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Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
Mobile service design mythbusters
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Mobile service design mythbusters

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The purpose of this presentation is to provide best practices to mobile service development. The statements are based on industry expert interviews which are then modified in four workshops. The …

The purpose of this presentation is to provide best practices to mobile service development. The statements are based on industry expert interviews which are then modified in four workshops. The interviews were conducted between November 2013 and January 2014. The workshops were arranged in January 2014.

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  • 1. Teleforum  ry Idean Mobile  service   design  mythbusters Juhani  Kivikangas,  Kalle  Snellman February  2014
  • 2. Development   process  from  an   idea  to  a  service   launch  takes  at   least  a  year
  • 3. Development   process  from  an   idea  to  a  service   launch  takes  at   least  a  year Something  has   gone  wrong  if  you   haven’t  launched   within  6  months • Myth • Naturally  the  length  of  development  process  varies  case  by  case.  The  fastest  projects  may  take   an  experienced  team  just  days  from  idea  to  a  ready  service.  Complicated  projects  may  take   months.  But  if  the  project  goes  on  for  more  than  6  months,  you  either  have  an  excepNonally   complicated  project  or  something  has  gone  wrong.
  • 4. Massive  funding   makes  things   happen
  • 5. Massive  funding   makes  things   happen No,  it’s  not  the   money,  it’s  passion   and  devoNon • Myth • As  a  rule,  developing  a  mobile  service  does  not  require  massive  staffing  or  other  expensive   resources.  It  is  possible  to  create  world-­‐class  mobile  services  with  very  low  cost-­‐structure.   MarkeNng  is  oSen  the  first  phase  that  requires  larger  sums  of  money.   Massive  funding  too  early  in  the  project  may  distract  the  focus  of  the  core  team  and  lead  to   swelling  project  sizes.
  • 6. Before  anything  else,   we  need  to  make  a   massive  market  study   and  a  business  case
  • 7. Before  anything  else,   we  need  to  make  a   massive  market  study   and  a  business  case Instead,  go  out  and   test  your  idea  with   a  stranger • Myth • Earlier  it  was  too  costly  to  create  a  mobile  service  without  checking  the  odds  first.  Nowadays  it  would  be  too   expensive  and  Nme  consuming  to  make  a  market  study  first.  CreaNng  a  prototype  or  even  a  ready  service  may   take  as  long  as  making  a  market  study.  Besides,  can  you  ever  get  more  accurate  feedback  than  by  selling  the   actual  service  to  real  customers?  This  does  not  say  that  one  should  not  check  the  market  feasibility  first  (e.g.   steps  in  going  internaNonal,  tax  rules,  local  requirements  for  health  care  apps).  
  • 8. All  success  stories   are  based  on   unique  ideas  and   innovaNons
  • 9. All  success  stories   are  based  on   unique  ideas  and   innovaNons The  majority  of   success  stories  are   based  on  smart   copying • Myth • Firstly,  the  number  of  mobile  apps  in  the  App  Store  has  exceeded  one  million  and  it  is   increasingly  difficult  to  come  up  with  something  totally  unique.  Secondly,  most  of  today’s   famous  success  stories  are  copies  of  some  exisNng  concepts.  The  difference  is  typically  that   they  have  solved  some  of  the  issues  smarter  than  the  original  concepts  and  added  new   perspecNves  the  original  idea.  
  • 10. Only  a  large  team   can  create  a   successful  service
  • 11. Only  a  large  team   can  create  a   successful  service Small  and   autonomous  teams   make  faster  and   beer  decisions • Myth • Today’s  success  stories  have  been  designed  and  developed  by  groups  of  3  to  6  people.  These   mulNdisciplinary  teams  combine  persons  with  e.g.  interacNon,  technological,  business,  graphic   and  analyNcal  skills. In  many  cases,  a  larger  team  makes  it  harder  to  succeed.  A  larger  group  is  less  dynamic,   communicaNon  is  more  difficult,  larger  groups  tend  to  be  harder  to  get  inspired,  etc.
  • 12. Do  not  launch   before  the  service   is  100%  ready
