Index
A
Aaker, David, 128
Aaker, Jennifer, 128, 138, 150
Aarstiderne food delivery service, 15–18
abductive logic/thinking, 81
Accenture Interactive consultancy, 10, 94
actor ecology, experience structure and, 48, 50
The Aesthetic Brain (Chatterjee), 117, 131
Airbnb rental site, 14–15, 154, 211–212, 215, 217
alignment
about, 24
creating within organization, 96–99
customer-centric organization and, 38
experience centricity and, , 98–99, 67
experience-centric organization and, 28, 41–42, 67, 76, 81
experience fulfillment and, 175
experiential translation and, 141, 149, 155
Allianz Arena, 55–56
Amabile, Teresa, 90
American Management Association, 101
anxiety mapping (D4Me), 204–205
Apple (company)
creating postboxes in our minds, 120
cultural zeitgeist and, 147, 219–220
as experience-focused, 20–21
meaningful experiences and, 194–195
myths, rituals, and symbols, 200
narrative mapping, 203
power of touch, 184
product desirability and, 124
“Rip.Mix.Burn” campaign, 29, 219
working from experience backward, 51
AR (augmented reality), 181
Ariely, Dan, 113, 137
The Art of War (Sun Tzu), 134–135
Audi (company), 148
augmented reality (AR), 181
authenticity of purpose, 73, 91
Azoulay, Audrey, 150
B
Bailey, Christopher, 86–87
Barrett, Lisa Feldman, 113, 116–117, 120, 137
BASF consulting group, 78–79
beauty, receiving pleasure from, 117
behavioral authenticity, 25
Beil, Christian, 78–79
belief, importance of, 159
Bellamy, Francis, 199
best practices, experience-centric organization, 20–21
Bezos, Jeff, 21
big data, 197
BMW (company), 5
Body Shop (company), 125
body-storming, 177
Booker, Christopher, 205
Børresen, Stian, 181
branding. See also experiential DNA
Aaker on, 128
brand experience, 73
brand personality and, 128, 150–152
Burberry example, 86–87
customer-centric organization and, 36–37
customer experiences, 7–8, 19, 232
customer-oriented organization and, 29
experience-centric organization and, 18, 41–42
experience-oriented organization and, 39–40
experiential focus and, 142
Filho on, 156–157
journey-oriented organization and, 34
meaningful experiences and, 195
postboxes metaphor for, 120–121
trendslation and, 215–223
brand personality, 128, 138, 150–152
British Airways, 120
Brown, Tim, 88
Buick Model Y, 76
Burberry rainwear brand, 86–87
business model, experience structure and, 47, 48, 59–60
C
Cameron, Douglas, 204
CB Insights platform, 21
CD Baby (company), 120, 138
CEO (Chief Executive Officer), 74, 91, 98
Chesky, Brian, 217
Claure, Marcelo, 11
CNET, 13
co-design processes, 83–84, 90, 105, 177
commoditization of services, 5
competition in marketplace, 7–8
Competitive Advantage (Porter), 43
complexity, hiding, 183–184
concept cars, 76–77
CONSIDER (DCODE process), 224
Consumer Reports survey, 161
Cook, Tim, 195
coolhunting for experiences, 83–84
core behaviors of experience-centric organization
abductive thinking, 81
about, 69
acting for best interests of customers, 71
aligning around experience, 72
authenticity of purpose, 73
awareness of symbolism, 73
balancing with multiple intelligences, 72
Beil on, 78–79
being obsessed with details, 80
brand experience, 73
choosing right investments and solutions, 81
clear responsibilities and structure, 72–73
co-designing, 83–84
concept cars, 76–77
coolhunting for experiences, 83–84
crafting experiential journeys, 73
designing for cultural zeitgeist, 71
developing through concept innovation, 76
developing through experience prototypes, 76
doing the right thing and thing right, 81–82
emulating flow experience, 84–85
exploring views of easy and difficult, 77
failing fast and forward, 77, 104, 175
knowing desires of customers, 70
knowing experience to offer, 69–70
listening to and understanding customers, 71, 84–85
looking beyond customer wishes, 85
