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題名 差異體驗:顧客旅程中的相對感受如何激發服務創新
Differential Experience: How Relative Sentiment in Customer Journey Inspires Service Innovation作者 霍紫汀
Hou, Zi-Ting貢獻者 蕭瑞麟
Hsiao, Ruey-Lin
霍紫汀
Hou, Zi-Ting關鍵詞 服務創新
顧客旅程
顧客體驗
精準分眾
相對感受
Service innovation
Customer journey
Customer experience
Precision segmentation
Relative sentiment日期 2020 上傳時間 2-Sep-2020 13:11:03 (UTC+8) 摘要 服務的目的是提升顧客體驗。過往實踐中，企業慣用量化數據為基礎以研判市場需求。 顧客體驗文獻著重分析服務流程中的接觸點，由其中找出顧客痛點，做為程序優化的根 據。然而，目前研究似乎忽略兩項議題。第一，廣泛分析普羅大眾，卻缺乏對分眾樣貌 的理解，因此也就無法精準理解顧客的痛點。雖繪製顧客旅程，卻造成找錯痛點而誤解 顧客需求。第二，設計者誤以為痛點是絕對值，而直接由痛點去發展服務方案，造成服 務創新達不到顧客期望。這是因為忽略顧客感受是相對的，是與過往經驗相比較而得。 本文以一家手機商的旗艦店為案例，分析特定分眾於顧客旅程中的相對性感受，理解看 似完善服務為何造成感受落差。觀念上，本研究將反思顧客旅程的方法，透過分眾人物 誌去探索痛點背後的參考點，理解顧客何以由的過往經驗形成相對性體驗。實務上，本 研究提出運用參考點來改善顧客旅程，並重新理解服務設計一直被忽視的感受議題。現 在的體驗來自過往的經驗，要塑造良好的顧客體驗，設計者不能依靠華麗的口號與亮麗 的外表，而是需深入理解顧客感受，將每項服務設計緊緊連結到顧客的相對期待。顧客 不會記得企業說過什麼，他們只會記得離開時感受到什麼。服務創新不能再執著於痛點， 而是要借力顧客的參考點，由心情感受重新擎劃旅程的內涵。
Abstract: The purpose of service innovation is to enhance the customer experience. In previous practices, companies tend to adopt quantitative data as a basis to analyse market needs. The literature of customer experience stresses touchpoints in service processes in order to identify painpoints for procedural optimization. However, current studies seem to neglect two pivotal issues. First, the general analysis of customer needs ignores the indepth pattern of target audience, which leads to inaccurate understanding of customer painpoints. As such, although a customer journey is mapped, it ends up with barking up the wrong painpoints, which misleads customer needs. Secondly, designers could presume that painpoints in absolute sense, thereby developing corresponding service solutions and eventually failing to reach customer expectation. This is because of our inattention in the relative nature of customers’ sentiment, which is based on the comparison with prior experience. This thesis examines a case study of flagship retail store established by a market leader. It examines the relative sentiment of a given customer journey in order to understand why seemingly consummate service would lead to differential perception. Conceptually, this research aims to reflect customer journey methods. By examining the relative sentiment of a given persona, it attempts to explore the ‘reference points’ that implicitly hidden behind the painpoints so as to understand how customers’ prior street-savvy may influence their relative experience. Practically, this research proposes a repurpose of customer journey by means of reference points. This addresses the under-explored issue of customer sentiment in service design arena. The present experience comes from prior knowledgability. To create pleasant experience, designers should not depend on fancy slogan or smart appearance. They need to probe into customer sentiment and align their service design closely to customers’ comparative anticipation. Customers will not remember what firms told them; they will only recall what they feel upon departure. As this thesis indicates, service innovation should no longer stick to painpoints but to leverage customers’ reference points to devise a customer journey with sentimental depth.參考文獻 一、中文文獻姚成彥，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。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。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。歐素華、蘇慧慈，2017，「複合商業模式創新:網路視頻服務的跨域經營機制」，《管理評論》，第 1 期，第 36 卷，1-15 頁。蕭瑞麟，2017，《不用數字的研究:質性研究的思辨脈絡》，台北:五南學術原創專書系列。