• Touchpoint Management is, as the phrase suggests, the managing of the points at which a business touches its evaluators and customers.  Customer Experience (CX) Management is a key focus currently in successful companies.  CXM is the management of the Touchpoints that are connected by the journeys associated with customer experience.  Thus, management of Touchpoints is the essential discipline that underpins the management of Customer Experience.  The need to manage touchpoints implies that marketing must get “operationalized” at various company-marketplace touchpoints.  This is Golden Gate’s unique view of marketing.  It’s much less about what you SAY as marketers, and more about what you DO as brand ambassadors throughout the business.
  • Journey Mapping is a key task that connects the Touchpoints associated with customer/evaluator journeys and enables a company to evaluate and influence its perceptions with a 360°, holistic view.  Ultimately, these perceptions are a company’s brand – the domain of marketing.  Perception influencing has become weaker through traditional blast, push marketing.  Perceptions are now generated through the experience of evaluators and customers that are shared through social media, word-of-mouth and marketing pieces that reflect those experiences.  It is imperative to communicate your customer details – their successes utilizing you as a provider, rather than communicating your offering/product details.
  • At Golden Gate Consulting, we refer to this experience oriented marketing as operational marketing.  Your operations and actions need to embody your brand.  It’s now more about what you DO than what you SAY.  For consistency, each touchpoint with your evaluators and customers needs to be aligned with your singular brand.  As such, marketing is now a cross-functional role influencing brand-aligned perceptions at the company touchpoints.
  • The key to Touchpoint Management is the alignment of company activities to company brand.  More often than not, many company activities undermine brand rather than supporting and building brand.  If marketing “says” one thing through marketing vehicles (web, ad, brochures, email, social media), but at touchpoints the company “does” something else, then which is an evaluator and potential customer going to weigh more heavily?
  • If this customer and marketplace experience approach seems to make good sense to you – as it does us, let us help you align your marketing efforts in a way that communicates your brand through what you do.


  • If it sounds reasonable that the critical, ultimate business goal is to attract and retain profitable customers, then your company, in brand-consistent manner, needs to influence prospective (potentials and evaluators) and existing customers where and whenever your company interacts with them. Those points are the touchpoints to be managed. It is Golden Gate’s contention that marketing needs to support the various departments that “own” these touchpoints and marketing needs to own a brand-aligned prescription/plan for each touchpoint and associated journey.


  • Does anyone currently consider whether or not departmental activities are brand-aligned?
  • If prospective and existing customers engage with your company at various touchpoints, and if marketing has no influence over those touchpoints, is that not a lost opportunity?
  • Could your marketing be helping a competitor more than your own business – BTW, this happens all the time!