meaningful relationships with customers, 86–87
monitoring customer experiences, 80
optimism, 77–80
reverse-engineering from experience, 72
sensory orientation, 80
story that resonates, 71
creativity
D4Me on, 193
journey-oriented organization and, 33
Csíkszentmihályi, Mihály, 84, 90, 106
cultural scoping and mapping (D4Me stage), 202–204, 206
Cultural Strategy (Holt and Cameron), 204
culture and meaning. See trendslation
customer-centric organization, 18, 28, 35–38
customer experience
about, 111
creating memorable, 121–125
D4Me on, 209
designing for, 125–137
Disneyfication and, 113–114
as emotional, 112–113, 115–117
expectations for service, 117–118
experience economy and, 8–10, 127, 132
experiential translation of, 139–160
functions versus, 9–10
further reading, 231
gold standard experience, 155
interaction-out approach for, 96–97
kindness as contagious, 116
listening to and understanding customers, 71, 84–85
meaningful relationships and, 86–87
as means of survival, 114
monitoring, 80
moving from function to, 109–111
personal nature of, 125–126
power of, 12–20
primed through offerings, 126
receiving pleasure from beauty, 117
as reflection of organization, 90
requiring interactions, 118–120
service personality and, 128
shared experiences, 193, 196–198, 209, 214–215
storytelling about, 126–127
surprise and delight in, 120
tripod of experience and, 52–54, 144–145
wheel of experience centricity and, 45–54
customer experience DNA, 74–75
customer journey. See experiential (customer) journey
customer-oriented organization, 28–30
CXO (Chief Experience Officer), 74, 91, 98, 105
D
D4Me (designing for meaningful experiences)
about, 191
consuming meaning, 194–196
cultural scoping and mapping stage, 202–204
embracing benevolence, 217
invention of traditions, 198–200
meaningful and memorable moments, 191–194
method overview, 202
myths, rituals, and symbols, 191–196, 198–201, 203, 205–209
shared experiences, 193, 196–198, 209
DCODE process, 223
DEFINE (DCODE process), 224
Demos think tank, 5
Dennington, Claire, 43, 200, 211–228
designing for experience
about, 125
avoiding procrastination, 185
avoiding troughs, 183
bad news first, 184
benevolence, 183
choosing mid-level offerings, 186
combining advice with action and triggers, 187–188
customers controlling their choices, 184–185
customers primed through offerings, 126
designing for frequency, 187
designing for importance, 187
designing for now and then, 129–130
designing for sequence, 187
desirability and, 130–131
engaging customers, 185
experiences as personal and unique, 125–126
extraordinary ordinary experience, 131–134
finishing strong, 182
grouping painful processes, 185
hiding complexity, 183–184
importance of look and feel, 131
involving customers, 182
limiting number of choices, 185
making invisible visible, 186
mediocre premium services and, 134
not mentioning near misses, 187
nudging and winking in, 128–129
pledging to gain trust, 186
premium mediocre services and, 134
relativity in judgments, 182
remembering importance of how things look, 183
service personality and, 128
showing customers are in good company, 187
storytelling about experiences, 126–127
supporting off-script experiences, 135–136
using all the senses, 184
designing for frequency, 171, 187
designing for importance, 172, 187
designing for meaningful experiences. See D4Me (designing for meaningful experiences)
designing for sequence, 171–172, 187
DesignOps, 105
design thinking
Beil on, 78–79
further reading, 230–231
integrating into organization, 104–105
journey-oriented organization and, 32
quantifying, 103–104
desirability in customer experience, 12–15, 123–125, 130–131
differentiation in marketplace, 7
difficult and easy, views of, 77
direct touchpoints, 167–168
