Selling UCD: Getting buy-in and measuring the value of UX

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A workshop from Anna Dahlström (http://www.twitter.com/annadahlstrom) with Event Handler (http://www.eventhandler.co.uk)

A workshop from Anna Dahlström (http://www.twitter.com/annadahlstrom) with Event Handler (http://www.eventhandler.co.uk)

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  • 1. Selling UCD ! ! Getting buy-in & measuring the value of UX by Anna Dahlström | @annadahlstrom
 London, 26 Feb 2014 www.flickr.com/photos/jmsmith000/3169546564
  • 2. Just to be clear… 
 this workshop is not about selling www.flickr.com/photos/triciawang/2776264432/sizes/l/in/photostream/
  • 3. It’s about communication, collaboration & tangible ways to demonstrate + measure the value of UX Image via Shutterstock
  • 4. We all know that 
 what we do adds value… www.flickr.com/photos/31878512@N06/4623931527
  • 5. We recommend 
 an approach & what to do Image via Shutterstock
  • 6. Convincing others isn’t 
 always that easy www.flickr.com/photos/torbein/5121357362
  • 7. Not enough budget Brought in too late Not included in meetings No budget allocated No direct contact with the client The company doesn’t prioritise it Not enough time allocated Deliverables & timelines are promised without consulting us The client doesn’t prioritise it I just don’t know how to make it tangible The situations we 
 may come across www.flickr.com/photos/ansik/205993142
  • 8. “ It will create a better user experience and make customers happier.” - Said by many UX people lost for words & tools to explain & demonstrate the value of UX
 www.flickr.com/photos/jmsmith000/3169546564
  • 9. Not enough budget Brought in too late Not included in meetings No budget allocated No direct contact with the client The company doesn’t prioritise it Not enough time allocated Deliverables & timelines are promised without consulting us The client doesn’t prioritise it I just don’t know how to make it tangible …and we’re back 
 where we started www.flickr.com/photos/ansik/205993142
  • 10. Tonight’s agenda 1. Getting buy-in & why it matters 2. Approaches for getting buy-in
 Exercise
 Break 3. How to measure the value & success of UCD
 Exercise 4. Defining a UX metrics plan
 Exercise 5. Q & A
  • 11. 1. Getting buy-in 
 & why it matters
  • 12. “ Any company that has not yet realised making the customer successful is the key to profit and survival is either delusional or on its way out of business.” - Greg Nudelman,
 UXmatters article ‘Experience Partners: Giving Center Stage to Customer Delight’ 
 www.flickr.com/photos/jmsmith000/3169546564
  • 13. But using our lingo 
 doesn’t cut it Created using Wordle
  • 14. “ You need to understand where your peers in other disciplines are coming from and communicate the message of UX to them in terms they can understand.” - Pabini Gabriel-Petit, UX Matters www.flickr.com/photos/jmsmith000/3169546564
  • 15. Who we work with The design team “The suits” Our closest allies who we’ll be doing the work with In charge of budgets, timings, internal & client relationships Finance & board The client The client’s bosses The actual Our closest point The ones who in decision makers 
 of contact & key the end make the with the key to stakeholder decision & allocate the budget the budget
