Ka-chunk! When customer experience design fails and how to avoid it
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Transcript of Ka-chunk! When customer experience design fails and how to avoid it
Joel FlomUX Australia 2009, Canberra27 August 2009
KA-CHUNK!When customer experience design fails and how to avoid it
Bit about me
HELLO...
- A designer
- 12 years experience
- Start-ups to SMEs to corporates
- Experience split between Australia and US
- Still figuring it out
Customer experience defined
Customer experience defined
“Customer experience refers to the totality of experience a customer has with a
business, across all channels and touchpoints.”
Peter Merholz, Adaptive Path
Customer experience defined
“Customer experience should encompass every aspect of a company’s offering and
consistently engage a customer across all touch points.”
Joel Flom, Elavision
Customer experience defined
BLUE SKIES, RIGHT?
- Unified vision
- Rallying point
- Plenty of success stories (Apple, Amazon, Zappos)
- Required to stay competitive
- Customers demand it
Customer experience defined
Customer experience defined
Customer experience defined
BUT...
- Major challenges in creating an integrated customer experience
- Organisational unity impossible to achieve within timeframes
- Client not ready
- Customers misunderstood
Customer experience defined
Customer experience defined
Customer experience defined
SO WHO’S THE CULPRIT?
- Revisit our own perspective
- Empathise with the business
- Stop idolising the ideal customer
Revisit our own perspective
Revisit our own perspective
“...designers are very much focused on the service interface (eg. interaction with the
service provider), so much that they don’t notice what’s going on behind them.”
Marc Fonteijn, 31 Volts
Revisit our own perspective
BLINDED BY THE LIGHT
- We’re often blinded by the lights coming off the front-stage
- We seek the “ideal” customer
- We still get sucked into the medium
Garrett, Jesse James (2009). “How Integrated Are Your Customer Experiences?”.http://blogs.harvardbusiness.org/merholz/2009/07/how-integrated-are-your-custom.html
Revisit our own perspective
“WEB PLUS ONE” APPROACH
- “Multi-channel experiences” are often the web plus one other channel
- Our vantage point is mainly from the web outwards
- We're still fixated on the shiny object
- Other core services get overlooked
Revisit our own perspective
PROJECT-BASED UNDERSTANDING
- Look at customers, the business and technical teams through narrow lenses
- Perspectives are stitched together based on project objectives
- Business units aren’t necessarily seen as operating outside the design problem
Revisit our own perspective
“[Design thinking] is a discipline that uses the designer's sensibility and methods to
match people needs with what is technologically feasible and what a viable
business strategy can convert into customer value and market opportunity.”
Tim Brown, IDEO
Revisit our own perspective
Revisit our own perspective
360° design
Revisit our own perspective
Revisit our own perspective
Empathise with the business
Empathise with the business
Empathise with the business
“How did this happen? If I was running a company with the distinction
and history of American Airlines, I would be embarrassed -- no ashamed -- to have a website with a customer experience as terrible
as the one you have now. How does your CEO, Gerard J. Arpey, justify treating customers this way? Why does your board of directors
approve of this? Your website is abusive to your customers, it is
limiting your revenue possibilities, and it is permanently destroying the brand and image of your company in the mind of every visitor.”
Dustin Curtis, dustoncurtis.com
Curtis, Dustin (2009). “Dear American Airlines”.http://dustincurtis.com/dear_american_airlines.html
Empathise with the business
Empathise with the business
“You want a redesign? I’ve got six of them in my archives. It only
takes a few hours to put together a really good-looking one, as you demonstrated in your post. But doing the design isn’t the hard part,
and I think that’s what a lot of outsiders don’t really get, probably because many of them actually do belong to small, just-get-it-done
organizations. But those of us who work in enterprise-level situations
realize the momentum even a simple redesign must overcome, and not many, I’ll bet, are jumping on this same bandwagon. They know
what it’s like.”
Mr X’s response, dustoncurtis.com
Mr. X (2009). “The Response”.http://dustincurtis.com/dear_dustin_curtis.html
Empathise with the business
“To succeed on the Web we need to change our mentality from seeing ourselves as a
master to seeing ourselves as an apprentice.”
Gerry McGovern, gerrymcgovern.com
Empathise with the business
TOP-DOWN TO BOTTOM-UP IS HARD
- Many obstacles, from organisational structure to company culture
- Management suspicious of perceived value/risks
- Demands a different mind-set than earlier IT programs
- Invites all employees to the table
Martin, Roger (2005). “Why Decisions Need Design”.http://www.businessweek.com/innovate/content/aug2005/id20050830_416439.htm
Empathise with the business
DECISION FACTORIES
- Decisions don’t get made
- Decisions appear to have been made, but thenfall apart
- Decisions get made, but follow-up isn’t timely
- Decisions get made, but they’re bad
Empathise with the business
SILOS
- Rarely have incentives to coordinate their activities
- Often have stronger incentives to go own way
- Friction between silos can be systemic
- Clear division of labour (job titles with explicit set of responsibilities)
Empathise with the business
Spool, Jared (2009). “Deriving Design Strategy from Market Maturity, Part 1”http://www.uie.com/articles/derivingdesignstrategy/
Empathise with the business
MARKET MATURITY
- Determine which stage the organisation is in
- Work out the competition’s level of maturity (not just features and functionality)
- Look at level is across entire organisation, not just current design problem
- Understand what it will take to transition to the next stage
Maturity Model
Stage 1: Technology
Stage 2: Features
Stage 3: Experience
Stage 4: Commodity
Spool, Jared (2009). “Deriving Design Strategy from Market Maturity, Part 1”http://www.uie.com/articles/derivingdesignstrategy/
Empathise with the business
MARKET MATURITY
- Determine which stage the organisation is in
- Work out the competition’s level of maturity (not just features and functionality)
- Look at level is across entire organisation, not just current design problem
- Understand what it will take to transition to the next stage
Empathise with the business
Stop idolising the ideal customer
Stop idolising the ideal customer
BETTER EXPERIENCES NOT REQUIRED
- Loyalty over time can breed inaction
- “The devil you know” phenomenon
- Experience is not front and centre
- Relationship not required
Stop idolising the ideal customer
“We don’t want interaction! We want to minimise our interaction!”
Eric Reiss, FatDUX
Stop idolising the ideal customer
CUSTOMERS NOT ON A JOURNEY
- May interact with multiple touchpoints and series of interactions over time, but don’t view it as an “ecosystem”
- Often only a means to an end
- Not seeking rich interactions, but instead less interactions
Stop idolising the ideal customer
CUSTOMER SERVICE = HUMAN TOUCH
- Human touch still trumps online help/support
- Phone continues to be top preference
- Most customers don’t believe technology has improved customer service significantly
- Must move away from AVR mentality
Stop idolising the ideal customer
“Online, we don’t just see and readabout your brand.
We use it.”
Kristina Halvorson, Brain Traffic
Stop idolising the ideal customer
WHEN ONLINE, IT’S THE CONTENT
- When online, customers predominantly interact with content, not the business
- Useful, usable content
- Bridges the gap between audience needs and business requirements
Stop idolising the ideal customer
Stop idolising the ideal customer
Conclusion
FINAL THOUGHTS...
- Ensure we get a complete picture of the customer experience, not the one we yearn to see
- Be a student of the business
- Give the real customer what they need
Conclusion
“How we approach our work is often what determines its outcome. The more it's
about us, the knowers or gurus or smarter-than-thous, the less good the
experience we create.”
Mark Hurst, Creative Good
The End
- Web: www.elavision.com
- Blog: elavision.typepad.com
- Email: [email protected]
- Twitter: @joelflom
THANK YOU