Hyatt Hotels random acts of generosity as a response to poor ratings
Customer Journey Map
Map the experiences that the customer has, measured on a scale of extreme frustration to extreme delight
The middle—between extreme frustration and extreme delight—is usable experiences
The investment towards customer satisfaction, a grid
↕︎ Satisfaction: Frustration to Delight
⟷ Investment: Small to High
The Performance Payoff
Put more money in, get more results out
Experience Rot / Design Debt
Increase features which cause us to increase complexity and thereby degrade the experience
Watch customers use the product and prune it to the few that they actually use. This is Disruption in California.
It turns out that the most important thing that a team can do to help their design is to say, “no” to almost any idea for a feature.
Curation is the trick
UX Strategy: Performance Payoff
‣ Carefully curate features to match the experience vision.
‣ Prune out experience rot with each release.
‣ Just because you can doesn’t mean you should.
Great Basic Expectations
17:44 Instant hot water in hotels
23:33 Apple Maps
When it doesn’t work, we talk about it. When it works we ignore, it it’s invisible. So we can only screw up. That’s the thing about basic expectations: we have to get them right, but we only find out when we get them wrong, so we constantly have to do research to understand what are the basic expectations that are being set: that we have set, that others have set, and how do we bring that through?
UX Strategy: Basic Expectations
‣ Be on the lookout for failed and missing expectations.
‣ Missing a basic expectation causes extreme frustration.
‣ Beware of the death of a thousand cuts.
‣ Lots of missed expectations opens the door for competitors.
Delight: Dana Chisnell
Pleasure, Flow, Meaning
Pleasure: The story makes all the difference
Story as delight
Ease as delight
Community as delight
UX Strategy: Excitement Generators
‣ 3 approaches to delight (from Dana Chisnell’s research 📺).
‣ Pleasure is least expensive; meaning is hardest to do well.
‣ Delighters will eventually become basic expectations.
We can map the current experience of the customer. We can figure out what we want the experience to be, what we would call our aspirational experience, what we aspire to be. The space between that current experience and that aspirational experience: that is where innovation comes from, that is where we innovate. And the way we innovate is best by taking those most frustrating bits and improving them.
Innovation is not adding new inventions
Innovation is adding new value
Building a Winning UX Strategy from the Kano Model
‣ Prune features to avoid experience rot.
‣ Diligently scour the experience for missed expectations.
‣ Use pleasure, flow, and meaning to identify possible delighters.
‣ Remember delighters become basic expectations.
‣ Innovate with baby steps to the aspirational experience.