This Product Sucks: The Business Impacts of User Experience Breakdowns


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Darren Kall from Kall Consulting presents this humorous talk that explores the very serious topic of why businesses should be concerned with product and service user experience, the business value / ROI of user experience investments, how they increase revenues, reduce development and support costs, and decrease time to market. Darren gives examples of products that suck; explaining that at the root of all of them is that they were designed without the user/customer in mind.

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  • Though both of these could arguably be products that suck I’m only looking at one kind of sucky product
  • I recommend a tiered approach to introducing a user experience approach into your company. Do things at every level. Scale your investment to what you can afford. Step 1: Do something yourself – today: HAND OUT ********<<<<< Golden rule. All disciplines touch customers. Approach from start. Talk TO customer not FOR them. Step 2: Learn more on your own: Easy for customer not easy for you. Learn design rules. Workshops. Reading books, blogs, etc. Conferences. Become local expert. Step 3: Get a coach to teach you: Advice and counsel. Expert reviews. Coaching on techniques. Analysis before teaching. Teaching practical workshops. Step 4: Rent UX help through vendors: Credentials. Disciplines. Recognized standards. Breadth offering vs specialization. Personality fit. Neutrality. Clear goal setting. Step 5: Hire UX employees: SW Ohio difficult. Limited pool already in companies or vendors. Relocation. Many disciplines. Newcomers. Step 6: If you already have UX – Use them: Many companies already have staff. Go find them, engage them. Many not integrated into the places where they can help business and development processes. But that’s a whole other talk.
  • This Product Sucks: The Business Impacts of User Experience Breakdowns

    1. 1. <ul><li>“ This </li></ul><ul><li>product </li></ul><ul><li>sucks!” </li></ul>Allen the Customer
    2. 2. “ This Product Sucks!” The Business Impacts of User Experience Breakdowns Hour-long version for Dayton Web Developers 4May2011 Darren Kall @darrenkall #thisproductsucks #DaytonWD © Kall Consulting 2011 KALL Consulting Customer and User Experience Design and Strategy
    3. 3. <ul><li>Stealing money from his company </li></ul><ul><li>Ruining productivity across the enterprise </li></ul><ul><li>Impacting Allen’s health </li></ul>Allen was right We had made a product that sucks <ul><li>Target users happy, but we missed Allen </li></ul><ul><li>Missed the whole Allen persona </li></ul><ul><li>Missed that the product fit poorly in an existing business system </li></ul>Allen’s User Experience (UX)
    4. 4. Where was this?
    5. 5. Where was this?
    6. 6. <ul><li>My point is . . . </li></ul>It could have been any of these companies It could be your company Not just software, Internet, mobile, etc. It could be your product
    7. 7. To avoid making products that suck: Distinguish between bad UX and one that sucks Know how to prevent products that suck
    8. 8. Audience Test: Does this product suck? Distinguish between bad UX and one that sucks
    9. 9. This product is disturbing but does not suck Photo Credit
    10. 10. This product is broken but does not suck Photo Credit
    11. 11. This product is annoying but does not suck Photo Credit
    12. 12. This product is ugly but does not suck Photo Credit
    13. 13. This product is a lie but does not suck Photo Credit
    14. 14. YES. This product sucks Photo Credit
    15. 15. <ul><li>The people who design products that suck </li></ul><ul><li>don’t think about, or don’t know about, </li></ul><ul><li>the people that have to use them </li></ul>Products suck when they can’t be used for the purposes they were designed for But this worst type of user experience breakdown is preventable
    16. 16. Photo Credit
    17. 17. Photo Credit One Dozen Products that Suck No Internet or Mobile Examples Even Though they Exist General Principles to Apply to your Product Problem Root Cause Prevention Know how to prevent products that suck
    18. 18. Problem 1: Triathlon scenario = running, biking, swimming Watch is ruined if you press buttons underwater Photo Credit
    19. 19. Root Cause: Implementation or technology did not meet up with user scenario Photo Credit
    20. 20. <ul><li>Prevention: </li></ul><ul><li>User scenarios </li></ul><ul><li>Task flow analysis </li></ul><ul><li>Usability test </li></ul><ul><li>Beta test </li></ul><ul><li>Customer concept validation </li></ul>Photo Credit
    21. 21. Photo Credit Problem 2: Adaptive transmission not designed for a shared car or variable driving style
    22. 22. Photo Credit Root Cause: Designed for ideal-world case not real-world case
    23. 23. Photo Credit <ul><li>Prevention*: </li></ul><ul><li>User research </li></ul><ul><li>Workflow </li></ul><ul><li>Task flow </li></ul><ul><li>Activity cycles </li></ul><ul><li>Beta test </li></ul>* To credit VW, they redesigned and eventually dropped this feature
    24. 24. Photo Credit Pull or Push? Can you tell?
