前星巴克 CMO Emily：如何打造高品质消费体验？

在过去的五年中，随着智能手机和互联网的加速发展，人们对消费者体验（CX）的认知正在不断升温，整个商业环境也随之发生了翻天覆地的变化。

颠覆性的数字革命使顾客的期望不断提高，并且已经打破了行业之间的传统壁垒。当人们购买金融理财产品时，他们开始期待得到 iPhone 一般的流畅体验，当他们购买医疗保健产品时，他们希望受到洲际酒店一般的尊贵服务。那么，品牌应该如何跟上这些期望，以打造高品质的消费者体验和持久的消费者关系？cxounion.cn

成功的消费者体验战略需要从真正了解消费者开始。frog 执行战略总监杰弗里·施瓦茨（Geoffrey Schwartz）曾经创造了一个关系框架，来帮助我们定义和评估消费者体验。这个框架主要基于三个因素：广度、深度和一致性 —— “广度代表着在整个消费者旅程中存在的所有触点，深度代表着这些交互背后的质量和意义，而一致性则代表着交互之间的协调性和整体感。”

打造优质体验从来都不易，尤其是当跨国品牌把消费者体验输出到海外市场时，这就变得愈发复杂。这些品牌必须在体验一致性和因地制宜之间找到一个平衡点。

Emily Chang 是曾在 2011 年至 2013 年之间领导苹果亚洲区零售的市场经理，她曾在一次与创新专家及主持人克里斯·丹森（Chris Denson）的采访中，提到了一个关于苹果进入日本时的趣闻轶事。她回忆说，苹果专卖店在日本成立初期，为了迎合日本销售高端产品的传统方式，苹果店的销售人员会戴上白手套，递给顾客一张写有名字的卡片，然后静悄悄地走开。不过，这是日本的文化，却不是苹果的文化。为了保持品牌一致性，苹果需要让日本的消费者们接受新的销售方式，而不是一味地迎合当地文化。cxounion.cn

Emily 于 2017 年以首席市场官 (CMO) 的身份加入星巴克中国，并推动星巴克与微信合作推出了社交礼品平台“用星说”，来让用户可以向朋友或家人赠送星巴克饮品。这并不是源自星巴克美国的消费者体验策略，但这种创新体验设计很好地与中国的礼遇文化结合了起来，从而取得了良好的成效。

自 2007 年 frog 进入中国市场以来，我们已经帮助数百家全球品牌为中国消费者设计创新的产品、服务和体验。通过与客户的合作，我们不仅观察到了中国消费者行为和感知的巨大变化，而且也观察到了消费者调研方式、营销科技甚至大型企业组织结构的演变。

为了与新的消费和技术趋势保持同步，我们与一直在与全球财富 500 强和独角兽公司的高管们合作，交流我们对消费者体验、创新、品牌及其他方面的想法和见解。

这一次，frog 全球市场总监 Liwen Jin 与前星巴克中国首席市场官 Emily Chang 展开对话，探讨了消费者体验、如何平衡品牌体验的全球化与本地化，以及结合文化期望打造高品质体验的“秘方”。cxounion.cn

一、当今消费者的欲望、行为和期望正在以前所未有的速度变化。作为一名市场人员，你是如何去观察趋势和消费者洞察的？与你在宝洁工作相比，你现在的方法有什么大的变化吗？

前星巴克 CMO Emily：当然，没有什么是一成不变的。我坚信，如果我们不能保持谦卑和可教，很容易会变得落后和过时。20 年前，我们常常坐在黑暗的房间里，一边嚼着巧克力豆，一边听调研人员与 5-6 位消费者的谈话。那样做往往让我们很被动，因为群体思维会很大影响到我们的结论，造成样本偏差，这种调研方式除了让你很快长几斤肉以外，并不能带来多少真知灼见的产出。

我们在深入了解消费者这件事上走过了很长一段路，我们现在更多考虑的是同理心和参与感，去与消费者一起生活、购物、以及面对面交流。去问探索性的问题，进行有意义的讨论，抽丝剥茧一层层揭开谜底，去不断地问为什么…然后为什么…然后为什么，来找到想法的根源、洞察的核心。