DISCUSS (DCODE process), 223
Disneyfication of experiences, 113–114
Divining Desire (Featherstone), 85
dm-Drogerie Markt (company), 173
DNA push approach, , 61–62
E
Earl, Harley, 76
easy and difficult, views of, 77
easyJet, 136
Einstein, Albert, 82
Ekinci, Yuksel, 150
empowerment
experience centricity and, 42
experience fulfillment and, 172
self-organizing teams, 100–101
social media and, 106
enactments, 178–179
evidencing, 178–181
EVP (experiential value proposition), 21–22, 223, 225
expectations, experiential, 46, 48
experience centricity
experiential translation and, 143–147
organizing for. See organizing for experience centricity
wheel of. See wheel of experience centricity
experience-centric organization
best practices, 20–21
challenging institutional logics, 18
core behaviors of, 69–88
customer-centric organization comparison, 18
D4Me and, 191–210
designing experiential journey, 161–188
designing organizational logics, 92–93
embracing customer experience, 4–6
experiential transformation keywords, 21–25
experiential translation, 139–160
five-stage transition model, 27–44
further reading, 230–232
Ind on, 30–31
inevitable trajectory as, 7–9
Schybergson on, 10–11
starting with experience, 109–138
trendslation and, 211–228
wheel of experience centricity, 45–68, 172–175
experience doing, 89
experience economy, 8–10, 127, 132
The Experience Economy (Pine and Gilmore), 9–10, 127, 132
experience enablers, 47, 48, 57–58, 50
experience fulfillment
designing for frequency, 171, 187
designing for importance, 172, 187
designing for sequence, 171–172, 187
empowerment and, 172
experience prototyping and, 175–181
experiential focus and, 168
improving touchpoints, 164–170
innovating through touchpoints, 169–171
social media and, , 48
through interactions, 47, 48, 57–58
tips and techniques for, 172–175
top design principles, 181–187
wheel of experience centricity and, 47–49, 54–57, 97, 50
whole made from the parts, 161–163
experience-oriented organization, 28, 38–40
experience pull approach, , 61–62
experience structure, 47, 48, 59–60, 50
experiential (customer) journey
avoiding design traps, 166
being specific about experiences on, 174–175
checking service recovery on, 175
as core behavior, 73
customer-oriented organization and, 29–30
designing, 161–188
experience fulfillment, 47–49, 54–57, 172–175
journey-oriented organization and, 32–35
trendslation on, 225
viewing as customer experience approach, 164–167
experiential DNA
creating an experiential platform, 145–157
designing myths, 206
experiential offering and, 52
identifying, 145–147
Ind on, 146–147
leadership skills and, 42
linking culture and, 221–222
service personality and, 149–152
touchpoints and, 163
translation process for, 139–147
trendslation on, 211–228
tripod of experience and, 52–54, 61–63
wheel of experience centricity and, 62–65
experiential expectations, 46, 48
experiential focus
Airbnb example, 14
Årstiderne example, 17–19
benefits of, 96
branding and, 142
experience-centric organization and, 155
experience enablement and, 58
experience fulfillment and, 168
Hunsaker on, 74
Ind on, 30
infusion and, 24
journey-oriented organization and, 33
trendslation on, 215
experiential journey maps, 225–226
experiential moments, 23
experiential offering
about, 117
Årstiderne example, 15
Beil insight on, 78
differentiating through, 4
experience structure and, 59
knowing experience to offer, 69–70
questions to ask regarding, 48
trendslation and, 215, 216, 222
tripod of experience and, 52–54, 60–62, 144–145
wheel of experience centricity and, 50–53
experiential transformation keywords, 21–25
experiential translation
about, 139–140
creating an experience platform, 145–157
mantra of experience centricity, 143–147
moving from visual-identity brand, 142
