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題名 服務視差:行動銀行登入服務的斷點分析
Service Myopia: Analyzing Breakpoints in the Onboarding Service of Digital Banking作者 林希玟
Lin, Hsi-Wen貢獻者 蕭瑞麟
Hsiao, Ruey-Lin
林希玟
Lin, Hsi-Wen關鍵詞 顧客旅程
顧客體驗
斷點分析
服務設計
服務視差
customer journey
customer experience
break-point analysis
service design
service myopia日期 2023 上傳時間 1-Feb-2024 11:45:16 (UTC+8) 摘要 本研究探討在服務創新中，設計者如何強化顧客體驗，從斷點分析的角度，解析設 計者與使用者的關注差異，點出設計者在服務創新中出現的問題。目前顧客體驗的文獻 強調服務流程的檢視以及使用者行為的分析，卻較少考量設計者本身出現的視差問題。 本研究分析一項行動銀行的登入服務，鎖定外幣換匯、外幣換鈔、雙幣卡以及外幣匯款 等四項服務，先彙整現行做法與設計者的開發思維，再透過顧客的應用場景點出斷點。 隨後，對比顧客關注與設計者回應的差異，以呈現視差的樣態。在理論貢獻上，本研究 點出顧客旅程中的斷點，雖展現小問題，卻存在大影響，不容忽視。當設計者陷入視差 時，原本容易化解的問題，卻變成懸而未決。此時，服務設計的問題就會升級為組織的 困境。這使得企業競爭力也逐漸消失而不自知。服務視差出現時，設計者會因為關注某 項技術特徵，而看不見顧客關注的痛點，造成本末倒置的設計決策。本研究闡釋服務創 新中的視差議題，為體驗設計帶來嶄新的觀念，也為服務視差帶來南轅北轍影響的新思 維。在實務啟發上，本研究提出企業要以服務設計強化顧客體驗時，需正視斷點分析的 重要性。設計者需警惕，勿以痛少而不顧，勿以斷小而不為。服務設計需持續檢驗應用 場景中是否產生斷點，並由斷點延伸探索是否存在設計視差。企業更需關注，旅程中的 斷點是否來自於組織內的斷線。矯正服務視差，正如人需要矯正近視，服務設計才能夠 精準對焦顧客痛點，也才能夠重塑顧客體驗。本文提出視差分析，呼籲設計者必須時常 檢視自身是否因為太過貼近於技術而失焦，未能即時關注顧客真正的需求。視差及時矯 正，設計者的服務思維才能對焦顧客的行為。故此而知，斷點斷的不是流程，斷的其實 是人心。設計者時時勤自省，體驗方能走入顧客心。
This research explore how designers may enhance customer experience in service innovation by analyzing users’ progression within customer journey. This involves a detailed analysis of breakpoint in the process, customer pain points and the designer’s responses. Current literature of customer experience emphasizes the inspection of service processes and the analysis of user behavior, but few studies consider designer’s myopia problems. This study examines the onboarding services of mobile banking, zooming in the four services of currency exchange, money exchange, dual currency card and foreign currency transfer. It firstly summarizes current practices and the designer’s developmental logic, then identify the break points within the application scenarios. Subsequently this study contrasts the customer attention with the designer’s responses in order to identify the different patterns of myopia. Theoretically research highlight that, although the break points in the customer journey seem to exhibit minor problems, they in fact exist major concerns which should not be ignored. When the designer fall into the trap of myopia, when is the resort problem will become unresolvable. As such, the problem of design would be escalated into a dilemma within organization. This would diminish enterprises’ competitiveness indiscernibly. When the problem of service myopia appears, the designer would pay excessive attention to certain technical features ignore the pain points concerned by customers, leading to unorderly design decisions that put the cart before the horse. This thesis elaborates myopia issue within service innovation, brings new concepts of experience design, and indicates the new thinking about myopia that explain why the designer may obscure customers’ needs unintendedly. Practically this study proposes that, when companies aim to enhance customer experience, they must actively be aware of the importance of break-point analysis. The designer should be alerted that, although pain points seem to be insignificant, they should not be ignored, and although break points seem to be minor, they should not be neglected. Service design should verify the quality of journey be means of break points within the scenarios in situ, thereby identifying whether