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題名 體驗來自經驗：由顧客旅程中的相對感受發展服務設計
Experience from Occurrence: Developing Service Design through Relative Perception within Customer Journey作者 胡淑莉 貢獻者 蕭瑞麟
Hsiao, Ruey-Lin
胡淑莉關鍵詞 顧客旅程
服務設計
顧客體驗
相對感受
再脈絡
Customer journey
Service design
Customer experience
Relative perception
Recontexualisation日期 2019 上傳時間 1-Jul-2019 10:51:58 (UTC+8) 摘要 提升顧客體驗是服務創新的核心要務。企業常以量化數據來評量服務的滿意度，卻無法剖析顧客真正的痛處，也因此改善措施偏向於表面。近年來，企業大舉採用顧客旅程繪製做為改善服務的工具，希望了解使用者的痛點，使得設計者能對症下藥，提出服務設計方案。當今實務著重於由接觸點找尋痛點，但這樣的做法容易流於工具化，尚未能考量三項議題。第一，目前研究未能從顧客旅程中分析行為面的痛點，只是分析條件式的採納問題。我們需要分析使用者行為，配合人物誌而精準分眾，如此才能比較全面地理解顧客的潛在需求。第二，繪製顧客旅程時，大多只是服務流程的分析，並不是旅程，因為缺乏探索顧客的「體驗」。要分析體驗，就必須理解顧客的相對感受，找出創新的參考點，而這樣的分析目前仍在探索中。第三，現行作法於繪製顧客旅程後，就直接根據痛點來設計新服務，卻沒有注意到顧客是因怎樣的參考點而產生相對感受。我們亟需理解如何運用參考點來思考服務設計，促成實務的反思，並且反饋到解決方案。本文以一家航空公司為案例，鎖定豪華經濟艙旅客的人物誌，分析現行作法與顧客期望的落差，並由顧客旅程中理解相對感受。進一步，本研究將分析痛點背後的參考點，並探索如何以再脈絡的方式進行服務設計。觀念上，本研究提出改善繪製顧客旅程的構想，由特定人物的行為來分析旅程；並由顧客過去的經驗找出體驗的參考點，藉此理解顧客相對感受，而不是他們絕對痛點。這也改變服務創新的思維。實務上，本研究嘗試以參考點來實驗如何透過再脈絡來強化顧客的感受，也提出初步的服務創新構想。由相對感受來觀察旅程可以讓我們理解，優質顧客體驗不是來自於功能的改善或是效率的提升，而是必須奠基於對顧客過往經驗的深刻體會。
Enhancing customer experience is a priority of service innovation. Companies often use quantitative data to measure customer satisfaction, but they fail to analyse customers’ actual pain points, and therefore service improvement tend to be superficial. In recent years, companies have taken customer journey mapping as a major tool to improve their services. Such a journey map is used to understand users’ pain points, so that designers may propose pointed solutions. Current practices focus on identifying pain points from touch points within service processes. But this approach could easily be oversimplified and stress merely instrumental purpose. There are three under-examined issues require further investigation. First, current studies seem to analyse condition of adoption, rather than pain points from user behaviors within customer journey. We need to analyse user behaviours via persona so as to achieve precision segmentation. In this way, we could understand customers’ potential needs holistically. Second, when mapping a customer journey, we assess mostly its technical processes, rather than scrutinizing its ‘journey’. This is because customers’ ‘experience’ is missing. To analyse the customer experience, it is necessary to understand customers’ relative perception and recognize those reference points underneath. Such issues have not yet fully explored. Third, with a customer journey map, new services could be designed according to pain points. However, customers’ relative perceptions are often neglected. We need to understand how to leverage reference points to conceive service design for solving pain points. This thesis examines an airline company and focuses on Premieum Economy Class passengers in order to analyse customers’ expectations. It aims to understand customer experience through users’ relative perception within the service journey. Further, this study analyses the reference points behind those pain points, and explores how to recontextualise these references. Conceptually, this study proposes new ways to improve customer journey mapping within the subject of service innovation. This study analyses user behaviors from a target persona, and identifies reference points of customers’ prior knowledge in order to appreciate their current experience. This also unearths customers’ relative anticipation, rather than their ‘absolute’ expectation of a given pain point. In practice, this study attempts to elaborate customers’ relative perception so as to propose initial service designs through recontextualisation of these references. 