As products become services, and services become more thoughtfully and holistically designed, we are breaking out of our digital silos and endeavoring to support a more seamless cross-channel customer experience spanning every touchpoint between the customer and company. But what constitutes the channel in cross-channel? And what implication does this have on the customers’ experience when interacting with your product or service?
When we are trying to gain an experiential view of the customer journey, channels aren’t the best lens to view the experience. Cross-channel, as a concept, makes sense for information architecture. Through the lens of making content objects persistently findable, consistent, and connected, it makes sense to think in terms of that information across channels. But when you think of the consumer experience, they are not traversing channels. In this sense, “cross-channel experience” is a bit of a misnomer. Yet we often lead with channels and even, detrimentally, silo our organizations around channels.
Ceci n’est pas une channel
I don’t claim to have a new authoritative definition of what constitutes a channel. But I know any formal definitions I’ve found don’t accurately reflect the work I do. My definition applies to how I use channels when defining the strategy and design of products and services.
A channel is a medium of interaction with customers or users
Most of us have some sense of what this means. We can roughly identify a channel in the wild. Call centers, websites, print advertising, are all common channels for reaching out to and interacting with customers. But the broadness or granularity that defines a channel can vary widely based on context. The fact is, channels can work in concert within an experience exclusively, sequentially, or even simultaneously. Your organization should then have its own definition of relevant channels depending on its need to support the experience of the customer.
Photo: Katie Greiner, @klgreiner
In the image above, we have a single touchpoint—a customer getting their rental car—but a concert of channels: physical ‘retail’ space, video with remote agent, touchscreen kiosk interface. Perhaps the mobile phone in his hand has an email with a confirmation number, or even a Hertz or Tripit native app? And that doesn’t include wayfinding or printed collateral. There is a conversation happening between company and customer, with a goal at the end. The channels that are involved—touch interface, video, mobile— define how the company supports that conversation and that goal. The information needs to be consistent between video, kiosk screen, mobile and physical retail space. The information is cross-channel, but the experience is not. The experience, to the customer, is singular.
Channels aren’t a place
A channel isn’t the point of interaction. A channel is the means by which a point of interaction—a moment—is enabled or constrained.
We construct them as a way to define those opportunities or constraints around a particular moment—a touchpoint. If you think of the mobile phone as a channel, you are now afforded opportunities, and presented with constraints, in how you and your customer or user interact.
You keep using that word. I don’t think it means what you think it means.
But you can’t create a hierarchical taxonomy to define channels (digital>mobile>app)—after the highest level: Print, Mobile, Web, Environment, etc., things will get muddy fast. Just as an exercise, list every term you’ve used to represent a channel and you’ll see overlap, redundancy, and conflict. Some of these channels are defined by their context of use (mobile), some by the means of interaction (tablet) others their technological means of distribution (web), others still the content or information they distribute (social media), or a combination thereof.
It’s more realistic to think of channels as having facets and defining them in more qualitiative terms, such as means of interaction, information, and context.
- Interaction: What’s the means, or affordance, by which the customer interacts with you? Examples include touch devices, mouse and keyboard, keypad, or voice.
- Information: What is the nature of the content being provided to or exchanged with the customer?
- Context: What is the context—from environment to emotion—in which the interaction is happening?
Sometimes a channel is defined by one of these facets, but in many cases, it may be defined by two or all three. But defining channels by these facets illuminates what opportunities and constraints are afforded to you.
Not too long ago I was doing stakeholder interviews for a client. I was interviewing a particular executive about their “mobile strategy,” and when he was discussing what he was imagining they would be supporting, he discussed capabilities that could only be supported by a native application (harnessing sensors and accessing local directories). However, I already knew that what they were working on was a browser based, responsive web application that wouldn’t be able to do the things he was describing. Clearly there wasn’t a shared understanding in the organization of what “mobile” as a channel meant in terms of opportunities and constraints.
Another example comes from working with a large company that offers live chat as a means of communicating with its customers. Their chat is manned by the same customer service representatives that take phone calls. Chat is enabled by the same desktop software that they use to manage customer calls and customer profiles and transactions. From the perspective of supporting the customer experience, this would typically be a “digital channel” (live chat, through a web browser, using a keyboard), though from the standpoint of the backstage, this service was supported through the “phone channel”.
But what’s really important is not to define this experience first by the channel. This touchpoint should be defined experientially from the customers’ perspective. Then identifying live chat as a channel isn’t about digital or phone, but about a shorthand articulation of the means of interaction, the content, and the context you are provided with to support the experience at that particular moment.
Ultimately you want to recognize that in any interaction with a customer, what you’re trying to support is a conversation. Identifying a channel through which the conversation takes place is just a means of understanding what constraints and opportunities enable the conversation. Companies should not organize around channels. They should understand that the role of channels in the journey is as a catalyst for the customer to move forward on that journey.