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Designing for Holistic Cross Channel Experiences

UX Israel Studio 2013 workshop. Much of the structure and content is similar to other workshop presentations I've posted, but there are some new examples and exercises.

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Designing for Holistic Cross Channel Experiences

  1. designing forholistic cross channel experiences UXI Studio February 20, 2013 @samanthastarmer
  2. NOTE: These are the slides from a workshop given for UXI Studio.The structure and content is similar to other workshops I have already posted; there are some updated examples and exercises
  3. today what is cross channel design? why care about cross channel design how to think about cross channel design try cross channel design sell cross channel design start cross-channel design now
  4. (loose) agenda 9-9:15am introductions 9:15-10:30am what and why of cross channel 10:30-11am break 11:00-12pm how to think about cross channel 12-1pm cross channel experience tools 1-2pm lunch 2-3pm cross channel experience tools 3-3:30pm break 3:30-4:30pm cross channel experience tools 4:30-4:45pm how to sell and start now 4:45-5pm final questions and wrap up
  5. a fewlogistics
  6. broadening examples encouraged
  7. questions & input encouraged
  8. activities and discussion
  9. scheduled break
  10. but anytime…
  11. me VP Customer Experience - Razorfish Director, Customer Experience - REI Microsoft, Amazon Teach at University of Washington
  12. single channel experience B A N K single touchpoint available diagram adapted from
  13. multi channel experience B A N K multiple touchpoints operating independently diagram adapted from
  14. cross channel experience B A N K cross multiple touchpoints as part of same brand diagram adapted from
  15. omni channel experience B A N Kcustomer interacts with brand anytime, anywhere – not a channel within a brand diagram adapted from
  16. (nirvana)
  17. needed progression as technology becomes ubiquitous single multi cross omniSingle touchpoint Multiple touchpoints operating Cross multiple touchpoints as Customer interacts with brandavailable separately part of same brand anytime, anywhere – not a channel within a brand diagram adapted from
  18. “The omnichannel approach is one where physical and virtual channels come together to enable a seamless experience...” Cisco IBSG Omnichannel Study: Winning Strategies for OmniChannel Banking
  19. but crawl, walk, run
  20. previous cross channel experience? Managing 18 points of services in library building Background of creating digital content and experiences across platforms. Designing customer experience using digital tools None Have some exprience Mobile and web, with some offline CRM
  21. what do you hope to learn? Better match and coordination between virtual and physical services Choosing right channel for target audience Guidelines to each channel Basic principles and hands-on Examples from abroad and how to implement them in Israeli market and Israeli companies Connecting between virtual & physical What skills do I need? What kind of background is preferred?
  22. what do you hope to learn? Process of customer experience and how to design customer experience Practical tools for designing cross channel What are the best practices of X-sell - which channels should we use? How to communicate the added value of cross channel upon only digital ux Be the go-to person for ux stuff Is it a stand alone "job position" ? How to do it right! Everything I can
  23. Let’s share our knowledge andexpertise – we are all learning…
  24. meet your group
  25. let’sbegin
  26. a story…
  27. july 19, 6am
  28. it started as a good day
  29. and then…
  30. kaboom
  31. my car
  32. his car
  33. and yes…
  34. the cop car
  35. proof of insurance
  36. oh crap
  37. just don’t do it again
  38. exchanging information
  39. need to get car out of road
  40. so sad – collision repair
  41. this is why Ihave insurance
  42. two hours later – ow.
  43. good, they have an app
  44. can’t get in
  45. okay, trying the website
  46. arrrrgh
  47. damn, have to talk to a human
  48. “go to Valley Medical Center”
  49. we can’t help you
  50. “oops”
  51. THIS Valley Medical Center 0640affd6f7b/files/de97003a-2719-4f24-bf02-3771bcfd0a72/zvm-east_exterior-afternoo
  52. five days later…
  53. oh, that’s helpful
  54. the paperwork begins
  55. my friend, the fax machine
  56. a flurry of mail
  57. from all different people
  58. confusing mail
  59. over three months later
  60. insurance was supposed to pay this…
  61. we can’t help
  62. crap, i better pay
  63. silencesilence
  64. four months later
  65. six months later
  66. moresilence
  67. march
  68. thanks a bunch. Ta
  69. lesson?