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Service encounters, experiences and the customer journey: Defining the field and a call to expand our lens. Journal of Business Research, 79: 269-280.Wack, P. 1985. Scenarios: The gentle art of re-perceiving. Harvard Business Review, September-October: 73-89.Weick, K. E. 1990. Technology as equivoque: Sensemaking in new technologies. In P. S. Goodman, & L. S. Sproull (Eds.), Technology and Organizations: 1-44. San Francisco.: Jossey-Bass.Wiedmann, K.-P., Labenz, F., Haase, J., & Hennigs, N. 2018. The power of experiential marketing: Exploring the causal relationships among multisensory marketing, brand experience, customer perceived value and brand strength. Journal of Brand Management, 25(2): 101-118. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
105932077資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105932077 資料類型 thesis dc.contributor.advisor 蕭瑞麟 zh_TW dc.contributor.advisor Hsiao, Ruey-Lin en_US dc.contributor.author (Authors) 胡淑莉 zh_TW dc.creator (作者) 胡淑莉 zh_TW dc.date (日期) 2019 en_US dc.date.accessioned 1-Jul-2019 10:51:58 (UTC+8) - dc.date.available 1-Jul-2019 10:51:58 (UTC+8) - dc.date.issued (上傳時間) 1-Jul-2019 10:51:58 (UTC+8) - dc.identifier (Other Identifiers) G0105932077 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/124161 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 105932077 zh_TW dc.description.abstract (摘要) 提升顧客體驗是服務創新的核心要務。企業常以量化數據來評量服務的滿意度，卻無法剖析顧客真正的痛處，也因此改善措施偏向於表面。近年來，企業大舉採用顧客旅程繪製做為改善服務的工具，希望了解使用者的痛點，使得設計者能對症下藥，提出服務設計方案。當今實務著重於由接觸點找尋痛點，但這樣的做法容易流於工具化，尚未能考量三項議題。第一，目前研究未能從顧客旅程中分析行為面的痛點，只是分析條件式的採納問題。我們需要分析使用者行為，配合人物誌而精準分眾，如此才能比較全面地理解顧客的潛在需求。第二，繪製顧客旅程時，大多只是服務流程的分析，並不是旅程，因為缺乏探索顧客的「體驗」。要分析體驗，就必須理解顧客的相對感受，找出創新的參考點，而這樣的分析目前仍在探索中。第三，現行作法於繪製顧客旅程後，就直接根據痛點來設計新服務，卻沒有注意到顧客是因怎樣的參考點而產生相對感受。我們亟需理解如何運用參考點來思考服務設計，促成實務的反思，並且反饋到解決方案。本文以一家航空公司為案例，鎖定豪華經濟艙旅客的人物誌，分析現行作法與顧客期望的落差，並由顧客旅程中理解相對感受。進一步，本研究將分析痛點背後的參考點，並探索如何以再脈絡的方式進行服務設計。觀念上，本研究提出改善繪製顧客旅程的構想，由特定人物的行為來分析旅程；並由顧客過去的經驗找出體驗的參考點，藉此理解顧客相對感受，而不是他們絕對痛點。這也改變服務創新的思維。實務上，本研究嘗試以參考點來實驗如何透過再脈絡來強化顧客的感受，也提出初步的服務創新構想。由相對感受來觀察旅程可以讓我們理解，優質顧客體驗不是來自於功能的改善或是效率的提升，而是必須奠基於對顧客過往經驗的深刻體會。 zh_TW dc.description.abstract (摘要) Enhancing customer experience is a priority of service innovation. Companies often use quantitative data to measure customer satisfaction, but they fail to analyse customers’ actual pain points, and therefore service improvement tend to be superficial. In recent years, companies have taken customer journey mapping as a major tool to improve their services. Such a journey map is used to understand users’ pain points, so that designers may propose pointed solutions. Current practices focus on identifying pain points from touch points within service processes. But this approach could easily be oversimplified and stress merely instrumental purpose. There are three under-examined issues require further investigation. First, current studies seem to analyse condition of adoption, rather than pain points from user behaviors within customer journey. We need to analyse user behaviours via persona so as to achieve precision segmentation. In this way, we could understand customers’ potential needs holistically. Second, when mapping a customer journey, we assess mostly its technical processes, rather than scrutinizing its ‘journey’. This is because customers’ ‘experience’ is missing. To analyse the customer experience, it is necessary to understand customers’ relative perception and recognize those reference points underneath. Such issues have not yet fully explored. Third, with a customer journey map, new services could be designed