Metaphorically, user demand information is "real users"

The next step in gaining insight into users is information extraction.

Information extraction refers to screening the collected user needs, and then building a "persona" around the most important needs to see how this "persona" contacts our products or services, and what is his experience in each contact scenario? Finally, we can find the key "bright spots" that affect users' emotions.

So, how to establish a "persona"?

Here is a very useful tool: user portrait.

First of all, if you have collected a lot of information, you need to filter it first to find the requirements with higher priority, because you can't meet all the requirements. I have contacted many companies before, and each company has its own standards, but in general it is based on two principles.

For example, if you are making a shopping app, then you need to ensure that you can at least buy goods online and successfully complete the payment. Then what was your original intention in making this product? Do you have a good experience in order to let customers buy high-quality goods? Or to make money as soon as possible and attract more traffic. Deciding what not to do is more important than what to do.

The second is "refining * * *". By selecting those requirements with wide coverage, we can sum up several requirements with the highest proportion from quantitative research, and then combine the insights from qualitative research to "enrich" these requirements.

After screening, the demand information is usually scattered, and then we have to turn it into a more specific "person", that is, the portrait of the user.

The first three are explicit data, usually obtained from quantitative research, as long as they can reflect the appearance of most of your users. The latter two, namely, goal/motivation and pain point, are the comprehensive results of quantitative and qualitative research and are the core parts of this portrait.

For example, you are going to open an English learning app with your friends. After preliminary market research and interviews with potential users, you have recorded.

A lot of content. Everyone got together to share information, and after back and forth discussions, you got the following insights:

Ok, let's draw a portrait of the user around one of the requirements:

This forms a portrait of the user. Of course, a user portrait cannot represent all types of users. Based on the above information, you also

You can draw more different user portraits, such as:

How many user portraits do we need?

Take English learning app as an example. We have men who like watching NBA and women who like watching American TV series. They all work in foreign companies and need jobs. Another one wants to live and work abroad. We all want to consider the needs of these people.

Or for example, if you want to open a restaurant to serve business people in office buildings at noon and residents nearby at night, you may need two different user portraits. Even if you have a bigger appetite and want to sell breakfast to students, then you need more user portraits. Generally speaking, a relatively focused product/service needs two or three user portraits. Just want your product to get rid of these people, don't be too greedy.

Different user portraits distinguish different needs. If it is a topic you are familiar with, you may know the difference between gender and age at once, and set several user portraits from it. For example, a well-known music APP distinguishes user portraits according to the post-70 s, post-80 s and post-90 s, thus designing different song pushes. If it is the first time to try this topic, you need to have enough quantitative research before sorting it out. For example, before mobike appeared, * * * enjoying bicycles was still a new thing, so customers' portraits were classified by collecting a large number of demands, refining * * *.

You may ask: Why do you need this user portrait? Without it, I can still know what users want.

There are three reasons behind this:

When painting portraits, be as specific as possible, as if such figures really exist. Another example: If you are designing a nutritional product for babies, you are considering your target users. Instead of a novice mother aged 25 to 35, you might say, this is Shanshan, 30, who has just become a mother recently. And through user research, you also put in the characteristics of novice mothers. For example, Shanshan is very sensitive to the safety of baby products. She doesn't believe in advertisements. She believes in the recommendations of other friends.

With this portrait, we must constantly simulate the dialogue with users during the design process, such as: "Shanshan, what do you think of this product?" Or: "Will Shanshan accept our idea? Can Shanshan understand this statement? "

Bezos, the boss of Amazon, the global e-commerce giant, spent a lot of time on customer experience when he started his business in his early years. During the meeting, he will put an empty chair next to his seat and then ask his subordinates: The man sitting in this chair is our client. How will customers react to our suggestions today? Is this what he wants?

User portrait is the chair beside Bezos, which can effectively help team members to quickly build knowledge and promote better decision-making. If you have a similar dilemma, you might as well learn from Bezos and ask users' opinions! Until he says it.

