原文: Marketing Isn't a Dirty Word

By Colleen Jones

Published: October 22, 2007

Think you’re not into marketing? Think again. As UX professionals, we share much in common with our close cousins, the marketers. We all seek to understand customers—needs, preferences, behaviors, attitudes, and more. We all seek to create positive touchpoints with customers and, in turn, a positive affiliation with our product or company brand. We all know the importance of communicating effectively with customers and evaluating the performance of our work.

By Colleen Jones

Published: October 22, 2007

Think you’re not into marketing? Think again. As UX professionals, we share much in common with our close cousins, the marketers. We all seek to understand customers—needs, preferences, behaviors, attitudes, and more. We all seek to create positive touchpoints with customers and, in turn, a positive affiliation with our product or company brand. We all know the importance of communicating effectively with customers and evaluating the performance of our work.

In fact, the worlds of user experience and marketing are colliding as companies increasingly

• interact with customers through various channels and media—Web, email, mobile, phone, store, print, and so on—for everything from purchasing to customer service
• engage customers through a range of Web sites—traditional brochure Web sites, social networking sites, personal portals, search sites, partner Web sites, RSS feeds, and so on
• seek long-term relationships with their customers

More and more, if we’re creating content for the Web or any interactive channel, we’re dealing with marketing issues.

Three Useful Concepts

Though these worlds are colliding, many UX professionals shy away from marketing. In many ways, who can blame them? We’ve all observed customers ignoring banner ads and becoming annoyed and confused by pop-up ads. We’ve read rants by usability pioneers about the negative impacts of ads on Web design. Indeed, we’ve seen attempts at applying a traditional broadcast model of marketing to the Web fail.

But good marketing is more than just ads—a whole lot more. Several marketing concepts complement the goals of user experience:

• integrated marketing communications
• relationship marketing
• customer relationship management

Integrated Marketing Communications

What do I mean by integrated marketing communications? According to the American Marketing Association, integrated marketing communications require a planning process that ensures all brand contacts a customer or prospect receives for a product, service, or organization are “relevant to that person and consistent over time.” For example:

• A TV or print ad refers to a Web page or site that has a similar look and message and offers more information. For example, Figures 1 and 2 show the TV ad and Web page for the iPhone, which have a consistent look and message.
• A branded email message links to a Web page with a similar message and look.
• A customer who has just signed up for a service receives a welcome email with relevant information for new customers.

Figure 1—TV ad for the iPhone

Figure 2—Consistent look and message of the iPhone Web page

Relationship Marketing

The American Marketing Association describes relationship marketing as marketing with the conscious aim of developing and managing “long-term and/or trusting relationships with customers, distributors, suppliers, or other parties in the marketing environment.” For example:

• A long-time customer of a service receives a special discount when upgrading the service.
• A frequent customer of a retailer receives a discount during the month of his or her birthday.
• A company’s Web site and email messages emphasize its privacy policy or the security of customers’ personal information. For example, as shown in Figure 3, an image of a padlock and the Secure Shopping Guarantee on the Dell.com checkout screens emphasize security.

Figure 3—Dell.com checkout screens

Customer Relationship Management

According to the American Marketing Association, customer relationship management (CRM) is a marketing discipline that combines database and computer technology with customer service and marketing communications. CRM seeks to create more meaningful one-on-one communications with customers by applying customer data—demographic, industry, buying history, and so on—to every communications vehicle. For example:

• A company personalizes an email message to a customer with his or her name.
• A customer who has purchased baby clothes online in the past receives an email notification about a promotion for baby products with a link to the corresponding Web page, shown in Figure 4.
• A customer requests and receives a monthly text message reminder to pay a bill that includes the amount due.
• A frequent customer of a retailer receives an email message informing her she’ll receive a discount on her purchases during the month of her birthday.
  • She also receives a notice about her discount when she goes to the retailer’s Web site and signs in.
  • When she adds items to her cart, her discount applies automatically.
• A customer who calls customer service provides his or her account number, then hears a customized phone menu, offering only the relevant options.

Figure 4—Promotion on Target.com

The Good: The Experience Is the Marketing

These three marketing concepts complement user experience by emphasizing consistency, customization, and credibility. They echo some characteristics of what I’ve described as customer-centered communication. Their focus on sequences of events that occur over time and across multiple channels reflects the ideal goal of customer-centered communication: providing customers with

• the right information
• in the right amount
• at the right time
• through the right channel
• in the right format and style

Additionally, these marketing concepts

• lead us to view customers’ interaction with a brand holistically rather than focusing on isolated channels or products
• challenge us to effectively apply customer data such as demographics and buying histories to improve communications
• encourage us to think about building long-term relationships with customers

In short, these marketing concepts underscore the fact that a customer’s entire experience with a brand and its marketing are one and the same.

