石家庄房价最新走势:让顾客从喜欢到爱：维持长期关系的用户体验

作者：Des Traynor

August 26th, 2011

2011年8月26日

What do you mean “improve”? I charged him correctly, didn’t I?.

你说的“改善”指的是什么？我责备他很正确，是不是？

My manager looked at me, disappointed:

经理看着我，表情失望：

Yes, Des, you charged him correctly. But a vending machine can do that, too. They show up on time; they’re more accurate; I don’t pay them by the hour; and they’re never hungover. Your job is to do something that a vending machine can’t do. Your job is to make our customers happy; give them a good experience; bring them back here again. Get it?

是呀，Des，你责备他很正确。但是自动贩卖机也能做到。他们准时出现，而且更精确，我不用一小时计费付报酬，他们也从来不会心里难受。你的工作是做一些自动贩售机做不到的事情，是让我们的顾客高兴，给他们好的经历，并成为回头客。知道了吗？

I started to wonder. This was a gas station; how could I deliver a “good experience”? Surely, customers just want to get in and get out. Nonetheless, if I wanted to keep the job, I’d have to try. I started chatting to customers and casually asking questions. Did they find everything they needed. Could we order in a particular newspaper for them? Do they have our phone number in case they need to check whether we carry something? Why did they stop buying from the bakery? Customers regard gasoline as a cost that they have no say about. They enter the store annoyed at having to spend fifty bucks. My job was to change that. I got it.

我开始怀疑。这有一个加油站，我怎样才能传递一次“好的体验”呢？当然了，顾客只想来了又走。尽管如此，如果我要工作的话，我就得试试。和顾客闲谈，随意地问一些问题。他们发现了他们需要的一切。我们能给他们安排一份特别的报纸吗？他们有我们的电话号码，以便他们知道我们是否正做什么活动？为什么他们不再从面包房里买东西了？顾客将汽油作为一项消费，对此他们无可说的。他们进入店铺，为不得不花费50美元而恼火。我的工作就是要改变这一情形。我明白了。

MBAs call this “customer experience,” although when it’s spelled out so plainly, it sounds more like common sense. And like most common sense, it’s rarely that common?—?especially in the world of subscription software, where we need customers to stick around.

MBA把这个叫做“用户体验”，尽管说出了如此实在，听来就像常识。像其他常识一样，难得如此普通——尤其在需要留下顾客软件认购的世界里。

User experience designers are great at making software friendly and usable for new customers. We design clean, clear sign-up forms, smooth on-boarding experiences, and even helpful blank slates once users are inside the app. Once customers have used the software for some time and have integrated it in their workflow, their relationship with the software becomes more complex. UX designers have no stencils for designing “how the customer feels about the software after six months.” This matters because the software-as-a-service (SaaS) model depends on loyalty, on the idea that customers won’t flinch when they see your monthly charge.

用户体验设计者匠心独运，总是为新顾客将软件设计的更友好和实用。我们设计干净明晰的注册表格，流畅的机上体验，甚至一旦用户进入应用程序时的有用的空白标记。一旦用户用软件用过一段时间并整合到他们的工作流程中之后，他们和软件的关系就变得更复杂了。用户体验设计师没有设计“六个月后用户对软件的感觉如何”的模板。这很重要，因为软件即服务模型依赖于忠诚度，基于顾客看到你每月收费不会退缩的主意。

Competing On Service

服务竞争

Initially, all markets compete on price. However, competing on price simply isn’t relevant with Web apps, because they are all in the same $0 to $99 per month bracket. Think about it: what sane person would switch project management tools just to shave ten bucks off their monthly costs?

起初，所有市场打价格战。可是，价格战和网页网页浏览器根本不相干，因为每月都同样在0~99美元之间。这样想：理智的人转换项目管理工具只是为了每月削掉10每月的开支？

We have reached the point where the service part of SaaS is most relevant, the point where the experience your customers have with your company will determine whether they stick or switch. Say you’ve been paying $50 a month for your time-tracker for the last three years. Have you enjoyed the service? Have you ever been personally thanked for your loyalty? Do you feel that the provider values your $1,800?