Musashi Miyamoto, a Japanese blade master, once said: Even in the face of thousands of troops, the only person you want to kill is the person opposite you. This sentence is about concentration: If your design can handle a person, such as Shanshan, then you can handle Qian Qian's Qianshan. I'm afraid your sword can only hurt people, not kill people: I made a tepid design, but no one applauded you.

After determining the user's portrait, we should then think about a question: how did the user come into contact with our products or services as a "person" and what experience did he get in each contact?

Imagine this scene: you want to open a restaurant near your home. You have understood the user's needs and outlined the user's portrait in various ways learned in the previous course.

Basic information: Wang Laoshi, a 36-year-old state-owned enterprise worker who works from nine to five, has a family of three and a young child.

Functional requirements: I hope to take the whole family to eat a delicious meal at the weekend and enjoy the time with my family. The food in the restaurant is most suitable for adults and children, and the venue of the restaurant needs to be suitable for children to run and play.

Emotional needs: His wife and children are very satisfied with this meal, and they are full of praise for his arrangement. During the whole process, he can feel relaxed and does not need to make too many decisions.

As a restaurant owner, you start to think: I can set up a venue for children's activities. Don't let Wang honestly choose the headache food. Then use the set meal. In order to look fashionable, you can also provide a box lunch and personal service of a personal butler, and so on. You do have a lot of ideas, but how can you think comprehensively? Also, the restaurant's resources are limited after all, how can we use them on the cutting edge?

At this time, you need another tool: user itinerary map.

What is a user journey map?

When users use a product or service, they will have many opportunities for contact, and each contact is an experience. Connecting these contact points together is a user's experience journey. Now we present this journey like a map, which can help us find out which contact points are our highlights and which are our weaknesses.

So when did this journey begin?

Please think about it. You went to the concert, bought a mobile phone and reimbursed your travel expenses. Does this experience journey start from the moment you really touch this thing? Not exactly.

Your experience doesn't start from the moment you enter the concert venue, but from the moment you know that there will be a concert here. For example, the experience of using a mobile phone does not start from the moment you get it, but from the moment you know the brand of the mobile phone before you buy it. Then you start to choose one of the mobile phones, find a suitable purchase channel, place an order for purchase, express delivery, unpacking and so on, which are all different stages of the user's journey.

Let's use an example of flying to demonstrate. From arriving at the airport to boarding the plane, this journey can be divided into five steps: 1, check-in; 2. Safety inspection; 3. Wait; 4. boarding; 5. Go for a ride. You can take a piece of paper, arrange these five steps horizontally from left to right, draw them on the paper, then draw a line vertically from the upper left corner, and draw three expressions from top to bottom to represent your three feelings, which are divided into satisfaction, passing and failing.

Then you can start to draw a line in the middle blank to outline the changes of your mood throughout the journey:

After drawing the user's journey map, you can first find out which steps of the experience failed. The so-called sense of failure is to touch the customer's tolerance bottom line and won't choose your service next time. So in this design, we must be careful not to touch this bottom line.

Once in class, a student asked me, "Is it enough to keep our service above the passing line without touching the bottom line?" ? "

My answer is: "No, if your experience path lingers on the passing line from beginning to end, it is mediocre design, and it is only a matter of time before your customers leave you."

At this moment, another student spoke and asked, "Do you want to be satisfied from beginning to end? This is too difficult. I found that many places on the map need to be strengthened, but does our company have that much budget? Besides, do we have that much energy? "

His idea is correct. Under normal circumstances, we can't be perfect, and the resources of enterprises are limited, so it is very important to allocate resources reasonably.

So, what is the most important experience of the journey when a user reviews the whole journey? Think about it first, and I will reveal the answer in the next knowledge point.

Next, I want to introduce two concepts to help you answer the questions that users pay attention to on the user's travel map. One is called "critical moment" and the other is called "the law of peak ending"

What is instantaneous truth?