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 18 卷，第 4 期，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。二、英文文獻Alderman, N., Ivory, C., McLoughlin, I., & Vaughan, R. 2005. Sensemaking as a process within complex service-led projects. International Journal of Project Management, 23(5): 380-385.Bettencourt, L. A., Lusch, R. F., & Vargo, S. L. 2014. A service lens on value creation: Marketing role in achieving strategic advantage. California Management Review, 57(1): 44-66.Bitner, M. J., Ostrom, A. L., & Morgan, F. N. 2008. Service blueprinting: A practical technique for service innovation. California Management Review, 50(3): 66-94.Brannen, M. Y. 2004. When Mickey loses face: Recontextualization, semantic fit, and the semiotics of foreignness. Academy of Management Review, 29(4): 593-616.Brooks, S. 2016. Customer experience at Veterans Affairs. Design Management Review, 27(1): 28-34.Brown, T. 2009. Change by design: How design thinking transforms organizations and inspires innovation. New York: Harper Collins.Derbaix, M., & Korchia, M. 2019. Individual celebration of pop music icons: A study of music fans relationships with their object of fandom and associated practices. Journal of Consumer Behaviour, 18(2): 109-119.Echeverri, P. 2005. Video-based methodology: Capturing real-time perceptions of customer processes. International Journal of Service Industry Management, 16(2): 199-209.Edelman, D. C., & Singer, M. 2015. Competing on customer journeys. Harvard Business Review, 93(11): 88-87.Fichter, D., & Wisniewski, J. 2017. Tackling the omnichannel experience with customer journey mapping. Computers in Libraries, 37(8): 4-7.Fiegenbaum, A. V. I., Hart, S., & Schendel, D. A. N. 1996. Strategic reference point theory. Strategic Management Journal, 17(3): 219-235.Gann, D. M., & Salter, A. J. 2000. Innovation in project-based, service-enhanced firms: The construction of complex products and systems. Research Policy, 29(7–8): 955-972.Garrett, J. J. 2006. Customer loyalty and the elements of user experience. Design Management Review, 17(1): 35-39.Goel, A., Smith, F. G., & West, J. 2005. Beyond sticky stamps: Transforming customer experience at the US Postal Service. Design Management Review, 16(4): 25-33.Haisley, E., & Loewenstein, G. 2011. It`s not what you get but when you get it: The effect of gift sequence on deposit balances and customer sentiment in a commercial bank. Journal of Marketing Research, 48(1): 103-115.Han, H., & Ki-Joon, B. 2006. Investigating the effects of consumption emotions on customer satisfaction and repeat visit intentions in the lodging industry. Journal of Hospitality & Leisure Marketing, 15(3): 5-30.Helkkula, A., & Kelleher, C. 2010. Circularity of customer service experience and customer perceived value. Journal of Customer Behaviour, 9(1): 37-53.Helkkula, A., Kelleher, C., & Pihlström, M. 2012. Characterizing value as an experience: Implications for service researchers and managers. Journal of Service Research, 15(1): 59.Idoughi, D., Seffah, A., & Kolski, C. 2012. Adding user experience into the interactive service design loop: A persona-based approach. Behaviour & Information Technology, 31(3): 287-303.Jones, E. E. 1986. Interpreting interpersonal behavior: The effects of expectancies. Science, 234(4772): 41-46.Kahneman, D. 1992. Reference points, anchors, norms, and mixed feelings. Organizational Behavior & Human Decision Processes, 51(2): 296.Kim, E., Beckman, S. L., & Agogino, A. 2018. Design roadmapping in an uncertain world: Implementing a customer-experience-focused strategy. California Management Review, 61(1): 43-70.Luk, S. T. K., & Layton, R. 2002. Perception gaps in customer expectations: Managers versus service providers and customers. The Service Industries Journal, 22(2): 109-128.Lusch, R. F., & Nambisan, S. 2015. Service innovation: A service-dominant logic perspective. MIS Quarterly, 39(1): 155-176.Michel, S., Brown, S. W., & Gallan, A. S. 2008. Service-logic innovations: How to innovate customers, not products. 