  70. holistic cross channel experience
  71. our lives aren’t just digital
  72. we live our lives across physical & digital
  73. digital & physical are colliding
  74. even for luddites
  75. ebooks with books
  76. social, AR & curation Artlens App
  77. experiential
  78. dinner information
  79. and entertainment
  80. digital self service for physical task
  81. fridge alarm via social media Virtual Fridge Lock:
  82. you as an interface
  83. mobile for remote car entry© 2013 Forrester Research, Inc. Reproduction Prohibited 86
  84. experiences simultaneously Shopkick:
  85. some statistics Source: Google/Ipsos/Sterling, 2012
  86. crossing devices Source: Google/Ipsos/Sterling, 2012
  87. purchases on multiple devices
  88. second screens Source: Google/Ipsos/Sterling, 2012
  89. second screens
  90. (and here is our opportunity)
  91. integrated experiences are few and far between Alexandra Deschamps-Sonsino
  92. entire industries are intheir customer experience infancy (…health insurance, TV service, Internet Service providers, PC manufacturers,wireless service providers, airlines and credit card providers.) 2011, Forrester Research, Inc.
  93. consumers cited their greatest frustration as when theexperience does not match the promise a company made to them up front. The New Realities of “Dating” in the Digital Age: Are Customers Really Cheating, or Are You Just Not Paying Enough Attention? Accenture 2011 Global Consumer Research Study
  94. 86% of consumers willpay more for a better customer experience Customer Experience Impact Report. Oracle
  95. only 1% of consumers feel their expectations for agood customer experience are always met Customer Experience Impact Report. Oracle
  96. theproblem?
  97. we usuallydesign for a particular channel
  98. (, mobile app, email)
  99. but users don’t distinguish channels
  101. users don’tthink about design disciplines
  103. usersdo think about all of their experiences
  104. across time,touchpoints, devices and channels
  105. holistic cross channelexperiences andinteractions don’t happen by magic
  106. we must design for cross channel experiences
  107. idly flipping – oh, cheap TV
  108. can I buy it locally?
  109. gotta buy something for me
  110. cool
  111. all set
  112. here we are
  113. picking up in store…
  114. oh god, Christmas
  115. but I have my list!
  116. and it tells me where!
  117. a little hard to see…
  118. but it worked!
  119. not easy
  120. cross between herding cats
  121. and slaying dragons
  122. 5 principles1. convenient2. consistent3. connected4. contextual5. (a) cross time
  123. convenient
  124. my first iPhone app
  125. even better…
  126. easy refill
  127. no need to call
  128. or get out of the car Walgreen’s drive in
  129. consistent
  130. shopping has many stages
  131. especially gifts
  132. awesome, gift ideas
  133. we often cross channels
  134. and need consistency
  135. good, the same recommendations
  136. here too
  137. not so good
  138. same item, different info sign catalog site
  139. and more different info eMail site in-store product handout product tag advertising
  140. U.S. TV ad for big retailer
  141. cool, it’s a collection
  142. and they are talking about it
  143. everywhere
  144. hmm – except the website
  145. or the mobile app
  146. (though another ad is here…)
  147. connected
  148. the experience of transitions
  149. Netflix
  150. leafing through GQ…
  151. hubby would look great in that
  152. I can get the look!
  153. going to GQ/selects
  154. here it is
  155. and I can buy it
  156. (plus great cross commentary)
  157. not so good
  158. my mom
  159. her favorite store
  160. directory
  161. departments
  162. her favorite department
  163. but…
  164. no encore
  165. but they have plus sized clothes
  166. lots of them
  167. and they are tagged encore
  168. mom was sad
  169. contextual
  170. may not have a tape measure
  171. but I have my phone!
  172. set autoreplies while driving© 2013 Forrester Research, Inc. Reproduction Prohibited 180
  173. big store?
  174. think about location services
  175. street bump residents use Street Bump to record “bumps” which areidentified using the device’s accelerometer and located using its GPS
  176. not so good
  177. looked for cues
  178. duh
  179. which context makes sense? Not sure how to cancel a class I registered for online. The cancellation policy just says what time frame I need to cancel in, but not how to do it online. Only suggestion is to call the store. Doesnt seem worth the hassle. REI customer comment
  180. (a)cross time
  181. traveling on 26 March
  182. yuck
  183. nightmare lines
  184. they didn’t forget about me
  185. not so good
  186. tests at the doctor’s office
  187. results by mail
  188. but not on the website?
  189. 5 principles1. convenient2. consistent3. connected4. contextual5. (a) cross time
  190. firstexercise
  191. define your story
  192. 5 minutesindividuallythink of a recent poor experienceacross channels or devices (e.g.banking, traveling, shopping)Write or sketch the main story pointsand interactions
  193. 5 minutesin your groupagree on one story. be sure todefine the beginning and end.hint – choose one that isstraightforward, but with multipleinteractions across digital andphysical
  194. the person in your groupwhose story you have chosenmoves to the next table…
  195. 10 minutesinterview & identify…1. The existing story.2. The stages of the story. Try to boil it down to no more than 8 stages. Write down on post its.3. The corresponding interactions. Write/sketch on post its.4. The corresponding emotions. Write/sketch on post its.