design myopia existed. Companies should validate whether the break points within the journey comes from the disruption within the organization. The redress of service myopia, as that of the correction of short-sighted eyes, must focus on customers pain points precisely in order to reshape customer experience. This thesis proposes myopia analysis and suggests that designers must reflect whether they pay unduly emphasis on technical matters and neglect to pay immediate attention to customers’ needs. If myopia is redressed timely, the designer’s service logics could align with customers’ behaviors. Therefore, break points disrupt not only the service process, but also disturb customers’ broken-hearts. When designers would constantly introspect their myopia, their experience design could then touch customers’ hearts.參考文獻 朱彩馨 2015. 溫故不知新:半新科技的意會調適. 中山管理評論, 23 卷(1(上)期): 頁 137-183。 陳蕙芬 2015. 柔韌設計:化機構阻力為創新助力. 中山管理評論, 23 卷(1(上)期): 頁 13-55。 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。 Ariely, D. 2008. Predictably irrational: The hidden forces that shape our decisions. New York: HarperCollins. Ba, S., Whinston, A. B., & Zhang, H. 2003. Building trust on online auction markets through an economic incentive mechanism. Decision Support Systems, 35(3): 273-286. Barwise, P., & Meehan, S. 2010. Is your company as customer-focused as you think? MIT Sloan Management Review, 51(3): 63-68. Beaudry, A., & Pinsonneault, A. 2005. 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Marketing myopia. Harvard Business Review, 53(5): 26-183. MacDonald, E. K., Wilson, H. N., & Konus, U. 2012. Better customer insight - in real time. Harvard Business Review, 90(9): 102-108. Magids, S., Zorfas, A., & Leemon, D. 2015. The new science of customer emotions. Harvard Business Review, 93(11): 66-68. Markey, R., Reichheld, F., & Dullweber, A. 2009. Closing the customer feedback loop. Harvard Business Review, 87(12): 43-47. Michel, S., Brown, S. W., & Gallan, A. S. 2008. Service-logic innovations: How to innovate customers, not products. California Management Review, 50(3): 49-65. Möller, K., Rajala, R., & Westerlund, M. 2008. Service innovation myopia? A new recipe for client-provider value creation. California Management Review, 50(3): 31-48. Ojiako, U., & Maguire, S. 2009. Seeking the perfect customer experience: A case study of british telecom. Strategic Change, 18(5/6): 179-193. Rosenthal, S. R., & Capper, M. 2006. Ethnographies in the front end: Designing for enhanced customer experiences. Journal of Product Innovation Management, 23(3): 215-237. Seybold, P. B. 2001. Get inside the lives of your customers. Harvard Business Review, 79(5): 80-89. Siebert, A., Gopaldas, A., Lindridge, A., & Simões, C. 2020. Customer experience journeys: loyalty loops versus involvement spirals. Journal of Marketing, 84(4): 45-66. Spradlin, D. 2012. Are you solving the right problem? Harvard Business Review, 90(9): 84- 93. 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. Wägar, K., Roos, I., Ravald, A., & Edvardsson, B. 2012. My customers are in my blind spot are they changing and i cannot see it? Journal of Service Research, 15: 150-165. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
