Routine 1:? Customer experience travel map
? Customer itinerary? It can also be called customer experience journey, which is the whole process of multi-channel interaction between customers and enterprises, especially the "pure experience" feeling of customers at each contact point.
Customer experience journey is one of the most commonly used tools for enterprises to test and optimize customer experience. From the customer's point of view, this paper puts forward a brand-new thinking method and realization way to examine and design customer experience. It emphasizes paying attention to every contact with customers, coordinating various stages such as pre-sale, sale and after-sale, and various customer contact points or channels; Deliver target information to customers purposefully and seamlessly; Create a positive feeling that matches brand promise, create a differentiated customer experience, realize customer loyalty, and ultimately increase corporate income and asset value. Customer experience journey can not only be used for product sales and service, but also has important guiding significance in enterprise strategic positioning, target market selection, product design, process design, service standard formulation and so on.
Customer experience journey map. Referred to as CXJM, the following figure is an example.
From this, we can understand several basic characteristics of CXJM:
1. End to end
It is a journey of experience as complete as possible and a summary of multiple contact points. A complex journey can be described by breaking it down into several stages. For example, the physical examination process can be divided into three stages: before physical examination, during physical examination and after physical examination, and each stage contains about 5~ 10 contact points. In this case, you will find that the current physical examination management is mainly in the process of examination, and the investment before and after examination is not enough, which shows that there is room for improvement.
2. Scenarioization
It will simulate a user's experience in a real scene, just like a simplified script, recording what happens on each contact, people, things, environment, behavior and so on.
The main contents recorded in the example are:
Physical examination items (main products/services)
Convenient dating
Position position
Appearance perception
Parking convenience
Welcome service
data preparation
Project barcode
Locker room facilities and services
Instructing nurse
Queuing/waiting time
Doctor's attitude
mechanical discipline
? Physical examination system
The doctor explained
Restaurants and catering services
General inspection report
Interpretation of the report
Post-inspection service
As well as other similar recording projects, it should be noted that not only people or things that are in face-to-face contact with users need to be drawn, but also background resources that support front-end services, such as calling system, inspection equipment, chief inspector and so on. Because they are also very important factors in the experience.
Emotional
Not only record the user's behavior, but also record the feeling and emotional intensity of the user experience. Really experience which contacts are "candy", which are "pain points" and where the key points are from the outside to the inside.
For example, evaluations such as "complete physical examination items", "high equipment" and "the doctor is at ease" show that it is a dessert of trust in his professionalism; "Waiting too long for the report" is the pain point, and both are the key points. A "good meal" is a dessert, which will add points to the experience, but it may not be too picky.
4. Personalization
Everyone's experience will be different, and the experience map can be "personalized", associating each user's feature tag and demand goal.
If the same source meets the group inspection of the unit, but the physical examination of a young mother and a retired old man is different, the drawn experience map will be different, and the enterprise should treat it differently.
5. Continuous improvement
CXJM is a good tool to describe the current situation, but the purpose of enterprises is to understand and analyze the reasons behind "user feelings" through phenomena, put forward improvement plans, implement them and constantly optimize them.
Routine 2:? key moment
What does the overall customer experience come from during the customer journey? Is it the total average feeling of each contact or the feeling mapping of some key points?
Before drawing a conclusion, let's take a look at the example of "Starbucks Experience Tour".
You will find that even if Starbucks is recognized as a model of excellent experience, there are still a lot of pain points that make customers feel bad, but why is the customer's evaluation of Starbucks experience very positive as a whole?
Daniel Kahneman, a Nobel Prize winner and psychologist, found that customer experience memory is determined by two factors: the peak (whether positive or negative) and the feeling at the end, which is the peak-end rule.
This rule is based on the characteristics of subconscious summing up experience: after experiencing a thing, all you can remember is the experience of the peak and the end, and the proportion of good and bad experiences and the length of experiences in the process have little effect on memory.
The "peak" and "end" here are actually the so-called "critical moment MOT".