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Journal of Personality & Social Psychology, 76(5): 805-819.Schafer, A., & Klammer, J. 2016. Service dominant logic in practice: Applying online customer communities and personas for the creation of service innovations. Management, 11(3): 255-264.Schmitt, B. H. 1999. Experiential Marketing. New York: The Free Press. Verhoef, P. C., Kannan, P. K., & Inman, J. J. 2015. From multi-channel retailing toomnichannel retailing. Journal of Retailing, 91(2): 174-181.von Hippel, E. 1998. Economics of product development by users: The impact of `sticky` local information. Management Science, 44(5): 629-644.Voorhees, C. M., Walkowiak, T., Fombelle, P. W., Gregoire, Y., Bone, S., Gustafsson, A., & Sousa, R. 2017. 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.Wang, B., Miao, Y., Zhao, H., Jin, J., & Chen, Y. 2016. A biclustering-based method for market segmentation using customer pain points. Engineering Applications of Artificial Intelligence, 47: 101-109.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.Zajonc, R. B. 1980. Feeling and thinking: Preferences need no inferences. American Psychologist, 35(2): 151-175. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
106364144資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106364144 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) 霍紫汀 zh_TW dc.contributor.author (Authors) Hou, Zi-Ting en_US dc.creator (作者) 霍紫汀 zh_TW dc.creator (作者) Hou, Zi-Ting en_US dc.date (日期) 2020 en_US dc.date.accessioned 2-Sep-2020 13:11:03 (UTC+8) - dc.date.available 2-Sep-2020 13:11:03 (UTC+8) - dc.date.issued (上傳時間) 2-Sep-2020 13:11:03 (UTC+8) - dc.identifier (Other Identifiers) G0106364144 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/131915 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 106364144 zh_TW dc.description.abstract (摘要) 服務的目的是提升顧客體驗。過往實踐中，企業慣用量化數據為基礎以研判市場需求。 顧客體驗文獻著重分析服務流程中的接觸點，由其中找出顧客痛點，做為程序優化的根 據。然而，目前研究似乎忽略兩項議題。第一，廣泛分析普羅大眾，卻缺乏對分眾樣貌 的理解，因此也就無法精準理解顧客的痛點。雖繪製顧客旅程，卻造成找錯痛點而誤解 顧客需求。第二，設計者誤以為痛點是絕對值，而直接由痛點去發展服務方案，造成服 務創新達不到顧客期望。這是因為忽略顧客感受是相對的，是與過往經驗相比較而得。 本文以一家手機商的旗艦店為案例，分析特定分眾於顧客旅程中的相對性感受，理解看 似完善服務為何造成感受落差。觀念上，本研究將反思顧客旅程的方法，透過分眾人物 誌去探索痛點背後的參考點，理解顧客何以由的過往經驗形成相對性體驗。實務上，本 研究提出運用參考點來改善顧客旅程，並重新理解服務設計一直被忽視的感受議題。現 在的體驗來自過往的經驗，要塑造良好的顧客體驗，設計者不能依靠華麗的口號與亮麗 的外表，而是需深入理解顧客感受，將每項服務設計緊緊連結到顧客的相對期待。顧客 不會記得企業說過什麼，他們只會記得離開時感受到什麼。服務創新不能再執著於痛點， 而是要借力顧客的參考點，由心情感受重新擎劃旅程的內涵。 zh_TW dc.description.abstract (摘要) Abstract: The purpose of service innovation is to enhance the customer experience. In previous practices, companies tend to adopt quantitative data as a basis to analyse market needs. The literature of customer experience stresses touchpoints in service processes in order to identify painpoints for procedural optimization. However, current studies seem to neglect two pivotal issues. First, the general analysis of customer needs ignores the indepth pattern of target audience, which leads to inaccurate understanding of customer painpoints. As such, although a customer journey is mapped, it ends up with barking up the wrong painpoints, which misleads customer needs. Secondly, designers could presume that painpoints