A chart of each post-payment contact between the cleaner and one regular customer, showing channel, owner, what the customer experiences and the failure point at each step. Searches like "busi 4004 week 2 assignment example", "busi4004 week 2 sample" and "busi 4004 week 2 example" land here.
What a finished BUSI 4004 Week 2 touchpoint map looks like
A one-page visual map then a commentary running two or three pages. The map runs left to right from the moment the ticket is printed: a ready text with the pickup window, the counter at pickup, the bag and the itemized receipt, a reminder if items sit uncollected for a month, a seasonal email about coat cleaning, and a damage claim for the rare order that goes wrong. Under each contact sit rows for channel, the staff member responsible, what the customer sees, and what the business records. A separate row marks the contacts the customer notices most, crediting Jan Carlzon's idea that brief encounters between staff and customer, his moments of truth, shape how the whole company is judged. The commentary picks the two weakest contacts and explains why.
How a BUSI 4004 Week 2 example is structured
The map is built from the customer's side of the counter, not from the business's org chart. Contacts are listed in the order the customer meets them, including the automated ones, since a text sent by the system counts as the business speaking. Each column is then filled for ownership, and this step usually exposes a contact nobody owns, such as the uncollected-items reminder that only goes out when someone remembers. What the business records at each contact is added next, which links the map to the record-keeping questions later in the course. The weakest contacts are identified by a stated test, where a failure would be most visible to the customer and least visible to staff, and the commentary is written around those two rather than around every column.
Contacts in the customer's order
The ready text comes before the pickup, the reminder after it, the seasonal email weeks later. Listing contacts in the sequence the customer meets them, rather than by department, keeps the map honest about what the relationship feels like from outside.
Automated messages counted
A text the system sends on its own is still the business talking. Maps leaving out the automated contacts miss the ones most likely to be wrong, because nobody reads them before they go out and nobody notices when the pickup hours in them are stale.
An owner for every column
Each contact names the person responsible: the counter clerk for pickup, the owner for claims, nobody for the month-old reminder. That last blank is a finding, and the commentary treats it as one.
What gets recorded at each step
A row notes what the business writes down at each contact, from the phone number captured at drop-off to the note added after a complaint. That row turns the map into groundwork for the data questions arriving in Week 8.
Two weak points, argued
The commentary chooses the contacts where a failure would be most visible to the customer and least visible to staff. Arguing two in depth, with the test stated, reads as analysis; flagging every column as improvable reads as a checklist.
Where marks go in BUSI 4004 Week 2
Coverage earns a share, and maps that begin at the counter and end at pickup usually miss the reminders, emails and claims that make up much of the relationship. The larger weight goes to ownership and failure points: a map listing contacts without saying who is responsible for each has described a sequence, not a service. Instructors look hard at the contact nobody owns, since finding it shows the map was built from observation rather than assumed. The concept is marked on application, so a Carlzon citation that tags the pickup counter as a key moment and explains why earns more than a definition would. The commentary is judged on selection, two weak points argued well, and on whether the visual is readable at a glance.
Get a BUSI 4004 Week 2 example written to your instructions
Attach the Week 2 prompt with your rubric, and the map, commentary included, arrives inside 24 to 48 hours; the first costs nothing. A business named in your assignment is mapped as given. Where the prompt leaves the choice open, a composite neighborhood service firm stands in, and the visual follows whatever template your section posted.
BUSI 4004 Week 2 questions, answered
Is a touchpoint map the same as a service blueprint?
They overlap. A service blueprint usually adds what happens out of the customer's sight, behind the counter or in the plant, while a touchpoint map concentrates on what the customer experiences. Where backstage steps are required, include them in a separate row. If it does not, keep the map on the customer's side and mention the backstage only where it explains a failure.
Does the map have to be a graphic?
Most prompts expect a visual, and a simple table laid out left to right satisfies the requirement in many sections. Design matters less than legibility: a reader should find each contact, its owner and its failure point without hunting. Where your instructor supplies a template, use it exactly, since reorganizing a supplied template usually costs formatting points.
How many touchpoints should it include?
Enough to cover the relationship after payment, which for a small service business usually means six to ten. Fewer than five suggests the map stopped at the counter. More than fifteen often means one contact has been split into several. Your commentary should still focus on two or three, whatever the count.