What You’re Getting Wrong About Customer Journeys

根据五年来对各种产品类别的客户体验进行的研究，也根据与营销学者和高管的研讨中得到的反馈，我们创建了一个框架，来帮助管理者们设计引人入胜的旅程，吸引客户一再光顾。我们称之为客户旅程矩阵。它包括四个模式：

Drawing on five years of research into customer experiences across a wide range of product categories and on feedback from workshops with marketing academics and executives, we have created a framework to help managers design compelling journeys that keep customers returning many times over. We call it the customer journey matrix. It includes four archetypes:

这些模式中没有一种普遍优于其他模式；所有这四种模式都可以用来吸引客户再次光临。它们可以应用于各种实体、数字商品和服务（我们把它们全都称为“产品”）。每种旅程可以以任何节奏展开——每天、每周或每月，并持续任何时间长度，从几周到几年。

None of the archetypes is universally superior to the others; all four can be used to keep customers returning frequently. They can be applied to a variety of physical and digital goods and services (all of which we refer to as “products”). Each kind of journey can unfold at any pace—daily, weekly, or monthly—and last for any duration of time, from a few weeks to several years.

在本文中，我们将首先描述这四种客户旅程模式及其相应的设计原则，然后为管理者提供一份指南，指导他们针对自己的产品创建理想的旅程。

In this article we’ll first describe the four customer journey archetypes and their corresponding design principles, and then offer managers a guide to creating the ideal journey for their product.

日常之旅

The Routine

日常之旅是完成一项周期性任务的简单程序，通常涉及触发某项活动产生回报的因素。（比如，早晨是触发你刷牙并获得清新口气回报的因素。）虽然所有的旅程都遵循模式，但日常之旅尤其具有重复性。它们有时也被称为客户习惯或惯例。

A routine is a simple procedure for completing a recurring task and typically involves a trigger for an activity that produces a reward. (For instance, the morning is a trigger to brush your teeth and be rewarded with fresh breath.) While all journeys follow patterns, routines are especially repetitive. They’re sometimes also called customer habits or rituals.

日常之旅很适合实用性产品，这些产品使任务逐渐变得更加轻松和更可预测。比如，超声波牙刷提高了客户口腔护理方案的效率和效果。移动银行应用程序让忙碌的人们不必亲临银行也可以办理业务。快速餐饮连锁店为通勤人士提供了饮食便利。在任何日常之旅中，遇到的摩擦越少，客户的满意度就越高。

Routines are well suited for utilitarian products that make tasks incrementally easier and more predictable. For example, ultrasonic toothbrushes increase the efficiency and effectiveness of customers’ oral care regimens. Mobile banking apps allow busy people to skip unnecessary trips to the bank. Quick-service chains give commuters an easy way to pick up food and beverages. In any routine, the less friction encountered, the more satisfied the customer is.

产品经理可以利用两条设计原则来帮助客户建立持久的日常之旅——

1、简化用户体验

2、确保每次邂逅的一致性

Product managers can help customers build enduring routines using two design principles—streamlining the user experience and ensuring consistency across encounters.

简化的目的是消除所有非增值的接触点，而确保一致性的目的是帮助客户熟悉日常之旅，并不假思索地执行它。

The goal of streamlining is to eliminate all non-value-added touchpoints, whereas the goal of ensuring consistency is to help customers learn the routine and perform it without much thought.

亚马逊在促进购物日常之旅方面是在线零售商的领军者。一键订购和次日送达等便利措施简化了客户的旅程。该网站的订购流程鲜有变化——真有变化时也只是微妙的变化——从而最大限度地减少了客户重新学习的需要。

Amazon leads online retailers in facilitating shopping routines. Conveniences such as one-click ordering and next-day delivery streamline its customers’ journeys. The site’s ordering process rarely changes—and only subtly when it does—minimizing the need for customers to relearn it.

