BigCat Research

At what touch point is the user, customer or employee having difficulty?

Last updated: July 25, 2026

User, customer, or employee experience strain is often not visible in a single overall satisfaction outcome. It should be distinguished at which point of contact the disruption occurred.

Difficulty in experience sometimes occurs when the customer cannot find information, sometimes when the employee cannot obtain authorization, and sometimes when the user cannot complete the digital step. Three different groups within the same institution may be affected differently by the same process. By reading individual touchpoints, research shows which disruption is disrupting whose experience and how to fix it.

Understanding which touch point the user, customer or employee is having difficulty with requires more careful reading than looking at the overall experience score. A healthy reading on this topic is about catching the difference between the intention of the institution and the experience in the field. A standard may be written correctly; but the customer experiences it through waiting, explanation, speed and ownership. Therefore, research should make visible the condition of application as well as the result.

This study should combine digital usage data, customer feedback, employee interviews, transaction records, and observation notes at the touchpoint level. This study is not just a measurement, it is an effort to understand how the operation works. Breakdowns show where there is a difference, interviews show why, and observation shows the difference between the statement and the actual flow.

One step may seem small for the organization; However, it may mean abandonment of the transaction for the user, loss of trust for the customer, and additional workload for the employee. This reading Which perception risk does the physical environment, routing, waiting or communication create, Which disruptions can be eliminated with rapid action, which require structural improvement, The dealer or location network offers the same service standard to the customer When juxtaposed with the headings mu and Which locations strengthen the experience, which ones weaken the brand perception, it gives a more complete framework; because each one makes another moment of the experience visible. At the end of good work, headquarters and field teams answer the same question more clearly: Where will the customer or employee notice this change? If this answer is not available, the finding will have difficulty being brought to the management agenda, even if it is correct.

In which group does the strain begin?

In the same process, the user, customer and employee may have difficulties in different places. When monitoring, it should be checked not only whether the change is announced, but also whether it is established in the behavior and flow. Thus, short-term recovery is distinguished from permanent recovery.

If it is first determined who is experiencing disruption at which stage, the solution is connected to the right person and the right moment. When written this way, the section not only produces detection; The backlog becomes a practical management item linked to a history of responsibility and control.

Therefore, at the end of the chapter, if possible, one clear working question should remain: What changes at this point of contact that makes the experience significantly easier? Whatever the answer falls under the heading of process, behavior, information, environment or authority, the next step should start from there.

Digital step or human contact?

Some problems arise from the lack of information on the screen, some from the lack of explanation in human contact. At this point, research should widen the distance between the moment experienced by the customer and the step taken by the team. If the score, comment and observation point to the same place, the topic takes direct priority; If resources are separated, it must first be understood why they are separated.

Making a technology investment or education decision would be incomplete without making this distinction. The scale of the action also emerges from this distinction. In some cases text, signage or cameo clarity is sufficient; In some cases, authority, capacity or process flow must be reconsidered.

Good reporting in this section shows the case study and numeric sign together. If a customer narrative is to be chosen, it should be explained why it is typical; If a point is to be used, it should be written which contact it is associated with. Thus, the finding becomes both readable and appropriated by the application team.

What does employee workload say?

If the customer is having difficulty, the employee often makes additional efforts to compensate for this difficulty. This heading should be read not only for the level of results, but also for where the contact begins and where it becomes difficult. If the same experience creates trust in some customers but turns into additional workload for some employees, the solution cannot be established from one side.

Powerful output, showing user, customer and employee contacts separately; It is an experience map that writes the cause, effect, ownership and solution type for each moment of difficulty. This map allows the team to see not only where there is a problem, but whose experience is affected by how much and which step to address first. When using the results, the following headings should be followed separately: In which group does the strain begin? Digital step or human contact? What does the employee workload say? Because while one of these areas improves, the other may remain the same. The management team can translate the output into a one-page priority chart at the monthly meeting: touchpoint, disruption seen, customer impact, team responsible, first step, and follow-up date. This table not only facilitates decision-making, but also concretizes the conversation between the field and the center. When the same indicators are repeated in the next measurement, the organization sees not only whether it has made a change, but also whether the change is actually noticeable in the customer or employee experience.