The Potentially Bad: User Experience Opportunities

The potentially bad side of these marketing concepts is, of course, their execution. (Remember those banner ads.) A focus on user experience offers tremendous opportunity for informing the strategy and execution of these marketing concepts. This section describes some ways in which we, as UX professionals, can ensure successful execution.

Don’t Interrupt Me: Placement and Content

UX professionals can help determine the most appropriate and effective place for marketing communication in a specific channel. Because we understand how and why customers actually use the channels, we know when and where marketing communication is most appropriate. We also can inform its content.

Take a retail Web site, for example. Promoting special offers and related products that encourage continued shopping are good ideas, but usually not during the checkout process, when a customer has already committed to purchasing. At that point, promotions would interrupt the checkout process. Promotions are more relevant earlier in a customer’s buying process—for example, when a customer adds an item to the shopping cart or reviews the contents of the cart and might want to keep shopping. However, a promotion that might be relevant during checkout is a credit card promotion—especially if the customer can apply for the card without disrupting the checkout process. For example, the Dell.com example shown in Figure 3 includes subtle promotion of the Dell credit account, but no other product promotions appear during the checkout process.

Figures 5 and 6 show another example: On CircuitCity.com, when a customer adds an item to the cart, a confirmation appears along with several types of promotions that encourage continued shopping, as shown in Figure 5. However, once the customer enters the actual checkout process, no promotions appear.

Figure 5—CircuitCity.com shopping cart and promotions

Figure 6—CircuitCity.com checkout process

The infamous phone menu provides another example. I once did usability testing on an interactive customer service phone menu with a lengthy marketing message at both the beginning and the end. Not surprisingly, customers found the marketing messages annoying, because they kept the customers from satisfying their immediate needs. Marketing products to customers before solving their problems never works.

Still another case was getting the marketing focus right when my project team at Cingular Wireless redesigned the customized Cingular Service Summary (CSS) document, shown in Figure 7, and related welcome communications. When welcoming a new customer, we eliminated irrelevant marketing elements. Thus, CSS focused on information relevant to new customers, not selling more products. For example, we removed a coverage map, because customers consider coverage during the process of choosing their wireless carrier, not after they’ve already decided to become a customer. We focused the communications on moving the customers forward in completing their rather complex purchase—reminding customers of their plan details, explaining how to set up features, and educating them about their billing and customer service options. By explaining self-service options for paying bills and checking minutes, CSS helped customers make their service more convenient to them and reduced customer service costs for Cingular.

Figure 7—Cingular Service Summary front page

Finally, the right kind of banner ad can be effective in the right context. A couple of months ago, I clicked a banner ad for the first time ever. The ad appeared on the newly redesigned CNN.com Web site with an article about the environment. Shown in Figure 8, the ad was not promoting a specific product, but awareness of BP’s environmental efforts. Thus, the ad was relevant to the article’s topic. And the ad stood out visually, because the page had little visual clutter. When I clicked the ad—rather than taking me to a different site or even a different page—the ad expanded to reveal more information. Because the ad was well-placed, relevant, and not disruptive, it engaged even a skeptic like me.

Figure 8—BP ad on CNN.com

Don’t Just Tell Me—Show Me

A long time ago, a writing professor taught me a critical lesson I haven’t forgotten: Know when to tell and when to show.  In writing, telling means reporting what happened or explaining what to do. Showing means describing the experience—in a sense, creating the experience through words. For example, telling is reporting that you hiked 25 miles on the Appalachian Trail last weekend. Showing is describing the weather, the scenery, the sounds, the animals you encountered, the soreness in your muscles. Telling informs people about what happened. Showing engages them in the experience. I think communicating by showing is critical to developing trusting, long-term relationships with customers.

In marketing, an example of mostly telling is a traditional TV or print advertisement. It conveys a key message through brief text and imagery or video. One example is Nike’s “Just Do It” advertising campaign. Some examples that incorporate more showing are Nike’s sponsorships of athletic events and placement of its logo on clothing athletes wear while competing. An example of mostly showing is Nike’s microsite that provides information and tools for managing the running experience and is centered around its Nike+ product line. (Nike+ is a system that includes shoes with a sensor and a kit that lets the iPod Nano track running metrics.) Shown in Figure 9, the Nike+ microsite integrates running programs, tracking tools, shopping for gear, and more to help customers create the optimal running experience.