110364107資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110364107 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) 林希玟 zh_TW dc.contributor.author (Authors) Lin, Hsi-Wen en_US dc.creator (作者) 林希玟 zh_TW dc.creator (作者) Lin, Hsi-Wen en_US dc.date (日期) 2023 en_US dc.date.accessioned 1-Feb-2024 11:45:16 (UTC+8) - dc.date.available 1-Feb-2024 11:45:16 (UTC+8) - dc.date.issued (上傳時間) 1-Feb-2024 11:45:16 (UTC+8) - dc.identifier (Other Identifiers) G0110364107 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/149663 - 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) 110364107 zh_TW dc.description.abstract (摘要) 本研究探討在服務創新中，設計者如何強化顧客體驗，從斷點分析的角度，解析設 計者與使用者的關注差異，點出設計者在服務創新中出現的問題。目前顧客體驗的文獻 強調服務流程的檢視以及使用者行為的分析，卻較少考量設計者本身出現的視差問題。 本研究分析一項行動銀行的登入服務，鎖定外幣換匯、外幣換鈔、雙幣卡以及外幣匯款 等四項服務，先彙整現行做法與設計者的開發思維，再透過顧客的應用場景點出斷點。 隨後，對比顧客關注與設計者回應的差異，以呈現視差的樣態。在理論貢獻上，本研究 點出顧客旅程中的斷點，雖展現小問題，卻存在大影響，不容忽視。當設計者陷入視差 時，原本容易化解的問題，卻變成懸而未決。此時，服務設計的問題就會升級為組織的 困境。這使得企業競爭力也逐漸消失而不自知。服務視差出現時，設計者會因為關注某 項技術特徵，而看不見顧客關注的痛點，造成本末倒置的設計決策。本研究闡釋服務創 新中的視差議題，為體驗設計帶來嶄新的觀念，也為服務視差帶來南轅北轍影響的新思 維。在實務啟發上，本研究提出企業要以服務設計強化顧客體驗時，需正視斷點分析的 重要性。設計者需警惕，勿以痛少而不顧，勿以斷小而不為。服務設計需持續檢驗應用 場景中是否產生斷點，並由斷點延伸探索是否存在設計視差。企業更需關注，旅程中的 斷點是否來自於組織內的斷線。矯正服務視差，正如人需要矯正近視，服務設計才能夠 精準對焦顧客痛點，也才能夠重塑顧客體驗。本文提出視差分析，呼籲設計者必須時常 檢視自身是否因為太過貼近於技術而失焦，未能即時關注顧客真正的需求。視差及時矯 正，設計者的服務思維才能對焦顧客的行為。故此而知，斷點斷的不是流程，斷的其實 是人心。設計者時時勤自省，體驗方能走入顧客心。 zh_TW dc.description.abstract (摘要) This research explore how designers may enhance customer experience in service innovation by analyzing users’ progression within customer journey. This involves a detailed analysis of breakpoint in the process, customer pain points and the designer’s responses. Current literature of customer experience emphasizes the inspection of service processes and the analysis of user behavior, but few studies consider designer’s myopia problems. This study examines the onboarding services of mobile banking, zooming in the four services of currency exchange, money exchange, dual currency card and foreign currency transfer. It firstly summarizes current practices and the designer’s developmental logic, then identify the break points within the application scenarios. Subsequently this study contrasts the customer attention with the designer’s responses in order to identify the different patterns of myopia. Theoretically research highlight that, although the break points in the customer journey seem to exhibit minor problems, they in fact exist major concerns which should not be ignored. When the designer fall into the trap of myopia, when is the resort problem will become unresolvable. As such, the problem of design would be escalated into a dilemma within organization. This would diminish enterprises’ competitiveness indiscernibly. When the problem of service myopia appears, the designer would pay excessive attention to certain technical features ignore the pain points concerned by customers, leading to unorderly design decisions that put the cart before the horse. This thesis elaborates myopia issue within service innovation, brings new concepts of experience design, and indicates the new thinking about myopia that explain why the designer may obscure customers’ needs unintendedly. Practically this study proposes that, when companies aim to enhance customer experience, they must actively be aware of the importance of break-point analysis. The designer should be alerted that, although pain points seem to be insignificant, they should not be ignored, and although break points seem to be minor, they should not be neglected. Service design should