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3 MYTHS OF
CUSTOMER
EXPERIENCE
photo: flickr markjsebastian

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3 MYTHS OF
CUSTOMER
EXPERIENCE
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myth #1
You can design experiences.
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This isn’t a new argument,
but it’s an important one.
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customer |kuhsˈ-tuh-mer| noun
a person who purchases goods or services
experience |ikˈspi(ə)rēəns| noun
an event or occurrence that leaves an impression
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customer |kuhsˈ-tuh-mer| noun
a person who purchases goods or services
experience |ikˈspi(ə)rēəns| noun
an event or occurrence that leaves an impression
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customer |kuhsˈ-tuh-mer| noun
a person who purchases goods or services
experience |ikˈspi(ə)rēəns| noun
an event or occurrence that leaves an impression
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customer |kuhsˈ-tuh-mer| noun
a person who purchases goods or services
experience |ikˈspi(ə)rēəns| noun
an event or occurrence that leaves an impression
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myth #1
You can design experiences.
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m odel
myth #1
^
You can design experiences.
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myth #2
Experience strategy should be focused
on creating something new.
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Actually, there is a lot of evidence to
suggest nothing is independently “new”.
The concept of multiple discovery is the
hypothesis that most scientific discoveries
and inventions are made independently
and more or less simultaneously by
multiple scientists and inventors.
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Every innovation has precursors.
iPad: 2010
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Every innovation has precursors.
Dynabook: 1968 iPad: 2010
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Every innovation has precursors.
Telautograph: 1888 Dynabook: 1968 iPad: 2010
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Every innovation has precursors.
Stone Tablets: BC Telautograph: 1888 Dynabook: 1968 iPad: 2010
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Apple even “borrows” from itself.
By Apple - click image for link to video By Apple - click image for link to video
Two television adverts from different eras:
• both start by asking ‘What is iPad or Newton?’
• both refer to already knowing how to use it
• both state to how ‘powerful’ it is
• both use the words ‘magic’ or ‘magical’
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As Kirby says, Everything is a Remix
By Kirby Ferguson - click image for link to video By Kirby Ferguson - click image for link to video
Innovations are not ideas but tipping points:
• in a continuous line of invention by many people
• dramatic results can happen when combined
• by connecting ideas together, leaps can be made
• examples: printing press, Model T, Internet
• elements of creativity: copy, transform, combine
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myth #2
Experience strategy should be focused
on creating something new.
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myth #2
Experience strategy should be focused
on creating something new.
^ iliar
fam
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myth #3
Experience strategy consistently
produces significant value.
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What can Experience Strategy learn from
Service Design (and Brandon Schauer)?
The Business Case For (Or Against) Service Design by Brandon Schauer
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What can Experience Strategy learn from
Service Design (and Brandon Schauer)?
value — Where service design misses
EXISTING NEW
CAPABILITIES CAPABILITIES
EXISTING Optimization Service
CUSTOMERS Development
NEW Market Diversification
CUSTOMERS Development
— riff off of the Ansoff Matrix, circa 1957
The Business Case For (Or Against) Service Design by Brandon Schauer
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What can Experience Strategy learn from
Service Design (and Brandon Schauer)?
value — Why service design sucks at it
Where service design misses
EXISTING NEW
CAPABILITIES CAPABILITIES
EXISTING Optimization Service
CUSTOMERS Development
NEW Market Diversification
CUSTOMERS Development
— riff off of the Ansoff Matrix, circa 1957
The Business Case For (Or Against) Service Design by Brandon Schauer
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What can Experience Strategy learn from
Service Design (and Brandon Schauer)?
value — Why service design sucks at it
Where service design misses
EXISTING NEW
CAPABILITIES CAPABILITIES
EXISTING Optimization Service
CUSTOMERS Development
NEW Market Diversification
CUSTOMERS Development
— riff off of the Ansoff Matrix, circa 1957
The Business Case For (Or Against) Service Design by Brandon Schauer
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What can Experience Strategy learn from
Service Design (and Brandon Schauer)?
value — Why service design sucks at it playing
Where service design should be
misses
EXISTING NEW
CAPABILITIES CAPABILITIES
EXISTING Market
Optimization Service
CUSTOMERS Optimization Development
NEW Market Diversification
CUSTOMERS Development
— riff off of the Ansoff Matrix, circa 1957
The Business Case For (Or Against) Service Design by Brandon Schauer
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myth #3
Experience strategy consistently
produces significant value.