Figure 9—Nike+ microsite

Betty Crocker, the General Mills icon that represents a line of baking products, provides a unique, long-term example of showing. This brand has been showing customers how to bake since its inception in 1921, when they created the iconic food expert as a way of personalizing responses to customers’ questions. The Betty Crocker persona evolved to share baking advice, recipes, and more through a radio show and eventually a TV show. As shown in Figure 10, even their print ads focused less on telling customers about Betty Crocker products and more on helping them use the products, including tips and recipes. Today, Betty Crocker engages customers with baking ideas, tips, coupons, recipes, and more through its Web site, shown in Figure 11, and RSS feeds, shown in Figure 12. Similarly, with our emphasis on the experience, or showing, UX professionals can leverage online technologies to deepen customers’ relationships with a brand.

Figure 10—A 1951 Betty Crocker cake mix ad with a quiz about baking fruit cakes and a fruit cake recipe

Figure 11—Betty Crocker Web site with baking ideas, tips, and recipes

Figure 12—Betty Crocker “Recipe of the Day” feed—as shown in iGoogle

Help Me Help Myself: Applying Customer Data

In this age of privacy concerns, we have to treat customer data responsibly and manage users’ perception of its use. Through user research, we can help evaluate when and how applying customer data enhances the customer experience and how customers perceive it—helpful, annoying, alarming, and so on. In my professional experience, once customers have chosen to enter an ongoing relationship with a company by subscribing to a service or signing up for an account, they are more comfortable with obvious applications of their data.

UX professionals can also make the most effective use of customer data across customer self-service channels and applications such as store kiosks, Web applications, automated phone systems, and more. We know how to leverage that data to make self-service more valuable and easier to use. For instance, when a customer calls customer service or signs in to a kiosk or Web site, we can customize menus based on the customer’s account. So, the customer hears or sees only relevant options. Similarly, we can make the most of customer data in applications and systems that support customer service representatives, whether in a store or a call center. For instance, we can design better visualizations of customer data and make storing, finding, and reading notes taken during customer interactions easier.

Quiet the Noise: Optimizing for Specific Channels

Of course, we can make marketing communications highly usable and accessible within specific channels. I discussed many examples of such optimization, or quieting of technical noise, in my previous column.

The Ugly? Shaking Up Organizational Roles and Structures

When the user experience is the marketing, the line between marketing and user experience blurs. So, within a specific company, where does the marketing role end and the user experience role begin? I don’t know the complete answer yet. Marketing tends to represent company goals such as winning a certain number of new customers or creating a certain brand perception, while user experience tends to represent customer goals such as ordering a product that offers the best value. I’m not sure exactly where the strategic work of synchronizing company and customer goals lies, but I do know user experience needs to be involved in that work. Further complicating matters in larger companies is the channel silo. When marketing and user experience roles focus on specific channels with little coordination across them, creating a holistic customer experience is tough. In the short term, UX professionals can work with marketing teams—similar to the way in which they work on product development teams. I see value, too, in bringing the UX professionals who designed a product into the product’s marketing, because they know the targeted users so well.

Over the long term, as the ways in which companies interact with customers evolve, will the user experience and marketing roles evolve? If so, how? I think these roles should evolve, but they can’t unless organizational structures change. Channel silos must integrate or collaborate efficiently. To some extent the future of these roles depends on a company’s domain, focus, and target customers. A company focusing on product development for businesses might need to approach these roles differently from a company focusing on services for consumers. I can see these roles becoming very intertwined at a services company, perhaps resulting in a Customer Experience division that houses sales, marketing, customer service, and user experience.

These thoughts provide only the beginnings of an answer. I invite you to share your insights and experiences regarding these important questions.