我们就软件即服务中服务部分利害最相关的意见达成了一致，还有顾客对公司的体验会决定他们坚持还是换别的的想法。比如，你连续三年每个月为时间追踪系统花50美元。你喜欢这个服务吗？你曾私下因为你的忠实而受过感谢吗？你觉得那个装置值1800美元吗？

Customers Who Don’t Feel Valued Leave

没觉得受的重视的顾客会离开

The Rockefeller Corporation studied why customers leave one company for a competitor and found the following:

洛克菲勒集团研究过顾客为什么离开公司而转向竞争对手，发现了下面的结论：

Look at what’s not here. No mention of price or quality. How you make customers feel is what drives their loyalty, and it’s here where website owners are in trouble. Website owners are disconnected from their customers, save for a conference party or survey each year. If you asked them to introduce you to 10 of their customers, most would struggle, grimace and then get a developer to break out the SQL. Imagine trying to run a bar, convenience store, hair salon?—?heck, any service?—?with that level of apathy towards the folks who pay your wages. It shouldn’t be surprising that your customers are willing to jump ship the second a competitor launches a sexy iPhone app. If you’ve never cared about your customers, why would they care about you?

着眼于这里没有的。别提价值和质量。你怎样让让顾客感觉到驱使他们忠实的东西，这也是网站所有者吃力的地方。网站所有者和他们的顾客分离，除了每年会议聚会和调查。如果你请求他们把你介绍给他们十个顾客，大多数人会吃力、痛苦，然后逃开这结构化语言。设想尝试开一个酒吧、便利店、美发沙龙——好吧，随便其他什么——用那种冷漠来对待付你钱的人。一点都不惊讶你的顾客会离开，到能开展一个有趣的网络应用程序的第二竞争对手那里去。你从不关心你的顾客，他们为什要关心你？

Warren Buffett talks about building a moat around your business to make it untouchable. The strongest moat you can build is one based on strong relationships. Low prices can always be beaten. Stunning design ages quickly and can easily be copied. Impeccable uptime can be matched, and your features copied. However, a good customer relationship is unique, and loyal customers are hard to steal.

沃伦·巴菲特谈到要在你的商业周围建立一条护城河，让其不可触及。你能建的最坚不可摧的护城河是建立在牢固的关系上。低廉的价格常不堪一击。惊人的设计时代常能迅速而轻易地被复制。完善的开机时间完美匹配，你的产品特点会复制。可是，良好的客户关系是独一无二的，忠实的顾客偷不来。

Some Things You Can’t Wireframe

有些东西不能用框架画出

Wireframes and mock-ups are excellent for figuring out and discussing screen layout. You can follow all the rules of wireframing to create a compelling user experience, but you can’t wireframe how a customer feels after 15 months of using your software. To deliver a compelling experience, you need to also consider “touchpoints” and “timepoints.”

框架和实物模型能很好地弄清和讨论屏幕布局。你可以用画框架图的所有规则来创建一种引人注目的用户体验，但是不能线框出一个顾客在用你的软件15个月后的感觉。要传递一种引人注目的体验，你也得考虑“触点”和“时间点”。

Touchpoints Make It Holistic

触点使其全面周到

Touchpoint diagrams help you see the various ways in which customers come into contact with your software. The diagram above from a holiday home website shows that the mobile experience is bad for non-iPhone customers, and that email and phone support should be improved. An amazing website is of no use if your call-center staff is rude or your developer is a jerk to customers on Twitter. Great experiences are about getting everything right; it goes well beyond fancy sign-up forms, cute mails and game-ified tutorials. Sure, all those things help, but the customer experience has to be comprehensive. Quality is fractal. Your customers will judge your company based on all of the experiences they have with it, not just those dripping with CSS3 effects. Using a touchpoint matrix such as the one above will help ensure that you’re considering all of the experiences your customers will have.

触点图表能助你看到顾客接触你的软件的各种各样的方式。上面度假小屋网站的图表表明了移动体验不适用没有iPhone的顾客，邮件和电话帮助应该要改善。一个了不起的网站也没有用，如果你的呼叫中心工作人员粗鲁无礼或者你的开发者在Twitter上对顾客是一个混球。好的经验是让所有的事情都是正确的，而不仅是花哨的登录方式、可爱的信纸和称职的游戏助手。是，所有的东西都有用，用户的体验式综合的。质量是分形的。你的顾客评价你的公司是根据他们所有的接触经验，而不仅仅是那些CSS3效果表现出来的东西。使用诸如上面一个的触点矩阵有助于保证，你考虑到所有你的用户将会接触到的体验。

Timepoints Make It Long Term

时间点让其长期

Anyone who has relied on metrics for customer acquisition will be familiar with some variant of the funnel above. We start with a lot of visitors, and convert a small few of them into customers. While this scenario is rather contrived and rosy, it does provide a way to measure different parts of your Web app. It does not, however, look at what happens next. If you ignore your paying customers, and they hear from you only through their invoices, then you can expect the relationship to deteriorate over time. Here’s how that goes:

凡依赖于客户采集指标会对上面的渠道变量很熟悉。我们开始吸引了很多游客，然后把他们其中的一小部分转化成了顾客。当这种方案相当不周到和乐观时，它确实提供了一种方法来衡量你的网络应用程序的不同部分。可是它不能预测接下来会发生什么。如果你忽视了你的付费顾客，然后他们仅能通过他们的发票了解你们，接下来你可以预期到随着时间你们的关系会恶化。像下面那样发展：

We need it to go more like this:

我们需要它像这样：

Improving Your Customer Experience

改善你的顾客体验

Achieving this requires that you put a plan in place and put someone in charge of customer communication. There is no universal method that works for all software; it’s an iterative process. Your customers need just enough personal communication to feel valued, while not feeling like they’re being nagged constantly. As a start, I’ve prepared the simple questions below; someone on your team should be able to answer yes to all of them.

实现这一点要求你到位的设计了一个方案，并让某人负责客户沟通。没有适用于所有软件的普遍方法，这是一个反复的过程。你的顾客需要的只是被重视的足够的私下沟通，而不是觉得他们持续地被某人喋喋不休。开始，我准备下面的几个简单问题，你团队里的某人应该全能够回答出是。

Test Your Relationships

测试你们的关系

■Do you greet new members, introduce yourself and let them know that they can contact you at any time?

你迎接新成员，介绍你们，让他们知道随时可以联系到你吗？

■Do you check in with them after they’re settled in to see how they’re doing and to see whether they’re making the most of your app?

他们体验后你有向他们确定他们是怎么操作的，并且看他们是否充分使用了你的应用吗？

■Do you talk to your users about new features before and after implementing them?

你和你的顾客谈论新功能的使用前后感觉吗？

■Do you send them the right types of messages at the right time?

你向他们在合适的时间发送合适形式的信息吗？

■Do you check in with your customers after their first year to thank them for their loyalty?

你顾客第一年后你有检查，并感谢他们的忠诚吗？

■Can you easily tell the difference between your most loyal customers and yesterday’s sign-ups?

你能容易地分辨出你最忠实的顾客和昨天注册的人之间的区别吗？

■Can you tailor your communications to different types of users?

你能调整你和不同类型的顾客的沟通方式吗？

■Can you name 20 of your customers and tell me something about them?

你能说出20个你顾客的名字，告诉我他们的一些信息吗？

There is no shortage of questions you could add to this, but I find this initial set is enough to distinguish those who genuinely care about their customers.

这些问题没有可以再增加的不足，但我发现这些最原处的设置足以够区分出谁真心关心他们的顾客了。

Cut The Excuses

减少借口

There are plenty of reasons why one might believe that this change is too hard to make. App owners will argue that their time is better spent adding features and fixing bugs. This is only partially true. Your customers are with you now without those planned features and with those bugs. I’m not arguing that you should ignore these tasks, just that those tasks are not the only important ones. Recall why customers leave: it’s not likely just because your competitor has launched an iPhone app. That’s one straw, but the camel’s back is already overloaded.

觉得这个变化实在困难的理由有千万个。软件所有这将会认为他们的时间应该更好的华仔增加产品特点和解决问题。这只能部分正确。你的顾客现在就和你在一起，就算没有这些计划的产品的特点，就算有这样那样的故障。我不是认为你可以忽视那些工作，而是那些工作不是唯一重要的。想想顾客为什么会离开：不可能仅是因为你的竞争对手投放了一个应用软件。这是一根稻草，但是骆驼的背已经超载了。

What If I Don’t Have Time?

如果我没有时间将会怎样？

Do you not have time to invest in keeping customers happy? The rule of retention is that you must be willing to spend as much to keep a customer as you did to acquire them. Leaky buckets don’t fill up quickly. Software such as Intercom makes this degree of customer insight and communication far more manageable. (Disclaimer: I believe in this so strongly that I now work full time on Intercom.)

你没有时间投资来让你的顾客高兴吗？留住的原则是你必须愿意话和得到顾客一样多的时间去留住顾客。漏斗不会那么快填满。比如内部通话装置的软件为顾客洞察做到了这个程度，让通信科操纵。（免责声明：我深切地相信这一点，现在我全部时间都在内部通话装置上工作。）

Intercom is the first of a new wave of tools aimed at enabling Web app and website owners to get to know their customers.

