understanding user experience design & why it matters
Post on 16-Sep-2014
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DESCRIPTION
Intro to today's workshop, and a short explanation about what you need to know about business to design well for it.TRANSCRIPT
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Understanding User Experience Design
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#UnderstandUX
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Obligatory slide proving you should listen to me. • I am a comic book
character. Drawn by Sam Keith, the first sandman artist. Geeks bow before me.
• Yes, I know Wolfgang Puck. But not well enough to call him Wolfie
• I am an avatar. You can be too.
• My child eats broccoli willingly. Lots of broccoli.
• Look, you did read the program description, right?
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Who are you and what do you want?
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What is user experience?
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What experience do you love?
•What is it?•Why do you love it?•What’s your favorite part?
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11
Don Norman
"User experience" encompasses all aspects of the end-user's interaction with the company, its services, and its products.
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12
Don Norman
The first requirement for an exemplary user experience is to meet the exact needs of the customer, without fuss or bother.
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Don NormanNext comes simplicity and elegance that produce products that are a joy to own, a joy to use. True user experience goes far beyond giving customers what they say they want, or providing checklist features.
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16
Don Norman
In order to achieve high-quality user experience in a company's offerings there must be a seamless merging of the services of multiple disciplines, including engineering, marketing, graphical and industrial design, and interface design.
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17
jesse james garrett
-Jesse James Garrett
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18
jesse james garrett
User Experience Design:the design of anything
independent of mediumor across [device]
with human experience as an explicit outcomeand human engagement as an explicit goal
-Jesse James Garrett
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Historically, online we’ve had:
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TEAM of DESIGNERS
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GRAPHIC DESIGN
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INFORMATION ARCHITECT
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INTERACTION DESIGNER
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Front-end Developer
User Researcher
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25
Startups are seeking
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They settle for
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USER EXPERIENCE IS BIGToo big?
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28dan saffer
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Today
• We’ll discuss most of it, focusing on JJG’s definition
• It is big. You will suck if you try to do it all.
• That is AWESOME• Not trying=failing• Find your love. Follow it.
30
Launch
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DESIGNING FOR BUSINESS
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Deductive Reasoning
“Traditional firms utilize and reward the use of two kinds of logic. The first, inductive, entails proving through observation that something actually works. The second, deductive, involves proving -- through reasoning from principles -- that something must be.”
Abductive Reasoning
“Designers value highly a third type of logic: abductive reasoning. Abductive reasoning, as described by Darden professor Jeanne Liedtka, embraces the logic of what might be.
This style of thinking is critical to the creative process.”
http://www.businessweek.com/innovate/content/aug2005/di20050803_823317.htm
Business is from Mars, Design from Venus
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Designers can make great leaps forward
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But the business folks can be left behind
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How many have you thought about a client or a boss “That’s a
moronic idea”
Can you build a bridge to their goal?
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Yes, and
7
AND
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8
Step Back
Think
Organize
ProceedThe Inner Game of Stress: Outsmart Life's Challenges and Fulfill Your Potential by W. Timothy Gallwey
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Tools for Thinking
• Clarification: Do I understand what you are saying?
• Understanding: Do I understand your thinking
• Context: Do I understand the world we are acting in?
• Evidence: What tells me this is right?
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For Clarification, try Active Listening
• Repeat• Paraphrase• Extend
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For Understanding, try Five Whys
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Five WhysMy car will not start. (the problem)
Why? - The battery is dead. (first why)Why? - The alternator is not functioning. (second why)Why? - The alternator belt has broken. (third why)Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth why)Why? - I have not been maintaining my car according to the recommended service schedule. (fifth why, a root cause)Why? - Replacement parts are not available because of the extreme age of my vehicle. (sixth why, optional footnote)
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CONTEXTA little about Markets
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One Word: Plastics
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Why the one word?
• Opportunity• Brand Completeness• Blocking competition• Raising money• Curiosity
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Types of Opportunities/Ideas
Better Cheaper Niche New
I can do itbetter
I can do itcheaper
I can do itfor you
You neverknewyou needed it
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How big is the opportunity?
Total Available Market (TAM)
Total Available Market (TAM)• How many people would want/needthe product?• How large is the market be(in $’s) if they all bought?• How many units would that be?
How Do I Find Out?• Industry Analysts – Gartner, Forrester• Wall Street Analysts – Goldman, Morgan
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How big is my slice?
Total Available Market (TAM)
Served Available Market (SAM)
• How many people need or can use product?• How many people have the money tobuy the product• How large would the market be(in $’s) if they all bought?• How many units would that be?
How Do I Find Out?• Talk to potential customers
Served Available Market (SAM)
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Your idea is worthless alone
Idea Execution Timing Dumb Luck
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MARKETSWhat business will you be in?
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Customer Development
Customer Development
CompanyBuilding
CustomerDiscovery
CustomerValidation
Customer Creation
Steven Gary Blank, Four Steps to the Ephinany
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• How many of them are there?