我曾经和几位洲际酒店集团的总经理们一起探讨过一个问题：什么是卓越的顾客体验？那段谈话让我很难忘。

我当时问，“什么样的具体行为能让客人感到被重视？为什么？” 房间里立刻讨论的不可开交，我感觉当时都快打起来了！这时，Paul，一位在场的总经理，用一句极富洞察的话让整个房间安静了下来：cxounion.cn

“当我们用眼神和客人打招呼，并从欢迎到告别、从头至尾保持眼神交流时，客人就会感受到真正的洲际体验。”

我当时立刻被他的话所感染到，对！这就是一种具体的，可操作的，并且有启发性的观点。接着，另一位名叫 Thomas 的经理也紧接着补充说：

“对，就是这样！因为当我们保持眼神交流的时候，我们的客人会感到他们真的在被关注。这很重要，因为我们每个人都希望被关注。”

现在，这便成为了一个洞察。重要的不是我们是什么级别、坐在哪里；我们需要亲自动手，感同身受。这意味着我们不能只坐在黑暗的房间里，而是要去展示真实的自己，包括脆弱的那一面。我们要去质疑、辩论、画图和头脑风暴，只有这样才能真正建立情感的链接，而建立起情感连接后我们才能有所学习。

二、你在2017年接受克里斯·丹森（Chris Denson）采访时提到，“同理心”对于理解当地文化和打造成功的市场非常重要。市场人员如何提高他们对消费者的同理心？企业如何才能更好地理解和联系消费者？

前星巴克 CMO Emily: 哈！看来你有看我之前的采访。是的，同理心至关重要！词典上对同理心的定义为：“对他人的感觉、想法或态度感同身受。”对我来言，我们必须跨越这一鸿沟，从远距离观察转变为去亲身体验消费者的生活。我们必须关心并设法了解他们的感觉如何，他们的挣扎之处以及成就感，这就是同理心，没有捷径可走。我们只有撸起袖子参与进来，才能亲身感受和体会。所以，我们怎么做呢？我们和顾客一起购物、和他们分享生活。

我最难忘的经历之一，是在孟买和一个家庭住在一起，睡觉需要打地铺，到早上需要把床单卷起来腾出空间，做饭需要现生火，洗衣服是在公共区域。

这是理解目标顾客的方法，因为只有当我们理解了，我们才能变得富有同理心，去解决消费者的需求……并以一种相关的、有意义的、且令人愉快的方式针对这些需求进行设计。

三、随着数字转型，我们拥有了前所未有的消费者大数据，特别是在中国。如今的首席市场官们需要越来越多地为自己储备数据知识，以便做出明智的决策。你和你的团队是否也在随之进化，变得更加数据驱动？你是如何将定性和定量的信息融入到你的决策中并在两者之间取得平衡的？

前星巴克 CMO Emily：类似于我们了解用户并获取洞察的方法，这也需要去真正动手。首先我们要去了解数据的来源，并查看不同数据流是否一致，如果不一致，我们就要去了解这之中的差异是怎样产生的。我大学学的是理工科，喜欢做系统化的思考。因此，我们越了解数据的来源和质量，以及它们如何连接到更广泛的数据池，我们就越能有效地利用数据。数据本身没有意义，除非我们找到方式解读数据并应用数据。

四、我们知道，在今天消费者体验（CX）对任何品牌的成功都至关重要。你能结合你在星巴克、苹果和洲际酒店的经验，分享一下如何设计一个成功的体验策略吗？你是如何将一个全球品牌体验带到像中国这样完全不同的市场的？

前星巴克 CMO Emily: 我们必须要以终为始。在过去的几年里，HCD 已经成为一个流行术语：“以人为本”的设计（Human-centered Design）。实际上，这只是对我们刚才讨论过内容的一个花哨的描述：动手去培养对目标顾客的同理心 。要设计有用的 CX，首先就是去找到最佳的案例，抛开你所在的行业，去各个行业看看，了解服务水平的差异，再以此为灵感创造无缝的体验。cxounion.cn