  • 16. Some typical challenges The design team • • • Erhmm…UX what? • How does this impact my role? • Isn’t UX just common sense? • Do we really need it? What do you do? How does this affect me? “The suits” • Finance & board How does this impact our process? • • How much (more) does it cost? • • How does it impact timings? • How do we incorporate it into the project plan? • • That sounds expensive • How can we sell it to clients? How can we justify the cost? The client What is UX? How much value will it bring? • • • • Will it be worth the cost? • • Do we need to pay extra for it? How can we measure it? • How can I justify the additional time? • How can I justify the additional cost? How do I know this will add value? Do we need it? Isn’t that just common sense? The client’s bosses • What impact does this have on the bottom line? • How much is it going to cost me? • What return will it bring compared to our other initiatives? • Is this really a priority?
  • 17. Challenges • • • • • • • Not understanding UX - what it is, how you work with it and what it brings Not knowing when to involve UX people Not knowing where UX fits in the company process Seeing UX as an after thought Not allowing enough time or seeing the need to allocate time for UX activities Not seeing the need to spend budget on UX activities Not having clear data or reasons behind decision making Opportunities • • • • • • • Create co-ownership & excitement around UX Being invited to & involved in meetings Integrating UCD into the process and company Being involved from the start Ensuring the time & resources that are needed are given to you Ensuring clients approve budgets and proposed project outlines Help with prioritisation & design decisions as well as supporting ongoing iterations
  • 18. 2. Approaches for 
 getting buy-in for UCD
  • 19. How 
 depends on who we work with
  • 20. In the ideal world UX is embraced throughout the organisation www.flickr.com/photos/vpickering/7760186786
  • 21. In many places
 we’re not there yet www.flickr.com/photos/vpickering/9435527831
  • 22. We need to assess the UX readiness 
 of organisations & individuals www.flickr.com/photos/lendingmemo/11746255104
  • 23. 9 questions to assess UX readiness 1. How are products designed and developed today? Where can UX integrate? 2. What is the company vision? Does it use the right words that make it receptive to a UX sell? 3. Who is working on design today? Where does it sit in the organization and who owns it? 4. Is there anyone at the strategic level championing UX currently? 5. Is there anyone at the product or project level championing UX currently? 6. What are their high profile products and services? What are they doing well? How could UX help? What UX learnings are there? How could you use these as stories that tell why UX is a good thing? 7. How can you help teams work better toward meeting a UX vision? 8. What does the company know about their customers today? How do they know it? How can you help them learn more? How can you compliment their current understanding? 9. What type of culture exists now? Is the organization engineering-centric, design-centric, sales-and-marketing-centric, or something else? - By Paul Sherman, Daniel Szuc, and John Rhodes, UX Matters: Evangelizing UX Across an Entire Organization
  • 24. Directive 
 we take the leadership role & make decisions
 