Looking back on the feeling of drinking a cup of coffee in Starbucks, whether it is the satisfied reply and professional recommendation of the clerk, the loud and happy delivery of the varieties ordered by the customers to the producers with coffee terms you don't understand (Starbucks argot), or the rhythmic coffee making process, this scene only conveys one message-they know coffee and love it! ?
Similarly, when you sit in front of the French window and listen to the background music, you will be watched by pedestrians in the street, and from time to time you will secretly feel the psychological satisfaction of a delicate petty bourgeoisie.
Aside from the product itself, the store experience of Starbucks coffee is designed around these two peak experience points: recruiting highly educated and temperamental clerk, loving and loving coffee, having a sunny appearance, and asking them to convey information loudly in the service process. Without exception, the location of the storefront is in crowded places, without exception, floor-to-ceiling glass is used (convenient for you to see and be seen), and the lighting of reading lights at night is blues songs. It is this peak experience that makes many people linger on Starbucks.
Looking at the Internet industry again, the peak experience in JD.COM is "We promise to deliver goods to your door as soon as possible", and the answer in Zhihu is always "professional answer". Alipay makes you "go out without a wallet", which is a key point in the customer experience journey.
Routine 3:? Design of Customer Experience Tour
The chart of customer experience history is a tool, which can visually present the process that users went through to achieve a certain goal. By creating historical charts, we can better understand the feelings, thoughts and behaviors of target users at a specific time, realize the evolution of this process, and find the pain points of users.
The most basic mode of creating customer experience history map is to fill in the user's goals and behaviors within the time frame, then fill in the user's feelings and thoughts, and then present them in a visual way when the user story is gradually improved, and finally serve the team communication and design insight.
The customer experience history graph has two very powerful tools: telling stories to describe the user's experience process and presenting information through visualization. Storytelling and visualization are two very important tools for creating flowcharts, because they can convey information more effectively, make the presentation of information simple and clear, and facilitate memory and team sharing.
In enterprises, key performance indicators (KPI) are usually used to evaluate employees or departments. Long-term fragmented understanding of employees will cause disadvantages, because the overall experience has never been pieced together from the perspective of employees. Experience history map can combine fragmented information, show the whole experience in a visual way, and let stakeholders of different teams actively participate in it, thus promoting more cooperation. Creating a shareable version is one of the key goals of making an experience history map, because without communication and sharing, everyone can't reach an understanding of how to optimize the experience.
2. Exploded diagram of customer experience history diagram
Each experience history map will be different from scene to scene, but in general, it contains the "lens" (which can be understood as the user's perspective), the experience process and insight into the opportunity point. See the above picture, and the following are detailed precautions.
Area A: The lens area includes the portrait of the user ("Who") (1) and the usage scene of the product ("What") (2), which provides the basic character situation setting for the historical map.
Area B: It is the core part of the historical chart, including the division of various stages of user experience history (3), user's behavior (4), thoughts (5) and feelings (6), and can also be filled in through user feedback or videos in the survey.
Area C: This area will be different due to the different business objectives of each project. It mainly includes the distribution of future opportunities (7) and internal dominance (8).
3. Why do you need a customer experience history chart? When was it created?
The creation of the experience history graph revolves around a given business goal. Without business goals, it is impossible to gain meaningful insight into opportunities. Business objectives can be external problems of the enterprise, such as studying the purchasing behavior of a specific group of people, or internal problems of the enterprise, such as the lack of dominant distribution in a certain part of the customer experience. Here are some potential business goals to which the Experience History Map can be applied:
[If! Support list] [endif] Change the focus of an enterprise from "inside out" to "outside in". If the enterprise influences the user experience through internal decision-making, then the experience history map can help the enterprise change the corporate culture from the perspectives of the user's thinking, behavior and emotion. Historical charts focus on the real user experience, which is often ignored by enterprises when making decisions.
