X: The Experience When Business Meets Design
von Brian Solis
So many still choose to increase profitability or tolerate mediocrity at the expense of the experience, even though it’s been clearly demonstrated that consumers will pay a premium for a better experience. When designers envisioned a means of transport without horses, they at first worked within the existing framework of roads developed for horse-drawn carriages. The early steam-powered automobiles released to the public in the mid-1850s 1 were incredible feats of engineering, creating an entirely new way to move people around. Yet their creative inspiration for designing these newfangled motor vehicles was carriages, and so they resembled carriages, which is why they were called horseless carriages. As new roads were built to accommodate them, they were in turn initially patterned after the stone, brick, and dirt roadways that carriages traversed dating back thousands of years. It took inventors and architects decades to challenge convention and reinvent automobiles and roadways that were more effective and efficient. Transportation then thrived because the infrastructure was reimagined for a new generation of commuters. The digital and real-world paths for customers to travel with your company were similarly built based on the roads they traveled using old-fashioned technology. The key difference between now and then is that customers now have the wherewithal to build or choose their own roads that either lead to or away from you.
So many still choose to increase profitability or tolerate mediocrity at the expense of the experience, even though it’s been clearly demonstrated that consumers will pay a premium for a better experience.
During the dramatic introduction of the long-rumored iPad in 2010, standing before a large screen with an image of a street sign marking the intersection between “Technology” and the “Liberal Arts,” Steve Jobs said, “It’s in Apple’s DNA that technology alone is not enough. It’s technology married with liberal arts, married with the humanities, that yields the results that make our hearts sing.”
Asking the question, “What would my digital customer do?,” is the first step toward creating a blueprint for a rich connected customer journey. These days, 67 percent of the buyer’s journey is done digitally,4 and growing. Yet most journeys are still a hodgepodge of legacy touch-points governed by aging methodologies and systems duct-taped together by generations of different technologies.
Apple, Disney, and Nest are the exceptions to the rule; the rule is that in general customers receive impersonal treatment and experience great frustration with products and services. And because so few companies offer quality experiences, customers are willing to pay more for them. Any company that shows any semblance of empathy now possesses a tremendous competitive advantage.
In order to keep this whole-human focus in designing your experience ecosystem, your team must tell the story of its inhabitants, your customers and stakeholders, and how you see them living in this world in their preferred ways. You must describe the community in which they live, what life is like, their rituals and aspirations, and their challenges and successes.
"So many still choose to increase profitability or tolerate mediocrity at the expense of the experience, even though it’s been clearly demonstrated that consumers will pay a premium for a better experience."
"When designers envisioned a means of transport without horses, they at first worked within the existing framework of roads developed for horse-drawn carriages. The early steam-powered automobiles released to the public in the mid-1850s 1 were incredible feats of engineering, creating an entirely new way to move people around. Yet their creative inspiration for designing these newfangled motor vehicles was carriages, and so they resembled carriages, which is why they were called horseless carriages. As new roads were built to accommodate them, they were in turn initially patterned after the stone, brick, and dirt roadways that carriages traversed dating back thousands of years. It took inventors and architects decades to challenge convention and reinvent automobiles and roadways that were more effective and efficient. Transportation then thrived because the infrastructure was reimagined for a new generation of commuters. The digital and real-world paths for customers to travel with your company were similarly built based on the roads they traveled using old-fashioned technology. The key difference between now and then is that customers now have the wherewithal to build or choose their own roads that either lead to or away from you."
"Brand message is no longer the thing that sells. Experience sells. If the intangible pleasure, emotion, or meaning we seek can be made tangible through the use of story and narrative techniques, we will build more compelling product experiences. And if the experience is more compelling, businesses will profit from droves of loyal, experience-discerning customers. Without this understanding, choices about what features should be included and how they should behave seem both uninspired and disconnected. Sure, we have business goals, user needs, design principles, and best practices to draw on, but these things won’t get us to a place where a team is collaborating in the same conceptual space, let alone designing for emotion and meaning."
"To assess existing and new technologies, understand the gap, and begin to develop a roadmap for CX improvement, Teletech suggests that you ask six key questions: 1. What is the desired experience I want people to feel and share in every stage of the journey? How do I create a unified, frictionless customer experience across multiple channels? How do I leverage customer data across multiple channels to provide personalized offerings and services to my customers? How do I optimize my customer interaction technologies to empower my employees to better serve the customer? How do I effectively manage cloud and legacy systems to improve customer service? How do I reduce my cost to serve my customers and deliver good customer experience?"
"The point where business meets design is where you create incredible experiences that are: Imaginative Game-changing Unforgettable Functional Meaningful Shareable Actionable Intuitive to the user, the device, and the screen Contextually relevant to the consumers in their state of mind and intention on whatever screen they’re using in that moment A fresh approach is required: In our ethos In our brand essence In our product In our product ecosystem In our marketing In the click path In our service In our rewards In our perspective about our digital customers Experience is evergreen."
"One of the biggest problems with customer experience design today is that it is most often too closely tied to legacy philosophies, processes, and systems, which were crafted for a different way of doing business in a different time for a different type of customer. Without understanding customers and how behaviors and values are changing, without aligning our teams around a bigger and bolder vision of what we want to offer—something that is going to truly matter to people—we are just managing businesses the way we always have."
"The elite tended to pursue three imperatives simultaneously: 1. They design the right offers and experiences for the right customers. They deliver these propositions by focusing the entire company on them with an emphasis on cross-functional collaboration. They develop their capabilities to please customers again and again—by such means as revamping the planning process, training people in how to create new customer propositions, and establishing direct accountability for the customer experience."
- →So many still choose to increase profitability or tolerate mediocrity at the expense of the experience, even though it’s been clearly demonstrated that consumers will pay a premium for a better experience.
- →The secret ingredient in creating any meaningful experience is empathy: the ability to understand and share another person’s feelings. Seeing the world through the eyes of others gives you a competitive advantage because so few businesses truly have a disciplined method for doing so.
- →GOOD EXPERIENCES GRAB CUSTOMERS : ) 40% Forty percent of customers began purchasing from a competitive brand because of its reputation for good customer service. 55% Fifty-five percent are willing to recommend a company due to outstanding service, more so than product or price.
- →Observing behavior is also required, because actions as well as inactions do in fact speak louder than words. Even your digital data research should be observational, not just analysis of big data. In fact, your team should practice digital anthropology.
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