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myth #3
Experience strategy consistently
produces significant value.
^ on new
need s to focus
c ustomers or new
ilities to p roduce
capab
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3 Truths of Customer Experience
truth #1
You can model experiences.
truth #2
Experience strategy should be focused on
creating something that is familiar.
truth #3
Experience strategy needs to focus on new
customers or new capabilities to produce
significant value.
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Experience Strategy =
Business Strategy
+ Experience Modeling
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As Roger Martin, Dean of Rotman School
of Management, says...
Business Strategy is where
to play, and how to win.
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As Rick Robinson, former CXO
of Sapient, says...
XMOD is to create really
interesting pictures of user
experiences.
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Experience Modeling
XMOD enables us to see problems
(heuristic) and opportunities
(generative) clearly; also, it enables a
cross-functional team to tackle a
problem from a similar vantage point.
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Key ‘Aspects of the Experience’
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Key ‘Aspects of the Experience’
PEOPLE CUSTOMER USER
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Key ‘Aspects of the Experience’
PEOPLE CUSTOMER USER
JOURNEY SCENARIO PROCESS
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Key ‘Aspects of the Experience’
PEOPLE CUSTOMER USER
JOURNEY SCENARIO PROCESS
MODE STATE ROLE
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Key ‘Aspects of the Experience’
PEOPLE CUSTOMER USER
JOURNEY SCENARIO PROCESS
MODE STATE ROLE
VALUE MOTIVATION EMOTION
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Key ‘Aspects of the Experience’
PEOPLE CUSTOMER USER
JOURNEY SCENARIO PROCESS
MODE STATE ROLE
VALUE MOTIVATION EMOTION
METAPHOR ANALOGY STORY
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An Early Example
Sneezy by eLab/SapientNitro
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References:
You Can’t Design Experiences
http://www.informationarchitects.jp/en/can-experience-be-designed-2/
http://uxdesign.smashingmagazine.com/2011/03/15/why-user-experience-cannot-be-designed/
http://zenagile.wordpress.com/2011/10/20/user-experience-cant-be-designed/
http://blog.thisisservicedesignthinking.com/post/2422855935/free-download-all-icons-from-tisdt-are-available
Nothing is New
http://www.everythingisaremix.info/
http://www.freepatentsonline.com/386815.pdf
http://www.cbsnews.com/8301-505123_162-42744882/separated-at-birth-ads-for-ipad-and-failed-90s-pda-newton-
draw-from-the-same-well/
http://www.youtube.com/watch?v=D2BvVcSkNkA
http://www.youtube.com/watch?v=Bh-yed48e0Y
Creating Value through Experience Strategy & Service Design
http://brandonschauer.com/post/11710895190/sdnc11
Experience Strategy & Modeling
http://blogs.hbr.org/martin/2010/05/the-five-questions-of-strategy.html
http://loop1.aiga.org/documents/edition003/sapientucd/03_sapientucdB.pdf
http://www.fastcompany.com/articles/1999/11/elab.html
http://en.wikipedia.org/wiki/Boundary_object
http://id.iit.edu
http://www.sapientnitro.com
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—
how to create value for people through
new or improved services and products.
Innovation doesn’t require unusual
genius or creativity, but lately all the buzz
surrounding innovation has made it look
awfully complicated. Naked Innovation
helps unveil some of the mysteries of
the process—stripping it down to reveal
structures that multidisciplinary teams
can share. Once you see the underlying uncovering a shared approach
paradis / m c gaw
theory and the methods which flow from for creating value
it, you’ll become even more effective at
doing it yourself.
“A terrific contribution to the integration
of design and management”
roger martin, dean, rotman school of management,
university of toronto
Zachary Jean Paradis
David McGaw
Chicago, Illinois | www.id.iit.edu IIT Institute of Design
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Thank you!
zachary jean paradis
zparadis@sapient.com
sapient.com
creativeslant.com
nakedinnovation.com
twitter.com/zacharyparadis
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