Zoom Out for Customer Centricity
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Presentation for 7th IQPC Customer Experience Managers conference held in May 2014 (http://www.customerexperienceevent.com.au/SpeakerInfo.aspx?tp_spkid=90144). Covered: Putting the customer’s environmental needs and goals at the core of your product strategy Properly understanding where your product sits in the customer’s world Identify opportunities for innovation through empathy rather than measurement Use customer data to futurecast possibilities through synthesis
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Zoom Out for Customer Centricity
- 1. Zooming Out for Customer Centricity Owen Hodda Customer Experience Design Lead @owenhodda
- 7. Customers do not want your product but they will pay for the solution you are offering…
- 8. Step back from your product and actually understand the customer In order to properly understand the solution you offer
- 9. Putting the customer’s environmental needs and goals at the core of your product strategy Designing for success means knowing what the ideal customer experience is
- 11. Seek understanding over knowledge Seek to understand the customer’s perceptions of your product Opinions, perceptions, misunderstandings, biases etc are more useful to you than use metrics
- 12. Properly understand where your product sits in the customer’s world Understanding that the majority of what influences a customer’s experience is beyond our control
- 13. Deliver value to people, not deliver people to systems “ ” J. Thackara
- 17. Questions over answers • Divergent/Active research before quantification • Understanding over knowledge Discover Define Develop Deliver
- 18. Identify opportunities for innovation through empathy rather than measurement Solve problems you didn’t know customers had Solve problems customers didn’t know they had
- 19. Zooming out from our immediate interactions can reveal opportunities not previously visible • Why are people not using your product • In what strange ways are people using your product? • Understand customers perceptions, blind spots, biases
- 22. Use customer data to futurecast possibilities through synthesis How can we use this insight to design for the future?
- 24. Analysis tell you how things are, at least in theory, whereas synthesis suggests how things could be“ ” D. Hill
- 26. Look for patterns and antipatterns in your data
- 27. Look for patterns and antipatterns in your data • You are looking for the unknown unknowns
- 29. Step back from your product and actually understand the customer • Empathy over measurement • Truth over solutions • Questions over answers • Understanding over knowledge
- 30. Thank You Owen Hodda Customer Experience Design Lead @owenhodda
- 31. References • Original diagram adapted from N Savio & J Braiterman – “Design Sketch: The Context of Mobile Interaction (http://www.giantant.com/output/mobile_context_model.pdf) • J. Thackara – “In the Bubble: Designing in a Complex World”, MIT Press • D. Hill – “Dark Matter and Trojan Horses”, Strelka • Powers of Ten image under Creative Commons license via C Williams – (http://www.flickr.com/photos/carolynwill/5176958714/in/photostream/) • Dataplex Image vi R. Ikeda – “Dataplex” – (ryojiikeda.com)
Editor's Notes
- When we were working with the team responsible for designing our new store formats, one of the first questions we asked was “what will influence somebodies experience of walking into a branch?” - Who are they? What are they doing? What are their goals? How does NAB feature in their goals? When we were working with the team responsible for designing our new store formats, we ran exercises to understand the context of the customer – what are they doing in different locations, why are they there? What else are they trying to achieve? Because nobody wants to go to the bank. But they do want to achieve a lot of thing in their life that a bank is necessary for
- Look for what will influence an experience and what can be used for leveraging change Phone number in user guide anecdote Live chat on mobile anecdote
- To truly know how to design for a good experience, you need to know what the experience the customer wants to have is….
- …because if we only focus on the small details, we are very likely solving the wrong problems.
- Looked at how they used other products Why? What problem is being solved here? Looked at product ecosystem By zooming out, we saw that a lot of other products influenced the use, experience and perception of our product…
- …Lots of other brands too…
- …and sometimes you hear people explain their experience in ways you would never expect.
- To know which problems to solve, we conduct open ended, exploratory research The goal here is to increase scope, not distil data
- By looking at unknown unknowns, by zooming out and understanding our customers worlds, we can start to identify new opportunities. This is about seeing the gorilla, not counting basketballs. Digital Disruption
- Rather than quantify predefined metrics (vanity metrics), ask the seemingly pointless questions about how your product fits into the customers’ world
- Having gathered data from a place that we weren’t seeing earlier, we can’t begin analysis
- Synthesis differs from analysis in that we often don’t know what we are looking for. By zooming out of the metrics and looking for broader patterns, we see the truer picture
- From this vantage point, we can solve customer problems upstream. Rather than focusing on effort on hard to move metrics, make the whole problem irrelevant by shifting what the problem is (blue ocean strategy). Don’t try to fix a bad customer experience if it is not even an experience they need to have
- Looking for the truth over solutions Less answers, more questions
- Empathy over measurement Seek to view the experience through the customers’ eyes. What’s important to them? Truth over solutions Dig deeper. Don’t look to fix the sympton, work until you’ve found the cause Questions over answers What if? How might we? Understanding over knowledge Stop gathering more metrics. Apply them to developing a true understanding of the customer. Look beyond segments and demographics
- Rather than quantify predefined metrics (vanity metrics), ask the seemingly pointless questions about how your product fits into the customers’ world