STRATEGIC UX (STRUX) HOW TO DERIVE A PRODUCT USERS WILL LOVE WHILE KEEPING YOUR STAKEHOLDERS HAPPY. April 15, Strategic UX (STRUX)
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1 STRATEGIC UX (STRUX) HOW TO DERIVE A PRODUCT USERS WILL LOVE WHILE KEEPING YOUR STAKEHOLDERS HAPPY April 15, Strategic UX (STRUX)
2 $300 MILLION BUTTON STORY 2 Strategic UX (STRUX)
3 FIRST, THE BAD NEWS Sorry guys, but design is not the center of the corporate universe. 3 Strategic UX (STRUX)
4 AND THEN THE GOOD NEWS But design can be used to make the business successful as long as we look at it through the right lens. Design isn t about beauty, it s about relevance 4 Strategic UX (STRUX) John Maeda
5 THE LENS OF THE CEO Of users tested through our standard HCD methods, we found a large portion preferred the RWD design version number 2 because the affordance was higher for those users on mobile form factors, so long as they were in the landscape mode, however, once they switched to portrait, their usage dropped drastically due to the IXD. Since we re agile, we think it s best to 5 Strategic UX (STRUX)
6 SO, I DON T SPEAK C-SUITE What we say HCD Engagement Delight What they hear Happy customers ($$$) Returning customers ($$$) Paying customers ($$$) 6 Strategic UX (STRUX)
7 SOUNDS LIKE A JOB FOR Strategy is the long term plan of action designed to achieve a particular goal Strategy is different from tactics or immediate actions by its orientation on affecting future, not immediate, conditions. 7 Strategic UX (STRUX) STRATEGIC UX (STRUX)
8 BUSINESS 101 (OR 5 SECONDS TO MBA) What is the business environment? What are the resources of your organization? What do your stakeholders need? 8 Strategic UX (STRUX)
9 UX 101 (OR 5 SECONDS TO HCD) What is the business environment? (aka, what s VIABLE?) What are the resources of your organization? (aka what s FEASIBLE?) What do your stakeholders need? (aka what s DESIRABLE?) 9 Strategic UX (STRUX)
10 SOUNDS FAMILIAR, RIGHT? VIABLE Business DESIRABLE Human FEASIBLE Technology 10 Strategic UX (STRUX)
11 WHAT ARE WE TALKING ABOUT? VIABLE Business STRUX DESIRABLE Human FEASIBLE Technology 11 Strategic UX (STRUX)
12 WE ARE BIASED 12 Strategic UX (STRUX)
13 STRUX 101 (OR 5 SECONDS TO STRATEGIC UX) What are the critical needs of the business? How does UX solve the problems of the business? How does UX impact the bottom line? 13 Strategic UX (STRUX)
14 STRUX 101 (OR 5 SECONDS TO STRATEGIC UX) What are the critical needs of the business? How does UX solve the problems of the business? How does UX impact the bottom line? 14 Strategic UX (STRUX)
15 STRUX 101 (OR 5 SECONDS TO STRATEGIC UX) What are the critical needs of the business? How does UX solve the problems of the business? How does UX impact the bottom line? 15 Strategic UX (STRUX)
16 STRUX 101 (OR 5 SECONDS TO STRATEGIC UX) What are the critical needs of the business? How does UX solve the problems of the business? How does UX impact the bottom line? 16 Strategic UX (STRUX)
17 GOT IT. SO, IT S EASY RIGHT!? 1. Map out critical business needs 2. Analyze how UX can solve them 3. Show the impact of those solutions EASY AS 1, 2, 3 17 Strategic UX (STRUX)
18 STRUX TOOLS 1. Hiser Element Usability Matrix 2. Kano Model 3. Scorecarding 18 Strategic UX (STRUX)
19 HISER ELEMENT USABILITY MATRIX 19 Strategic UX (STRUX)
20 HISER ELEMENT USABILITY MATRIX What are our critical business needs? Business Goals Issues Business Objectives UX Goals Metrics What is the business trying to do? What issues is the business currently facing as it relates to the business goal? What is the objective of a solution to these issue(s)? What can UX do to help with this problem? How will we know if UX was successful? 20 Strategic UX (STRUX)
21 HISER ELEMENT USABILITY MATRIX What are our critical business needs? Business Goals Issues Business Objectives UX Goals Metrics Reduce abandoned shopping cart metrics Many first-time visitors don t want to register; they just want to buy. Many return users cannot recall their account info. Give new users a way to return quickly with a fast registration process. Allow returning users to quickly checkout. Allow users to checkout without registering. Allow returning users an expedient checkout process that s easy to use. Reduce the number of cart abandonments. Increase repeat customers. 21 Strategic UX (STRUX)
22 KANO MODEL How does UX solve the problems of the business? + 22 Strategic UX (STRUX)