reason to translate, 141–142
experiential value proposition (EVP), 21–22, 60, 223, 225
EXPLAIN (DCODE process), 224
extraordinary ordinary experience, 14–15, 183, 136, 131–134
F
failing fast and forward approach, 77, 104, 175
Featherstone, Liza, 85
Filho, Mauricy, 156–157, 153, 133
Finch, Atticus, 70, 88
five-stage transition model. See transition model, five-stage
“flashbulb memories”, 193
flow concept, 84–85, 106
focus groups, 85
formal culture, 58
frequency, designing for, 171, 187
fulfillment, experience. See experience fulfillment
functional value, , 82
functions
experiences versus, 9–10
moving to experience from, 109–111
silos based on, 101
G
gap analysis, 102–103
GEE (Graphic Experiential Evidencing), 180–181
Gilmore, James H., 9–10, 127, 132
gold standard experience, 155
Graphic Experiential Evidencing (GEE), 180–181
H
Halloween tradition, 200
Hall, Stuart, 214
handshakes, 207
Harley Davidson motorcycles, 93, 194, 196, 200
Have til Mave school gardens, 17–18
Hein, Alan, 113, 137
Held, Richard, 113, 137
Holt, Douglas, 204
“Hot and Cold” approach, 151–152
How Emotions Are Made (Barrett), 137
Hunsaker, Lynn, 74–75, 119–120
Hunt, Elle, 12
I
IDEO design company, 88
importance, designing for, 172, 187
indirect touchpoints, 167–168
informal culture, 58
infusion
design strategy and, 98
experience centricity and, 90, 93, 106
experience-centric organization and, 76
experience fulfillment and, 175
interaction-out approach in organizations, 96–97
interactions
as central to who we are, 113
customer experience requiring, 118–120
experience fulfillment through, 47, 48, 57–58
Intermarché supermarkets, 216
intersubjectivity, 196
iTunes service, 219
J
Jack Daniel brand, 204
Jante Loven, 204
job promotions, customer contact and, 85
Jordan toothbrushes, 109–111
journey-oriented organization, 28, 32–37
just-in-time production system, 100–101
K
Kahneman, Daniel, 123
Kalbach, Jim, 164
Kapferer, Jean-Noël, 150
key performance indicators. See KPIs (key performance indicators)
keywords, experiential transformation, 21–25
Kieninger, Jochen, 173
Kierkegaard, Soren, 8
kilts, tradition of, 198–199
kindness as contagious, 116
KPIs (key performance indicators)
for customer centricity, 37–38
for experience centricity, 43
measuring progress with, 103–104
Schybergson on, 10
targeting experience, 6
L
Lee, Harper, 88
listening to customers, 71, 84–85
LiveWork designer company, 173, 179
Løvlie, Lavrans, 179
loyalty, concept of, 11
M
Mapping Experiences (Kalbach), 164
Match.com, 222
Matthews, Ted, 180, 184, 191–210
McCloud, Scott, 180
meaningful experiences. See D4Me (designing for meaningful experiences)
meaningful service encounters (MSEs), 207–208, 211–217
mediocre premium services, 134
memorable experiences
about, 121
beauty and love are linked, 122–123
bus driver in Scotland, 121
desirability and passion in, 123–125
how we remember as key for, 122
“The Orient Game”, 191–194
size matters, 121–122
metrics and measurement, 102–103
Miller, George, 185
mindset
changing for customer contact, 84–85
Filho on, 157
involving people, 89–90
Mitchell, Joni, 149
mOFC (brain), 122
Morita, Akio, 93
MSEs (meaningful service encounters), 207–208, 211–217
Muller, Jerry, 102
Murphy, Laurie, 150
myths, rituals, and symbols
customers experience and, 111
D4Me on, 191–196, 198–201, 203, 205–209
designing, 205–206
further reading, 232
infusion strategy for, 99
invention of tradition, 198–201
meaningful and memorable moments, 191–196, 209
phases in rituals, 207–208
recognizing value of, 42
N
narrative mapping (D4Me), 203–204
Net Promoter Score metric, 33, 129
neurocognition, 115
next fashion brand, 65
Noma (restaurant), 53–54
Nordby, Kjetil, 181
Nordstrom department stores, 99–100
Norwegian bank example, 204–206, 208
O