verify the quality of journey be means of break points within the scenarios in situ, thereby identifying whether design myopia existed. Companies should validate whether the break points within the journey comes from the disruption within the organization. The redress of service myopia, as that of the correction of short-sighted eyes, must focus on customers pain points precisely in order to reshape customer experience. This thesis proposes myopia analysis and suggests that designers must reflect whether they pay unduly emphasis on technical matters and neglect to pay immediate attention to customers’ needs. If myopia is redressed timely, the designer’s service logics could align with customers’ behaviors. Therefore, break points disrupt not only the service process, but also disturb customers’ broken-hearts. When designers would constantly introspect their myopia, their experience design could then touch customers’ hearts. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究動機 1 一、實務動機 1 二、理論動機 3 第二節 研究目的 4 一、追蹤使用者場景與斷點 4 二、分析設計者與使用者關注點 5 三、探索顧客體驗的重塑 5 第三節 預期效益 5 一、章節佈局 5 二、學術貢獻 6 三、實務貢獻 6 第二章 文獻回顧 7 第一節 專有名詞定義 7 一、顧客體驗 7 二、服務視差 9 三、文獻回顧統整 10 第二節 流程觀點—繪旅程強化體驗 12 ㄧ、旅程的接觸點 12 二、設計思考同理心 13 IV 三、服務邏輯與設計路徑 14 第三節 行為觀點—理解行為改善體驗 15 一、行為干擾體驗 15 (一)誘因左右體驗 15 (二)習性影響體驗，入境隨俗換忠誠 15 (三)應付行為，意外創新應用 16 (四)非理性行為影響體驗 16 二、情緒影響體驗 17 (一)情緒的感染 17 (二)剛柔並濟的軟服務 17 三、需求失焦體驗 18 (一)兼聽不失焦 18 (二)場景找出需求 18 (三)服務視差，需求不匹配 18 第四節 理論缺口─認知視差觀點 19 一、認知差異造成服務難以精進 19 二、 短視近利的視差侷限服務格局 20 三、理論缺口:視而不見使問題遲遲難以解決 21 第三章 研究方法 23 第一節 案例選擇與理論取樣 23 一、旅程中的斷點出現 24 二、設計者的視差判斷 25 三、關注偏差產生視差 25 第三節 分析架構 26 一、設計者現行做法 27 二、使用者場景斷點 28 三、對比回應解讀視差 28 第三節 資料蒐集與分析 29 一、第一階段資料搜集 29 二、第二階段資料搜集 29 三、第三階段資料搜集 31 第四章 研究發現 32 第一節 金荷包數位換匯服務 32 一、金荷包的登入服務 32 二、金荷包的顧客體驗 33 三、金荷包的實務挑戰 33 第二節 外幣換匯旅程 34 一、外幣換匯功能:設計者思維 34 (一)外幣匯率查詢 35 (二)外幣到價通知 38 (三)買賣外幣交易 39 二、外幣換匯斷點:使用者思維 43 (一)外幣匯率查詢 43 (二)外幣到價通知 44 (三)買賣外幣交易 44 三、設計視差:外幣換匯 46 第三節 外幣換鈔旅程 48 一、外幣換鈔功能:設計者思維 48 (一)無卡提款預約 48 (二)外幣ATM換鈔 49 (三)提領現鈔指引 49 二、外幣換鈔斷點:使用者思維 51 (一)無卡提款預約 51 (二)提領現鈔指引 52 (三)外幣 ATM 換鈔 53 三、設計視差:外幣換鈔 53 第四節 雙幣卡申請旅程 54 一、雙幣卡功能:設計者思維 54 (一)線上便利辦卡 55 (二)預存外匯結款 57 (三)實用專屬優惠 58 二、雙幣卡斷點:使用者思維 59 三、設計視差:雙幣卡 61 第五節 外幣匯款旅程 62 一、外幣匯款功能:設計者思維 63 (一)臨櫃約定安心 63 (二)線上預填處理 64 (三)手續費線上整理 65 二、外幣匯款斷點:使用者思維 66 三、設計視差:外幣匯款 68 第五章 研究討論 70 第一節 學術意涵 70 一、隱形的斷點比痛點痛 70 二、場景檢驗顧客旅程 71 三、視差影響服務設計 72 第二節 實務貢獻 73 一、視差的類型與原則 73 二、視差的矯正與預防 75 三、金荷包思辨設計 76 (一)思辨設計:外匯匯款 77 (二)思辨設計:外幣換鈔 78 (三)思辨設計:雙幣卡 80 (四)思辨設計:外幣匯款 82 第三節 研究限制與未來方向 84 一、斷點後續應如何解決 85 二、視差擴及到產業應用 85 三、思辨設計未來實踐 85 第六章 結論 87 參考文獻 88 中文文獻 88 英文文獻 88 zh_TW dc.format.extent 3216696 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110364107 en_US 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) 斷點分析 zh_TW dc.subject (關鍵詞) 服務設計 zh_TW dc.subject (關鍵詞) 服務視差 zh_TW dc.subject (關鍵詞) customer journey en_US dc.subject (關鍵詞) customer experience en_US dc.subject (關鍵詞) break-point analysis en_US dc.subject (關鍵詞) service design en_US dc.subject (關鍵詞) service myopia en_US dc.title (題名) 服務視差:行動銀行登入服務的斷點分析 zh_TW dc.title (題名) Service Myopia: Analyzing Breakpoints in the Onboarding Service of Digital Banking en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 朱彩馨 2015. 溫故不知新:半新科技的意會調適. 中山管理評論, 23 卷(1(上)期): 頁 137-183。 陳蕙芬 2015. 柔韌設計:化機構阻力為創新助力. 中山管理評論, 23 卷(1(上)期): 頁 13-55。 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。 Ariely, D. 2008. 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