How to innovate product operation?

The design of innovative service is not to create brand-new, but to surpass the user experience where users expect it and break through the bottom line of user tolerance where users don't expect it. Products and operations are knowledgeable, and a mediocre user experience will not let you. Therefore, most products or operations are obsessed with pursuing unique innovations, such as unprecedented interaction and unprecedented activities, but the result brought to users is "What is this?" , and then a face of meng to leave. Here, we are caught in a misunderstanding, that is, innovation is not completely different. The real innovation of products and operations is not to disappoint users in their preset places, nor to challenge the bottom line of users' patience; Surprise the user where the user has no preset, and create a peak. Here are a few questions: for example, where is the user's preset location? What is the bottom line for users? And where and how to create a peak experience for users. In terms of products and operations, the real innovation is to design a service blueprint for users on the basis of the user experience path. In this process, the focus of innovative services is to provide users with a peak experience that exceeds users' expectations. User experience diagram is to see whether your product or service meets the needs of users and give users unexpected experience from the user's point of view. The corresponding service design blueprint is to solve the problem of resources and role framework, because we can't give users unexpected experiences everywhere. This means that the innovative service design blueprint is to rationally allocate resources around the user experience map and create a peak experience in the process. How to design it specifically? First, the basis of innovative design: the service blueprint of user experience map products is set around the user experience. Whether it is a product or an operation, we must first know the user experience diagram of the product, which is the basis for designing the blueprint for innovative services. User experience diagram is to draw a picture and record the completion process of user contact, entry and interaction with products or services from the perspective of specific users by telling stories. For example, a tourist signs in, finds the route, arrives at the first scenic spot, takes photos at the first scenic spot, then looks for the bathroom, canteen and rest area, then continues to look for the second and third N scenic spots, and finally walks out of the park. For another example, a customer walks into a shopping mall. From the moment he walked into the mall, he visited the first store, visited a circle of stores, then found the bathroom and food area, then found the escalator on the floor, visited N stores in the second store, and finally walked out of the mall. In this whole user experience process, many specific nodes can be split. Take the user path of a user in the official WeChat account as an example: node 1: pay attention to the official WeChat account; Node 2: Click the menu bar; The third node: interact with the official WeChat account and send keywords; Node 4: Read the article of WeChat official account; Node 5: Receive a comment reply from the official WeChat account; The sixth node: the user sets the official account of the top WeChat; Node 7: Share articles; Node 8: Users recommend the official account of WeChat. Around these eight nodes, the user experience map of users in the official WeChat account is connected, and the blueprint for operating services can be designed around these nodes. In addition to the user path on the product, the human behavior path is also people's thinking about innovative design. Suppose you want to pave the way for activities aimed at investment and care, how to design the activity process to stimulate the passion of investment and care to the maximum extent? First of all, we should also draw the user path of investment. Node 1: Visit the company; The second node: sitting in your own workstation; The third node: the moment you start working; The fourth node: the moment when the customer has lunch; The fifth node: the moment when the customer smokes in the rest area; The sixth node: the moment I started working in the afternoon; The seventh node: the closing time today; The eighth node: the moment the live broadcast begins; The ninth node: I know the moment when I score a goal during the live broadcast; Node 10: the time when the target is completed; Stage 1 1: the moment when the account opening activity is completed. User path is to help us understand how users flow in our products or services, and divide the user path into several nodes so that our products and services can be designed more comprehensively and pertinently. Based on this, regardless of any product design or activity planning, drawing the user path map and identifying the key nodes of users are the basis of our service blueprint design and innovation. Second, the key points of innovative services: peak experience On the basis of innovative services, we know that the process of interaction between users and products can be divided into many nodes. The emotion generated by users on the node is based on the experience we give users, and it is also an opportunity for us to create a peak experience, which is the key point of innovative service. Peak-to-peak experience: one is peak experience, that is, when users experience the highest peak, whether it is a positive peak or a negative peak, users will definitely remember it; The second is the final experience value, that is, the experience when the product (service) ends interacting with the user. 1. Peak Experience When designing the service blueprint, we should have a * * * knowledge, and we can't give users a perfect experience in all sections. The design of service blueprint is to allocate resources around the core purpose of users (corresponding key nodes in user experience), and users are acceptable at other nodes as long as they are not lower than the user's tolerance bottom line. In other words, at every node, service design is carried out around the core needs of users. Users have expectations in this core demand, which means that this key link should give users an unexpected experience, that is, a positive peak experience. For example, in the link of Atour House, the core demand of users is to have a good sleep. Therefore, Atour mainly designs the service for users' sleep quality at the node of users' housing, using very good pillows and mattresses, and the carpet design of the room is not the service focus of Atour. For another example, at the node where tourists enter the park, the core demand of users is to quickly know where they want to go or understand the scenic spots, so it is particularly important to explain the routes and scenic spots at this node. Take an official WeChat account as an example. Users pay attention to a core requirement of WeChat official account, hoping to have a basic understanding of this account, so in the node of paying attention to WeChat official account, we focus on how to let users experience the core content of the account. For example, you can draw a map of the official WeChat account to let users know what they can get after paying attention to the official WeChat account, including when to update the article, what benefits will be gained from keyword reply, and so on. Taking the planning of investment activities mentioned in the first part as an example, the core demand of investment participation is to achieve the goal, so many services can be designed around how to help investment achieve the goal. For example, through data flow, investors can immediately know the completion of their goals. Generally speaking, it is the focus of innovative service design to meet the core needs of users and create unexpected user experience for users at the user experience node. 2. The ultimate value experience Most users don't expect the moment they leave, because they think that the cost they pay is in the process of experience. In this process, a good experience is taken for granted. After the service process, they don't expect what kind of service there will be. In other words, the end-time service is the best opportunity to create the ultimate value experience for users. For example, the last experience of Atour Hotel is that when you check out, the service staff will give you a bottle of mineral water, and if it is winter, it will give you a bottle of warm mineral water. And gave this bottle of water an elegant name, called "Don't have a sweet spring" and so on. This will give users a conceptual experience and impression at that time, which is enough for users. In event planning, the ultimate value experience is the most striking service design. For example, after the two-hour live broadcast, it is the best ultimate experience to prepare a midnight snack for investment and award the top 6 awards for the number of people booked that night. For another example, the more common mobilization (training) activities can give users a cup of "winning wine" and create the final experience of walking out of the meeting room. The key to the ultimate value experience is not the dull ending, but to make users look forward to the next interaction with you. For users, a good terminal value experience can improve the retention rate of products. Third, it is concluded that the design of innovative services is not to create brand-new, but to surpass the user experience where users expect it and break through the bottom line of user tolerance where users don't expect it. Planning can be carried out from two aspects: drawing the user path map and marking the key nodes where products contact users; Give users an unexpected experience where users have core needs, and surprise users at the end of the service.