 vs Collaborative 
 we advise & provide guidance but don’t decide
  • 25. UX maturity 
 affects leadership style Image via Shutterstock
  • 26. Directive 
 we take the leadership role & make decisions
 
 plus Collaborative 
 we advise & provide guidance but don’t decide
  • 27. “ You need to understand where your peers in other disciplines are coming from and communicate the message of UX to them in terms they can understand.” - Pabini Gabriel-Petit, UX Matters
 www.flickr.com/photos/jmsmith000/3169546564
  • 28. Some typical challenges The design team • • • Erhmm…UX what? • How does this impact my role? • Isn’t UX just common sense? • Do we really need it? What do you do? How does this affect me? “The suits” • Finance & board How does this impact our process? • • How much (more) does it cost? • • How does it impact timings? • How do we incorporate it into the project plan? • • That sounds expensive • How can we sell it to clients? How can we justify the cost? The client What is UX? How much value will it bring? • • • • Will it be worth the cost? • • Do we need to pay extra for it? How can we measure it? • How can I justify the additional time? • How can I justify the additional cost? How do I know this will add value? Do we need it? Isn’t that just common sense? The client’s bosses • What impact does this have on the bottom line? • How much is it going to cost me? • What return will it bring compared to our other initiatives? • Is this really a priority?
  • 29. Don’t make it
 a personal matter www.flickr.com/photos/activars/6803363788
  • 30. Addressing the challenges The design team “The suits” Finance & board The client The client’s bosses • Make them understand • Educate & make it easy to explain • Educate & demonstrate the value of UX • Explain & educate on UX & the process • Demonstrate the value of UX to the business • Show how you can help • Help with estimates & project plans • Be clear on how UX 
 can be measured • Make them part of the UX process Give them numbers • • Adjust and fit in • Equip them with arguments & tools • • Give them numbers • • • • Make UX co-owned • Make them excited Create excitement around UX • Make UX co-owned Explain limitations & dependencies Tie in with business objectives & goals • Help them justify costs & times • Make them look good Tie in with business objectives & goals !
  • 31. Involve & build shared 
 understanding and ownership IImage via Shutterstock
  • 32. As well as 
 give something tangible IImage via Shutterstock
  • 33. Time for the 
 first exercise www.flickr.com/photos/suttonhoo22/2070700035
  • 34. 01 HANDLING CHALLENGES Thinking back at your own experiences, discuss in groups the challenges that you normally face and some ways to address them. 1. What are the challenges you come across the most? 2. How would you handle them (differently) based on what we’ve discussed today? www.flickr.com/photos/pinkpurse/5355919491
  • 35. Not enough budget Brought in too late Not included in meetings No budget allocated No direct contact with the client The company doesn’t prioritise it Not enough time allocated Deliverables & timelines are promised without consulting us The client doesn’t prioritise it I just don’t know how to make it tangible The situations we 
 may come across www.flickr.com/photos/ansik/205993142
  • 36. Some typical challenges The design team • • • Erhmm…UX what? • How does this impact my role? • Isn’t UX just common sense? • Do we really need it? What do you do? How does this affect me? “The suits” • Finance & board How does this impact our process? • • How much (more) does it cost? • • How does it impact timings? • How do we incorporate it into the project plan? • • That sounds expensive • How can we sell it to clients? How can we justify the cost? The client What is UX? How much value will it bring? • • • • Will it be worth the cost? • • Do we need to pay extra for it? How can we measure it? • How can I justify the additional time? • How can I justify the additional cost? How do I know this will add value? Do we need it? Isn’t that just common sense? The client’s bosses • What impact does this have on the bottom line? • How much is it going to cost me? • What return will it bring compared to our other initiatives? • Is this really a priority?
  • 37. Addressing the challenges The design team “The suits” Finance & board The client The client’s bosses • Make them understand • Educate & make it easy to explain • Educate & demonstrate the value of UX • Explain & educate on UX & the process • Demonstrate the value of UX to the business • Show how you can help • Help with estimates & project plans • Be clear on how UX 
 can be measured • Make them part of the UX process Give them numbers • • Adjust and fit in • Equip them with arguments & tools • • Give them numbers • • • • Make UX co-owned • Make them excited Create excitement around UX • Make UX co-owned Explain limitations & dependencies Tie in with business objectives & goals • Help them justify costs & times • Make them look good Tie in with business objectives & goals !
  • 38. 10 minutes 01 HANDLING CHALLENGES Thinking back at your own experiences, discuss in groups the challenges that you normally face and some ways to address them. 1. What are the challenges you come across the most? 2. How would you handle them (differently) based on what we’ve discussed today? www.flickr.com/photos/pinkpurse/5355919491
  • 39. 3. How to measure the value & success of UCD
  • 40. “ If you can’t measure it you can’t manage it.” - Steve Fleming, HFI Connect
 www.flickr.com/photos/jmsmith000/3169546564
  • 41. What we do 
 isn’t guess work IImage via Shutterstock
  • 42. Understanding 
 the broader picture 
 From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/
  • 43. From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/
  • 44. From UX lady - Experience maps, user journeys and more… www.ux-lady.com/experience-maps-user-journey-and-more-exp-map-layou
  • 45. The site knows me 
 & what I 
 want Hygiene Feel good Delight Identify key points for experience goals Awareness Consideration Purchase Post purchase
  • 46. UX Matters ‘Communicating the UX Value Proposition - http://uxmag.com/articles/communicating-the-ux-value-proposition
  • 47. Knowing if Understanding why Demonstrating how Repeat or iterate
  • 48. Measuring UX isn’t 
 an exact science IImage via Shutterstock
  • 49. framework 
 for measuring UX initiatives
 