  196. 10 minutesinterview & identify…1. The existing story.2. The stages of the story. Try to boil it down to no more than 8 stages. Write down on post its.3. The corresponding interactions. Write/sketch on post its.4. The corresponding emotions. Write/sketch on post its.
  197. return to your original table
  198. observations?
  199. 5 methods1. think in terms of services2. share the sandbox3. start walking4. find comfort in discomfort5. why vs. what
  200. 1. Think in terms of services think in terms of services Waitress
  201. oooh, shoes
  202. cute shoes Fluevog on iPad
  203. save on shipping?From: seattlefluevog@cablespeed.comTo: sstarmerj@hotmail.comSubject: Fluevog order 20110211-00072873Date: Fri, 11 Feb 2011 16:52:38 -0800Hey Samantha,We have both shoes you ordered online here at the Seattle store. If you’d like to pick them up thisweekend and save on shipping let us know otherwise they will ship out Monday.Thanks,LeahJohn Fluevog Shoes205 Pine St.Seattle, WA 98101phone: (206)441-1065fax : (206)"There are two kinds of people: those who shy away from attention, and those who wear Fluevogs." - JF
  204. visit the store? don’t mind if I do
  205. Incremental Sale
  206. 2. share the sandbox
  207. let others in
  208. let others design
  209. let others play with you UX Mag
  210. 3. start walking
  211. get out of your cube
  212. experience the physical
  213. see what is needed
  214. notice the world around you
  215. where does digital help?
  216. 4. find comfort in discomfort
  217. you don’t haveto be an expert
  218. from one of my employees “an interesting thing happened today – we were invited to help Visual Merch decide what shelf labels to use in the retail stores .”
  219. eek – I don’t know store design
  220. my employee was smarter “an interesting thing happened today – we were invited to help Visual Merch decide what shelf labels to use in the retail stores .” “This is a great win for us”
  221. 5. why vs. what
  222. buying a tent
  223. for backyard camping?
  224. or backcountry snow?
  225. tools and methods
  226. 10 toolsDiscovery Solution1. employee research 1. design games2. environment research 2. co-design3. touchpoint inventory 3. body storming4. service inventory 4. business origami5. experience map 5. service blueprint
  227. tips do early in project focus on ideation and brainstorming can be used with many development methodologies best to do in cross divisional groups break down the silos everyone has valuable perspective
  228. discovery
  229. good ideas here
  230. 1. employee research
  231. employee research front line employees ecosystem other employees have to work within uncover training issues uncover system issues uncover priority user needs get great ideas gain buy in
  232. mobile point-of-sale
  233. have to carry two devices
  234. following + notes3 notebooks full of notes look at the handwriting, seriously
  235. turned into blog3 notebooks full of notes … which became a blog
  236. then set up diary study
  237. organize transcripts
  238. affinity map
  239. co-design
  240. 2. environment research hand in hand with employee research understand issues with physical environment discover experience blockers find cheaper resolutions than new technology also can be conceptual to understand organizational silos
  241. old systems
  242. tangled wires
  243. low tech communications
  244. how many screens?
  245. busy lines
  246. convoluted org chart
  247. the store room
  248. inventory
  249. uniform issues
  250. uniform and store room issues “It is usually in my pocket and gets caught on the ladder all the time… I’ve started leaving it here on the shelf instead”
  251. 3. service inventory
  252. service inventory inventory all services customer encounters similar to a process map but focuses on the customer and their service needs good to build after mapping customer’s journey illuminates areas where you can surprise & delight (or royally screw up)
  253. 4. touchpoint inventory
  254. touchpoint inventory track all ways customers interact with your organization can use both for as-is and to-be states excellent for corralling complex programs and products across channels great to use for mapping out needed system architectures helpful for non-web/non-technology people to understand impacts
  255. <definition>
  256. channels email print ads direct mail text websites blogs videos social media white papers broadcast media
  257. touchpointwhen a customercomes into contactwith products orservices (the pointand place ofinteraction) slide from Erin Hawk, REI
  258. touchpoints…• meet a customer need• are experience driven• can span multiple channels & devices slide from Erin Hawk, REI
  259. touchpoint:product informationchannels:retail store,web,mobile app,contact center slide from Erin Hawk, REI
  260. touchpoint = checkout channels: retail store, mobile app, website, contact center slide from Erin Hawk, REI
  261. so why talk channels? Ultimately you want to recognize that in any interaction with a customer, what you’re trying to support is a conversation. Identifying a channel through which Chris Risdon the conversation takes place is just a means of understanding what constraints and opportunities enable the conversation.
  262. </definition>
  263. touchpoint inventory
  264. secondexercise
  265. 10 minutesin your groupDefine the touchpoints and thechannels in the existing story.Write or sketch them on post its.
  266. observations?