译文: 营销不是个肮脏的词

 —柯林·琼斯 2007.10.22出版

“我们都试图了解顾客—他们的需求，购物倾向，行为，态度以及更多。”

你也许会说营销与你无关？再想想看。作为用户体验工作者，我们很多地方都与我们的近亲—市场上的商人一样。我们都试图了解顾客—他们的需求，购物倾向，行为，态度以及更多。我们都寻求与顾客建立良好的联系，然后让他们对我们的产品或公司品牌产生好感。我们和商人都知道与客人有效的沟通以及对我们工作表现的评价的重要性。

事实上，随着公司的越来越多，用户体验与营销这两个世界的交叉融合性更强了。

• 通过各种渠道—网站，电邮，手机，电话，商铺，印刷品等等—与顾客沟通，内容包括从购买到售后服务的所有的东西。
• 通过各种网站预约顾客—传统的手册型网站，社会综合性网站，个人网站，搜索网站，合伙人网站，RSS反馈等等。
• 寻求与顾客的长期稳定关系。

现在我们在做网站或其他的互动渠道时，越来越像是在搞营销。

三个很有用的概念

虽然这两个世界是相融合的，但很多用户体验工作者依然羞于讲营销。从各方面来说，谁能指责他们不对？我们都看到用户对固定广告视而不见，对弹出广告既烦恼又光火。我们看到反对者的先锋们激烈地抨击广告对网页设计的负面冲击。现实是，我们看到将营销的传统广告模式试用在网络上结果是失败。

但是好的营销不止是广告—远远不止。很多营销方面的概念补足了用户体验的目标：

• 综合营销沟通
• 利用关系营销
• 客户关系管理

综合营销沟通
我所说的“综合营销沟通”是什么意思？根据美国营销协会的解释，综合营销沟通要求要有个有计划的步骤，确保所有被客户或预期的接收者收到的产品，服务或机构的品牌都是“与这个人相应的并且是前后一贯的。”例如：

• 在电视或印刷品上做的宣传要与网页或网站有相似的外观和信息，而后者可以提供更多的详情。举个例，图1与图2分别是iPhone的电视广告与网页，后者的外观和信息是固定的，可随时查看。
• 品牌的电邮信息要与具有相似信息与外观的网页链接起来。
• 为获取某项服务而刚注册的用户能收到一封给新用户相关信息的欢迎邮件。

图1—iPhone 的电视广告

图2—固定外观与信息的iPhone网页

利用关系营销

“关系营销……带着开发和管理与客户‘长期和／或相互信任的关系……’的目的进行营销。”

美国营销协会将关系营销定义为带着与‘客户、分销商、供应商或营销环境下的其他关系者’建立长期和／或相互信任的关系的营销。例如：

• 当服务升级时，长期的老客户能获得一些升级的特别优惠。
• 零售商在老顾客的出生月里给他或她特别打折优惠。
• 公司的网站与电邮要强调它的保密性和保护用户的个人隐私。例如图3所示，Dell.com的结帐页上的门禁与安全购物保证，强调了保密性。

图3，Dell.com上的结帐页

客户关系管理

“客户关系管理（CRM）……将数据库和计算机技术与客户服务和营销活动集合在一起。”

据美国营销协会的解释，客户关系管理（CRM）是一种将数据库和计算机技术与客户服务和营销活动集合在一起的行销手法。CRM的目的是通过建立与客人的所有沟通过程的数据库—包括数据统计，产业，购买历史等等，来达到与客户形成更全面的一对一的关系。例如：

• 公司与客户沟通的邮件加上客人的名字而不是用通用的格式。
• 给曾经在线买过童装的客户发一封介绍儿童产品升级的邮件，附上相关网页的链接，如图4所示。
• 给一个老顾客发封邮件，告诉她在她的出生月里购物可以享受打折优惠。

·         在她打开并登入网站时也收到关于给她折扣的提示。

·         当她选购好商品时，会自动给她算好折扣。

• 当顾客打客服电话并提供帐号时，马上就能听到为他或她定制的菜单，只有与他或她相关的内容。

图4，Target.com上的升级提示

好的方面：用户体验就是营销

“以上三个概念强调了一致性，专用性与可信性，对用户体验作出了补充。”

以上三个概念强调了一致性，专用性与可信性，对用户体验作出了补充。它们呼应了我的另一文《以客户为中心的沟通》中的某些东西。在不同时间通过不同的方式所做的这一系列事情的焦点反映了以客户为中心的沟通的理想目标：给客户提供

• 正确的信息
• 正确的数量
• 正确的时间
• 正确的渠道
• 正确的方式

相应地，这些营销概念

• 使我们在看待与客户的沟通时能用品牌整体的眼光而非着眼于孤立的沟通方式或产品。
• 促使我们为改善与客户的沟通而有效地整理客户资料如统计数据，购买历史等。
• 鼓励我们为建立与客户的长期关系而思考。

简言之，这些营销概念强调了客户对某个品牌的总体体验与它的营销完全是统一的。

潜藏的坏处：用户体验的时机

这些营销概念潜在的不好的一面当然就是它们的执行（还记得那些固定条幅广告吧）。用户体验的焦点提供了大量策划与实行这些营销概念的机会。本节讲述我们作为用户体验工作者确保执行成功的一些方法。