我们要从宏观和微观两个角度去开展工作，在微观层面上，我们需要注意最小的细节，消除我们所能观察到的每个摩擦点。

在宏观层面，我们应该退后一步，评估品牌整体形象：品牌的设计感，品牌一致性，公司的愿景是否有效传达，以及品牌唤起的内心情感。

我到现在还记得和 Crystal 还有 Steven 一起设计“用星说”数字礼品体验时的那些深夜，我们花了大量时间去设计用户界面，为那些想送出个性化礼物的客户提供定制选项，我们也花了同样多的时间去减少点击次数、选项数量和等待时间等细节上，所有这些都是同样重要的，它们会共同带来一个有连贯性且优质的消费者体验。

五、你如何衡量顾客体验？

前星巴克 CMO Emily: 当然，我们也会有像 NPS （Net Promoter Score，净推荐值）这样的标准度量。但是最终，消费者会用他们的点击量和所花的金额来选出好的体验设计。如果我们能让消费者感到开心，就有可能赢得回头客，如果我们的服务真的很杰出，他们就会变成忠实客户。

但我认为也应该考虑其他指标，这同样要求我们去深入研究细节：客户在每个页面上停留多久？有多少互动？在哪里，如何，为什么？顾客什么时候离开或关闭页面？在哪里，如何，为什么？我们在这里讨论的是对细节的观察和分析，这些指标可以揭示我们在哪里做对了什么，以及我们在哪里跌倒，都是非常有价值的具体洞察。

定性信息同样重要。顾客在说什么？有多少人会去品牌的网站和社交媒体页面投诉？有多少真正提供了真实的品牌参与感？我们中有多少人定期进行调研评估，以便更好地了解消费者的体验？Catherine，洲际酒店集团领导消费者体验团队的主管，教会了我很多这方面的知识。她是平衡定性和定量信息的专家，懂得如何将定性的信息定量化，从而带来全新的洞察。我很幸运可以和她以及她出色的团队一起共事。

六、弗吉尼亚大学市场学助理教授金伯利·惠特勒（kimberly whitler）在她最近一篇发布在《哈佛商业评论》的文章中提到，在中国的外企市场人员和与本土企业的市场人员之间的一个主要区别在于、前者倾向于关注规模和效率（利润导向），而后者则关注速度和增长（销售导向）。你同意吗？你如何平衡这两种方法（即利润导向与销售的矛盾、战略与速度的矛盾）？全球品牌如何才能更好地抵御来自中国本土新兴品牌的激烈竞争呢？

前星巴克 CMO Emily: 在中美各工作了近十年后，我不确定这两个市场的区别可以如此界定。也许我会换个角度看。那些来自发达地区的人可能有一种执着，那就是在正式晚宴之前应该先准备好所有的菜肴。这意味着当前菜摆在桌上时，主菜和甜点也已经制作完成，整个用餐体验已经早就完完整整的设计和准备好了。但在发展中地区，人们有一种“快速行动，快速学习”的倾向。前菜可以在主菜还在烹调的时候供应，而甜点甚至还没想好要做什么。

在我看来，这并不意味着这些发展中的市场缺乏战略或不应追求发展速度。我们应该更多关注观念和习惯的工作方式。这要追溯到你的第一个问题，不进则退。所以，我们需要不断地质疑和回顾我们什么做的不错，什么可以做的更好。每个人都要不断学习，这样才能持续取得进步。

七、我们都知道，对于很多西方跨国企业来说，在中国市场获得成功并不容易。事实上，在过去的20年里，我们见证了许多失败。但你为之工作过的宝洁、苹果、洲际和星巴克四个品牌在中国都表现得很好。从你的角度来看，这里有没有什么通用的“秘方”？