兜风之旅

The Joyride

兜风之旅是一种消遣旅程，让人能够摆脱日常事务的单调乏味。兜风之旅轻松自如，不可预见，而且充满乐趣，非常适合那些提供点播快感的产品，比如音乐流媒体平台、体育媒体和视频游戏。兜风之旅也可用于实体环境，如产品周转率高的快时尚商店、每周上映影片的本地电影院、有轮换菜单的餐馆和有欢乐时光特价品的酒吧。

Joyrides are amusing journeys that allow people to escape the tedium of everyday routines. Effortless, unpredictable, and a lot of fun, joyrides work well for products that deliver an on-demand thrill, such as music-streaming platforms, sports media, and video games. Joyrides can also be used in brick-and-mortar settings such as fast-fashion stores with high product turnover, local cinemas with weekly releases, restaurants with rotating menus, and bars with happy-hour specials.

就像对日常之旅的作用一样，简化行为对于兜风之旅也是必要的，尽管它不足以造就兜风之旅。简化只是减轻了痛点；它并不能带来快乐。为了促进兜风之旅，企业还必须在整个客户旅程中应用无尽变化的设计原则，以产生频繁的愉悦时刻。

Just as it is for routines, streamlining is necessary for joyrides, though it isn’t enough to create them. Streamlining only mitigates pain points; it doesn’t induce pleasure. To facilitate joyrides, companies must also apply the design principle of endless variation across the customer journey to generate frequent moments of delight. 

消费者生成的内容是提供无尽变化的又一种方式。在抖音（TikTok）上，新用户会立即沉浸在“为你推荐”（For You）的推送中，他们可以滑动浏览热门视频。一个视频的内容是一只猫在播放着的悲伤音乐中噘着嘴；下一个视频可能是配以流行音乐的烹饪示范。这种令人难以置信的多样性是乐趣的一部分。随着时间的推移，用户可能会对视频点赞或发表评论，并发现他们希望关注的创作者。TikTok的算法不断处理着参与数据，并使用这些信息来定制推送内容。

Consumer-generated content is another way to provide endless variation. On TikTok, new users are instantly immersed in a For You feed with trending videos they can swipe through. One video might feature a cat pouting while sad music plays; the next might show a cooking demonstration set to pop music. The staggering variety is part of the fun. Over time, users might like or comment on videos and discover creators they want to follow. TikTok’s algorithms constantly process the engagement data and use that information to customize the feed.

徒步之旅

The Trek

徒步之旅是可预测的旅程，客户在其中努力实现具有挑战性的长期目标，比如学习某种语言、手术后康复，以及为退休储蓄。徒步之旅通常与导师、教练和理财顾问等个人服务提供者有关，现在徒步之旅越来越多地得到移动应用程序和智能产品的支持，包括Babbel这样的教育应用程序；苹果手表这样的监测健康指标的可穿戴设备；以及Mint这样的理财规划工具。客户频繁再次光顾，寻求能够实现徒步之旅的产品，因为他们需要相当大的支持才能朝着自己的目标取得进展。

Treks are predictable journeys in which customers labor to achieve challenging long-term goals such as learning a language, recovering from surgery, and saving for retirement. Typically associated with personal service providers such as tutors, coaches, and financial advisers, treks are now increasingly facilitated by mobile apps and smart products, including educational apps like Babbel; wearable devices that monitor health indicators, such as the Apple Watch; and financial-planning tools like Mint. Customers return frequently to products that enable treks because they need considerable support to make progress toward their goals.

企业通常用订立目标的设计原则来减轻徒步之旅中的工作。实质上，这涉及将雄心勃勃的目标分解成越来越小的目标，直到下一个目标小到可以激发客户采取行动。因达成每个目标而获得的回报——可以简单到几个祝贺词（“干得好！”）或者将追踪仪上的颜色从红色变为绿色——通常又会更加激励客户。

Companies often ease the work involved in treks with the design principle of goal-posting. Essentially, that involves breaking ambitious objectives into increasingly smaller ones until the next goal is so small that it spurs the customer to act. Rewards for hitting each target—which can be as simple as a few words of congratulation (“Good job!”) or changing colors from red to green on a tracking dashboard—are often added to motivate the customer.