 + mechanism 
 for understanding & guiding where to apply it
  • 50. Start of a project During the design process End of the design process After the project …and ongoing
  • 51. Creating a UX metrics plan: 1. Define your criteria 2. Define the method 3. Define the tools
  • 52. Know what 
 you can measure Image via Shutterstock
  • 53. Money earned Money saved Non-monetary results
  • 54. Metrics we’ll look at • Conversion rates • Average revenue per customer • Support costs • User performance • Net promoter score www.flickr.com/photos/suttonhoo22/2070700035
  • 55. 01 Conversion rate 
 What it is about “ Conversion might measure the number of sales on an ecommerce Web site in comparison to the number of visits, the number of product requests customers submit on a bank Web site, or the number of new registrations for a paid service.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 56. 02 Average revenue per user 
 What it is about “ For both subscription-based applications and services and those that use a freemium model and rely on regular user participation, the average revenue per user (ARPU) metric is highly important.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 57. 03 Support costs
 What it is about “ Any commercial product presents post-sales liabilities to your clients. First among these is the cost of providing support services.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 58. 04 User performance
 What it is about “ When users work with a product on a regular basis and repeatedly perform the same operations day after day, optimizing these operations is always beneficial.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 59. 05 Net promoter score
 What it is about “ It is based on the fundamental premise that customers can be divided into three groups Promoters, Passives, Detractors [and] empirical research has shown that there is a striking correlation between the customer grouping and actual behaviour – repeat purchase and referral patters - over time.” - Bernard Marr
 A Single Measure of Business Success? www.flickr.com/photos/jmsmith000/3169546564
  • 60. 5 mins break
  • 61. 02 UX VALUE PROPOSITION Your company are in discussions about doing a re-design of a big retail website. The main objectives are to increase conversions (sales), provide a customised experience, and decrease the number of customer support calls and emails the company receives. 1. Using UX Matters’ framework, define and map the UX value proposition www.flickr.com/photos/pinkpurse/5355919491
  • 62. UX Matters ‘Communicating the UX Value Proposition - http://uxmag.com/articles/communicating-the-ux-value-proposition
  • 63. From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/
  • 64. From UX lady - Experience maps, user journeys and more… www.ux-lady.com/experience-maps-user-journey-and-more-exp-map-layou
  • 65. The site knows me 
 & what I 
 want Hygiene Feel good Delight Identify key points for experience goals Awareness Consideration Purchase Post purchase
  • 66. 20 minutes 02 UX VALUE PROPOSITION Your company are in discussions about doing a re-design of a big retail website. The main objectives are to increase conversions (sales), provide a customised experience, and decrease the number of customer support calls and emails the company receives. 1. Using UX Matters framework, define and map the UX value proposition www.flickr.com/photos/pinkpurse/5355919491
  • 67. 4. Defining a 
 UX metrics plan
  • 68. Creating a UX metrics plan: 1. Define your criteria 2. Define the method 3. Define the tools
  • 69. Money earned Money saved Non-monetary results
  • 70. Metrics we’ll look at • Conversion rates • Average revenue per customer • Support costs • User performance • Net promoter score www.flickr.com/photos/suttonhoo22/2070700035
  • 71. What it means When to use it How to use it The good, the bad & how to validate it
  • 72. Step 1: starting metric
 Where you are now & what you’ll be comparing against
 
 
 Step 2: target metric
 What you need, or where you want to/ need get to
 Step 3: validating & applying conversion rates
 Understanding limitations, dependencies & influencing factors
  • 73. 01 Conversion rate 
 What it is about “ Conversion might measure the number of sales on an ecommerce Web site in comparison to the number of visits, the number of product requests customers submit on a bank Web site, or the number of new registrations for a paid service..” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 74. 01 Conversion rate 
 The formula number of people who complete [task] / number of site visitors * 100% = conversion rate (%) !
  • 75. 01 Conversion rate 
 What it requires An understanding of: 1. The process you’re trying to measure e.g. the purchase 2. The actions a customer must take 3. Insights from analytics & data 4. Barriers and pain points in current flow 5. How UX initiatives can support or improve it
  • 76. 01 Conversion rate 
 What it involves Step 1: starting conversion rate 
 The current conversion rate, or that of competitors
 
