Bis zu 80 % aller Startups und Produkte scheitern. Einer der Hauptgründe dafür ist das Ignorieren der Kunden, was zu schlechten Nutzererlebnissen führt. Dieser Vortrag beleuchtet woraus gute User Experience besteht, warum jene zugleich Kundenservice und Produktqualität ist und wie man dafür gestalten kann. #CustomerCentricity, #UserExperience, #UX, #CustomerExperience, #CX, #MinimumViableProduct, #MVP, #Kundensicht, #Nutzerbrille

1. USER EXPERIENCE
AGILE UG, FRANKFURT
9. OKTOBER 2017
@BENNOLOEWENBERG

2. Quelle: Pressetext

3. Foto: Ana Domp
Wo ist die
Notaufnahme ?
(»Urgencias«)

4. @BennoLoewenberg
AUSEINANDERDRÖSELN
User Experience (UX) ≠ User Interface (UI)
User Experience (UX) ≠ Usability
lies: ist NICHT gleich

5. @BennoLoewenberg
DEFINITION
„Gestalten für User Experience ist keine simple
Kombination von Prototyping und UI-Design.
Es geht vielmehr um tiefgehendes Verstehen
von Nutzer- und Geschäftsanforderungen.“
@BennoLoewenberg nach Andy Budd

6. @BennoLoewenberg
DEFINITION
„User Experience ist definiert durch jeden
Kundenkontaktpunkt, den Sie als Unternehmen
mit Ihren Nutzern haben.“
@BennoLowenberg nach Rachel Ilan

7. Grafik: @BennoLoewenberg
ANBIETER MARKTKUNDEPRODUKT UX
Wert &
Interaktionen
Kontext & Fokus

8. NUTZERBRILLE
@BennoLoewenberg nach Seth Godin
1. Was ist das ?
2. Vertaue ich Dir ?
3. Was bietest Du mir an ?
und wenn der ›moment of truth‹ positiv bewältigt wurde:
4. Wie bekomme ich es ?

9. @BennoLoewenberg
»MAN KANN EXPERIENCES
NICHT DESIGNEN«

10. @BennoLoewenberg
DESIGN FÜR EXPERIENCES
Man kann gute Nutzererlebnisse unterstützen
indem man Nutzwert liefert durch Lösungen,
welche so gestaltet sind, dass sich Nutzer befähigt
fühlen und in ihrem Abläufen nicht gestört werden.

11. Grafik: Melzer & Moorville

12. Grafik: Christina Wodtke

13. COMPONENTS
Grafik: Cagan & Vogel

14. Grafik: Corey Stern
COMPONENTS

15. Grafik: Peter Boersma

16. @BennoLoewenbergQuelle: Sam Weller
Aufgeblähter Funktionsumfang
macht Dinge unbrauchbar

17. @BennoLoewenbergQuelle: CultOfMac
Rückbesinnen auf Grund-
bedürfnisse & echten
Nutzungskontext

18. Grafik Henrik Kniberg

19. @BennoLoewenbergQuelle: Laurence McCahill

20. @BennoLoewenberg
»FÜR EINFACHES DESIGN BRAUCHT ES
TIEFGEHENDES VERSTEHEN«
Quelle: unbekannt

21. VERSTEHEN IDEENDEFINIEREN PROTOTYP TESTEN
Grafik: @BennoLoewenberg
Design Thinking/Sprint:
Strukturierte Methoden

22. @BennoLoewenberg
VERSTEHEN, IDEEN & TESTEN
Foto: @BennoLoewenberg (Prototyp einer Fahrstuhlkabine)

