---
# System prepended metadata

title: UX研究設計
tags: [Effect, Law, User, UIUX]

---

UX研究設計
===

###### tags: `UIUX` `Law` `Effect` `User` 
v2.0 詳解版: https://bit.ly/3zcWo2G

https://www.facebook.com/designnomads/photos/pcb.368886778136493/368886674803170

> UX好不好用和工程師有很大的關係
> UX永遠有改善的空間
> 產品、環境、時間的變化移動，許多事物可以持續調整
> 重複驗證、重複測試

---
# CX in Effect
by https://www.frogdesign.com/

###### ▶️ INTRODUCTION
Customers today are savvier than ever, which means success cannot be found in gimmicky product features or one-off interactions at a single touchpoint.

Instead, long-term purchasing decisions are made based on the strength of the overall relationship between brand and customer—and it’s a relationship dependent on the quality of the overall customer experience (CX).

> 客戶長期使用取決於客戶體驗的質量customer experience (CX)

CX is the sum of all interactions a customer has with a brand over time. Each individual moment is an opportunity to create competitive advantage, contributing to a premium experience throughout the customer journey. 

But while CX regularly dominates business conversations, it is not always easy to understand where the best investments can be made toward improvement, nor
is it always clear how to measure the success of a company’s CX eff orts. 

Knowing how to drive a high return on experience—and how to measure it—is key to unlocking the full potential of CX in your organization.

Competing on CX is not a leap of faith, but a strategic mindset. In this report, we'll take a closer look at four key eff ects of exceptional CX to uncover how well-designed CX leads to real, measurable and lasting business value.


# Getting Return on Experience: The Four Effects of Improved CX
> CX的四個影響關鍵

The ROI of customer experience can be felt across an entire organization. Here’s a look at the four eff ects of better CX.

###### ▶️ INCREASED CUSTOMER LIFETIME VALUE
Creating lasting business value through improved,
long-term customer relationships
>透過不斷調整，創造長久商業價值，維持客戶關係


###### ▶️ EXPANDED CUSTOMER NETWORKS
Building a bigger base by inspiring loyal customers
to become brand advocates
>建立客戶的品牌忠誠度，讓客戶成為品牌的宣傳

###### ▶️ IMPROVED CAPEX EFFICIENCY
Yielding higher returns by focusing on the CX
initiatives that impact customers most
>專注於CX，找到對客戶影響最大的措施

###### ▶️ ALIGNED BUSINESS ECOSYSTEMS
Unifying organizations and partners around
>統一組織和夥伴

### For a long-term, rewarding relationship that turns customers into advocates, quality CX must anchor the entire customer journey.
>將客戶變成死忠腦粉的ＣＸ關鍵在於客戶旅程地圖

#### 01- INCREASED CUSTOMER LIFETIME VALUE
It costs businesses five to 25 times more to attract a new customer than to retain one. ==1==

Because acquiring new customers is so costintensive, the value of lasting customer loyalty cannot be overstated. 

This is where better CX can help. Ultimately, the goal is to maintain a growing, happy and loyal customer base, which means giving people a reason to return again and again.

Customer Lifetime Value (CLV) is an important formula used to predict the net profi t that an individual customer can bring to an organization over time. Strong CLV is vital to keeping businesses alive and well. CLV can be calculated using the following formula: ==2==


>1 https://hbr.org/2014/10/the-value-of-keeping-the-right-customers
2 https://www.propellercrm.com/blog/customer-lifetime-value-clv


>Customer Lifetime Value (CLV) 客戶終身價值公式如下

:::info
(Annual revenue per customer) × (Customer
relationship in years) – (Customer acquisition
and retention costs) = CLV
客戶年收入 x 客戶多年關係 - 客戶獲取與保留成本
:::

An organization’s retention rate, pricing structure, the frequency and number of purchases—these are all metrics that signify the quality of a customer’s relationship with a brand, and they all deeply impact CLV.

> organization’s retention rate 客戶存留率
> pricing structure 價格體系
> the frequency and number of purchases 購買頻率與數量

Costs related to customer service and retention can also be very revealing in determining CLV. Luckily, great CX enables companies to have longer, more rewarding relationships with their customers, and the success of these relationships can be measured through improved CLV.