    25. 25. Photo Credit Problem 3: Even with signs users bang into doors
    26. 26. Photo Credit Root Cause: Handle affordances not distinguishable
    27. 27. Photo Credit Prevention: Design for affordances. Things that look the same should act the same <ul><li>Heuristic evaluation </li></ul><ul><li>Usability checklist </li></ul><ul><li>Remembering your own experiences </li></ul>
    28. 28. Photo Credit
    29. 29. Photo Credit Problem 4: Frustrating experience to pay for parking
    30. 30. Photo Credit Root Cause: Bad information architecture, bad visual design, bad task flow …
    31. 31. Photo Credit <ul><li>Prevention: </li></ul><ul><li>Intentional IA design </li></ul><ul><li>Task flow analysis </li></ul><ul><li>Usability study </li></ul><ul><li>Participatory Design </li></ul><ul><li>Guerilla UX </li></ul>
    32. 32. Photo Credit Problem 5: Scalding or freezing shower
    33. 33. Photo Credit Root Cause: Fixing bad UI in help, the manual, or in training
    34. 34. Photo Credit Prevention: Fix the product, not the user
    35. 35. Photo Credit Problem 6:
    36. 36. Photo Credit <ul><li>Root Cause: </li></ul><ul><li>Did not anticipate expected user behavior </li></ul><ul><li>Did not prevent fatal errors </li></ul>
    37. 37. Photo Credit <ul><li>Prevention: </li></ul><ul><li>Do not design against engrained user behaviors </li></ul><ul><li>Usability test </li></ul><ul><li>Task flow analysis </li></ul>
    38. 38. Photo Credit
    39. 39. Photo Credit Problem 7: Believing “Don’t worry, we’ll fix it later.”
    40. 40. Photo Credit Root cause: “Later” never happens
    41. 41. Photo Credit Prevention: Prioritize user-impacting “bugs”
    42. 42. Photo Credit Problem 8: Breaking user trust
    43. 43. Photo Credit <ul><li>Root cause: </li></ul><ul><li>Telling lies </li></ul><ul><li>Making mistakes </li></ul><ul><li>Assuming customers can’t do math </li></ul>
    44. 44. Photo Credit <ul><li>Prevention: </li></ul><ul><li>Don’t lie </li></ul><ul><li>Correct even minor mistakes – they accumulate </li></ul><ul><li>Remember users are smarter than you think </li></ul>
    45. 45. Problem 9: The self-locking hotel internal bedroom suite door Photo Credit: Darren Kall
    46. 46. Root Cause: Things are not used in a vacuum – missed system design Photo Credit: Darren Kall
    47. 47. Photo Credit: Darren Kall <ul><li>Prevention: </li></ul><ul><li>Interactive system analysis </li></ul><ul><li>Beta testing </li></ul><ul><li>Fix stuff </li></ul><ul><li>customers </li></ul><ul><li>complain </li></ul><ul><li>about </li></ul>
    48. 48. Photo Credit
    49. 49. Photo Credit Problem 10: No sidewalk where people want to walk “ I’m the user damn it!”