别打断我：安排与内容

“用户体验工作者在特定的方式上可以确定最恰当和最有效的时间与地点来进行营销沟通。”

用户体验工作者在特定的方式上可以确定最恰当和最有效的时间与地点来进行营销沟通。因为我们最清楚客户如何实际使用和为什么使用这些渠道，我们清楚什么时候什么地方最适合做营销沟通。我们还可以建议沟通的内容。

举一个零售网站为例。提供特别促销与相关产品来刺激持续购物是个不错的主意，但是通常不应该在结帐过程这么做。因为这时客人已经准备购物了，这时这些促销会打断结帐过程。在客人正在购物时促销相对来说更是早了点，比如客人正在将商品往购物车中放或正在查看购物车中的东西，这时他/她也许还想继续购物。然而，在结帐过程中进行信用卡促销却是不错的，尤其是申请信用卡不会影响结帐过程的时候。在图3中，Dell.com就巧妙地包含了戴尔信用卡的促销，但在这个结帐过程中没有任何其他的产品促销。

图5和图6是另外两个例子：在CircuitCity.com上，图5显示了当客人向购物车中添加商品时，随着确认框弹出多个不同的促销提示以刺激持续购物。但是一旦客人进入实际的结帐过程，就不再弹出促销提示了。

图5，CircuitCity.com购物车与促销提示

图6—CircuitCity.com 结帐过程

声名狼藉的电话菜单是另外一个例子。我曾对一个客服互动电话做过可用性测试，开头和结尾时都是冗长的推销内容。不用说，客人对这些推销非常恼火，因为他们要的是马上得到他们需要的东西。在客人的问题没有解决之前任何促销都是徒劳。

另外还有一个将营销这一中心目标做得很好的例子，就是我在Cingular无线公司的项目组对定做的Cingular服务汇总（CSS）页的重新设计，其中包括了欢迎信息，如图7所示。在欢迎新用户时，我们删除了无关的推销元素。这样，CSS重点放在与新客户有关的信息上，不去卖过多的产品。例如我们删除了一个产品范围图，因为客户觉得产品范围图应该在他们选择无线产品时给他们，而不是在他们已决定要买某个产品之后。我们的重点是促使客户完成他们相当复杂的组合选购—提醒客户他们购物计划的细节，解释如何选择款式，告诉他们帐单与客服条款。通过解释核算与付款的自助购物选项，CSS使客户的自助服务更方便，而且节省了他们付给Cingular的费用。

图7，Cingular的服务汇总首页

最后，在页内合适的位置出现合适的条幅广告会很有效。几个月前，我破例点击了一个条幅广告。此广告出现在刚刚重新设计的CNN.com网站的一篇关于环境的文章里。如图8所示，广告并未推销什么特别的产品，只是说明了BP在环保方面所做的努力。此广告与文章主题有关，并且全页很少图片，所以这个广告非常显眼。当我点此广告时，它没有转到其他网站甚至也没有转到其他页面，只是广告窗变大一点，显示了更详细的信息。这个广告放置得好，与主题相关，也不会转到其他地方，所以连我这样的反对者都愿意看了。

图8，CNN.com上的BP广告

别只是告诉我—拿给我看

“叙述告诉人们发生了什么，展示带给他们亲身的体会。”

很久以前，有个写作教授给我讲过一个我终生难忘的道理：要知道什么时候该叙述什么时候该展示。在写作上来说，叙述就是报道发生了什么事或解释该做什么，展示就是描述现场体会—某种意义上说就是用文字创造一个现场的体验。例如，叙述时可以说你上个周末沿阿巴拉契亚的道路走了25里路，展示则应该描述天气，风景，声音，你所遇到的动物，你肌肉的疲累等等。叙述告诉人们发生了什么，展示带给他们亲身的体会。我认为通过展示来沟通对发展相互信任和长期的客户关系是非常重要的。

就营销方面来说，最典型的叙述就是传统的电视或印刷广告。它通过简短的文字和图片或视频来传达关键的信息。耐克的“Just Do It”的广告活动就是个例子。而耐克的赞助体育活动和将其标志印在比赛所用的运动服上则是另外一些混合了更多展示的例子。最具展示性的例子是耐克微型网站，它围绕耐克+产品线提供了安排跑步体验的信息与工具（耐克+是一套系统，鞋子里带有传感器和成套元件，可以通过iPod Nano记录跑步的节奏）。如图9所示，耐克+微型网站集成了跑步程序，跟踪工具，购买装备以及更多帮助客人形成最佳的跑步体验。