 
 Step 2: target conversion rate
 What you need, or where you want to/ need get to
 Step 3: validating & applying conversion rates
 Realistic & accurate numbers, Comparing against other costs & ways to drive conversions, Other factors that may impact, Test viable design options
  • 77. 02 Average revenue per user 
 What it is about “ For both subscription-based applications and services and those that use a freemium model and rely on regular user participation, the average revenue per user (ARPU) metric is highly important.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 78. 02 Average revenue per user 
 The formula revenue from paid services / number of subscribing users = ARPU (£) per month
  • 79. 02 Average revenue per user 
 What it requires An understanding of: 1. How customers are currently using the products 2. Their needs, behaviour, motivations & barriers (quantitative) 3. Analytics insights of current usage 4. Data on registered paying customers & total revenues 5. The business model & what impact changes would have 6. Design & UX changes that would lead to achieving your target
  • 80. 02 Average revenue per user 
 What it involves Step 1: starting ARPU
 Define the standard time period e.g. month, average revenue for that time period & average subscribers
 
 
 Step 2: target ARPU
 What you need, or where you want to get to & by when
 Step 3: validating & applying ARPU
 Gradual growth, Other business activities & initiatives that impact ARPU, Customer satisfaction vs. increasing ARPU
  • 81. 02 Average revenue per user 
 The formula revenue from paid services / number of subscribing users = ARPU (£) per month ! (ARPU per month #1 * number of registered users in month #1) + … + (ARPU per month ## * number of registered users in month ##) = ARPU per year
  • 82. 03 Support costs
 What it is about “ Any commercial product presents post-sales liabilities to your clients. First among these is the cost of providing support services.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 83. 03 Support costs
 The formula total support expenses / number of registered users = support cost per user (£)
  • 84. 03 Support costs 
 What it requires An understanding of: 1. Current support costs 2. Barriers or problem areas in the customer experience 3. Qualitative understanding of what lies behind it 4. Data & analytics of current support costs & usage 5. How UX and design initiatives can address these 6. Context of the savings
  • 85. 03 Support costs
 What it involves Step 1: starting support cost
 Time frame & what support costs are per user at the moment
 
 
 Step 2: target support cost
 Where you need to get to, or the decrease you estimate UX initiatives can result in
 Step 3: validating & applying support costs
 Time it will take (instant vs. gradual), Other parameters that influence the need for support & support costs, Savings compared to investments, Total savings over time
  • 86. 03 Support costs
 The formula total support expenses / number of registered users = support cost per user (£) ! decrease in support cost per user for activity #1 + decrease in support cost per user for activity #2 = target support cost per user (£) ! (economy per month #1 * number of registered users in month #1) + … + (economy per month ## * number of registered users in month ##) = economy per year
  • 87. 04 User performance
 What it is about “ When users work with a product on a regular basis and repeatedly perform the same operations day after day, optimizing these operations is always beneficial.” - Yury Vetrov, UX Matters
 How to Calculate the ROI of UX Using Metrics www.flickr.com/photos/jmsmith000/3169546564
  • 88. 04 User performance
 The formula time to execute operation #1 !
  • 89. 04 User performance
 What it requires An understanding of: 1. Costs related to an employee 2. Understanding of carrying out the task & its context 3. Usability issues with carrying out the task 4. Technical or legal constraints for current task flow 5. Ripple effect implications
  • 90. 04 User performance
 What it involves Step 1: starting performance rate
 Time to execute task, cost per time unit, e.g. minute
 
 
 Step 2: target performance rate
 What you need, or where you want to get to & by when
 Step 3: validating & applying performance rate
 Accurate average time calculations, Implication of achieving the target, What’s required to achieve the target, Time frame (instant vs. gradual ), Comparing against other initiatives (savings vs. investment), External factors,
  • 91. 04 User performance
 The formula time to execute operation #1 ! employee cost per month / (hours per month * 60 minutes) = cost (£) per minute of employees work ! time to execute operation #1 * cost (£) per minute of employees work = cost to execute task ! cost of UX initiative / (number of employees * cost (£) per minute of employees work) = time saving needed per month to cover cost of UX initiative
  • 92. 05 Net promoter score
 What it is about “ It is based on the fundamental premise that customers can be divided into three groups Promoters, Passives, Detractors [and] empirical research has shown that there is a striking correlation between the customer grouping and actual behaviour – repeat purchase and referral patters - over time..” - Bernard Marr
 A Single Measure of Business Success? www.flickr.com/photos/jmsmith000/3169546564
  • 93. 05 Net promoter score
 The score How likely is it that you would recommend [Company X] to a friend or colleague? (1 - 9) • • • Promoters (score 9–10) = loyal enthusiasts who will keep buying and refer others, fuelling growth. Passives (score 7–8) = satisfied but unenthusiastic customers who are vulnerable to competitive offerings. Detractors (score 0–6) = unhappy customers who can damage your brand and impede growth through negative word-of-mouth.
  • 94. 05 Net promoter score
 What it requires An understanding of: 1. Going beyond the numbers 2. Combining NPS with financials - customer profitability 3. Look further than existing customers !
  • 95. 05 Net promoter score
 What it involves Step 1: starting NPS
 Combining qualitative methods with quantitative
 