    50. 50. Photo Credit Root Cause: Prohibition does not work
    51. 51. Photo Credit <ul><li>Prevention: </li></ul><ul><li>Participatory design </li></ul><ul><li>Catch the user </li></ul><ul><li>Democratize design </li></ul>
    52. 52. Photo Credit
    53. 53. Photo Credit Problem 11: Can’t set alarm. Can’t follow directions. Don’t trust product
    54. 54. Photo Credit Root Cause: Product not designed for use. Instruction is a poor substitute for good design
    55. 55. Photo Credit Prevention: Usability test. Products should be easy to use
    56. 56. Photo Credit Problem 12: Unintended Acceleration
    57. 57. Root Cause: “We lost sight of our customers.” James Lentz Photo Credit
    58. 58. Photo Credit Root Cause: “Complaint investigations focused too narrowly on technical without considering HOW consumers USED their vehicles.” James Lentz
    59. 59. <ul><li>Check if solution explains the user data </li></ul><ul><ul><ul><li>70% not the pedal </li></ul></ul></ul><ul><li>Test for worked “as used” not “as designed” </li></ul><ul><li>Ethnographic research into drivers </li></ul><ul><li>Analytics on real users to build test scenarios </li></ul><ul><li>Listen to experts </li></ul><ul><li>… </li></ul><ul><li>Prevention: </li></ul><ul><li>Listen to customers </li></ul>Photo Credit
    60. 60. UX design prevents products that suck: <ul><li>Meet (advertised) user scenarios with capabilities </li></ul><ul><li>Design for real-world use, not ideal-world </li></ul><ul><li>Distinguish affordances </li></ul><ul><li>Design with conscious intention </li></ul><ul><li>Fix the product, not the user </li></ul><ul><li>Don’t design against engrained behaviors </li></ul><ul><li>Prioritize user-impacting “bugs” </li></ul><ul><li>Correct even minor mistakes </li></ul><ul><li>Remember your product is part of a whole system </li></ul><ul><li>Prohibition does not work – democratize design </li></ul><ul><li>Products should be easy to use </li></ul><ul><li>Don’t lose sight of HOW customers USE your product </li></ul>
    61. 61. <ul><li>Products don’t have to suck </li></ul><ul><li>to create a UX breakdown </li></ul>A UX breakdown can happen if your product is disturbing, unpredictable, difficult, untrustworthy, awkward, broken, ugly, annoying, sloppy, etc.
    62. 62. Business Impacts of UX Breakdowns Photo Credit
    63. 63. Photo Credit Less likely to buy add-ons Business Impacts of UX Breakdowns
    64. 64. Business Impacts of UX Breakdowns Photo Credit Less likely to buy new versions
    65. 65. Business Impacts of UX Breakdowns Photo Credit Less likely to buy other products from your company
    66. 66. Business Impacts of UX Breakdowns Photo Credit Less likely to recommend you to others
    67. 67. Photo Credit Is the likelihood of a customer recommending your company important?
    68. 68. Photo Credit
    69. 69. Photo Credit This is your business. The water in the tub is customers that stick with your company
    70. 70. Water flows at 1 gallon a minute. How long to fill a 60 gallon tub if 41% of the incoming water is diverted? Photo Credit
    71. 71. 41% of users with bad experiences leave immediately and switch to a competitor permanently . Harris Interactive Photo Credit
    72. 72. Photo Credit Or worse…
    73. 73. Not so Silent Bob <ul><li>Kevin Smith’s argument with Southwest went online </li></ul><ul><li>1.6 million Twitter followers </li></ul>Photo Credit
    74. 74. Stop picking on us! Photo Credit Greenpeace uses Nestle’s Facebook page to inform Nestle’s most loyal customers about Indonesian deforestation. Worst environmental impact in the world so Nestle can get cheap palm oil.
