Develop insights on navigating the innovation process from idea generation to commercialization. Build knowledge on how to create strategies to bring innovations to market. Develop an innovation portfolio and business model canvas for your venture. We establish a framework for examining the innovation process, and quickly transition into exploring how to successfully bring innovations to market. Key questions answered within the course include: * What are the key indicators of innovation opportunities? * What steps are critical for entrepreneurs to bring innovations to the marketplace? * What innovation strategies are valuable for new ventures to establish and maintain a competitive advantage? With this course, students experience a sampling of the ideas and techniques explored in the University of Maryland's master's degree in technology entrepreneurship, an innovative, 100% online program. Learn more at http://mte.umd.edu/landing.
Anatomy of an experience map
Loading...
From the course by University of Maryland, College Park
Innovation for Entrepreneurs: From Idea to Marketplace
214 ratings
University of Maryland, College Park
214 ratings
Course 2 of 4 in the Specialization Entrepreneurship: Launching an Innovative Business
From the lesson
Prototyping and Testing
This modules introduces key principles of product (or service) prototyping and testing, and highlights tools to use in these activities.
Meet the Instructors
Dr. Thomas J. MierzwaLecturer of Technology Entrepreneurship
Maryland Technology Enterprise Institute (Mtech)
Hi everyone,
today we're going to be discussing the anatomy of an experience map.
I found this model online and found that it's a really great way to
break out the user experience and apply it to various products and services, so
I thought you could find it useful.
So here's an example of an experience map.
And this was developed by Adaptive Path.
If you wanted to take a look at the link on this video or go find it online, I've
found this is a really great site because it's got some really cool strategies and
great graphics on ways to break up the user experience.
So yeah, definitely take a look at this site.
So when we're developing the experience map,
take a look at how they map out the customer journey.
Now after the top, on the left, you're going to see the research and planning.
And you can just look at the bigger version of this online too.
But so, here it is developed for the Rail Europe experience map,
research and planning, shopping, people book, post booking, pre-travel,
what do they do during that phase, then the actual travel, and post-travel.
So, see how they've broken it up into the three different levels, the journey model,
the qualitative insights, the quantitative information then, and the takeaways.
So, the takeaways are going to be the opportunities.
So, when we look over to the left hand side,
you see how it has the doing section?
This has a lot to do with the customers' behaviors.
So with the thinking section, this is what your customers are thinking.
So do I need to make these plans?
Do I need to worry about insurance?
Do I need to do different sorts of things along here?
Feeling, now, this is where you're going to kind of get a good vibe for
how your customers are feeling during different stages like,
I feel frustrated when I'm trying to put tickets at the last minute, or
I feel frustrated when I'm doing research and
planning, or I feel happy when I get a good deal online.
So you can take all these things into account and build these, the doing,
thinking, feeling, and the experience aspects, into the customer journey.
And this isn't just for service based industries, but you can also use this for
software.
So let's move on with that.
So using Adaptive Path Model Criteria, one
of the important things is to see that the components must be able to stand alone.
This is where you can break up the research and
planning from the other parts of the journey and
really be able to identify and isolate each different behavior.
One of the reasons for this, too, is so that you can look for any redundancies and
then also make sure that you're not missing anything as well.
So it's good to have good, clean modules that you can improve upon.
The integration is going to be just as equally important.
But it's good to know exactly how and when and the times for
different experiences too.
Because when you look at your products or
service specifications, timing is going to be important.
So a good experience map is a catalyst, not a conclusion.
So you work with it, you go back through,
it serves to help you make changes, and yeah, good experience map.
So preparation items, before you actually build your experience map,
look at qualitative and quantitative data.
Now when we looked at our customer needs, a lot of that is qualitative.
But then when we convert that into quantitative metrics and
the specifications, then we have quantitative data.
But with quantitative data as well, we can include a lot of our market research.
So if we're looking at the example of the rail company and
their processes, the quantitative data could be various wait times,
how many people travel at a certain amount of time of the year,
what times of day, what percentage of people will say be
interested in renting a car if they're traveling for vacation.
And be able to really have these quantitative information,
so that way, you know where to focus on for your developing the experience.
So also, survey data, it's really important to go back to and
take a look at your research data, your survey data.