 
 Step 2: target NPS
 Based on business objectives or compared to competitors
 Step 3: validating & applying NPS
 Understanding what lies behind the score, Know what can move a customer from one group to another, Combine with customer profitability & other metrics, Look at non-customers
  • 96. 05 Net promoter score
 The formula % of promoters - % of detractors = Net Promoter Score
  • 97. 03 UX METRICS PLAN Your company has given a rough cost estimate for the re-design of the retail website but the client struggles to justify the cost to his manager. Both you and the client know the redesign is needed but the big boss needs numbers. 
 Consider money earned, money saved and non-monetary results and how metrics can support the objectives of the redesign. 1. How could metrics help justify the cost before the project begins? 2. What UX metrics would you recommend for the project as a whole?
 When do you recommend using them and why? www.flickr.com/photos/pinkpurse/5355919491
  • 98. Metrics we’ll look at • Conversion rates • Average revenue per customer • Support costs • User performance • Net promoter score www.flickr.com/photos/suttonhoo22/2070700035
  • 99. Step 1: starting metric
 Where you are now & what you’ll be comparing against
 
 
 Step 2: target metric
 What you need, or where you want to/ need get to
 Step 3: validating & applying conversion rates
 Understanding limitations, dependencies & influencing factors
  • 100. 20 minutes 03 UX METRICS PLAN Your company has given a rough cost estimate for the re-design of the retail website but the client struggles to justify the cost to his manager. Both you and the client know the redesign is needed but the big boss needs numbers. 
 Consider money earned, money saved and non-monetary results and how metrics can support the objectives of the redesign. 1. How could metrics help justify the cost before the project begins? 2. What UX metrics would you recommend for the project as a whole?
 When do you recommend using them and why? www.flickr.com/photos/pinkpurse/5355919491
  • 101. 04 Conversion rate 10 minutes We know the re-design of purchase flow on it own is going to cost £10,000. - 10 out of 100 customers currently convert
 - An average basket size is £40
 - There are 10,000 visitors per day
 - They want to increase revenues to £10,000 per day 1. Based on a realistic target conversion rate how many new customers would the client need to make up the cost? 2. How long would it take to reach this goal? www.flickr.com/photos/pinkpurse/5355919491
  • 102. Conversion rate 
 The formula number of people who complete [task] / number of site visitors * 100% = conversion (%) !
  • 103. A few
 final words... www.flickr.com/photos/martinteschner/4569495912
  • 104. Measuring UX isn’t 
 an exact science IImage via Shutterstock
  • 105. It needs to be seen in conjunction with insights… IImage via Shutterstock
  • 106. …the experience 
 & business as a whole 
 From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/
  • 107. The site knows me 
 & what I 
 want Delight Identify key points for experience goals Hygiene Feel good …& tied with 
 experience goals & business objectives 
 Awareness Consideration Purchase Post purchase
  • 108. Understanding those we work with & 
 how we communicate with them go a long way Image via Shutterstock
  • 109. If clients (or someone else) don’t get it,
 there is generally something to be improved in how we work with them & present our work www.flickr.com/photos/martinteschner/4569495912
  • 110. Any questions? www.flickr.com/photos/perolofforsberg/6691744587
  • 111. Thank you @annadahlstrom | anna.dahlstrom@gmail.com www.annadahlstrom.com