###### ▶️ Higher Retention, Reduced Costs
Customer retention rate is a critical driver of profitability, contributing to CLV by adding length to a customer’s relationship with a brand.

But retaining customers is rarely easy. With so much available competition, the likelihood of an unhappy customer being willing to return to a brand is low.

Thirty-three percent of American consumers say they will consider switching to a new product or service after even a single bad interaction with a company. ==3== And keeping customers on-board matters. 

Depending on the industry, improving customer retention rates by just five percent can yield an increase in profitability anywhere from 25 to 95 percent. ==4==

This all means that to improve customer retention rates and reduce associated costs, it pays big to keep your customers happy, which is why it helps to design your off ering around their specifi c needs.


> 3 https://about.americanexpress.com/press-release/wellactually-americans-say-customer-service-better-ever
4 https://www.forbes.com/sites/jiawertz/2018/09/12/dont-spend-5-times-more-attracting-new-customers-nurture-the-existing-ones/#43f031aa5a8e

For example, when BT wanted to improve their full suite of television products, they tapped frog for help redesigning the entire experience around the viewer. Initial research prior to the redesign found that customer engagement with BT TV was low, leading to customer dissatisfaction that risked customers leaving the service altogether. 

The frog and BT team partnered to create a coherent viewing experience across all touchpoints, intuitive enough to be inclusive of their broad customer base. 

Following the relaunch, BT TV saw dramatic improvement in customer satisfaction. Net Promoter Score (NPS), a popular metric that assesses how likely a customer is to be a ‘promoter’ of a product or service, jumped by seven points.
>淨推薦值 (NPS) 是一種評估客戶成為產品或服務“推薦者”可能性的流行指標

The company also saw an 11 percent drop in dissatisfi ed customers and a seven percent reduction in customers reporting that they were likely to leave BT TV.

When customers report that they are more likely to stay with a company, CLV is significantly increased because the length of the customer relationship extends and the costs of retaining these customers (e.g., through
marketing and advertising) can be reduced.

In other words, when companies shift focus to CX, they increase profi tability over time by ensuring happier, more loyal customers.

#### When companies shift focus to CX, they increase profi tability over time by ensuring happier, more loyal customers.

![](https://i.imgur.com/kQUlTJp.png)
###### ▶️ Premium Pricing Models
Improving retention is not the only way to increase CLV. Higher prices impact CLV because they boost annual revenue potential per customer. When companies improve CX, they place a premium on experience, which can often then be refl ected in price. 

Luckily, consumers have proven they value this premium. Research shows 67 percent of customers report a willingness to pay higher pricesup to 20 percent more—for a better experience. ==5==

Of course, the experience has to continue to live up to the price to satisfy customers over time. Translating higher purchase price into higher perceived benefi ts for the customer requires continuously taking steps toward better CX.

>Customer requires 客戶需求

However, knowing that customers are willing to pay more for premium experiences puts businesses with superior CX in an advantageous position relative to competitors.

###### ▶️ More Purchases from Happier Customers
Along with a willingness to buy at a higher price, happy customers tend to buy more often, which also positively contributes to CLV. Customers who report having a great experience with a brand are 3.5 times more likely to repurchase. ==6== 

Here again, NPS tells an important story—this time about purchasing potential. Research shows that promoters, as opposed to ‘detractors’ (those dissatisfi ed with an experience), are over five times more likely to repurchase and nine times as likely to try a diff erent off ering from a company. ==7==

And, when it comes to lucrative cross-sell and up-sell opportunities, the better a company knows a customer, the better they can deliver on the customer’s preferred experiences through personalized recommendations. A good example of successfully leveraging personalization
for sustained growth is Amazon.
>當公司越了解客戶時，越能提供個性化推薦，例如：亞馬遜

Tapping into knowledge gleaned from customer purchase patterns, browsing history and user preferences to inform personalized recommendations has yielded incredible results. Today, Amazon’s recommendation engine generates 35 percent of the company’s total revenue.
>利用客戶購買模式、瀏覽歷史、客戶偏好收集的資料做個性化推薦，如今使亞馬遜提高了35%收入


###### ▶️ Reduced Customer Service Costs
Related to increasing CLV is reducing the operational costs associated with ensuring customer satisfaction. Consider this scenario: a dissatisfied customer complains about a disappointing experience to your company’s customer service team.

