TSA, America’s infamous airport security organization, made headlines last year when it placed the blame on passengers for long lines at airport security, claiming that individuals were at fault for showing up to checkpoints unprepared.
Any time an organization puts the onus back onto the user for not being able to properly navigate a service should raise a huge red flag.
Now if the TSA scenario doesn’t scream service design misalignment to an informed CX pro, then it’s important to clarify what we mean when we talk in terms in “service design.” By Forrester’s definition:
“Service design is a creative, collaborative process that draws from the tools of human-centered design to holistically improve and innovate new value for users as they move through sequential service interactions.”
As CX pros continue to build out their CX design tool kits, they will have an advantage if they can discern that service design allows them to:
Scale a human-centered mindset through processes and tools. Design-led organizations such as Apple, Tesla, Airbnb, and Slack won’t go to market with a new service until they carefully analyze and understand the impact it will have on customers as they move along the service journey.
Take the pulse of the broader CX ecosystem. The holistic, end-to-end nature of service design gives CX pros multiple opportunities to appraise the health of a broader user journey. Logically, process reengineering around the needs of the customer thus forms a critical component of service design.
Customers use digital experiences to help satisfy their needs every day. Digital tools expand our experiences and change our lives at home and at work. Digital is now intertwined into the fabric of our lives at work and at home. We expect digital tools to add value to us no matter what we’re doing. Some 89% of executives believe digital will disrupt their business in the next twelve months.
To keep up with the rapidly evolving digital expectations of customers, businesses must not just develop a digital strategy but also become a digital business. This means more than building a few bolt-on mobile apps. It’s a fundamental rethink of your business model within a dynamic digital ecosystem that impacts every aspect of your business.
Transforming into a digital business is complex enough. But the rapid evolution of digital products and services makes it even more challenging for business leaders to navigate the landscape of digital business. Slow innovation cycles jeopardize the survival of traditional firms, and winning businesses will move toward an ecosystem business model. Digital businesses need to embrace digital ecosystems that support the continuous exchange of information and data to create value.
To master digital business, business leaders must minimize the complexity of digital ecosystems and learn to create value within such ecosystems. Digital ecosystems drive faster innovation, more efficient production, and more agile go-to-market activities, because:
A few weeks ago, I learned that my credit card number was part of a large data breach and that I needed to cancel it immediately. My first thought? Panic and trepidation — what if someone already charged on my card? What about the companies that I have recurring payments with — will they reject them and charge me fees? How do I remember all of the companies with which I even have recurring payments?
As all of these questions entered my mind and I started questioning my loyalty to Capital One, I received the following email (pictured) explaining what I needed to do as a customer and the companies that I needed to contact:
Capital One not only provided immediate relief but also demonstrated awareness of my individual profile and what could make or break my specific customer experience. It implemented personalization at a critical "moment of truth."
Expectation Maps Are A Smart Way To Visualize Customer Journey Emotion
Talking to clients, it’s interesting to see and hear how the topic of “customer needs” still comes up as frequently as the sun comes out in Singapore. In a day and age when customer “needs” such as food, clothing, and human interaction are largely met, it makes sense for CX professionals to shift focus toward dynamically changing and ever-evolving expectations of what a quality experience should feel like.
When making a purchase online, for example, the “need” is for the item to get to the address provided in the time stated — that’s a given. It gets emotional when there’s a disconnect between the picture of the product purchased and the actual item received. Wildly exceeding or failing to meet expectations elicits emotional reactions that shape customer perceptions of the quality of a given experience.
Culture and language also have a very powerful influence on customer expectations, and companies need to be mindful of this when going after customers outside of their home markets and localize those experiences appropriately.
My latest report, part two in a three-part series on tools CX pros can use to customize customer experiences in markets they operate in overseas, explores expectation mapping as a tool to capture diverse emotional elements to augment your existing customer journey work.
If you’ve been following our blog, you’ll know that the Data Insights team here at Forrester has been tracking the evolution of US healthcare reform over the past three years and its implications in terms of consumer behavior, attitudes, and expectations. Our study began in July 2012, when we advised health insurance companies how to prepare for the flood of new customers entering the market. Two years later, my colleague Gina Fleming extended this analysis into Forrester’s Healthcare Segmentation, which provides a refined understanding of key customer profiles. Now, with our 2015 Consumer Technographics® Healthcare Survey just back from field, we can complement our understanding of the US consumer health insurance market with another layer of insight: the member’s journey to purchasing health insurance:
After moving to a new apartment in September, I needed to get a new TV. My first instinct was to gather information from a few sources. I browsed online retailers to get an idea of prices, and I looked at manufacturers’ marketing content to understand the latest technologies like 3D TV. After all of that, I turned to consumer reviews and discussions to get a feeling for whether I would actually find those features valuable. (For example, some customer reviews helped me confirm that I didn’t want 3D TV.)
Where did I find those reviews? Everywhere — there are star ratings and comments on product pages at retail sites (like John Lewis and Amazon.com), technology media sites (like CNET) and manufacturer websites. Interestingly — I got the feeling that the manufacturers still aren’t entirely comfortable with the transparency that social media brings. They’d like to put a spin on the message, even if they can’t entirely control it — For example, Panasonic’s UK site has a page that promotes “5 Star Reviews Of The Month” (see the screenshot below). I can't think of a situation when I'd want a firm to guide me only to the most positive reviews of its products. Can you?