[If! Support list] [endif] Break the island and create a * * * vision for the enterprise. Experience history map creates the whole experience process of users and becomes a favorable tool for inter-departmental communication and cooperation within enterprises. Creating experience history chart is the first step of enterprise investment user experience plan. User experience problems can be seen at a glance in the chart area, helping enterprises to understand "where to improve the user experience?" .
[If! Support lists] [endif] Assign ownership to all key departments within the enterprise. Usually, some small frictions in the customer experience exist because the enterprise does not have a corresponding docking team. By creating an experience history chart, we can observe all stages and key contact points of customer experience development, so as to clarify the responsibility distribution of relevant teams.
[If! Support matrix] [endif] Help the team pay attention to the target group. Experience history maps allow teams to focus on specific user portraits or groups. By comparing the similarities and differences between different user portraits, we can choose a user group with high value to the project or explore a new target group.
[If! Support list] [endif] to help understand quantitative data. When analyzing or viewing quantitative data, if you realize that something special is happening, such as online sales reaching a steady state, or an online tool is not reused, historical charts can help you explore the reasons why they happen.
4. Elements contained in the customer experience history diagram
Although you are exposed to different forms of empirical historical charts, it must include some important elements:
[If! Support list] [endif] perspective. First of all, we should choose "corner" for the story, that is to say, from the perspective of "who" did the experience map begin to be laid? For example, in the school scene, you can choose the perspective of students or faculty, but these two different role perspectives will definitely lead to completely different results in the historical map. Generally speaking, the "characters" in the historical map are consistent with the portraits of the project (if any). When creating an experience historical map, choosing a perspective for a historical map is the most basic principle, which can help the team create a wonderful and clear story.
[If! Support list] [endif] scenario. Next, we should set a specific scene for the historical map. This scene can be an existing experience, indicating a good or bad moment; It can also be an "upcoming" experience that has not yet happened, making plans for products or services that have not yet formed. When creating a scene, be clear about the user's goals. The customer experience history chart is best at depicting a series of continuous experiences, such as shopping or traveling.
[If! Support matrix] [endif] behaviors, thoughts and feelings. The middle part of the historical chart is what the user did, thought and felt. This part of the content should be based on qualitative research, such as field investigation, situational inquiry, or diary research. The granularity level presented will change according to the specific objectives of the historical chart, such as evaluating a complete procurement cycle and designing a control system.
[If! Support list] [endif] contact points and channels. According to users' goals and behaviors, historical maps should also show users' contact points (various contact time points between users and companies) and channels (ways of providing services, such as websites and physical stores). These elements are particularly important in historical charts, because they can reflect differences in corporate brands and breakpoints in experience.
[If! Support list] [endif] insight and dominance. The process of creating a course map is to find the gaps in user experience (especially omni-channel courses) so as to take necessary actions to optimize the experience. Insight and dominance are two easily overlooked elements. Any insight generated in the process of creation should be listed on the experience history map, and the dominance of different blocks of the history map should be allocated when the enterprise policy allows, so that each block has a clear person in charge. If there is no distribution of ownership, there will be no corresponding person in charge to change anything.
Even if all the above elements are available, it is likely that the two historical maps look completely different, but each one is well adapted to the set scene. Weigh the scope, focus, breadth and depth of historical charts to decide which elements need to be included. To this end, the following questions can be considered:
[If! Support list] [endif] What details do you need to tell the story completely?
[If! Support matrix] [endif] What else do you need to present a true narrative? (such as the equipment used, the channels of purchase, things encountered, etc.). )
[If! Support Matrix] [Endif] Is the purpose of historical charts to find problems in existing experiences or to create new experiences?
[If! Support matrix] [endif] What is the balance between external (customer) and internal (team) actions?
[If! Support list] [endif] Who will read this experience map?
5. The principle of creating the experience history map successfully.
A good experience map not only needs to contain some of the necessary elements mentioned above, but also should be combined with actual research and have clear goals. It is not easy to create a historical map and eventually generate insight and spread it. The following suggestions can help you stay in the right direction:
Ask "what" and "why" questions. First of all, determine the business objectives served by the course map, and have clear answers to the following questions:
[If! Support list] [endif] What is the business goal of the Experience History Map?
