The balance of your business operational models, brand and customer experience
Short story: I got fined by Uber JUMP because I parked a bicycle outside their operational zone. A few days later I got refunded and emailed the above automatically. This business rule was quite well managed, it created a feeling of trust in JUMP that I haven’t always felt with Uber Taxis & Uber Eats.
It got me wondering, what triggers, nudges and logic for your business can be optimised for a reliable operational model and great customer experience whilst strengthening your brand?
Are you looking at the big picture of customer journeys with a Service Designer, Brand Strategist and an Accountant?
Long story: Uber are here in London with their bicycle rental service; JUMP, it’s exactly the same as the others, except, the hybrid bikes are better. Although, I’m still a fan of City owned schemes for economic and sustainability reasons.
On my first ride I didn’t look up JUMP’s operational zones. With hindsight it’s an obvious thing to check, especially for rental and sharing services.
I pelted it across London from Hackney to Waterloo station, had 5 mins to spare until meeting someone, locked the bike up, opened the app and then… £10 parking fee (shown above, left). I’ve taken the bike out of its agreed area and this idiot just got fined 229.36% the cost of the journey.
A few days and rides later I got the email above (middle and right), refunding me and explaining a bit more about their service terms. I’m guessing a few pieces of programmed logic are happening here. It’s a designed service journey that is carefully balancing operational costs, lifetime customer value (LCV) and the brand experience.
The blind spot is booking a bike away from an exclusion zone shows you a regular map. Book it near the edges of the zones and you see greyed out regions. You’ll quickly get where you can and can’t finish your ride. I didn’t get that where I started my ride.
Logistics and sharing app experiences are deliberately paired back, they have minimal controls, snippets of information and rarely can you access all your data. Product Designers want simplicity and therefore hopefully more bookings.
Let’s go. Let’s book. ? ? ? ?
There isn’t even a cancel button for reserving a JUMP bike. So you get £1 fall out your wallet if you change your mind, which you can get back by emailing them.
As an industry, we Designers are removing or masking more in the name of simplicity and usability, but we’re not always in it for the customer, especially when the revenue model is precarious (ride sharing, food delivery, etc). This will be at the cost of the brand. Experience = brand.
Still, I believe JUMP made a fair call on the charge here, definitely not the lack of cancel button. It appears to be the careful balance of business sense and customer experience.
One of the big tasks we’re undertaking at NET-A-PORTER & MR PORTER is to fully map out all service journeys. We want to understand them not only from an interface perspective but from a deeper business analysis — we need that careful balance to our customer service, returns policy, logistics promises, stock control… and so on. I know the challenge will always be make sure every function here feels remunerated whilst the customer feels great too.
To wrap up, a few examples I’ve seen or been thinking about
- Strava ask if you want to join a local running club a few days after a run logged — it leads customers to see the value in a paid account.
- BOLD hotels surprise you with free drinks at check-in if you say yes to your room not having sheets cleaned every night
- ?DriveNow should add an AR feature to check car damage before you drive (I’ve been stung a few times by forgetting to check, they could make it fun and easy and logged)