  267. 5. experience mapping
  268. remember your first exercise
  269. experience mapping customer perspective, actions and reactions throughout interactions triggers and touchpoints intangible and qualitative motivations, frustrations and meanings helpful for non-web/non-technology people can get all points of view on the table (e.g. is your experience my experience?) about the process, not just the result
  270. many different ways to map
  274. hint, start simple
  275. good collection of examples
  276. “A good experience map feels like acatalyst, not a conclusion.” -Chris Risdon, Adaptive Path
  277. solutions
  278. what should the experience be?
  279. 1. design games 232
  280. design games great with non-designers bar is low, nothing is wrong think of as more play than work can bring out quieter types new ways of thinking
  281. gamestorming - the book
  282. 2. co-design
  283. co-design sketch with project team draw with stakeholders diagram with support teams sticky note with customers less about the outcome, more about the conversation
  284. 3. body storming
  285. body storming sketching not with a pencil and paper, but with our bodies (Dave Gray) physically act out possible experiences often used for designing services, especially within physical environment start with scenario or task, improvise the customer and support roles (including products or objects)
  286. thirdexercise
  287. 10 minutesNarrow the story1. Pick no more than 4 stages from your story.2. Think of each stage, with its corresponding interactions and emotions as a scene.3. Brainstorm ideas for the ideal story.4. Note dialog, new interactions, new emotions. Hint: Think of fairy tales. Objects can talk, animals have emotion. Magic can happen. Nothing is impossible.
  288. 20 minutesAct it out…1. No sitting2. Use words, sounds, gestures3. Make sure someone plays the customer, others play products, touchpoints, employees, etc. (e.g. the cats, the cat carrier, the website, the airplane, the service agent)4. Don’t worry about being silly! The point is to free your brain and to experiment.
  289. observations?
  290. 4. business origami (@jessmcmullin
  291. business origami
  292. business origami 3 dimensions helps envision experience solutions can be easier than sketching for non- designers to feel creative great for services and experiences that involve crossing locations easy to move pieces lessen any feeling of commitment or making a mistake
  293. 5. service blueprint
  294. service blueprint start with the desired experience – the story track the customer interactions include needed touchpoints define optimal channels determine how service components link determine how internal people, processes and systems support
  295. Service Blueprint
  296. SCAD Service Design Project
  297. what is needed to support a better experience?
  298. lastexercise
  299. 40 minutescreate your service blueprint1. Start with the story stages2. Define the new, desired experience3. Identify the needed touchpoints4. Identify the optimal channel for each touchpoint5. Identify needed support (people and/or systems) stage stage stage stage stage stage stage stage desired desired desired desired desired desired desired desiredexperience experience experience experience experience experience experience experiencetouchpoint touchpoint touchpoint touchpoint touchpoint touchpoint touchpoint touchpoint optimal optimal optimal optimal optimal optimal optimal optimal channel channel channel channel channel channel channel channel support support support support support support support support people & people & people & people & people & people & people & people & systems systems systems systems systems systems systems systems
  300. observations?
  301. 5 ways to sell1. understand the executives2. use metrics3. start at the grassroots - but work towards top-down4. watch for the bodies5. cultivate patience
  302. 1. understand the executives
  303. understand the executives what incentives are driving the executives? what do they think is important? what language do they use? what style are they comfortable with? (blue sky? numbers?) make friends with assistants
  304. 2. use metrics
  305. use metrics get comfortable with quantitative find out behavior as well as attitude and perceptions (do they do what they say?) track measures like conversion, abandonment, visits where does experience design add value?
  306. 3. start at the grassroots…
  307. …but work towards top-down
  308. start at the grassroots get allies at all levels find what resonates for each person, team and role tell the story generate buzz at the bottom work towards a direction from the top
  309. 4. watch for the bodies
  310. watch for the bodies others have gone before you – where did they misstep? are some terms too politically charged? decide what hills you want to die on build on top of previous successes
  311. 3. cultivate patience
  312. cultivate patience understand how change is accepted (or fought) in the organization complete some tiny things before starting any big things focus on bringing people along prioritize your efforts learn to let some stuff go until a better time
  313. start…
  314. 5 ways to start1. document the present2. map the future3. get behind the scenes4. cross train5. share the wealth
  315. 1. document the present
  316. not just for fun
  317. can be notes, sketches
  318. or photos
  319. documenting experiences
  320. 2. map the future
  321. getting from point A to point B; and everythingin between
  322. think about thecustomer’s whole journey
  323. 3. get behind the scenes
  324. are experiences supported?
  325. here?
  326. here?
  327. and here?
  328. 4. cross train
  329. it’s amazing what you learn
  330. 5. share the wealth
  331. everyone owns cross channel experience
  332. questions??
  333. thank you!! samantha starmer @samanthastarmer