Let me start with a case: in the 1980s, the global aviation industry was in a very difficult period. The reason is that the oil crisis has led to an increase in oil prices and airlines are overwhelmed. There was a Nordic airline called SAS, which almost went bankrupt. At this point, the new CEO mr. carson re-studied each of their service contact points. He found that every SAS passenger will probably interact with five SAS staff members during the flight, and each interaction is about 15 seconds. So he invested a lot of resources in these 15 second services, and made many innovations and optimizations to reduce negative experiences. This Qian Qian 15 second is a few critical moments for users to evaluate your products and services, which together determine the final success or failure of SAS.

A year later, SAS turned a profit and became the best airline in Europe for many years. He wrote this experience into a book entitled Critical Moment. In this book, he reminds everyone that you can't give your customers a great experience everywhere, so you should focus on a few key moments. He also found that a very bad critical moment, that is, we often say bad reviews, needs 12 good critical moments to make up for it.

Coincidentally, another scholar, Professor Kahneman of Princeton University, who won the Nobel Prize in Economics in 2003, put forward a "law of summit" and explained the reasons behind the critical moment.

The peak is a particularly high or low experience during the journey; A good experience is called "positive peak" and a bad experience is called "negative peak". The ultimate value is the feeling at the end of this journey.

It is found that when people evaluate a thing, the brain will automatically ignore the length of time and simply evaluate a thing with peak and final values. Professor Kahneman made an attempt to ask a group of people to put their hands in 14 degree cold water for one minute and then leave. They all say it feels terrible. Then he changed the way, this time let everyone put their hands in the water of 14 degree for one minute, and then put them in the water of 15 degree for one minute. After many experiments, he found that everyone liked the second experience. Although 15 degree water is not much better than 14 degree water, in fact, adding a less bad experience will have a higher evaluation.

Combining the peak-to-peak law with the critical moment just mentioned can help us do a lot of design. Let me give three typical examples.

A while ago, my home was decorated a little. My wife and I went to IKEA. As soon as you enter, you will see all kinds of exhibition spaces. The environment is warm and comfortable. This is a positive peak experience. Later, we took a fancy to a big table and wanted to ask the clerk how to book it and how to make an appointment for installation, but we couldn't find the clerk, which was a negative peak. We have to go, but it is also a negative peak to take the route set by IKEA. We waited at the cashier for 10 minutes, which was a little long, but it was acceptable. Just as we were leaving, we found a bright spot, a positive peak. Guess what this is? I think anyone who has been to IKEA can answer, 1 yuan ice cream and 8 yuan hot dog cola set meal are all delicious. I feel better after eating something. This is my user trip at IKEA. IKEA sells 654.38 million +02 million ice creams a year in China. Even when I ask my friends their impressions of IKEA, they immediately mention ice cream instead of a two-hour shopping trip, which shows that the ultimate value of this ice cream is powerful.

Another example is visiting Disneyland. In most cases, people are queuing. It must be much more comfortable at home than watching TV with the air conditioner on at home.

But why do people go to Disneyland? Because there are many small peaks and big peaks, don't forget, there is a great float parade in the evening, and finally there are big fireworks. When I left, I forgot the pain of today's long queue and the children, leaving a good memory.

If there is no big bright spot, why is it ranked second? Did you hire a water army? Later, it was found in the comments of users on the website that there is a special service next to the swimming pool in this hotel, called the popsicle hotline. Whenever you make this call, a waiter will come to the pool with a lot of popsicles and hand them to you. Moreover, many snacks in this hotel are also free, and you can also make homemade marshmallows. Its peak is the popsicle hotline, free snacks and homemade marshmallows.

Well, after hearing so many cases, let's go back to the example of taking my family to a restaurant in Wang Laoshi on weekends. If you are a restaurant owner, how do you create peak and final value for home user Rainbow during the dining process? Is it extra fruit after meals? Children's lollipops Or take the initiative to take a picture of this family with polaroid. Welcome everyone to discuss and share their ideas in the discussion forum.

& lt& lt& lt Business Notes Outside the Circle