Now, consider that multiple other customers need assistance on this same broken experience. The related support costs add up. Repeated interactions with customer service prevent these dissatisfi ed customers from returning for future purchases. Even worse, they aff ect their willingness to recommend the brand to anyone else, which can have major consequences. 

As we’ll discuss in the next section on Expanded Customer Networks, unhappy customers can do real damage to an organization by sharing their story inperson and online, driving up customer acquisition costs and negatively aff ecting CLV.

Instead, imagine how approaching your business from a CX mindset may help you design solutions to address the sorts of challenges that require prolonged support and negatively impact perception. Imagine if, from the very fi rst time a customer interacts with your brand, it is apparent that your company is deeply committed to providing a superior, cohesive experience at each and every touchpoint. Imagining this alternative makes clear why quality CX builds deeper, more meaningful relationships with customers, and drives signifi cant business value.

More purchases of the same or diff erent items, a customer’s willingness to pay a higher price based on perceived value, reduced retention and support costs—these are all intrinsically linked to increasing CLV. For companies aimed at creating more value through exceptional CX, closing a sale is only the beginning. For a long-term, rewarding relationship that turns customers into advocates, quality CX must anchor the entire customer journey.


>6 https://www.customerthermometer.com/customer-service/customer-service-and-satisfaction-statistics-for-2019/
7 https://experiencematters.blog/temkin-group-research/
8 http://rejoiner.com/resources/amazon-recommendations-secret-selling-online/


### Better CX leads to happier customers who are more willing to share their experiences with others—and who will expand your prospective customer base at the same time.

>更好的客戶體驗帶來快樂，同時會擴大你的淺在客戶群

#### 02-EXPANDED CUSTOMER NETWORKS
Happy customers bring new value to an organization beyond their own individual lifetime spend. This is because customers that appreciate a company’s CX often become loyal advocates for a brand.

Today, consumers are more empowered than ever to share their experiences with a brand, and their willingness to do so can have a signifi cant impact. Positive reviews, word of mouth and social media chatter can all refer
new people to an organization, expanding a customer network by a considerable margin without adding to a company’s acquisition costs. 

Studies have shown that 40 percent of happy customers will share a positive review online, while 80 percent of customers will actively recommend a company to friends, peers and family after a great experience. 

>40%滿意的用戶會在網路分享，80%體驗良好的客戶會在親朋好友間分享

In contrast, about two-thirds of customers would actively try to prevent others from using a company that delivered a negative experience. ==9==


>9 https://www.forbes.com/sites/shephyken/2018/08/05/what-customers-want-and-expect/#151966e6770


Any poor feedback related to customer experiences can be devastating to customer perceptions, which can take signifi cant work and time to rebuild. For example, on average, it takes 40 positive online reviews to counteract the damage of a single bad one. ==10==

An emphasis on CX throughout the entire product and service design process can go a long way toward rebuilding customer perception. For example, frog partnered with a leading Italian fi nancial services provider to translate their product portfolio into a seamless digital experience built around the customer. The brand had been broadly adopted in traditional envi-
ronments, but frustration was growing with its multiple digital off erings. frog’s redesign of their digital product suite helped customers to see the brand in a whole new light. The products went on to win people’s choice awards for innovation, and within one year, the company’s customer base had increased by over 57 percent.

Put simply, keeping existing customers happy will have a direct impact on a company’s ability to acquire new ones. Companies that are able to inspire favorable online discussion enjoy earned media that can impact yet another metric: industry ratings. Thus, the possibility of attracting new prospects is multiplied. Further-
more, such earned impressions on social media are estimated to be from 5 to 100 times more eff ective than paid media, with the potential to amplify paid media eff orts by 15 percent. ==11==

Regardless of industry or business model, customer buying patterns, behaviors and attitudes are frequently shaped by social networking and digital interactions. By off ering unprecedented transparency and access through these digital channels, consumers are increasingly becoming explorers. 

They’re growing to be more curious, knowledgeable and, yes, even a bit suspicious, when it comes to making their purchasing decisions, and they are seeking out information about a company accordingly.

