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3 Myths of Customer Experience

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I have given this presentation at two separate events: once at the UK Usability Professionals' Association and once at PRODUCTtank London. In the piece I present '3 Myths of Customer Experience' which seek to address some of the biggest red herrings in UX today. Ultimately, I want to turn 'myths' into 'truths', introduce my definition of Experience Strategy as well as the notion of key 'Aspects of the Experience'.

Published in: Design, Business, Technology

3 Myths of Customer Experience

  1. 1. 3 MYTHS OFCUSTOMEREXPERIENCE photo: flickr markjsebastian
  2. 2. 2
  3. 3. 3 MYTHS OFCUSTOMEREXPERIENCE 3
  4. 4. myth #1You can design experiences. 4
  5. 5. This isn’t a new argument,but it’s an important one. 5
  6. 6. customer |kuhsˈ-tuh-mer| nouna person who purchases goods or servicesexperience |ikˈspi(ə)rēəns| nounan event or occurrence that leaves an impression 6
  7. 7. customer |kuhsˈ-tuh-mer| nouna person who purchases goods or servicesexperience |ikˈspi(ə)rēəns| nounan event or occurrence that leaves an impression 6
  8. 8. customer |kuhsˈ-tuh-mer| nouna person who purchases goods or servicesexperience |ikˈspi(ə)rēəns| nounan event or occurrence that leaves an impression 6
  9. 9. customer |kuhsˈ-tuh-mer| nouna person who purchases goods or servicesexperience |ikˈspi(ə)rēəns| nounan event or occurrence that leaves an impression 6
  10. 10. myth #1You can design experiences. 7
  11. 11. m odelmyth #1 ^You can design experiences. 7
  12. 12. myth #2Experience strategy should be focusedon creating something new.  8
  13. 13. Actually, there is a lot of evidence tosuggest nothing is independently “new”.The concept of multiple discovery is thehypothesis that most scientific discoveriesand inventions are made independentlyand more or less simultaneously bymultiple scientists and inventors. 9
  14. 14. Every innovation has precursors. iPad: 2010 10
  15. 15. Every innovation has precursors. Dynabook: 1968 iPad: 2010 10
  16. 16. Every innovation has precursors. Telautograph: 1888 Dynabook: 1968 iPad: 2010 10
  17. 17. Every innovation has precursors.Stone Tablets: BC Telautograph: 1888 Dynabook: 1968 iPad: 2010 10
  18. 18. 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’ 11
  19. 19. 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 12
  20. 20. myth #2Experience strategy should be focusedon creating something new.  13
  21. 21. myth #2Experience strategy should be focusedon creating something new.  ^ iliar fam 13
  22. 22. myth #3Experience strategy consistentlyproduces significant value.  14
  23. 23. What can Experience Strategy learn fromService Design (and Brandon Schauer)? The Business Case For (Or Against) Service Design by Brandon Schauer 15
  24. 24. What can Experience Strategy learn fromService 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 15
  25. 25. What can Experience Strategy learn fromService 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 15
  26. 26. What can Experience Strategy learn fromService 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 15
  27. 27. What can Experience Strategy learn fromService 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 15
  28. 28. myth #3Experience strategy consistentlyproduces significant value.  16
  29. 29. myth #3Experience strategy consistentlyproduces significant value.  ^ on newneed s to focus c ustomers or new ilities to p roducecapab 16
  30. 30. 3 Truths of Customer Experiencetruth #1You can model experiences.truth #2Experience strategy should be focused oncreating something that is familiar. truth #3Experience strategy needs to focus on newcustomers or new capabilities to producesignificant value.  17
  31. 31. Experience Strategy =Business Strategy+ Experience Modeling 18
  32. 32. As Roger Martin, Dean of Rotman Schoolof Management, says... Business Strategy is where to play, and how to win. 19
  33. 33. As Rick Robinson, former CXOof Sapient, says... XMOD is to create really interesting pictures of user experiences. 20
  34. 34. 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. 21
  35. 35. Key ‘Aspects of the Experience’ 22
  36. 36. Key ‘Aspects of the Experience’PEOPLE CUSTOMER USER 22
  37. 37. Key ‘Aspects of the Experience’PEOPLE CUSTOMER USERJOURNEY SCENARIO PROCESS 22
  38. 38. Key ‘Aspects of the Experience’PEOPLE CUSTOMER USERJOURNEY SCENARIO PROCESSMODE STATE ROLE 22
  39. 39. Key ‘Aspects of the Experience’PEOPLE CUSTOMER USERJOURNEY SCENARIO PROCESSMODE STATE ROLEVALUE MOTIVATION EMOTION 22
  40. 40. Key ‘Aspects of the Experience’PEOPLE CUSTOMER USERJOURNEY SCENARIO PROCESSMODE STATE ROLEVALUE MOTIVATION EMOTIONMETAPHOR ANALOGY STORY 22
  41. 41. An Early Example Sneezy by eLab/SapientNitro 23
  42. 42. 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 24
  43. 43. —how to create value for people throughnew or improved services and products.Innovation doesn’t require unusualgenius or creativity, but lately all the buzzsurrounding innovation has made it lookawfully complicated. Naked Innovationhelps unveil some of the mysteries ofthe process—stripping it down to revealstructures that multidisciplinary teamscan share. Once you see the underlying uncovering a shared approach paradis / m c gawtheory and the methods which flow from for creating valueit, you’ll become even more effective atdoing 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 McGawChicago, Illinois | www.id.iit.edu IIT Institute of Design 25
  44. 44. Thank you!zachary jean paradiszparadis@sapient.comsapient.comcreativeslant.comnakedinnovation.comtwitter.com/zacharyparadis 26

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