[If! Who will use it?
[If! Support list] [endif] Who is the user and what is the user experience it presents?
[If! Support list] [endif] How to share?
[If! Support list] [endif] Based on facts
Experience maps should lead to true stories, not fairy tales. In addition to collecting the existing research data, it is necessary to supplement some research based on real experience to make up for what is not involved in the existing research. This is mainly a process of qualitative research, because general quantitative research can help support and prove opinions (or convince stakeholders who think qualitative data are vague), but quantitative data alone can't tell the story completely.
[If! Support list] [endif] cooperation
The creative process itself (excluding the output) is also the most valuable part of the process, so let others participate. Pull up the curtain, invite stakeholders from different teams to exchange and cooperate, analyze and create historical maps. Don't rush to imagine. Resist the temptation of direct beautification or visualization, because it is easy to make historical maps look useless. Before you begin to beautify, make sure that the information is comprehensive and fully understood.
[If! Support list] [endif] Invite others to join.
If you just send the historical map as an email attachment, it will not leave a deep impression on others. You can make a vivid and interactive document to immerse the invitees. You can also quote stories from historical maps in meetings and conversations; You can also create a historical chart exhibition hall, so that other team members can enter the experience process of perceiving users and gain insight into products.
Routine 3:? data driven
Everyone must speak with data except God.
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Edwards Deming (1900- 1993) is a famous American management scientist.
1.？ Quantifying sensation
Digitize the feelings of "good" and "bad" in each contact, and mark the corresponding scores, especially the key points such as "peak-end".
2.？ Role substitution
English is personality. Users in personalized scenes form vivid portraits through user research (analyzing users' goals, behaviors, opinions and attitudes, etc.). ), so as to explore the causes of experience effect and help improve the decision-making and design of experience.
The basic principle of the first formula is that satisfaction = experience value-expectation value, and a scoring system of (-5~+5) can be used, with 5 points for surprise, average 1~2 and -4~-5 for anger.
Empirical values can be obtained through user surveys, "mysterious users" and third-party surveys. It is best to evaluate every contact in the "experience journey", specifically, you can also score the objects (such as service personnel, systems, etc.) on the contacts. ), but also the overall score of the whole trip. If it is too complicated, you can only do the key evaluation of the whole process.
The main principle of the second formula is that each scene is designed for a certain user or a certain type of user. According to the user's basic attributes+behavior portrait+demand portrait, the most important thing is the "delivered value" and customer expectations brought by the brand (see my third User Nine palace map for details). The following figure gives some basic portraits of users for reference:
To form a quantitative view of the customer journey, the first formula and the second formula need to be combined. I use the example of the above physical examination to illustrate that, in short, it is simply to divide users according to the membership level.
Ordinary users, gold card users, drilling card users and contact points are also simplified accordingly.
Through the digitization of the above-mentioned contact satisfaction, it can be analyzed that the overall experience of this medical examination company can be ranked slightly higher than the average level, mainly because there are several peak experiences with high scores (such as hardware equipment and soft services such as welcoming guests). At the same time, we also found the key points that need to be improved, such as "waiting in line", "inspection report" and "service after inspection".
Surprisingly, a potential crisis has also been discovered, that is, the experience of gold card customers is poor, and gold card customers are exactly the core customers they need to pay attention to most.
It turns out that they have invested heavily in the card drilling service, thinking that it can bring demonstration effect, but in fact, the card drilling customers are more willing and able to go to well-known public hospitals for physical examination; There is no obvious difference between gold card and ordinary card in project setting and service experience (as can be seen from the indistinguishable settings such as parking and dressing room). Only in the simplest way, the price concessions are different for everyone (many enterprises have this problem in VIP management). As a result, the peak value of gold card users' distinguished experience is mostly negative and their loyalty is the worst.
Through digitalization, we can have a clearer view of the original vague problems, and also help to reason and analyze more reasonable reasons and find solutions.