擅长订立目标的一个产品是MyFitnessPal。该应用程序的核心功能之一是食物日记，它将客户的长期目标（比如减轻体重20磅）分解为每周、每天和每餐的目标。每顿饭的目标又进一步细分为宏量营养素（蛋白质、脂肪和碳水化合物）、净热量以及钠之类客户可能希望了解的其他东西。该应用程序利用了一些工具（比如可检索的食物数据库）以及与他人一起用餐时复制朋友的膳食记录的功能，从而简化了在日记中记录餐食的工作。

A product that excels at goal-posting is MyFitnessPal. One of the app’s core features is a food diary, which breaks a customer’s long-term objective (such as losing 20 pounds) into weekly, daily, and per-meal targets. Per-meal targets are further broken down by macronutrients (protein, fat, and carbohydrates), net calories, and other things that the customer might wish to track, such as sodium. The app streamlines the work of entering meals in the diary with tools such as a searchable library of foods and the ability to copy friends’ meal inputs when dining with others.

一些营销专家认为，费力的旅程必须注入令人兴奋的游戏式功能，以保持客户的积极性。换言之，他们建议产品经理将徒步之旅转换为冒险之旅。这个建议值得考虑，但不是所有的客户都喜欢游戏化服务的花里胡哨。徒步之旅如果有明确界定的一系列可实现的目标和肯定的回报，那它可以和冒险之旅一样具有激励作用。

Some marketing experts argue that high-effort journeys must be infused with exciting gamelike features to keep customers motivated. In other words, they advise product managers to convert treks into odysseys. This advice is worth considering, but not all customers love the bells and whistles of gamified services. A trek with a well-defined series of achievable goals and affirming rewards can be just as motivating as an odyssey.

冒险之旅

The Odyssey

如果说日常之旅是最普通的客户旅程类型，那么冒险之旅则最非同寻常。冒险之旅是具有挑战性的、令人惊心动魄且不可预测的冒险，受客户的热情、决心和使命感所推动。它们通常需要付出巨大的艰辛并会产生大量的兴奋刺激。虽然客户在他们的生活中遵循了许多日常之旅，但在任何时候他们的冒险之旅都屈指可数。

If routines are the most ordinary type of customer journey, odysseys are the most extraordinary. Odysseys are challenging, thrilling, and unpredictable adventures that are fueled by a customer’s enthusiasm, determination, and sense of purpose. They tend to require great effort and generate a lot of excitement. While customers follow many routines in their lives, they usually have only a handful of odysseys at any given time.

冒险之旅完美适合那些可以促进激情项目的产品，而客户已经有强烈动机去追求那些项目，比如培养社交媒体粉丝，玩战略游戏，学习某种表演艺术，拍摄纪录片，为健美比赛训练。它们让顾客不断再次光顾某一产品，因为他们希望学习和成长。与徒步之旅不同，冒险之旅不需要一个固定的终点；正如户外运动爱好者常说的，旅程就是目的地。

Odysseys are perfect for products that facilitate passion projects that customers are already highly motivated to pursue, such as cultivating a social media following, playing a strategy game, learning a performance art, filming a documentary, and training for a fitness contest. They keep customers returning to a product because they want to learn and grow. Unlike treks, odysseys don’t need a set end point; as outdoor enthusiasts often say, the journey is the destination.

冒险之旅在娱乐行业特别常见。这里的一个关键设计原则是实质性的变化，这涉及出于功能性原因提供各种各样的客户刺激和挑战。以CrossFit为例。在典型的一节训练中，教练带领运动员进行热身、技能发展和高强度训练，包括有氧运动、健美操运动和举重运动。没有两项训练是相同的。冒险之旅的另一个关键设计原则是旅程跟踪。CrossFit运动员密切跟踪自己的进展，但没有确定的最终目标。这一旅程充满艰辛，不可预测，而且似乎永无止境——真正的冒险之旅。

Odysseys are particularly common in the recreation industry. A key design principle here is substantive variation, which involves offering a diverse mix of customer thrills and challenges for functional reasons. Take CrossFit. In a typical session, coaches lead athletes through warm-ups, skill development, and high-intensity workouts that incorporate aerobic, calisthenic, and weight-lifting exercises. No two workouts are the same. Another key design principle for odysseys is journey tracking. CrossFit athletes closely track their own progress, but there’s no defined end goal. The journey is effortful, unpredictable, and seemingly never-ending—a true odyssey.