内部通话装置是第一波旨在使网站应用和网站所有者了解他们客户的工具。

Too Much Feedback?

太多反馈了？

No one can afford to ignore their customers. This doesn’t mean that you must do everything they say; it means you should listen and respond. Too much feedback is a good problem to have. Rather your customers tell you what’s on their mind than silently disengage, forgetting about you until their credit-card bill arrives. By that point, you’re already history.

没有人能无视他们的顾客。这不是说你要做他们说的一切，而是说你应该倾听和回复。反馈太多是一个好问题。宁愿你的顾客告诉你他们脑中的想法，而不愿他们默默脱离，忘记你，知道他们的信用卡账单来了。 届时，你就已经成为历史了。

Delivering Customer Experiences

提供客户体验

For one year straight, I spent one day every week speaking with customers of one of our apps. Before I started this, they were simply rows in a database. By the time I was finished, I had had a conversation with over a thousand people. I heard about what we got right, what needed improvement, and why we were losing customers. Very useful stuff.

连续一年，我每个星期花一天和我们一个程序的顾客交谈。我开始之前，他们只是排在数据库里。到我完成之时，我已经和一千多个人对话了。我听到了我们哪些做得好，哪些需要改善，为什么我们曾失去了那些顾客。非常有用的一件事。

Users were delighted to hear from us, because it reminded them that we’re more than a set of pages and a monthly debit. We started a customer blog and featured a few customers each week. We also added their logos to our home page. To customers, this is the business equivalent of being taken home to meet the parents. It shows a real personal commitment. These actions persuaded our customers to give honest regular feedback and to let us know when we disappointed them. We’d rather they say it to us than run into the open arms of a competitor.

用户因为我们的联系很高兴，因为这是他们想起我们不仅是一堆纸和每月的借方。我们开了一个顾客博客，每个星期特访一些顾客。我们也把他们的标识放到我们的主页。对于顾客，这就类似于被带回家见父母，表明的是一种是在的私人承诺。这些举动劝说我们的顾客定期反馈，让我们知道我们何时让他们失望了。我们宁愿他们对我们说，而不愿他们投入竞争对手张开的双臂。

Wufoo sent all of its customers Christmas cards in its first year. That was a huge hit. It was hardly surprising that by the following year they had too many customers to do it again. As a start-up, you have to play to your strengths. A small customer base offers you a big opportunity to deliver amazing service. Scaling that experience can be tricky. There is software that will help, but, again, solving this is no small challenge.

Wufoo （是一款优秀的数据库制表工具，能够帮助用户在线架构各种交互性极佳的社会化表单。）在它第一年的时候给所有的顾客发圣诞卡片。这是巨大的一击。来年又有顾客使用就不奇怪了。起步阶段，你必须发挥自己的长处。一个小的客户基础能给你传播令人惊异服务的巨大机会。体验缩放很棘手。有些软件可能有用，但是解决者不是一个小的挑战。

Start It Today

今天就开始

As a simple next step, why not take your first 10 and most recent 10 users, drop them an email, and ask if they’ll take a phone call. Let them know you’re there and that you’d love to hear their thoughts. You’ll be amazed at what you learn, and I doubt you’ll stop at 20.

下一步很简单，为什么不找你最初的十个和最近的十个用户呢，给他们发邮件，问他们是否打电话。让他们知道你在那里，你想听他们的想法。你将会为你学到的东西惊讶，我怀疑你20岁就停止学了。

Additional Resources

附加资源

■Intercom

Intercom（内置通话装置）

A product aimed at solving the problems of talking to customers en masse.

        一款产品，旨在解决批量与用户交谈的问题

■“What Happens With Feedback,” Contrast

“反馈反映了什么，”对比

A post explaining how to ask for and act on feedback.

        一篇文章，解释了如何要求并对反馈付诸行动

■Customer Experience, Wikipedia

用户体验，维基

A good overview of the field, including case studies of companies that invest in experience.

        行业领域概观，包括投资经验的公司案例研究

Des Traynor

Des Traynor

Des Traynor is the UX Lead at Intercom, a CRM & Messaging tool for web-apps. He speaks regularly at international conferences (such as FOWA, Lessconf, CS Forum, MIX etc) and writes about UX, design and the business of web software on the widely read Contrast blog.

Des Traynor是Intercom的用户体验领导者，Intercom为网络应用的一种客户关系管理和消息传送工具。他定期在国际会议上发言（例如伦敦网络应用的未来（FOWA），Lessconf，CS论坛，微软互联网体验（MIX）等等）