你可能听说“经验是生意”。这意味着您的业务不仅仅基于产品或服务。人们购买产品或服务experiencefrom you, so, whatever that experience is, it is what you are selling. For these reasons,experience has become one of the crucial differentiators在不同的组织的产品中。出色的客户体验可以带来大量的商业价值,以竞争对手难以复制。

来自麦肯锡的研究的数据表明,跨行业,客户旅程中的经验表现会影响客户满意度超过接触点的性能。In other words, it’s not enough for companies to deliver a good website user experience, or a good mobile user experience because people may accomplish one goal using a variety of channels — all these experiences must work in sync to create a good journey experience, whatever mix of touchpoints and channels may be part of that journey.


许多组织已经开始了解投资的价值客户体验的范围(CX)。但是,很少有组织已经致力于提供此愿景所需的运营变革,这需要转向经验驱动和以旅程的行动。这种缺乏行动的一个原因是,以旅程为中心的经验设计可能是一个很大的事业,并带来它很多未知数。这是远离大多数组织舒适的战略转变 - 以产品和频道为中心的操作,这不幸地导致碎片化的客户旅程。

Explore the Opportunity Space

Whether your organization is ready to invest in transformative experience changes or you’re still working to convince stakeholders of the long-term business value of doing so, you can at least take the first step toward improved CX by exploring the opportunity space.


  1. Select a key customer journey.There are likely many customer journeys that you support. However, start with one journey. Consider which journey is key to your overall offerings and has large potential for improvement.
  2. 进行纵向定性研究。Gather data to understand the current customer experience and identify opportunities for improvement.
  3. 创建客户旅程地图。用旅程映射捕获你的调查结果。这款可交付有助于您传达对利益相关者的经验并确定机会。


  • The current state:What is the quality of the current journey experience?
  • 投资:您的组织准备好提高了多少投资?
  • 组织转型:What level of operational change is your organization ready and committed to make to support the future state?
  • 风险耐受性:公司愿意接受多少风险?
  • Unmet needs:市场上是否存在哪些未满足的需求,可以通过经验设计解决?
  • 竞争格局:竞争对手扰乱现有收入流的可能性是什么?


Three Strategies for Experience Improvement

The improvement of your customer experience is an initiative that could be approached in various ways, from the most superficial to the most transformational, depending on your organization’s capabilities and strategic objective.


Impact investment matrix

These approaches represent different visions for the future. The first approach, refine, is the most conservative option, whereas the last one, rebuild, is the most radical and perhaps the riskiest. There are two factors that are important to understand for each approach:

  • 投资:实现目标所需的时间,金钱和努力
  • Impact:客户和业务的增加的潜在价值






  • 地址频道接触点之间的视觉和品牌不一致
  • Ensure that messaging is consistent and meets information needs at each point in the journey.
  • Resolve interaction-level pain points.
  • Identify and address issues that result in support calls.
  • Address general inefficiencies throughout the customer journey.


Not unlike how you might remodel an existing space to your needs, remodeling the customer experience entails reimagining the existing journey and making moderate adjustments to suit the customers’ needs. The focus should be on leveraging the core concepts of the existing journey, while changing components to create efficiencies and conveniences or introducing new ways to carry out tasks.

With this approach, because the overall investment is moderate and the solutions can be fairly transformational, it’s likely that the impact on the customer journey will not be just superficial. It will require operational and foundational changes within the organization to support them. However, the opportunity for added value to customers and the business is higher than with the former approach.

Remodel opportunities:

  • 介绍更快的方法来完成任务
  • 为服务提供透明度
  • Introduce personalization into relevance-enhanced content and interactions
  • 积极主动:即使在客户达到目标后,提供额外的接触点,服务,内容,以便进一步启用用户


Think of this approach like building your dream home from scratch — only, it’s about building a state-of-the-art dream experience for your customers. There are no constraints from the old home to hold you back, and you can reimagine the status quo to deliver something entirely new and amazing, giving customers something they didn’t know they needed.


  • Casper Mattress第一个床上箱式公司之一,跳过中间人并为您的门提供床垫。
  • 租跑道重新称达人们如何获得衣服。而不是从传统的零售店购物和购买,租跑道lets customers rent clothesdelivered right to their home through the mail.
  • 柠檬水保险seeks to eliminate the conflict of interest between the insurer and the insured. Lemonade’s business model differs from that of typical insurance companies in that it keeps a flat 25% fee of a customer’s premium, while setting aside the remaining 75% to pay claims and purchase reinsurance. Unclaimed premiums go to a nonprofit of the user’s choosing in an annual giveback. Lemonade uses chatbots and mobile apps to deliver insurance policies and to handle claims and thus reduce costs.


  • DBS银行,中欧国家银行在新加坡,使用金融ology (“fintech”) to expand its business model services globally. One of the keys to its success was leveraging new digital capabilities to create a digital banking platform that others could build and integrate into. It launched an application protocol interface (API) used by financial and retail partners to incorporate DBS’s capabilities into their systems behind the scenes, therefore eliminating the outside banking interactions between the bank and its traditional clients.
  • netflix.开始作为邮件订购DVD租赁服务,但浪费时间没有时间从Web中流入内容。它使用技术进步来重建更新,更好的经验产品,从而消除了邮件组件。

The common thread in these disrupting experiences is the innovative use of new technologies to create an experience that wasn’t possible before. Instead of looking at digital as an addon to their existing business model, these brands reimagine and deliver entirely new platforms and business models to leverage the shift in technologies. They have identified new digital capabilities that can disrupt their business model and changed their model instead of forcing the technology into their existing offerings. Often, the old model holds back innovation and blends poorly with the new technology




带着这种情况下,你可以在strate对齐gy to improve your journey design. If you’re unsure which approach suits your organization best, you may need to explore and ideate around each approach. Then assess each potential future state against your organization’s capabilities.


McKinsey & Company, “From touchpoints to journeys: Seeing the world as customers do” (https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/from-touchpoints-to-journeys-seeing-the-world-as-customers-do