfully clean, at least to be preparing lemonade all day.
There is a music that reminds me of a beach or a pool.
It is at the right volume, not too high, not too low.
After ordering, we receive our lemonade cups and
he says that there is a full refund, if we don't like the lemonade.
Also, as we are about to leave, he offers us a business card followed by a message.
Remember, if you share your experience in social media, the first one is on us.
The card offered fresh lemonade delivery to our home or
office everyday of the year.
Let's pause our story here.
Have you been able to identify the touch points?
Let's begin with the pre-purchase touch points,
which in this case are word of mouth from my friend, the posters on the street,
and the push message on our phones.
The purchase touch points include the location, the decor of the stand,
the music, the product comprised of the actual lemonade and the cup,
the ingredients and the personnel with their uniform.
The post-purchase touch points are the card that he gave us and
the loyalty promotion.
Let's look at another example now from a real case study that we consulted for.
The client was a young hotel chain with less than ten hotels throughout Spain.
They had little to none brand awareness.
The team was young, energetic, with lots of enthusiasm.
When asked what was their issue, they described that they compete with
other hotels that are in the adequate category and needed some differentiation.
We were appalled.
What does the adequate category mean?
Their team wanted to create a unique and differentiating experience to stand out
and offer an appealing reason to try their brand.
After running some internal workshops and
conducting minor research with guests, we developed a brand strategy.
However, the research yielded issues with specific touch points
that prevented clients from returning to the hotel.
Let's look at one family we interviewed.
These are Peter and Anne from Madrid.
They are a young couple in their thirties with two young childrens that travel
mostly within Spain by car and like to go places where there is lots to do for
the kids, but also fun from him and his wife.
They don't expect to spend a lot of time in the room, so he looks for
hotels that have a convenient location, good rates, and dependable service.
What he really appreciates are small extras for
the kids and rooms that feel updated.
They have set their sight on going to Valencia because of the existence of both
beach and the oceanographic site.
Peter asked a colleague from work who had recently visited Valencia, and
he recommended our client's hotel.
Petey immediately went online, looked at the hotel's website pictures, and
once he get approval from Anne, he decided to go ahead and book it.
It took him 45 minutes browsing through the different booking agents to actually
make the reservation.
Because pricing was different in every website, which really annoyed him.
Let's fast forward to the actual arrival at the hotel.
After the long drive, Peter and Anne began their check in process.
The kids were roaming around the lobby playing with the luggage.
Anne got really nervous that they would knock down some vases
that are part of the decor.
One finished the checking process, they took the elevator up to their rooms,
only to find out that they weren't connecting rooms.
Annoyed, Peter went downstairs and after a long discussion with the reception clerk,
he came up with the keys to connecting rooms.
When they entered the rooms, the decor was updated but the bed was hard as wood.
And the bathroom, it had no bathtub for the kids.
And the shower hadn't been updated in a while.
Now, let's fast forward again to their departure day.
Early in the morning they receive an envelope with the bill under the door.
After revising it,
Peter realizes that there were some mini-bar charges that weren't theirs.
He went downstairs to the reception to find a long queue.
During his wait he decided to write a review of the hotel on the Internet.
After 15 minutes and a bit of discussion,
he finally was able to sort out the bill and complete the checkout process.
Let's pause our story again.
Think of the experience that Peter had.
Can you identify which are the touch points?
Notice how in the absence of other research,
we can also probably hypothesize where are the bottlenecks to move
this target customer from one face of the purchase funnel to the next one.
Can you guess?
Now that you know how to identify and map touch points,
we can begin to work on prioritizing those that are key to the customer experience.
This is the topic of our next lesson.
See you there.
[MUSIC]
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