OBSERVE (DCODE process), 224
offering (value proposition), 22. See also experiential offering
off-script experiences, 55–56, 99–100, 135–136
O’Leary, Michael, 137
Open Homes initiative (Airbnb), 212, 215
optimism as core behavior, 77–80
Orange telco, 30–31
orchestrator, 23–24
organizational DNA
customer-centric organization and, 37
customer experience fitting, 145
experience-centric organization and, 40–41
having story that resonates, 71
Hunsaker on, 118
internal logics and, 18
interpreting, 91
Schybergson on, 11
service personality and, 150
understanding one’s, 22
organizational logics
customer-centric organization and, 35, 37
experience-centric organization and, 41–42
experience-oriented organization and, 39
experiential DNA and, 61
subjective evaluation of, 103
transforming, 98
organizational structures
aligning around customer experience, 8
cultural knowledge and, 220
customer-centric organization and, 18, 37
customer-oriented organization and, 29
designing for experience, 125, 140
experience-centric organization and, 18, 41–43
experience enablers through, 47, 48, 58–59
experience fulfillment and, 172–173
experience-oriented organization and, 39
formal and informal culture in, 58
journey-oriented organization and, 34
organizing for experience centricity
about, 89–90
doing what you love, 90–91
gap analysis, 102–103
interaction-out approach, 96–97
measuring progress, 102–103
owning customer experience, 91
top-up approach, 96–99
“The Orient Game”, 191–192, 195
ownership
about, 24–25
experience centricity and, 90–92
experience-centric organization and, 73
trendslation on, 224
P
pain points, 162, 165, 170, 174, 176
partner-controlled touchpoints, 167–168
passion in customer experience, 123–125
Patagonia clothing brand, 217–218
Pine, B. Joseph, II, 9–10, 127, 132
platforms
about, 140
creating, 145–157
experience enablers through, 47, 48, 57–58
translation process and, 141–142
PlayStation (company), 124
pleasurability, customer experience and, 130–131
Pledge of Allegiance, 199–200
Politiken (newspaper), 112, 137
Porter, Michael, 29, 43, 59, 172
postboxes metaphor for branding, 120–121
Predictably Irrational (Ariely), 113, 137
predictions, 116–117
premium mediocre services, 134
Pret a Manger (company), 154
process-centric organizations, 19–20
processes, experience enablers through, 47, 48, 57–58
procrastination, avoiding, 185
product-centric organizations, 19–20, 227
production scripts, 100–101
prototyping
abductive thinking and, 81
about, 175–176
augmented reality in, 181
described, 89
design thinking and, 89, 104–105
developing through, 76
enactments in, 178–179
evidencing in, 178–181
journey-oriented organization and, 33
self-organizing teams, 100
virtual reality in, 181
walkthroughs in, 176–177
R
Rawlinson, Thomas, 198
Reibstein, David, 5
reincorporation in rituals, 207
Ries, Al, 120
Ries, Laura, 120
RightNow Technologies, 6
“Rip.Mix.Burn” Apple campaign, 29, 219
rites of passage, 207
rituals. See myths, rituals, and symbols
Rocchi, Simona, 195
S
Saab (company), 148
SAS (Scandinavian Airlines), 67
Scandinavian Airlines (SAS), 67
Schultz, Majken, 147
Schybergson, Olof, 10–11, 94–95
Scott, Walter, 198
“See, Hear, Be” mantra, 70
separation in rituals, 207
sequence, designing for, 171–172, 187
service design
about, 21
Filho on, 156–157
further reading, 231
journey-oriented organization and, 32, 34
listening to customers and, 84
Løvlie on, 179
storytelling and, 127
touchpoints and, 169–171
service ecology, experience structure and, 48, 59, 59–60
service personality
building out, 152–153
experiential DNA and, 149–152
experiential offerings and, 69
trendslation and, 214–216
wheel of experience centricity, 50–53
shared experiences, 193, 196–198, 209, 214–215
silos
customer-centric organization and, 18, 37