    75. 75. Dave Carroll United Breaks Guitars Photo Credit
    76. 76. $180,000,000 vs. $1,200 <ul><li>Viral song – many millions have seen the YouTube video </li></ul><ul><li>The Times newspaper reported: </li></ul><ul><li>Bad PR caused United Airlines stock to plunge 10% </li></ul><ul><li>Cost shareholders $180 M </li></ul><ul><li>$180 M would have bought Dan Carroll 51,000 replacement guitars </li></ul>
    77. 77. Photo Credit
    78. 78. Analytics Cognitive Engineering Consumer Experience Consumer Insight Consumer Research Customer experience Customer Experience Customer-centric Design Design Experience Design Experience Planning Experience Strategy Human Computer Interaction Human Factors Human Machine Interface Information Architecture Innovation Design Interaction Design Interactive Systems Engineering Measurement Science Product Innovation Usability Engineering User Experience User Friendliness User Interface Design User Research User-Centered Design Etc. Many disciplines, many names User Experience Design
    79. 79. Photo Credit UX design follows the General Store Principle
    80. 80. Photo Credit The general store owner knew her customers
    81. 81. Photo Credit She knew her customers’ businesses and lives, annual needs, tasks, skills, their motivations and personal preferences
    82. 82. Photo Credit She stocked only the products that her customers needed and wanted
    83. 83. Photo Credit She mixed her own business imperative to sell, the available technologies and products, and her customer insight into a good experience
    84. 84. <ul><li>Customer-centered businesses have insights about the people who purchase and use the system, object, process or concept that they sell </li></ul>And they keep this in mind as they develop products
    85. 85. UX design is a customer-centered approach to the innovation, design, engineering, development, and deployment of a product or service The 12 examples of products that suck could have been prevented if the companies had taken a UX approach UX design is a way to keep customer insight in mind during product development
    86. 86. UX Investment Examples From Forrester <ul><li>2008: </li></ul><ul><li>91% of decision makers in US firms think UX is important. </li></ul><ul><li>80% plan to increase UX spending. </li></ul>2010: Spending more on customer experience is up. 2009: Overall spending will stay flat, but UX expenditure will continue to increase. 2010: “ As the economy rebounds, companies need to invest in their customer experience or risk falling behind in meeting customers' ever-changing expectations ”
    87. 87. UX Investment Examples JP Morgan Chase: SOP to do 3 usability tests for each product eBay: 150 UX employees Microsoft: Ethnographers on staff. Over 52 persona researched World Usability Day: > 52,000 attendees Amazon: continual user analytics and A/B testing
    88. 88. How much to spend on UX? Here’s what other people are spending: 11.5% of overall product development budget in UX An average of 62% of products are tested with real users before shipping Photo Credit 13% of website design budgets on UX 9% of ongoing website management budget on UX
    89. 89. If you invest this much of your budget what ROI do you get? <ul><li>UX Saves Costs </li></ul><ul><li>UX Increases Revenue </li></ul><ul><li>UX Decreases Time to Market </li></ul>
    90. 90. Photo Credit
    91. 91. Informs making wise investment decisions Decreases development costs Reduces customer support costs Decreases returns UX Saves Cost
    92. 92. The 1-10-100 rule <ul><li>If fixing a problem in design costs you $1.00 </li></ul><ul><li>It will cost you $10.00 to fix the same problem during development </li></ul><ul><li>It will cost you $100.00 to fix the same problem after it is on the market </li></ul><ul><li>Post hoc research supports this with a twist </li></ul>
    93. 93. Kristoffer Bohmann Calculation <ul><li>Valuing Usability Evaluation Example </li></ul><ul><li>Users per year (10,000 per month) 120,000 per year </li></ul><ul><li>Tasks per user (10 per month) 120 per year </li></ul><ul><li>Estimated time savings per task ( 40 seconds ) 0.0111 hours </li></ul><ul><li>Saved user hours per year 160,000 </li></ul><ul><li>Estimated user value per hour $20 </li></ul><ul><li>Total Savings Per Year $3,200,000 </li></ul><ul><li>P (successful design | usability evaluation) 90% </li></ul><ul><li>P (successful design | no usability evaluation) 60% </li></ul><ul><li>Probability of better results due to usability evaluation 30% </li></ul><ul><li>Economic Impact of Usability Evaluation $960,000 </li></ul>