设计理想的客户旅程

Designing an Ideal Customer Journey

五步程序可以助你为产品和客户制定恰当的旅程。

A five-step process can help you craft the right kind of journey for your product and customers.

1. 为你的产品确定最佳模式

相对而言，使用它们是否费力？体验是可预见的还是不可预见的？对这些简单问题的回答会表明，你的客户旅程最合适的是日常之旅、兜风之旅、徒步之旅还是冒险之旅。

1. Identify the best archetype for your product. 

Is it relatively effortless or effortful to use? Is the experience predictable or unpredictable? The answers to those simple questions reveal whether a routine, a joyride, a trek, or an odyssey will be most appropriate.

2. 将模式的设计原则付诸实施

比方说，假如你的产品模式是日常之旅，那就要努力确保接触点在熟悉的环节中保持一致，从而提供一种可预见的令人满意的体验。比如，万豪酒店的标准化入住和退房流程就让旅行者在其酒店的住宿变得很容易，哪怕是在到访某一外国城市这样的新环境中。

2. Put the archetype’s design principles into action. 

If, say, your product’s archetype is a routine, strive to deliver a predictably satisfying experience by ensuring consistent touchpoints in familiar sequences. Marriott’s standardized check-in and check-out processes, for instance, make stays at its hotels easy for travelers, even in a new context such as a visit to a foreign city.

如果你的模式是兜风之旅，那就产生变化无穷的愉悦时刻，也许是利用内部的内容制作团队或机器学习算法，或者通过从消费者那里众包内容（就像Instagram的推送那样）。

If your archetype is a joyride, generate endlessly varied moments of delight, perhaps with in-house teams of content producers or machine-learning algorithms, or by crowdsourcing content from consumers (as Instagram’s feeds do).

为了进行徒步之旅所需的目标订立，要将客户的长期目标划分为一系列更短期的目标，并对客户实现每一个小目标进行激励。比如，Fitbit会整天提醒用户散步，并在他们散步时用徽章、对钩符号或进度图标进行奖励。

To create the goal-posting that a trek demands, partition the customer’s long-term objective into a series of much shorter term goals and reinforce the customer for achieving every small target. Fitbit, for instance, reminds users to take walks throughout the day and rewards them with badges, check marks, or progress icons when they do.

对于冒险之旅所需要的旅程追踪和实质性变化，你可以建立一个执行展示板，并提供多种多样的个人和公共活动，共同推进客户的目标。

For the journey tracking and substantive variation that an odyssey requires, you might set up a performance dashboard and offer a diversity of individual and communal activities that collectively advance the customer’s goal.

3. 在正确的时间提示购买决定

邀请这些的最佳时间主要取决于旅程的可预测性。对于结果可知的日常之旅和徒步之旅，客户通常会在一开始就有动力去细查定价细节。然而，一旦客户养成了日常习惯或开始了徒步之旅，他们通常就不希望再被这些细节所困扰。

3. Cue purchase decisions at the right time. 

The best time to invite these largely depends on the predictability of the journey. With routines and treks, which have knowable outcomes, customers are generally motivated to sift through pricing details at the outset. Once customers have developed a routine or embarked on a trek, however, they usually don’t want to be bothered with those details again.

对于结果不可知的兜风之旅和冒险之旅，顾客通常不会在一开始就有做出重大决定的动力。相反，他们渴望尽快尝到兴奋的滋味。只有到了后来，一旦他们更多地参与到这一旅程中，他们才愿意投资进行重大的购买或认购。你需要给他们充分的时间来使用产品，然后再要求他们做出认知要求高的重大财务决定。如果在旅程之初提供免费服务成本太高，那就考虑提供价廉的初始选项。

For joyrides and odysseys, which have unknowable outcomes, customers generally aren’t motivated to make big decisions at the start. Instead, they’re eager to get a taste of excitement as soon as possible. Only later, once they’ve become more involved in the journey, are they willing to invest in a major purchase or subscription. You need to give them ample time to use the product before asking them to make cognitively demanding and financially significant decisions. If providing free services at the beginning of the journey is too costly, consider offering a cheap starter option.