customer-oriented organization and, 29–30
experience centricity and, 54, 98–99
experience-centric organization and, 42
experience fulfillment and, 161, 172–173
Hunsaker on, 74
journey-oriented organization, 34
platform rollout and, 158
removing, 101
Sivers, Derek, 120
Snook, Hans, 30
social media
broadcasting service desirability, 125
Burberry’s use of, 86–87
channel silos and, 101
customer empowerment through, 106
experience fulfillment and, , 48
infusion strategy for, 99–100
response to Nike campaign, 218
trendslation and, 218
staging of experiences, 127
Starbucks (company), 5, 9, 13, 125, 222
Starck, Philippe, 218
Stickdorn, Marc, 127
storytelling
customer-centric organization and, 37
encouraging ownership with, 25
experience design and, 125–127
experiential DNA and, 22
service design and, 127
structures, organizational. See organizational structures
Sun Tzu, 134–135
symbols. See myths, rituals, and symbols
symbols mapping (D4Me), 203, 205
systems, experience enablers through, 48, 50, 57–58
T
technological advances
experience enablers through, 48, 50, 57–58
move to automation, 196
technologification of services, 5
washing machine as entertainment, 8–9
technology-centric organizations, 19–20
ter-Kuile, Casper, 193
This is Service Design Doing (Stickdorn), 127
Thurston, Angie, 193
To Kill a Mockingbird (Lee), 88
top-up approach in organizations, 96–99
touchpoints
allowing handover between, 173
choosing appropriate to context, 168
customer-oriented organization and, 29–30
direct, 167–168
experience enablers through, 47, 48, 57–58
experience fulfillment through, 47–49, 54–57
indirect, 167–168
innovating through, 169–171
interaction-out approach and, 96–97
journey-oriented organization and, 33
mapping, 170
orchestrating, 170
partner-controlled, 167–168
traditions, invention of, 198–201
transition in rituals, 207
transition model, five stage
experience-centric organization. See experience-centric organization
transition model, five-stage
about, 27–28
customer-centric organization, 28, 35–38
customer-oriented organization, 28–30
experience-oriented organization, 28, 38–40
journey-oriented organization, 28, 32–37
translating trends into experiences. See trendslation
translation, experiential. See experiential translation
Tran, Tai, 221
trendslation
about, 43, 71, 217–221, 222, 227–228
detailing new service concept, 225–227
developing EVP, 225
exploring trends, 223–225
further reading, 232
linking experiential DNA and culture, 221–222
method overview, 222
shared experiences, 214–215
understanding cultural trends, 211–217
Trend Watching (company), 193
Trip Advisor service, 146
tripod of experience, 52–54, 60–62, 144–145
TurboVote voting service, 222
The Tyranny of Metrics (Muller), 102
U
Uber (company), , 66–67
Understanding Comics (McCloud), 180
usability, customer experience and, 130–131
utility, customer experience and, 130–131
V
value chains, 29, 43, 59, 101, 172
value in use, 52
value maximization, 74–75
value networks, 43, 51, 59, 101
value perception, 227
value proposition (offering), 22. See also experiential offering
values. See experiential DNA
Virgin Atlantic airway, 120, 125
virtual reality (VR), 181
VR (virtual reality), 181
W
walkthroughs, 176–177
Wall Street Journal, 6
washing machines, 8–9
wheel of experience centricity
customer experience and, 45–54
experience enablers, 47, 49, 57–58, 50
experience fulfillment, 47–49, 54–57, 97, 50
experience structure, 47, 49, 59–60, 50
experiential DNA and, 62–65
experiential offering, 50–53
innovating service experience with, 66–68
restaurant example, 45–48
service personality, 50–53
“Why We Gather” report, 193
winking, 128–129
X
Xerox (company), 183
Y
Y-Job, 76
Youth Interest magazine, 199
Z
zooming out/in, 82
ZOZO service, 83–84