23. @BennoLoewenberg
Gain Creators
Describe how your products and services create customer
gains.
How do they create benefits your customer expects, desires
or would be surprised by, including functional utility, social
gains, positive emotions, and cost savings?
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Pain Relievers
Copy or outperform current solutions that delight
your customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power,
status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to
its relevance to your customer. Is it substantial or insignificant?
For each gain indicate how often it occurs.
Describe how your products and services alleviate customer
pains. How do they eliminate or reduce negative emotions,
undesired costs and situations, and risks your customer
experiences or could experience before, during, and after
getting the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them
a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate
resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or
eliminating worries, …)
Limit or eradicate common mistakes customers
make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning
curve, less resistance to change, …)
Rank each pain your products and services kill according
to their intensity for your customer. Is it very intense or
very light?
For each pain indicate how often it occurs. Risks your
customer experiences or could experience before, during,
and after getting the job done?
Products & Services
List all the products and services your value proposition is
built around.
Which products and services do you offer that help your
customer get either a functional, social, or emotional job
done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer
perform the roles of:
Buyer
(e.g. products and services that help customers compare
offers, decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufac-
tured goods, face-to-face customer service), digital/virtual
(e.g. downloads, online recommendations), intangible (e.g.
copyrights, quality assurance), or financial (e.g. investment
funds, financing services).
Rank all products and services according to their
importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would
be surprised by. This includes functional utility, social gains,
positive emotions, and cost savings.
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations,
and risks that your customer experiences or could experience
before, during, and after getting the job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires
substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a
headache, …)
How are current solutions underperforming
for your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting
things done, resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully
wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance
to change, …)
Rank each pain according to the intensity it represents for
your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
Describe what a specific customer segment is trying to get
done. It could be the tasks they are trying to perform and
complete, the problems they are trying to solve, or the needs
they are trying to satisfy.
What functional jobs are you helping your customer
get done? (e.g. perform or complete a specific task, solve a
specific problem, …)
What social jobs are you helping your customer get
done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer
get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer
satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs
ancillary jobs in different roles. Describe the jobs your
customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers
dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your
customer. Is it crucial or is it trivial? For each job
indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving,
outside, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of
ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and
failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a
solution?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain according to its relevance to your customer.
Is it substantial or is it insignificant? For each gain indicate
how often it occurs.
strategyzer.com
The Value Proposition Canvas
Value Proposition Customer Segment
The makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
Produced by: www.stattys.com
Quelle: Stategyzer – Value Proposition Canvas

24. @BennoLoewenberg
Customer Exploration Map
Who is our customer / user / stakeholder ? What are his likes and dislikes ?
Jobs to be done & challenges
Functional / social / emotional / supporting needs in a specific situation
e.g. I need fast transport / good reputation / security / help to…
Existing solutions THIS WOULD BE GAME CHANGING!
What we don’t know
Be specific: for a person - age, origin, job, interests
for a company - size, industry, purpose
Quotes, that could be typical for this person
by Business Model Toolbox - www.bmtoolbox.net Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License
Assumptions, black spots
Why / when is something a challenge / a good experience….?
Any kind of solution that could help to fulfill the needs Empathize with your customer / user / stakeholder
What would be the perfect solution, situation or experience?
Related to the general character of the person / stakeholder
Quelle: Business Model Toolbox – Customer Exploration Map

