This year the second edition of INTERSECTION took place in Berlin. The event was integrated with the conference Design Management Europe, organized by the renowned Design Management Institute having the motto ‘Design to Align’. Design to Align explores the intersection of Strategic Enterprise Design and Design Management to bring design to a strategic level, making use of high-level design approaches such as User Experience Design, Service Design, Design Thinking and Enterprise Architecture. Attendees with various backgrounds, professions and perspectives all shared their common interest: getting design at the strategic level of the enterprise.
Most companies view customer experience as a task (or chore) rather than a mission. They assign a couple of employees to focus on customers while the rest of the company goes about its business focusing on efficiency, acquisitions and margins. As a result, many CX initiatives and activities fail in the long run. The CX Pyramid model explains how to do it better.
Design languages and systems are a hot topic these days. They are a response to the challenge of creating consistent, seamless, and compelling digital experiences in the context of an increasing number of devices, channels and touchpoints. Within the design constraints presented by responsive and adaptive design, libraries of experience principles, (visual) design elements and sometimes even code examples for enterprise digital experience design are emerging.
This is a plea for a tight cooperation of brand experience (BX) and user experience (UX) professionals in the financial sector. It’s my conviction that such an alliance contains opportunities for financial organizations to improve their customer experience in general and their credibility in particular.
Informaat has a rich history in bringing a human-centeredness to technology. Disciplines and practices such as human-computer interaction, user interface design and design for user experiences are long-established and deeply ingrained in our DNA. We consider ourselves competent in outside-in thinking, and experts in experience design. As the breadth of our offering has expanded to encompass the design of digital touchpoints in entire service ecosystems, we start to encounter another professional area of experiential thinking: brand experience. So – we wondered – how do we relate?
At the end of every year, analysts, thinkers and watchers provide their view on where we stand and what’s ahead of us in the coming year. These crystal ball readers predict our future with lots of statistical materials, like diagrams, charts and other nifty visualizations. Applied to various domains such as the internet, mobile or (social) media, they all agree on one thing: Digital disruption of society is getting stronger and stronger. So, what’s their predictions for 2015?
As design thinking in general and experience design in particular become more relevant in business circles, designers frequently are asked the question: What is the ROI of (customer) experience design? Here’s an answer in five-parts.
To consistently meet or exceed customers’ expectations, firms must take a systematic approach to digital customer experience management. In conducting in-depth interviews with 16 business professionals, Forrester found that several of these companies had adopted some best practices for digital design.
“Every business is a service business in some sense these days,” says Mark Di Somma in a recent post on customer brand experience. For that reason, customers expect “customer service” as a pre-condition in their relationship with a company. It’s only the customer experience that brands deliver that makes the big difference.
Networking, hands-on workshops, inspiring presentations and creative stimulation. Events and conferences offer a wealth of opportunities for professional development. We’ve put together a hand-picked selection from the second half of 2014 which we hope aligns well with the interests of you, our readers.
By now, many organizations understand the relevance of a customer focus and try to incorporate customer thinking in their strategy. However, confining a customer experience strategy to only customer services and customer journeys only is missing a trick. While they are both important, a larger opportunity exists by moving into customer-centric services and experiences.
Similar to operational, financial or strategic excellence, customer experience (CX) excellence is an organizational competence, capability or capacity. In the 21st century, organizations with a high degree of CX excellence are more successful than others. They focus not only on the needs, expectations and dreams of customers, they also tend to have high levels of employee engagement. The level of CX excellence can be determined for all kinds of organizations, both profit and not-for-profit. While CX excellence for commercial organizations may result in increased profit, growth and shareholder value, for government agencies it reduces costs, increases trust or builds on renewed connections with citizens. But what are the principles guiding organizations to CX excellence?
Engaged employees are a great asset for companies, especially in relation to delivering great customer experience (CX). In a webinar (2012), customer experience transformist Bruce Temkin (of the Temkin Group) and chair of the Customer Experience Professionals Association (CXPA.org) explains how companies with superior customer experiences and loyal customers deal with the engagement of their employees.
Identification, Differentiation, Interaction and Customization are all key activities to better create and manage customer relationships. It’s the last two, however, that significantly impact customer experience. What do they entail? A recent post at 1to1media.com explored them in more detail.
Organizational barriers too often stand in the way of achieving excellent customer experience. Overcoming these barriers requires a new approach: Discovering the many facets which influence CX and understanding the timeframes in which they play a role. A model to visualize these facets – and support their orchestration – is needed.