    94. 94. UX Cost Savings Examples <ul><li>American Airlines: Design phase focus on customers reduced cost 60-90% </li></ul><ul><li>AT&T: Saved $2,500,000 in training expenses as a result of usability improvements on one product </li></ul><ul><li>McAfee : UI redesign saved 90% support costs </li></ul><ul><li>Whirlpool : Have design building blocks to build 1000’s of products with different brand identities </li></ul><ul><li>IBM: Design change internal tool. Saved employees 9.6 minutes per task. In one year this saved IBM $6.8 Million </li></ul><ul><li>Microsoft : Online registration UX change saved $475,000 a month </li></ul>
    95. 95. Photo Credit
    96. 96. UX Increases Revenue <ul><li>Investing in UX </li></ul><ul><ul><li>Increases customer loyalty </li></ul></ul><ul><ul><li>Improves conversion rates </li></ul></ul><ul><ul><li>Increases sales </li></ul></ul>
    97. 97. Forrester Research <ul><li>Good design is a way to exceed user expectations </li></ul><ul><li>Good design keeps customers happy </li></ul><ul><li>Good design gets them to come back </li></ul><ul><li>Good design encourages them to recommend to friends </li></ul>
    98. 98. Babson University Research <ul><li>Good UX leads to increased loyalty and increased Net Promoter Scores </li></ul><ul><li>Across industries you will make 2.4 times more money on a loyal customer who promotes your product over a customer who is neutral or a detractor </li></ul>
    99. 99. UX Revenue Increase Examples <ul><li>Forrester: 42% of US Web buying consumers made their most recent online purchase because of a previous good experience with the retailer </li></ul><ul><li>IBM: plans for a 10x return from usability testing but gets returns as high as 100x </li></ul><ul><li> Detected and resolved ONE online experience flaw and generated over $2M in incremental policies sold </li></ul><ul><li>UX Magazine: Portfolio 2007: $50K investment beat all the market indices. ~37% well above other market indexes </li></ul>
    100. 100. Photo Credit
    101. 101. UX Reduces Time to Market <ul><li>Shortens the discussion time </li></ul><ul><li>Shortens developmental experimentation </li></ul><ul><li>Reduces unnecessary feature development </li></ul><ul><li>Focuses on delivering for returns </li></ul>
    102. 102. Why is UX Important to Time to Market? <ul><li>63% of all projects overrun budget </li></ul><ul><li>The top 4 issues for overrun are unforeseen usability issues </li></ul><ul><li>A one-quarter delay in time to market equals a loss of 50% of that product’s profit </li></ul>
    103. 103. Software Example <ul><li>The user interface (UI) of software is: </li></ul><ul><ul><li>47-66% of code </li></ul></ul><ul><ul><li>40% of the development effort </li></ul></ul><ul><ul><li>80% of the unforeseen fixes required (the other 20% are functionality bugs) </li></ul></ul>
    104. 104. UX Decreasing Time to Market Examples <ul><li>Mauro study: User research reduced feature set 85%, dev reduced, test reduced, etc. Saved $15M and released 18 months early </li></ul><ul><li>Ricoh: </li></ul><ul><ul><li>95% of users not using top 3 features in new camera </li></ul></ul><ul><ul><li>About 5% of features are used 95% of the time </li></ul></ul><ul><ul><li>While 70% of features on the same product are never or rarely used </li></ul></ul><ul><li>Speeding up development is a key goal for integrating usability into product development as early as possible </li></ul><ul><li>UX in concept phase reduces product development cycle by 33-50% </li></ul>
    105. 105. Photo Credit
    106. 106. <ul><li>Step 1: Do something yourself - today </li></ul><ul><li>Step 2: Learn more on your own </li></ul><ul><li>Step 3: Get a coach to teach you </li></ul><ul><li>Step 4: Rent UX help through vendors </li></ul><ul><li>Step 5: Hire UX employees </li></ul><ul><li>Step 6: If you already have UX people, use them! </li></ul>The Six Step Program to Better User Experience
    107. 107. In Conclusion: <ul><li>Don’t tolerate products that suck </li></ul><ul><li>Don’t buy products that suck </li></ul><ul><li>And … </li></ul>Photo Credit
    108. 108. Don’t design products that suck Photo Credit
    109. 109. <ul><li>Darren Kall </li></ul><ul><li>[email_address] </li></ul><ul><li> </li></ul><ul><li>@darrenkall </li></ul><ul><li>+1 (937) 648-4966 </li></ul><ul><li> </li></ul>Thank you. KALL Consulting Customer and User Experience Design and Strategy <ul><li>Please rate my presentation on </li></ul><ul><ul><li> </li></ul></ul><ul><li>Darren Kall </li></ul><ul><li>[email_address] </li></ul><ul><li> </li></ul><ul><li>@darrenkall </li></ul><ul><li>+1 (937) 648-4966 </li></ul><ul><li> </li></ul>