Thankfully, customers are still willing to consider recommendations from sources they trust. In addition, referred prospects are more likely to show a better disposition towards a company than a prospect attracted by traditional acquisition initiatives. In one example of a three-year study centered on a large German fi nancial institution, referred customers were up to 18 percent more willing to stay with the company, projecting up to 16 percent more in profit. ==12==

To expand your customer network, consider how the superior experiences you off er translate into perceived benefi ts for your current customers.

Then, regularly assess how you can continue to deliver on this perception. Ultimately, better CX leads to happier customers who are more willing to share their experiences with others—and who will expand your prospective customer base at the same time.

>10 https://www.inc.com/andrew-thomas/the-hidden-ratio-that-could-make-or-break-your-company.html
11 https://go.medallia.com/rs/669-VLQ-276/images/Medallia-Accounting-for-a-Great-Customer-Experience.pdf
12 https://hbr.org/2011/06/why-customer-referrals-can-drive-stunning-profits


### By clarifying the customer need during the design phase, companies are able to better anticipate outcomes before deployment,when costs are at their lowest.

#### 03-IMPROVED CAPEX EFFICIENCY
As a metric, CapEx has signifi cant implications related to a company’s growth potential, typically off ering broader scope for improving or exploring new opportunities. However, for CapEx to pay off, it helps to know how customers will respond.

Of course, to understand this, organizations should fi rst be aligned on how customers stand to benefit, which means leading with a CX mindset.

A well-grounded, customer-centric perspective makes it possible to focus investments on those off ering the highest potential positive impact on CX. As a result of this focus, CapEx effi ciency is improved and companies can expect a higher return. 

Telecommunications (telco) is one example of an industry that is typically capital-intensive. In the fi rst quarter of 2019 alone, telcos were reported to spend $70 billion in CapEx.==13== Telco operators have long used technology to guide their businesses, investing regularly—and heavily—in network deployment to ensure speed and quality, then charging customers to access and use it. Unfortunately, industry reports regularly indicate that much of this money spent goes to waste.


>13 https://www.lightwaveonline.com/business/market-research/article/14037112/global-telco-capex-shrinks-about-25-in-1q19-mtn-consulting

Despite the ineffi ciencies, telco investment models went largely unchallenged for decades. That is, until new competition from the likes of Netflix, Amazon, Apple and Facebook disrupted business as usual with individualized, custom experiences. Consequently, telcos have similarly needed to embrace more responsive, personalized services designed around the customer.

In the case of telcos, investing in a network’s speed and capacity is necessary to satisfy ever-growing traffi c demands. However, leading with the singular goal of improving the network is not enough. 

Deeply understanding how different customers experience the network is crucial for improving the standards, aligning technical requirements and fine-tuning the technology to drive business growth across the customer base. 

For instance, consumers watching a video service are likely more concerned with download speeds than upload speeds, and would want to see related improvements. In B2B environments, the strength of a network has even higher stakes, with its own varying circumstances. 

A telco’s financial services client, for example, could not afford to off er a slow connection to their customers, much less endure repeated outages or gaps in
coverage. 

Designing a network to defend against these possibilities is mission-critical, and understanding specifi cally how your customers are impacted can help set priorities. Telco is just one example of an industry in a constant state of evolution, traditionally requiring high CapEx to function. Financial services, healthcare, retail are among many other sectors that spend heavily in the future of their off ering.

The opportunity for waste can be daunting. Through understanding customer needs, it is easier to see which investments have the most potential to improve CX. At frog, we help our clients de-risk their go-to-market strategies through design research, user testing, data science and market analysis among other methods. By clarifying the customer need during the design phase, companies are able to better anticipate outcomes before deployment, when costs are at their lowest. The result is higher customer satisfaction and loyalty, as well as increased revenue—all of which contribute to a more effi cient CapEx.

>通過設計研究、用戶測試、數據科學和市場分析等方法幫助我們的客戶降低其上市策略的風險。
>通過在設計階段明確客戶需求，公司能夠在部署之前更好地預測結果，此時成本最低。使更高的客戶滿意度和忠誠度，以及增加的收入——所有這些都有助於更高效的資本支出。

## Ultimately, better alignment turns external organizations into better allies for a business—and its customers—in the process.