图9，耐克+微型网站

“通过我们对体验或者展示的强调，用户体验工作者可以利用网络技术极大地深化客户与品牌之间的关系。”

Betty Crocker成了烘焙相关产品的代表标识，他们是独特的，长期的展示的一个例子。这个品牌自从1921年初创时起就向顾客展示如何烘焙，那时他们就组织了品牌食品的专家来解答客户的各种提问。Betty Crocker先是通过收音机然后又通过电视给别人烘焙的建议，配方以及更多。如图10所示，即使是他们的印刷广告也很少讲他们的产品或告诉客户如何使用他们的产品，而更多的是烘焙小提示，配方等。现在，Betty Crocker通过如图11所示网站和图12所示RSS反馈与客户分享烘焙理念，小提示，优惠券，配方以及更多这类东西。与此相似，通过我们对体验或者展示的强调，用户体验工作者可以利用网络技术极大地深化客户与品牌之间的关系。

图10—1951年Betty Crocker的一则蛋糕材料广告，关于水果蛋糕烘烤测试与水果蛋糕配方的

图11，Betty Crocker关于烘烤理念，提示与配方的网站

图12—Betty Crocker在iGoogle中显示的“每天配方”反馈

帮人帮己：应用客户资料

“我们必须认真地对侍客户资料，管理好用户的使用感受。”

在这个注重自我的年代，我们必须认真地对侍客户资料，管理好用户的使用感受。通过用户调查，我们可以评估如何和什么时候应用客户资料能提升用户体验，他们使用时的感受—很有帮助，很恼火，很担心等等。根据我的从业经验，一旦客户在与一家公司预定一项服务或申请帐号，就说明他们对公司对他们的资料应用感到舒服。

用户体验工作者也可以通过客户自助销售渠道或贮物室，网络申请，自动电话系统等应用程序来最有效地应用客户资料。我们知道如何利用这些资料使自助销售更有价值，更易用。举例来说，当客户打客服电话或登陆网站时，我们可以这他/她的帐户定制菜单。这样客户听到或看到的就只有与他/她相关的内容了。与此相似，我们可以在支持客户服务的应用程序和系统中最大限度地使用客户资料，不管是在店铺还是电话中心。比如，我们可以将客户资料设计得更清楚，对客人在更方便地互动时所做的贮存，搜索与阅读都做好记录。

清除噪音：使确定的通道最优化

当然，我们可以在确定的通道中使营销沟通很有用并且很易于使用。在之前的栏目里我对这种优化或清除技术噪音谈到过很多实例。

丑陋面？动摇了组织角色与结构

“营销倾向于实现公司的目标如赢取一定数量的新客户或建立一定的品牌认知度，而用户体验则倾向于实现客户的目标比如定购最超值的产品。”

如果说用户体验就是营销，那么两者之间的界线就变得很模糊了。在一个公司里面，什么时候营销的角色会转变成用户体验的角色呢？我还没有确切的答案。营销倾向于实现公司的目标如赢取一定数量的新客户或建立一定的品牌认知度，而用户体验则倾向于实现客户的目标比如定购最超值的产品。我不太确定是否存在公司与顾客的目标一致的战略构想，但我知道这些战略构想中应该包含用户体验在内。在大公司里更复杂的事情是渠道管理。当营销与客户体验在特定的渠道中很少有共同点时，要建立整体的用户体验就很困难了。短期来说，用户体验工作者可以与营销团队共同工作—就如他们与产品开发团队的合作一样。而且我觉得将一个参与过产品开发的用户体验工作者加入到产品营销团队里是非常有利的一件事，因为他们是如此地了解用户。

从长远来看，随着公司与客户互动方法的改进，用户体验与营销的角色是否也会进化？如果会的话，会怎样进化呢？我想这两个角色会发生进化的，但先得要改变组织结构。渠道管理应该有效地整合或合作。某种程度上来说这些角色依赖于公司经营范围，着眼点，以及目标客户。以为交易而开发产品为重点的公司与以为顾客服务为重点的公司对待这些角色的态度肯定会不同。我相信在服务型公司里这些角色之间的交错会更多，也许会诞生一个客户体验分部，下辖营业组，营销组，客服组和用户体验组。

以上想法只是个初步构想。我希望大家将你们对这些重要的问题的观点和经验都拿出来共享。