前星巴克 CMO Emily: 这个秘方可以被分为四部分：cxounion.cn

1.保持谦虚：没有人拥有全部的答案，在我有幸工作过的每家公司，我都看到区域市场向总部取经，同时总部愿意去充分了解和学习不同地区的详细情况。

2.共同愿景：当团队有了一致的KPI，他们就可以更好地协调工作。我们会朝着同一个目标前进，对成功的定义也一致，这样我们就可以为了共同愿景而努力。

3.消费者至上：在成功的企业环境中，对话不是关于我们自己的战略及我们想要什么，而是关于消费者需要什么和想要什么，以及我们如何更好地去服务消费者。

4.跨文化团队：人是第一位的。当我们把正确的人放在合适的岗位上，并帮助他们获得成功，企业就会兴旺发达。我相信，适合中国市场的人才，不仅仅是双语人才或者职能专家，他们是跨文化领袖。他们拥有全球视野，了解当地文化以及这之中的细微差别，理解言下之意和言外之意。

翻译：

Over the past five years, with the acceleration of smartphones and the Internet, the perception of the consumer experience (CX) is growing and the entire business environment has been transformed.

The disruptive digital revolution has raised customer expectations and broken down traditional barriers between industries. When people buy financial management products, they come to expect the smooth experience of an iPhone, and when they buy health care products, they expect the distinguished service of intercontinental hotels. So how can brands keep up with these expectations to create high-quality consumer experiences and lasting relationships?cxounion.cn

How can brands keep up with these expectations to create high-quality consumer experiences and lasting relationships?

A successful consumer experience strategy starts with truly understanding the consumer. Geoffrey Schwartz, director of executive strategy at frog, has created a relationship framework to help us define and evaluate the consumer experience. The framework is based on three factors: breadth, depth, and consistency — “Breadth represents all the touch points that exist throughout the consumer’s journey, depth represents the quality and meaning behind those interactions, and consistency represents the coordination and sense of wholeness between interactions.”

Creating a great experience is never easy, and it becomes even more complicated when global brands export the consumer experience to overseas markets. Brands must strike a balance between experiencing consistency and adapting to local conditions.

Emily Chang, a marketing manager who led Apple’s retail operations in Asia from 2011 to 2013, recounted an interesting anecdote about Apple’s entry into Japan in an interview with innovation expert and host Chris Denson. In the early days of Apple stores in Japan, she recalled, salespeople would put on white gloves, hand customers a card with their names on it and quietly walk away, in keeping with the traditional Japanese way of selling high-end products. But this is Japanese culture, not Apple’s. To maintain brand consistency, Apple needs to get Japanese consumers to embrace new ways of selling products, rather than catering to local culture.

Emily joined Starbucks China as Chief Marketing Officer (CMO) in 2017 and helped Starbucks launch a social gifting platform with wechat called “Talk with Stars,” which allows users to send Starbucks drinks to friends or family. It didn’t come from Starbucks’ U.S. consumer experience strategy, but this innovative experience design was well integrated with the Chinese culture of courtesy, and it worked well.

services and experiences for Chinese consumers. cxounion.cn

Since frog entered the Chinese market in 2007, we have helped hundreds of global brands design innovative products, services and experiences for Chinese consumers. Working with our clients, we have not only observed dramatic changes in the behavior and perception of Chinese consumers, but also the evolution of consumer research methods, marketing technologies, and even the organizational structure of large enterprises.

To keep pace with new consumer and technology trends, we work with executives who have been working with Fortune 500 and unicorns around the world to share our thoughts and insights on consumer experience, innovation, branding and more.

frog Global Marketing Director Liwen Jin sat down with former Starbucks China chief Marketing Officer Emily Chang to discuss the consumer experience, how to balance global and local brand experiences, and the “secret sauce” of creating a high-quality experience with cultural expectations.

Q1

Liwen: The desires, behaviors and expectations of today’s consumers are changing at an unprecedented rate. As a marketer, how do you observe trends and consumer insights? Is there a big change in your approach now compared to when you worked at Procter & Gamble?cxounion.cn

Emily: Of course, nothing is set in stone. I firmly believe that if we do not remain humble and teachable, it is easy to become backward and outdated. Twenty years ago, we used to sit in a dark room munching on M&Ms while researchers talked to five or six consumers. That often makes us passive, because group thinking can heavily influence our conclusions and lead to sample bias, which doesn’t yield much insight other than quick weight gain.