#### 04-ALIGNED BUSINESS ECOSYSTEMS
Yet another positive eff ect of exceptional CX is the opportunity to unite a business, inside and out, around a common goal: nurturing long-term customer relationships. Too often, companies struggle to achieve this goal due to a misalignment of business objectives and a lack of focus on customer needs.
>很多時候，由於業務目標不一致和缺乏對客戶需求的關注，公司難以實現這一目標。

Instead, a CX mindset keeps the customer at the heart of all important decision-making, driving alignment throughout an organization and beyond to its ecosystem of partners and suppliers.

Inside an organization, maintaining a CX focus requires a shared vision to not only be operationalized, but also incentivized. This requires a willingness to re-examine current practices to drive change. frog’s Org Activation service is one way we use design to reveal barriers that impede a company’s ability to fully align around the customer. Then, we design ways to solve for these structural and cultural barriers, from introducing new strategies, to piloting both internal and client-facing products, to developing tools and learning experiences around employee needs.

In one Org Activation example, frog partnered with Hyundai, a globally recognized automotive company, to help their teams bring innovative customer experiences to market. Facing challenges associated with working across functions, businesses and timezones, frog helped Hyundai launch the Collaborative Innovation Board (CIB).

The CIB was able to reach across traditional silos by setting priorities around customer needs, putting in motion three pilot programs within the fi rst year alone. Along with internal teams, companies regularly rely on partners and suppliers to satisfy customer needs. In some cases, the numbers of these external organizations can be staggering.

Retail giant Walmart, for instance, is reported to work with more than 100,000 suppliers. ==14==

Often, external organizations undertake important operations across the customer journey, while remaining behind the scenes. This means that any issue that occurs is likely to fall solely on the company with which the customer has the direct relationship. Because the assumed risks are so high, it is necessary for everyone within a company’s ecosystem to be fully committed to exceptional CX.
>每個人都必須致力於完成ＣＸ

At times, even co-creating with partners can be an invaluable practice for helping a company deliver the best CX possible. For example, frog helped GE Oil & Gas involve their customer TransCanada in the design of a new compressor station.
>與合作夥伴共同完成ＣＸ也是一個做法，這邊舉例frog與石油和天然氣公司的合作

Through a series of ideation sessions, frog guided GE and TransCanada in the codesign, helping to cement a long-term partnership and instil a sense of ownership of the product across both company’s larger business ecosystems.

The more an organization can commit to, promote and prove the results of a stronger, more profi table relationship with customers based on quality CX, the higher the bargaining power with suppliers and partners.

This bargaining power has profound and measurable benefi ts, including the possibility of reducing service costs, extending payment periods and gaining a stronger cash position. 

Ultimately, better alignment turns external organizations into better allies for a business—and its customers—in the process.

## Inside an organization, maintaining a CX focus requires a shared vision to not only be operationalized, but also incentivized.
>在公司保持一制性的願景不僅要實施，還要互相激勵

# ROI of Customer Experience
###### ▶️ CONCLUSION
Throughout, we’ve shared a lot about how to think about, organize around and communicate the value of CX across your business. From driving customer loyalty to reducing ineffi ciencies and improving alignment, there are many reasons to measure the return on experience. Ultimately, however, the argument for improving CX is pretty simple: better CX makes for happier customers, which leads to improved business performance.
>重點在使客戶快樂，提高業績

At frog, we believe great customer experiences are always built on a foundation of empathy and intelligence. That’s why our human-centered design approach is informed by rigorous research, robust data science and strategic business expertise. We help clients develop a deep understanding of customer behavior to better anticipate needs and personalize off erings. We guide organizations in developing critical advantage through evolved, sustained, customer-centric experiences that instill trust and drive lasting loyalty.

So, what steps will you take to deliver exceptional CX? How will you see a return on experience investments? Wherever you are in your journey, frog is here to help. We’re ready to start a conversation about how to design your CX strategy, align your teams to move from vision to action, pilot new experience-driven off erings and launch products and services that drive loyalty and lasting business value. Let’s envision the future of your business together.

>那麼，您將採取哪些步驟來提供卓越的客戶體驗？
>您將如何看待體驗投資的回報？
>你已準備好開始討論如何設計您的 CX 戰略、調整您的團隊以將願景轉變為行動、試點新的體驗驅動型產品以及推出可提高忠誠度和持久業務價值的產品和服務。