• Are they price sensitive?• How big is their problem?• How often do they have
the problem?• How do they solve it
today?
Who are your customers?
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New Product Conundrum
• New Product Introductions sometimes work, yet sometimes fail– Why?– Is it the people that are different?– Is it the product that are different?
• Perhaps there are different “types” of ventures?
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Three Types of Markets
• Who Cares?• Type of Market changes EVERYTHING• Sales, marketing and business development
differ radically by market type
Existing Market Resegmented Market
New Market
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Existing: founded 1938
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Competitor founded 1972
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Competing in an Existing Market
• Faster/Better • High end• Somewhere else
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Resegmented
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Gap’s new entry
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Competing by resegmenting
• Niche = marketing/branding driven
• Cheaper = low end
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New Market?
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New
New Existing Resegmented
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New Market
• Cheaper/good enough can create a new class of product/customer
• Innovative/never existed before
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John Gourville, Eager Sellers and Stony Buyers (2006)
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Deadpool
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Type of Market Changes Everything
• Market– Market Size– Cost of Entry– Launch Type– Competitive
Barriers– Positioning
• Sales– Sales Model– Margins– Sales Cycle– Chasm Width
Existing Market
Resegmented Market
New Market
• Finance• Ongoing Capital• Time to Profitability
• Customers• Needs• Adoption
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Choose your idea
From Guy Kawasaki, Art of the Start
Ability to provide unique product or service
Value to customer
compete on price
stupid
bankrupt
The holy grail
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WHAT IS YOUR IDEA?Exercise
Who are your customers?What is your market?
How big is the opportunity?
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BUSINESS MODELSHow do we make money?
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Business creates value for which they receive money
Money allows them the resources to provide value
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WHAT DO YOU USERS HAVE TO DO?Who are you users?
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Marketplace ModelAdvertising Model
Affiliate ModelCommunity Model
Subscription Model
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I have always been a woman who arranges things,for the pleasure–and the profit–it derives.I have always been a woman who arranges things, like furniture and daffodils and lives.
Marketplaces bring buyers and sellers together and facilitate transactions. They can play a role in business-to-business (B2B), business-to-consumer (B2C), or consumer-to-consumer (C2C) markets. Usually a marketplace charges a fee or commission for each transaction it enables.
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I’ll go where the buyers are
I want to find things!
I want the best price!
Can I trust this seller?
Users must find products, evaluate seller, and make a purchase
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Advertising ModelThe web advertising model is an update of the one we’re familiar with from broadcast TV. The web “broadcaster” provides content and services (like email, IM, blogs) mixed with advertising messages. The advertising model works best when the volume of viewer traffic is large or highly specialized.
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Users must:• Notice advertising• Interact with ad
Preconditions: User must visit advertising location
Share their demographic information
Types:CPMCPCCPA
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Community ModelThe viability of the community model is based on user loyalty. Revenue can be based on the sale of ancillary products and services or voluntary contributions; or revenue may be tied to contextual advertising and subscriptions for premium services. The Internet is inherently suited to community business models and today this is one of the more fertile areas of development, as seen in rise of social networking.
Open Source Red Hat, OpenXOpen Content Wikipedia, Freebase
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Users need to • Create an identity • Connect with other users • Build a reputation• Create and share
content/work/etc
Users must care
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Subscription ModelUsers are charged a periodic—daily, monthly or annual—fee to subscribe to a service. It is not uncommon for sites to combine free content with “premium” (i.e., subscriber- or member-only) content. Subscription fees are incurred irrespective of actual usage rates. Subscription and advertising models are frequently combined. Content ServicesSoftware as a ServiceInternet Services Providers
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User must:•Able to evaluate the
offering• Subscribe and
unsubscribe to offering•Realize value offered
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Combos
Advertising Community
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Combos
Advertising Community
Subscription
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Combos
Marketplace Community
Affiliate
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1, 2, 3Prioritize and Sequence
Pattern:User gets valueUser returns, gets more
valueUser reciprocates
User adds contentUser contributes money
Wikipedia:Looks up contentKeeps finding more
contentSees error, correctsUser donates
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HOW DO YOU MAKE MONEY?Exercise
Marketplace ModelAdvertising Model
Affiliate ModelCommunity Model
Subscription Model
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10 Questions1. Exactly what problem will this
solve? (value proposition)2. For whom do we solve that
problem? (target market)3. How big is the opportunity?
(market size)4. What alternatives are out
there? (competitive landscape)
5. Why are we best suited to pursue this? (our differentiator)
6. Why now? (market window)7. How will we get this product to
market? (go-to-market strategy)8. How will we measure
success/make money from this product? (metrics/revenue strategy)
9. What factors are critical to success? (solution requirements)
10. Given the above, what’s the recommendation? (go or no-go)
Marty Cagen http://www.svpg.com/blog/files/assessing_product_opportunities.html