We’ve come a long way in understanding consumers, and we’re now thinking more about empathy and engagement, living with them, shopping with them, and interacting with them face to face. To ask probing questions, to have meaningful discussions, to peel back the layers, to keep asking why… And then why… Then why, to find the root of the thought, the core of insight.

I once sat down with several general managers of intercontinental Hotels Group to discuss the question: What is a great customer experience? I can’t forget that conversation.

“What specific behavior will make a guest feel valued? Why?

I asked, “What specific behavior will make a guest feel valued? Why?” The room was full of discussion at once. I felt like a fight was about to break out! At this point, Paul, a general manager who was present, quieted the room with an insightful remark:

“When we greet guests with our eyes, and maintain eye contact from welcome to goodbye, from beginning to end, guests will feel a true intercontinental experience.”

I was immediately impressed by what he said. Yes! This is a concrete, actionable, and enlightening idea. Then another manager, Thomas, added:

“Yes, that’s it! Because when we maintain eye contact, our guests feel like they’re really being watched. It’s important because each of us wants to be noticed.”

Now, this is an insight. What matters is not what level we are or where we sit; We need to be hands-on and empathize. This means not just sitting in a dark room, but showing our true selves, including our vulnerable ones. We have to question, debate, draw, and brainstorm. That’s how we make the emotional connections. That’s how we learn.cxounion.cn

Q2

L: In a 2017 interview with Chris Denson, you mentioned the importance of “empathy” in understanding local cultures and building successful markets. How can marketers improve their empathy for consumers? How can businesses better understand and connect with consumers?

E: Ha! I see you’ve been watching my previous interviews. Yes, empathy is crucial! The dictionary defines empathy as “empathy with the feelings, thoughts, or attitudes of others.” To me, we have to cross that gap and move from observing from a distance to experiencing the lives of consumers. We have to care and try to understand how they’re feeling, what they’re struggling with and what they’re achieving. That’s empathy. There’s no short cut. Only by rolling up our sleeves and getting involved can we feel and appreciate it for ourselves. So, how do we do that? We shop with our customers and share our lives with them.

One of my most memorable experiences was living with a family in Mumbai where you had to sleep on the floor, roll up the sheets in the morning to make room, cook on a fire, and do your laundry in a common area.

This is the way to understand the target customer, because only when we understand, can we become empathetic and solve the customer’s needs… And design for these requirements in a way that is relevant, meaningful, and enjoyable.

Q3

L: With the digital transformation, we have unprecedented consumer big data, especially in China. Today’s chief marketing officers increasingly need to equip themselves with data knowledge to make informed decisions. Are you and your team evolving along the way to become more data-driven? How do you incorporate qualitative and quantitative information into your decision-making and strike a balance between the two?

E: Similar to the way we learn about our users and gain insight, it’s really hands-on. First we need to understand the source of the data and see if the different data streams are consistent. If not, we need to understand how the differences arise. I majored in science and engineering in college, and I like to think systematically. So the more we know about the source and quality of our data, and how it connects to a broader pool of data, the more effectively we can use it. Data itself has no meaning unless we find a way to interpret it and apply it.

Q4cxounion.cn

L: We know that consumer experience (CX) is critical to the success of any brand today. Can you share how to design a successful experience strategy based on your experience at Starbucks, Apple, and intercontinental? How do you bring a global brand experience to a completely different market like China?

E: We must begin with the end. In the past few years, HCD has become a popular term: “Human-centered Design.” Actually, that’s just a fancy way of saying what we just talked about: developing empathy for your target customer. To design a useful CX, the first step is to find the best examples, look beyond your industry, look across industries, understand the differences in service levels, and use that as inspiration to create a seamless experience.

We need to work from both macro and micro perspectives. At the micro level, we need to pay attention to the smallest details and eliminate every friction point we can observe.