in absolute sense, thereby developing corresponding service solutions and eventually failing to reach customer expectation. This is because of our inattention in the relative nature of customers’ sentiment, which is based on the comparison with prior experience. This thesis examines a case study of flagship retail store established by a market leader. It examines the relative sentiment of a given customer journey in order to understand why seemingly consummate service would lead to differential perception. Conceptually, this research aims to reflect customer journey methods. By examining the relative sentiment of a given persona, it attempts to explore the ‘reference points’ that implicitly hidden behind the painpoints so as to understand how customers’ prior street-savvy may influence their relative experience. Practically, this research proposes a repurpose of customer journey by means of reference points. This addresses the under-explored issue of customer sentiment in service design arena. The present experience comes from prior knowledgability. To create pleasant experience, designers should not depend on fancy slogan or smart appearance. They need to probe into customer sentiment and align their service design closely to customers’ comparative anticipation. Customers will not remember what firms told them; they will only recall what they feel upon departure. As this thesis indicates, service innovation should no longer stick to painpoints but to leverage customers’ reference points to devise a customer journey with sentimental depth. en_US dc.description.tableofcontents 聲明頁 II感謝誌 III中文摘要 IV英文摘要 V圖目錄 IX表目錄 X壹、緒論 11第一節 研究動機 11第二節 研究目的 13第三節 預期效應 15貳、文獻回顧 17第一節 定義顧客旅程 17第二節 顧客體驗文獻 19第三節 顧客旅程文獻 23第四節 理論缺口─相對感受觀點 25參、研究方法 31第一節 方法論與案例選擇 31第二節 分析架構與步驟 33第三節 資料蒐集 38肆、研究發現 43第一節 旗艦店的挑戰 43第二節 人物誌與顧客旅程 44一、時尚生活家的特質 45二、分眾的顧客旅程 47三、顧客旅程分析 49第三節 迎賓展示旅程 56一、現行作法─智慧家居展示舞台 56二、參考點─蘋果、粉紅旅館、三星、悅詩風吟 58三、感受落差─美感、新鮮感、未來感 62第四節 銷售服務旅程 64一、現行作法─結帳開箱 64二、參考點─潘海利根、星巴克黑圍裙、華為潮玩店 66三、感受落差─憧憬感、信任感、失落感 70第五節 售後服務旅程 73一、現行作法─協送式維修 73二、參考點─蘋果維修、果粉師傅、華為 App 74三、感受落差─無奈感、呵護感、信賴感 77第六節 會員服務旅程 79一、現行作法─皇家俱樂部 80二、參考點─星巴克、佳能專業、Vivo 會員、米粉節、華為花粉 82三、感受落差─專屬感、參與感、尊榮感 91五、討論 96第一節 學術貢獻 96一、參考點對顧客旅程的貢獻 96二、相對感受對服務設計的貢獻 97三、邁向服務思維的貢獻 98第二節 實務啟發 99一、對科技製造商的啟發 100二、對服務設計的啟發 105第三節 研究限制與未來方向 113一、拓寬精準分眾 113二、探索旅程中的相對感受 114三、探索參考點的再脈絡 115陸、結論 118參考文獻 120一、中文文獻 120二、英文文獻 120附件一:時尚生活家人物彙整 124附件二:碩士論文修改 口試委員問題回覆 143 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106364144 en_US dc.subject (關鍵詞) 服務創新 zh_TW dc.subject (關鍵詞) 顧客旅程 zh_TW dc.subject (關鍵詞) 顧客體驗 zh_TW dc.subject (關鍵詞) 精準分眾 zh_TW dc.subject (關鍵詞) 相對感受 zh_TW dc.subject (關鍵詞) Service innovation en_US dc.subject (關鍵詞) Customer journey en_US dc.subject (關鍵詞) Customer experience en_US dc.subject (關鍵詞) Precision segmentation en_US dc.subject (關鍵詞) Relative sentiment en_US dc.title (題名) 差異體驗:顧客旅程中的相對感受如何激發服務創新 zh_TW dc.title (題名) Differential Experience: How Relative Sentiment in Customer Journey Inspires Service Innovation en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文文獻姚成彥，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。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。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。歐素華、蘇慧慈，2017，「複合商業模式創新:網路視頻服務的跨域經營機制」，《管理評論》，第 1 期，第 36 卷，1-15 頁。蕭瑞麟，2017，《不用數字的研究:質性研究的思辨脈絡》，台北:五南學術原創專書系列。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 18 卷，第 4 期，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。二、英文文獻Alderman, N., Ivory, C., McLoughlin, I., & Vaughan, R. 2005. 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