according to pain points. However, customers’ relative perceptions are often neglected. We need to understand how to leverage reference points to conceive service design for solving pain points. This thesis examines an airline company and focuses on Premieum Economy Class passengers in order to analyse customers’ expectations. It aims to understand customer experience through users’ relative perception within the service journey. Further, this study analyses the reference points behind those pain points, and explores how to recontextualise these references. Conceptually, this study proposes new ways to improve customer journey mapping within the subject of service innovation. This study analyses user behaviors from a target persona, and identifies reference points of customers’ prior knowledge in order to appreciate their current experience. This also unearths customers’ relative anticipation, rather than their ‘absolute’ expectation of a given pain point. In practice, this study attempts to elaborate customers’ relative perception so as to propose initial service designs through recontextualisation of these references. Examining customer journey from the lens of relative perception allows us to apprehend that pleasant customer experience comes not from functional improvement or efficiency enhancement, but is rooted in deep understanding of customers’ previous occurences. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究動機 1第二節 研究目標 3第三節 預期效應 5第二章 文獻回顧 7第一節 定義服務創新、顧客旅程 7第二節 顧客體驗觀點 12第三節 流程體驗觀點 15第四節 理論缺口 19第三章 研究方法 23第一節 方法論與案例選擇 23第二節 分析架構與步驟 27第三節 資料蒐集過程 31第四章 研究發現 36第一節 華航的服務挑戰 36一、主流的作法 37二、豪經艙必爭的原因 38三、人物誌與顧客旅程 38第二節 現行作法 41一、迎賓服務 41二、餐飲娛樂 46三、購物服務 51四、會員服務 54第三節 旅程一─迎賓服務 58一、痛點1：強烈的制服色塊 58二、痛點2：優先登機的困擾 59三、痛點3：乏味的登機影片 60四、參考點：顧客過去經驗 61第四節 旅程二─餐飲娛樂 63一、痛點1：飛機餐的惡夢 63二、痛點2：平淡的餐飲 65三、痛點3：娛樂的非正相關（當地旅遊頻道） 66四、參考點：顧客過去經驗 67第五節 旅程三─購物服務 69一、痛點1：消費者資訊不對稱 69二、痛點2：憑空幻像，無法想像 70三、痛點3：無形的強迫推銷 71四、參考點：顧客過去經驗 72第六節 旅程四─會員制度 74一、痛點1：科技不靈丹 74二、痛點2：撲朔迷離的會員制度 76三、痛點3：永遠額滿的優惠兌換 76四、參考點：顧客過去經驗 77第五章 討論 80第一節 學術貢獻 80一、使用者創新理論需要精準分眾 80二、顧客旅程中不可或缺的相對感受 81三、參考點再脈絡的構思 83第二節 實務啟示 85一、顧客旅程的新作法 85二、服務設計的再脈絡作法 87第三節 研究限制與未來方向 97一、探索服務創新之研究 97二、探索參考點再脈絡之研究 100三、探索期望轉換之研究 101第六章 結論 104參考文獻 106中文文獻 106英文文獻 107附件一：本研究分析的人物誌 111附件二：口試委員答覆稿與修正事項 178 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105932077 en_US dc.subject (關鍵詞) 顧客旅程 zh_TW dc.subject (關鍵詞) 服務設計 zh_TW dc.subject (關鍵詞) 顧客體驗 zh_TW dc.subject (關鍵詞) 相對感受 zh_TW dc.subject (關鍵詞) 再脈絡 zh_TW dc.subject (關鍵詞) Customer journey en_US dc.subject (關鍵詞) Service design en_US dc.subject (關鍵詞) Customer experience en_US dc.subject (關鍵詞) Relative perception en_US dc.subject (關鍵詞) Recontexualisation en_US dc.title (題名) 體驗來自經驗：由顧客旅程中的相對感受發展服務設計 zh_TW dc.title (題名) Experience from Occurrence: Developing Service Design through Relative Perception within Customer Journey en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻王嘉珍、陳美如，2016，「丹堤咖啡的服務創新之路——行動點餐的下一步」，《管理評論》，第 35 期，第 2 卷，第 95-96 頁。邱文宏、張震冬、紀慧如、陳世良，2014，「探討雲端服務創新模式與演進：中華電信為例」，《管理評論》，第 33 期，第 4 卷，第 67-88 頁。姚成彥 ，2015 ，「虛實整合：特力屋電子商務的服務創新」，《中山管理評論》 ，第23期，第1卷，第 377-409頁。張德鵬、林萌菲、陳曉雁、張馥麗，2015，「顧客參與創新對口碑推薦意願的影響研究：心理所有權的中介作用」，《管理評論》，第 12 期，第 131-140 頁。梁定澎、盧懿娟，2013，「悠活兒童旅館之服務創新」，《管理評論》，第 32 期，第 2 卷，第 41-42 頁。湯玲郎、蔡瑋真、王盈超 ，2009，「物流服務業導入服務創新對營運績效之影響」，《管理評論》，第 28 期，第 2 卷，第 25-49 頁。歐素華，2019， 「精準分眾以創新：由使用者行為引導媒體服務設計」，中山管理評論，第27期，第1卷，第 11-56 頁。蕭瑞麟、侯勝宗、歐素華，2011，「演化科技意會—衛星派遣科技的人性軌跡」，《資訊管理學報》，第4期，第18卷，1-28頁。蕭瑞麟、許瑋元，2010，「資安洞見：由使用者痛點提煉創新來源」，《組織與管理》，第 3 期，第 2 卷，第 93-128 頁。蕭瑞麟、歐素華、陳蕙芬，2011，「市集脈絡：由組織例規分析資訊科技的創新來源」，《中山管理評論》，第2期，第19卷，第 461-493 頁。英文文獻Bettencourt, L. 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