So when you go back and take a look, make sure that your data is representative
of the various different groups that you're trying to serve.
So if we are taking a look at travellers using rail,
how many are traveling for vacation, how many for business?
And make sure that you've got a good representation of that data.
So, if it's about 80% for business, 20% for vacation, then try and have a good,
strong representation of that data as well and of the survey populations.
Because you want to be able to make sure that you're not cherry picking different
experiences and data and putting too much emphasis where it doesn't need to be.
So the first step is the lens.
Now the lens is the filter through which the various users will view the journey.
You create various maps for different users.
So example, a social media app with advertising revenue.
Take a look at what your advertisers are going
to do when they are interacting with your app.
And also, too, how are the users who are just using it for
social interaction, how are they going to do it as well?
And map out these two different experiences.
So touchpoints anchor various users' experiences.
So when you develop the user experience, and you're looking through the lens,
at what point are the users of an application and
the advertisers going to be at the same point in the app?
But then also what's important to them in the experience and
where can you tie those together because that will sort of anchor the framework.
So try and tie those together as well, because you don't want to have two
completely different systems for both the user and the advertiser.
So overarching principles, design principles or
a value proposition, tie this in along your experience map as well, and
look at what brings value to the customer and what they perceive as a strong value.
And look at the journey against criteria and principles.
You go back and you keep tying it back in.
This is where you, again, go back with your hypothesis testing.
So the second step when you're developing the journey model, it can vary and
change depending on the journey.
So when you go back and take a look at the railway journey and
the different interactions, that's going to be a lot different to, say,
with an application or even when you're looking at different apps.
One that's good for photos is going to be a lot different than one where you're
bidding on stuff online and online options, which are awesome.
But, yeah, so, how about the journey model in a way that makes sense for
your business?
And that's what I'll be looking into as well when I take a look at your user
experience, whether you've properly mapped this out.
So illuminate important dimensions and reveal data.
So that's where you kind of take a look as well,
10% of people will be doing this, etc.
So here's the journey model.
So, for the railway project,
when we look at the journey model, you can see confirm the itinerary,
the delivery options, payment options, review and confirm.
So, see here where it's got the screen, and it says,
may call if difficulties occur?
That's where you can tie that in and make sure that you've got adequate support on
the front end and interactions with your potential customers.
Wait for paper tickets to arrive.
And then those are different options along here, cuz you can print e-tickets at home,
take a look at what percentage of your customers want to have them sent or
who wants to print them online, and then activities and unexpected changes.
Now this is where you can take a look at the robust design aspect of the project.
In our textbook, a lot of the robust design has to do with
physical products, but you can take a look as well at applying
the same sorts of theories to an application or software.
So when you're looking at the journey model here, you can see the full link and
blow it up so you can get a good look at it, you can kind of see how these map
through the different user experiences and issues and things that can go wrong.
So the third step is qualitative insight.
Use the doing, thinking, and feeling framework.
And doing is a journey model.
Thinking, can I use this?
And what your user is experience and feeling, satisfaction, frustration?
Traveling with kids, you're probably gonna be really annoyed anyway.
Tell you that from experience.
Just joking, my kids are great.
So fourth step, quantitative information.
Important, yet easily overlooked.
So this is where you emphasize important parts of the journey, as well.
So, an example from the case study was only 10% encounter this touchpoint,
while 70% encounter that touchpoint.
So then, make sure that you're mapping the user experience and
the different customer's lens.
So the fifth step is the takeaways, and
this is where we look at the opportunities.
So since the map is meant to be a catalyst, not a conclusion, the takeaways
drive the next phase of the design or strategy by illuminating the journey,
and help identify the opportunities, paying points, and calls to action.
This will depend on what your next steps are driving strategy or tactical design.
Now this quote was taken from the website where this model is.
And go back and take a look,
because they've got some really good notes on this as well.
So when we take a look at the summary, look through the customer's lens and
how they interact with your product or service or
software, have out your journey model, have qualitative insight,
quantitative information, and then look for opportunities for improvement.
Thanks again bye.
Explore our Catalog
Join for free and get personalized recommendations, updates and offers.
Coursera provides universal access to the world’s best education,
partnering with top universities and organizations to offer courses online.
© 2018 Coursera Inc. All rights reserved.