25. @BennoLoewenberg
Die Kundenreise
Persona, Musterpersönlichkeit Dienstleistungsbezeichnung
ManipulierbareInformationenGlaubwürdigeInformationen
Dienstleistungsanbieter Designer / Datum
Pre-Service Period
Vor der Dienstleistung
Service Period
Während der Dienstleistung
Post-Service Period
Nach der Dienstleistung
WERBUNG / ÖFFENTLICHKEITSARBEIT
Wie lautet das/die Nutzenversprechen des Anbieters und
auf welche Art und Weise wird es kommuniziert?
SOCIAL MEDIA
Welche relevanten Informationen können Personen vor der
Erstellung der Dienstleitung(en) in Social Media Kanälen finden?
MUNDPROPAGANDA
Was sagen Bekannte, Freunde und die Familie über den Anbieter
und seine Dienstleistung(en)?
GESAMMELTE ERFAHRUNGEN
Welche Erfahrungen haben Personen bereits mit gleichen bzw.
ähnlichen Dienstleistungen oder Anbietern gemacht?
KUNDENERWARTUNGEN
Was sind die möglichen Erwartungen and die Dienstleistung
und den Anbieter?
KUNDENERLEBNISSE
Welche individuellen Erlebnisse haben die Kunden während der Erstellung der Dienstleistung bei den einzelnen
Schritten der Dienstleistungserstellung und mit dem Anbieter selbst?
KUNDENZUFRIEDENHEIT/-UNZUFRIEDENHEIT
Wie bewerten die Kunden die Dienstleistung und den Anbieter
anhand dem Vergleich von Kundenerwartung zu erlebter
Dienstleistungsrealität?
MUNDPROPAGANDA
Was sagen Kunden ihren Bekannten, Freunden und der Familie
über den Anbieter und seine Dienstleistung(en)?
SOCIAL MEDIA
Was kommunizieren Kunden über den Anbieter und seine
Dienstleistung(en) über Social Media Kanäle?
KUNDENBEZIEHUNGSMANAGEMENT
Wie betreut der Anbieter seine Kunden nach der Erstellung
der Dienstleistung(en)?
DIENSTLEISTUNGSPROZESS
Auf welche Berührungspunkte treffen die Kunden im Erstellungsprozess der Dienstleistung(en)?
Gibt es dabei spezielle Augenblicke oder Vorfälle welche als besonders gut oder besonders schlecht erlebt werden?
Concept and design: Marc Stickdorn & Jakob Schneider — inspired by the Business Model Canvas — www.thisisservicedesignthinking.com
Übersetzung: Mario Sepp — This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creativce Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Quelle: This is Service Design Thinking – Customer Journey Canvas

26. @BennoLoewenberg
DIE NUTZERSICHT ZÄHLT
„Sprechen Sie mit Ihren Nutzern –
bauen und testen Sie für echte Nutzer
und für tatsächlichen Nutzungskontext.“
( Familie, Freunde und Kollegen sind nicht Ihre Nutzer )
@BennoLoewenberg

27. @BennoLoewenbergQuelle: Benno Loewenberg
Anstatt Eigenschaften
über tatsächliche Nutzung
hinaus zu perfektionieren …

28. @BennoLoewenbergQuelle: Benno Loewenberg
… Fähigkeiten einfügen,
welche echte Nutzer-
bedürfnisse lösen

29. @BennoLoewenberg
NICHT IN DIE LÖSUNG VERLIEBEN
„Erfolg ist nicht irgendeine Eigenschaft anzubieten;
Erfolg ist zu lernen, ein Kundenproblem zu lösen.“
@BennoLoewenberg nach Mark Cook

30. @BennoLoewenbergFoto: @BennoLoewenberg
Vernachlässigbares Detail ?

31. @BennoLoewenberg
DETAILS SIND ENTSCHEIDEND
„Details sind nicht bloß Details,
sondern machen das Design aus.“
„Gutes Design macht ein Produkt brauchbar, verständlich
und ist konsequent bis ins letzte Detail.“
@BennoLoewenberg nach Charles Eames & Dieter Rams

32. @BennoLoewenbergFoto: @BennoLoewenberg
rutschig wenn nass (oder seifig)

33. @BennoLoewenberg
SONDERFÄLLE SIND DIE REGEL
„Echte Nutzer scheitern oft an ‚simplen‘ details;
Ihre Lösung muss diese Szenarien bedienen
oder sie versagt in den meinsten Fällen.“
@BennoLoewenberg

34. @BennoLoewenberg
»SIE WOLLEN KEINEN 6 MM-BOHRER,
SIE WOLLEN EIN 6 MM-LOCH«
@BennoLoewenberg nach Theodore Levitt & Leo McGinneva
und letztendlich
das Bild an der Wand

35. @BennoLoewenberg
GUTE UX IST ERFOLGSFAKTOR
+ User Experience ist Kundenservice
+ User Experience ist Produktqualität
+ User Experience fördert Vertrauen
@BennoLoewenberg

36. BENNOLOEWENBERG
LINKEDIN / XING / TWITTER
@