4. 利用每一个机会简化旅程

这是适用所有四个模式的设计原则。为了保持品牌的竞争力，产品经理必须不断寻找新方法来消除客户体验中的非增值接触点。

4. Streamline the journey at every opportunity. 

This is the design principle that applies to all four archetypes. To keep their brands competitive, product managers must continually find new ways to eliminate non-value-added touchpoints from the customer experience.

比如，为促进日常之旅，贝宝（PayPal）在登录页面上列出了客户经常使用的联系人，这样就可以在几秒钟内将支付款发送给这些人。客户只需点击一个联系人的名字，输入支付金额，审查交易，然后点击“发送”。客户的日常之旅应该明确到几乎不需要思索或费力的程度。

To facilitate routines, for instance, PayPal lists customers’ frequently used contacts on the landing page so that payments can be sent to those people within seconds. Customers just tap on a contact’s name, input the payment amount, review the transaction, and hit “send.” Customer routines should be so obvious that they require almost no thought or effort.

5. 为不同的细分客户群考虑不同的旅程模式

我们通常被问到，单一产品是否可以促成多种类型的客户旅程。答案是肯定的。事实上，许多领先品牌同时提供两种或更多的旅程模式。

5. Consider different journey archetypes for different customer segments. 

We’re often asked whether a single product can facilitate multiple types of customer journeys. The answer is a definite yes. In fact, many leading brands provide two or more journey archetypes in parallel.

我们在Pokémon Go这一移动增强现实游戏中观察到了临时用户的兜风之旅和高级用户的冒险之旅。该游戏的目的是捕捉人称神奇宝贝（Pokémon）的虚拟生物，这些生物在电子绘制的世界里随机出现。对于临时玩家来说，这款游戏是在散步或上下班途中偶尔的兜风之旅。然而，对于狂热的玩家而言，这是一次可以消耗他们大部分休闲时间的冒险之旅。后一群体的人会聚众进行游戏战斗，不遗余力地寻找稀有的神奇宝贝。

We’ve also observed joyrides among casual users and odysseys among power users at Pokémon Go, the mobile augmented-reality game. The aim of the game is to catch virtual creatures called Pokémon that randomly spawn throughout the electronically mapped world. For casual players the game is an occasional joyride during walks or work commutes. For passionate gamers, however, it’s an odyssey that can consume much of their leisure time. People in the latter group band together for in-game battles and go to great lengths to find rare Pokémon.

当企业让客户参加多种类型的旅程时，他们更有可能留住客户。一些旅程失去吸引力之际，其他旅程可能势头渐增。最终的结果是，客户不是在这个就是在那个旅程中持续地接触公司的产品。

When companies have customers enrolled in multiple types of journeys, they’re more likely to retain them. As some journeys lose their allure, others might begin to gain momentum. The net effect is that customers are continually engaged with the company’s products on one journey or another.

为了在当今竞争超级激烈的市场中取得成功，产品必须促进引人入胜的客户旅程。可是，没有一种正确的方法来设计这些旅程。客户旅程矩阵为产品经理提供了四种经过验证的模式：日常之旅、兜风之旅、徒步之旅和冒险之旅，供他们选择。每一种模式及其设计原则都可以帮助企业让他们的客户反复光顾。

To succeed in today’s hypercompetitive market, products must facilitate compelling customer journeys. But there’s no one right way to design them. The customer journey matrix offers product managers four proven archetypes to choose from—routines, joyrides, treks, and odysseys. Each of these archetypes and its design principles can help companies keep their customers returning again and again.

阿希尔·戈帕尔达斯（Ahir Gopaldas）安东·西伯特（Anton Siebert ）| 文  

阿希尔·戈帕尔达斯是福特汉姆大学（Fordham University）营销学副教授，目前在福特汉姆大学担任罗伯特·B·麦基翁商学讲席教授（Robert B. McKeon Endowed Chair in Business）。

安东·西伯特是兰卡斯特大学莱比锡分校的营销学讲师。

永年 | 译   刘隽 | 校   李源 | 编辑

本文有删节，原文见《哈佛商业评论》中文版2022年8月刊。