CX and UX: A Marriage Made in Heaven
•Als PPTX, PDF herunterladen•
3 gefällt mir•1,230 views
Customer experience and user experience strategies for providing a seamless omni-channel experience
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (20)
Ähnlich wie CX and UX: A Marriage Made in Heaven
Ähnlich wie CX and UX: A Marriage Made in Heaven (20)
Mehr von Avtex
Mehr von Avtex (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
CX and UX: A Marriage Made in Heaven
- 1. CX and UX – A Marriage Made in Heaven Stu King Director, User Experience Jen Eckert Senior Consulting Partner Director, Customer Experience Consulting
- 2. Synopsis CX and UX Defined Digital Transformation Who are your Customers? Understanding the Customer Journey Providing a Seamless Omni-channel Experience CX and UX in Action Call to Action Armed with smart phones and tablets, today’s customers expect your company to have a digital presence. But designing an amazing user experience that folds into your overall customer experience is not easy. In this session, we will explore the unique challenges as we enter the era of digital transformation, and share real world examples of how to understand your customer and their journey, as well as ensure that your digital strategy enables you to provide a seamless omni-channel experience.
- 3. When was the last time you bought one of these?
- 5. Definition “Digital transformation represents the quest to understand how disruptive technology affects the digital customer experience.” Brian Solis Altimeter Group
- 6. Digital Transformation Babies as young as 6 months are playing with their parents’ electronic devices. Sources:
- 7. Digital Transformation We are ALWAYS connected to our electronic devices!
- 8. Digital Transformation Curve Technology Trend Adoption Technology Trend Decline New Technology Trend Technology Transformation Gap
- 9. Who are your customers? Demographics are not enough Person 1 • Born in 1948; grew up in England • Married the second time • 2 children • Successful in business • Wealthy • Spends winter holidays in the Alps • Likes dogs Person 2 • Born in 1948; grew up in England • Married the second time • 2 children • Successful in business • Wealthy • Spends winter holidays in the Alps • Likes dogs
- 10. Who are your customers? User Centered Design A process by which design decisions are made based on the wants and needs of users.
- 11. Understanding the Customer Journey What interactions occur during the journey? How can/will the customer interact with you during that touch point? How does the customer FEEL during that interaction?
- 12. Understanding the Customer Journey CX User Persona Content Model Information Architecture
- 13. Understanding the Customer Journey CX Score Cards Data Visualization Information Design
- 14. IMAGINE CREATE EVOLVE Research Design Build Deploy Personas Content Model Info Architecture Wireframes Storyboards Information Responsive HTML & CSS User Research Structure Testing, Analytics & Training Design Visual Design Code User Centered Design Lean UX Methodology Responsive Design Optimization
- 15. Providing a Seamless Omni-Channel Experience Single Channel Multi-Channel Cross-Channel Omni-Channel The Legacy The Reality The Aspiration The Nirvana • Customer experiences a single type of touch-point • Organizations have a singe touch-point • Customer sees multiple touch-points independently • Organization’s channel knowledge and operations exist in technical & functional silos • Customer sees multiple touch-points as part of the same brand • Organizations have a “single view of the customer” but operate in functional silos • Customers experience a brand, not a channel within a brand • Organizations leverage their “single view of the customer” in coordinated and strategic ways
- 16. Omni-Channel Experience Proactive Customer Service Dynamic IVRs Store Pick-up Mobile Payment Options Always Available Shopping Cart Responsive Mobile Applications User Centered Web Applications 360° View of the Customer Ideas that allow the customer to experience your BRAND, not your channel
- 17. CX and UX in Action About the Organization Large Technology Credentialing Organization Certifies and Registers in 15 Modalities 7 Distinct User Personas Considered the “Gold Standard” in Certification Programs for Industry Challenges Outdated Web Back End Upcoming Additional Continuing Education Requirements Customer Interactions are Highly USPS Based Need for Customer- Centric Culture Shift Case Study
- 18. User Persona Defining the Characteristics of the Customer
- 19. Journey Mapping How does the Persona Interact with the Organization?
- 20. Content Model Diagram Identifying the Web-site Pages, Access, Audience, Subject and Usage
- 21. Information Architecture Identifying the Web-site Navigation
- 22. ENVISIONED “Growing in the Profession” Landing Page STORYBOARD
- 23. Digital Transformation Curve Technology Trend Adoption Technology Trend Decline New Technology Trend Technology Transformation Gap
- 24. How do you plan to bridge the gap in your Digital Transformation Curve?
- 25. QUESTIONS? 67% of a buyer’s journey is now done digitally.
Hinweis der Redaktion
- Kodak was the Google of their day. Kodak always attracted the best and brightest engineers to their campus, funding research projects far afield from their core business (the first OLED screen is among Kodak’s patents, as is cyanoacrylate “crazy glue”). They shared the company’s profits with the employees, paying out regular dividend checks to workers, and had their own theater on campus where you could spend your lunch hour watching movies. If there was one company most responsible for the electronic gadget revolution, for the proliferation of mobile, social, media sharing, it was Kodak. They put the first “point and shoot” cameras into our hands. (You may not know this, but the disposable camera actually pre-dated the replaceable film camera by a decade.) Kodak created the idea of capturing “the times of your life,” and “the Kodak moment.” It was Kodak that made it possible to share pictures of the kids with far-away loved ones and kept families in touch through every war of the last hundred years. Kodak invented the transparent film that made Edison’s motion picture camera possible. They created the film for Henri Becquerel ‘s X-rays, Eadward Muybridge’s motion studies of the galloping horse, Ansel Adam’s stunning pictures of Yosemite, the Lumiere Brothers’ movies, and the cameras we took to the moon. Kodak was founded by George Eastman, a poor, self-educated, fatherless kid from upstate New York, who worked as a bank teller during the day. At night, he experimented in his mother’s kitchen, trying to perfect a way to produce photographic plates that could be used “out of the box” instead of needing to be prepared in the field before every shot. His vision, when he founded the company at the age of 30, was to “make the camera as easy to use as the pencil.” Kodak has been one of the most innovative companies in the US for the last 100 years. They hold thousands of patents in imaging, reproduction, plastics, electronics and communications. Kodak actually invented the first digital camera and in 2005, Kodak was the number 1 digital camera in the U.S. The Bayer pattern (which enables your cell phone camera to see color) is a Kodak patent. The problem is that Kodak has always made its money in film and chemicals; everything else was just a side business. But today, the film and chemicals business just isn’t what it used to be. In 2000, Americans bought almost a billion rolls of film per year. This year, they might buy a mere 20 million, plus 30 million single-use cameras. It’s not just the declining market; Kodak has also had big problems with competition. Back when Kodak had a 90% market share, they did not believe that Americans would switch to Japanese film. That’s why in 1984 they let Fuji become the official film of the LA Olympics. Through aggressive marketing and price reduction, Fuji leverage that foothold to take 17% of the US market by 1997 and build a plant in this country. Kodak’s net earnings dropped from $1.29 billion in 1996 to just $5 million in 1997. Squeezed on both volume and margin, they didn’t have a chance. Kodak had always been in the business of selling cheap cameras and expensive film. The economics of being a consumer electronic components manufacturer are totally different from that. Disruptive technologies are called “disruptive” for a reason.