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    題名: 服務視差:行動銀行登入服務的斷點分析
    Service Myopia: Analyzing Breakpoints in the Onboarding Service of Digital Banking
    作者: 林希玟
    Lin, Hsi-Wen
    貢獻者: 蕭瑞麟
    Hsiao, Ruey-Lin
    林希玟
    Lin, Hsi-Wen
    關鍵詞: 顧客旅程
    顧客體驗
    斷點分析
    服務設計
    服務視差
    customer journey
    customer experience
    break-point analysis
    service design
    service myopia
    日期: 2023
    上傳時間: 2024-02-01 11:45:16 (UTC+8)
    摘要: 本研究探討在服務創新中，設計者如何強化顧客體驗，從斷點分析的角度，解析設 計者與使用者的關注差異，點出設計者在服務創新中出現的問題。目前顧客體驗的文獻 強調服務流程的檢視以及使用者行為的分析，卻較少考量設計者本身出現的視差問題。 本研究分析一項行動銀行的登入服務，鎖定外幣換匯、外幣換鈔、雙幣卡以及外幣匯款 等四項服務，先彙整現行做法與設計者的開發思維，再透過顧客的應用場景點出斷點。 隨後，對比顧客關注與設計者回應的差異，以呈現視差的樣態。在理論貢獻上，本研究 點出顧客旅程中的斷點，雖展現小問題，卻存在大影響，不容忽視。當設計者陷入視差 時，原本容易化解的問題，卻變成懸而未決。此時，服務設計的問題就會升級為組織的 困境。這使得企業競爭力也逐漸消失而不自知。服務視差出現時，設計者會因為關注某 項技術特徵，而看不見顧客關注的痛點，造成本末倒置的設計決策。本研究闡釋服務創 新中的視差議題，為體驗設計帶來嶄新的觀念，也為服務視差帶來南轅北轍影響的新思 維。在實務啟發上，本研究提出企業要以服務設計強化顧客體驗時，需正視斷點分析的 重要性。設計者需警惕，勿以痛少而不顧，勿以斷小而不為。服務設計需持續檢驗應用 場景中是否產生斷點，並由斷點延伸探索是否存在設計視差。企業更需關注，旅程中的 斷點是否來自於組織內的斷線。矯正服務視差，正如人需要矯正近視，服務設計才能夠 精準對焦顧客痛點，也才能夠重塑顧客體驗。本文提出視差分析，呼籲設計者必須時常 檢視自身是否因為太過貼近於技術而失焦，未能即時關注顧客真正的需求。視差及時矯 正，設計者的服務思維才能對焦顧客的行為。故此而知，斷點斷的不是流程，斷的其實 是人心。設計者時時勤自省，體驗方能走入顧客心。
    This research explore how designers may enhance customer experience in service innovation by analyzing users’ progression within customer journey. This involves a detailed analysis of breakpoint in the process, customer pain points and the designer’s responses. Current literature of customer experience emphasizes the inspection of service processes and the analysis of user behavior, but few studies consider designer’s myopia problems. This study examines the onboarding services of mobile banking, zooming in the four services of currency exchange, money exchange, dual currency card and foreign currency transfer. It firstly summarizes current practices and the designer’s developmental logic, then identify the break points within the application scenarios. Subsequently this study contrasts the customer attention with the designer’s responses in order to identify the different patterns of myopia. Theoretically research highlight that, although the break points in the customer journey seem to exhibit minor problems, they in fact exist major concerns which should not be ignored. When the designer fall into the trap of myopia, when is the resort problem will become unresolvable. As such, the problem of design would be escalated into a dilemma within organization. This would diminish enterprises’ competitiveness indiscernibly. When the problem of service myopia appears, the designer would pay excessive attention to certain technical features ignore the pain points concerned by customers, leading to unorderly design decisions that put the cart before the horse. This thesis elaborates myopia issue within service innovation, brings new concepts of experience design, and indicates the new thinking about myopia that explain why the designer may obscure customers’ needs unintendedly. Practically this study proposes that, when companies aim to enhance customer experience, they must actively be aware of the importance of break-point analysis. The designer should be alerted that, although pain points seem to be insignificant, they should not be ignored, and although break points seem to be minor, they should not be neglected. Service design should verify the quality of journey be means of break points within the scenarios in situ, thereby identifying whether design myopia existed. Companies should validate whether the break points within the journey comes from the disruption within the organization. The redress of service myopia, as that of the correction of short-sighted eyes, must focus on customers pain points precisely in order to reshape customer experience. This thesis proposes myopia analysis and suggests that designers must reflect whether they pay unduly emphasis on technical matters and neglect to pay immediate attention to customers’ needs. If myopia is redressed timely, the designer’s service logics could align with customers’ behaviors. Therefore, break points disrupt not only the service process, but also disturb customers’ broken-hearts. When designers would constantly introspect their myopia, their experience design could then touch customers’ hearts.
    參考文獻: 朱彩馨 2015. 溫故不知新:半新科技的意會調適. 中山管理評論, 23 卷(1(上)期): 頁 137-183。
    陳蕙芬 2015. 柔韌設計:化機構阻力為創新助力. 中山管理評論, 23 卷(1(上)期): 頁 13-55。
    蕭瑞麟、許瑋元，2010，「資安洞見:由使用者痛點提煉創新來源」，《組織與管理》， 第3期，第2卷，第 93-128 頁。

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    描述: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    110364107
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0110364107
    資料類型: thesis
    顯示於類別:[科技管理與智慧財產研究所] 學位論文

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