23 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied Not at all Fully Degree of Achievement 23 Strategic UX (STRUX) Very dissatisfied
24 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied Attractive features: User is delighted when present, neutral when missing. Not at all Fully Degree of Achievement 24 Strategic UX (STRUX) Very dissatisfied
25 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied One dimensional features: User is happy when present, unhappy when missing Not at all Fully Degree of Achievement 25 Strategic UX (STRUX) Very dissatisfied
26 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied Not at all Fully Degree of Achievement Must-have features: User expects these features to exist. 26 Strategic UX (STRUX) Very dissatisfied
27 KANO MODEL How does UX solve the problems of the business? Very satisfied Very satisfied Not at all Fully Not at all Fully Very dissatisfied Very dissatisfied 27 Strategic UX (STRUX) Unimportant & undesired features
28 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied Attractive Not at all One dimensional Fully Degree of Achievement Must have 28 Strategic UX (STRUX) Very dissatisfied
29 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied B Attractive A Not at all A B B One dimensional Fully Degree of Achievement A Must have 29 Strategic UX (STRUX) Very dissatisfied
30 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied B Attractive A Not at all A B B One dimensional Fully Degree of Achievement A Must have 30 Strategic UX (STRUX) Very dissatisfied
31 KANO MODEL How does UX solve the problems of the business? Customer Satisfaction Very satisfied Attractive Not at all One dimensional Fully Degree of Achievement Must have 31 Strategic UX (STRUX) Very dissatisfied
32 SCORECARDING How does UX impact the bottom line? 32 Strategic UX (STRUX)
33 SCORECARDING How does UX impact the bottom line? < Category #1 > < Category #2 > < Category #3 > < Category #4 > Total Weight X% X% X% X% 100% 33 Strategic UX (STRUX)
34 SCORECARDING How does UX impact the bottom line? Sales/revenue generation User experience Operational efficiency Customer engagement Total Weight 40% 30% 20% 10% 100% Features Scores Priority 34 Strategic UX (STRUX)
35 SCORECARDING How does UX impact the bottom line? Sales/revenue generation User experience Operational efficiency Customer engagement Total Weight 40% 30% 20% 10% 100% Features Scores Priority Refer a friend Streamlined checkout Shipping calculator Refer a friend = (90*40%) + (20*30%) + (50*20%) + (80*10%) = Strategic UX (STRUX)
36 OH, BUT ONE MORE THING 36 Strategic UX (STRUX)
37 THE HEART FRAMEWORK Choosing what success looks like by focusing on 1-2 per release Happiness: measures of user attitudes, often collected via survey. Engagement: level of user involvement, typically measured through frequency, intensity, or depth of interaction. Adoption: new users of a product or feature. Retention: the rate at which existing users are returning. Task success: this includes traditional behavioral metrics, such as efficiency, effectiveness and error rate. 37 Strategic UX (STRUX)
38 THE HEART FRAMEWORK And applying a measureable set of metrics to gauge success Currently: 1.2 M users & 25k abandoned carts Adoption: new users of a product or feature. Task success: this includes traditional behavioral metrics, such as efficiency, effectiveness and error rate. Goal: +10% 10% of 1.2 million users Goal: -5% 5% of abandoned carts 120k new users = potential for millions in revenue, long-term 1250 more checkouts = potential for thousands, short-term Success = Therefore, if we hit those goals, we should see an increase in revenue to the tune of 125k over a comparable 3 month window and a longer term goal in the millions. 38 Strategic UX (STRUX)
39 SO NOW WHAT? We re now speaking the same language as our C-suite. We ve defined our critical business needs. We ve used UX to solve the problems of our business. We re prioritized our features to get the biggest impact to the bottom line. We ve defined what success looks like. 39 Strategic UX (STRUX)
40 THE REST IS A PIECE OF CAKE 40 Strategic UX (STRUX)
41 ABOUT THAT $300M BUTTON 41 Strategic UX (STRUX)
42 ABOUT THAT $300M BUTTON The number of customers purchasing went up by 45%. The extra purchases resulted in an extra $15 million the first month. For the first year, the site saw an additional $300,000, Strategic UX (STRUX)
43 CREATIVITY COMES FROM UNLIKELY JUXTAPOSITIONS. John Maeda THANK 43 Strategic UX (STRUX)
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