At the macro level, we should step back and evaluate the overall image of the brand: the sense of design, the consistency of the brand, how well the company’s vision is communicated, and the emotion the brand evokes.

I can still remember the late nights with Crystal and Steven designing the “Speak with the Stars” digital gift experience. We spent a lot of time designing the user interface and customizing the options for customers who wanted to personalize the gift. We spent just as much time reducing the number of clicks, options and wait times. All of these are equally important, and together they lead to a consistent and quality consumer experience.

Q5

L: How do you measure the customer experience?cxounion.cn

E: Of course, we will also have standard metrics like NPS (Net Promoter Score). But at the end of the day, consumers will use their clicks and dollars to choose good experience design. If we can make our customers happy, we are likely to get repeat customers, and if our service is really good, they will become loyal customers.

But I think there are other metrics to consider as well, which also require us to delve into the details: How long do customers spend on each page? How much interaction? Where, how, why? When does the customer leave or close the page? Where, how, why? What we’re talking about here is the observation and analysis of the details, the metrics that can reveal what we’re doing right, and where we’re falling down, are very valuable specific insights.

Qualitative information is equally important. What are the customers saying? How many people go to the brand’s website and social media pages to complain? How many actually provide a genuine sense of brand engagement? How many of us regularly conduct research evaluations to better understand the consumer experience? Catherine, the lead consumer experience team at intercontinental Hotels Group, taught me a lot about this. She is an expert at balancing qualitative and quantitative information, knowing how to quantify qualitative information to bring fresh insight. I’ve been lucky to work with her and her amazing team.

Q7

L: kimberly whitler, an assistant professor of marketing at the University of Virginia, noted in her recent Harvard Business Review article that a major difference between foreign marketers in China and those at local companies is that the former tend to focus on scale and efficiency (profit-oriented), The latter focuses on speed and growth (sales orientation). Do you agree? How do you balance these two approaches (i.e., profit orientation versus sales, strategy versus speed)? How can global brands better fend off fierce competition from emerging local Chinese brands?cxounion.cn

E: After working in both China and the US for nearly a decade, I’m not sure the difference between the two markets can be defined in this way. Maybe I’ll look at it another way. Those from developed regions may have an obsession that all the dishes should be prepared before the formal dinner. This means that by the time the dishes are on the table, the main course and dessert have already been made, and the entire dining experience has already been fully designed and prepared. But in developing regions, there is a tendency to “move fast, learn fast”. Starters can be served while the main course is still cooking, and desserts haven’t even been figured out yet.

In my opinion, this does not mean that these developing markets lack strategy or should not pursue speed. We should pay more attention to the way ideas and habits work. This goes back to your first question, if you don’t advance, you’ll lose. So we need to constantly question and review what we did well and what we could have done better. Everyone has to keep learning so that they can keep making progress.

Q8

L: As we all know, it is not easy for many Western multinationals to succeed in the Chinese market. In fact, over the past 20 years, we have witnessed many failures. But the four brands you’ve worked for — Procter & Gamble, Apple, Intercontinental and Starbucks — have all done well in China. From your perspective, is there a universal “secret sauce” here?

E: This recipe can be divided into four parts:

1. Be humble: No one has all the answers, and in every company I’ve been fortunate enough to work for, I’ve seen regional markets learn from head office, and head office willing to fully understand and learn the details of different regions.
2. Shared vision: When teams have consistent KPIs, they can work better together. We will be working towards the same goal and have the same definition of success so that we can work towards a common vision.
3. Consumer First: In a successful business environment, the conversation is not about our own strategy and what we want, but about what consumers need and want, and how we can best serve them.
4. Cross-cultural teams: People come first. Businesses thrive when we put the right people in the right positions and help them succeed. I believe that the right people for the Chinese market are not just bilingual people or functional experts, they are cross-cultural leaders. They have a global perspective, an understanding of local culture and its nuances, reading between the lines and reading between the lines.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源:forg；编辑/翻译：CXO UNIONCXO联盟小C。

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