  • 13. Do  not  launch   before  the  service   is  100%  ready Consider  launch   just  as  one   milestone  in  a  long   development   process • Myth • Service  launch  should  be  seen  as  one  development  phase  among  others.  All  services  need   iteraNon  aSer  the  launch,  some  more  and  some  less.  Of  course,  one  should  not  release   anything  half-­‐baked  or  unfinished.  On  the  other  hand,  there  is  no  100%  ready  service  either.   A  service  should  be  polished  and  good  quality  when  released.  However,  it  does  not  need  to   incorporate  all  the  possible  features.  One  can  test  and  add  these  later  on.
  • 14. The  service  must   be  feature-­‐rich  in   order  to  become   successful
  • 15. The  service  must   be  feature-­‐rich  in   order  to  become   successful No!  Instead  the   service  should  be   best  in  doing  one   thing • Myth • Do  not  try  to  stuff  all  the  desktop  service  features  into  mobile  screen.  What  works  in  a  desktop   service  does  not  necessarily  work  in  a  mobile.  Moreover,  a  mobile  user  does  not  typically  have   paNence  to  get  acquainted  with  complicated  services.  At  least  one  should  hide  the  complexity   from  the  users.  
  • 16. Striking  looks  can   make  a  service  fly   even  if  the  core   service  idea  is  not   clear
  • 17. Striking  looks  can   make  a  service  fly   even  if  the  core   service  idea  is  not   clear   Nothing  helps  if   the  customer  does   not  get  the  idea • Myth • What  seems  to  be  clear  for  the  father  of  an  idea  is  not  necessarily  obvious  to  others.  Therefore   make  sure  that  you  really  provide  value  to  your  customer  in  a  simple  and  intuiNve  way.   Controversially  there  are  some  services  that  have  made  a  breakthrough  although  they  don’t   look  nice.  However,  a  perfect  combinaNon  is  great  looks  combined  with  great  idea.
  • 18. The  first  in  the   market  wins
  • 19. The  first  in  the   market  wins • Myth • The  pioneers  are   hardly  ever   winners.  Unless   they  learn  and   adjust   conNnuously. Unfortunately  the  pioneer  is  oSen  either  ahead  of  its  Nme  or  otherwise  unable  to  meet  the   demand.  Typically  a  second  Ner  company  copies  the  core  idea,  modifies  it  and  makes  it  a   success.  
  • 20. TradiNonal  media   is  useless
  • 21. TradiNonal  media   is  useless Do  not   underesNmate  the   power  of   tradiNonal  media   • Myth • Many  hot  start-­‐ups  claim  that  they  have  not  used  a  penny  on  tradiNonal  markeNng.  This  may  be   true,  but  many  successful  services  have  received  a  crucial  boost  from  tradiNonal  media  at  some   stage  of  their  journey.   Take  for  example  Rovio  and  its  Angry  Birds  brand.  How  many  stories  has  there  been  wrien   about  them  in  tradiNonal  media?  Who  would  dare  say  that  it  would  not  have  made  a   difference?
  • 22. Famous  mobile   services  were   instant  successes
  • 23. Famous  mobile   services  were   instant  successes Instead,   surprisingly  many   companies  have   abandoned  their   original  strategy • Myth • Did  you  know  what  Instagram,  Groupon,  Flickr  or  Twier  did  prior  to  what  has  made  them   famous?  LocaNon  based  social  networking,  campaign  websites,  mulNplayer  online  games  and   podcast  sharing.  And  they  were  not  very  successful  in  these  fields.  These  companies  were  able   to  learn  and  had  courage  to  turn  their  business  around.  That  made  them  winners.
  • 24. Users  are  willing  to  go   the  extra  mile  to   learn  to  use  a  slightly   complicated  service
  • 25. Users  are  willing  to  go   the  extra  mile  to   learn  to  use  a  slightly   complicated  service Yes,  but  only  if  the   perceived  value  is   greater  than  the   effort • Myth • As  a  rule,  the  probability  of  dropout  in  the  service  use  grows  the  harder  the  service  is  to  use.   The  first  seconds  for  a  new  service  are  crucial  and  therefore  one  can  never  overemphasize  the   importance  of  smooth  user  experience.
  • 26. Another  successful   company  solved   the  problem  like   this,  we  need  to  do   it  that  way,  too
  • 27. Another  successful   company  solved   the  problem  like   this,  we  need  to  do   it  that  way,  too Yes,  someNmes.   But  you  should   always  challenge   the  current   soluNon  first. • Myth • Before  you  copy  others,  ask  yourself  if  this  is  really  the  best  soluNon  in  this  context?  Could   there  be  another  soluNon,  which  would  improve  the  experience  and  make  your  service   different?  Everybody  makes  mistakes,  even  the  best  of  us.  Therefore  improvements  can  be   found  even  in  the  best  services.  
  • 28. Hard  work  replaces   luck
  • 29. Hard  work  replaces   luck Sorry,  but  even   hard  work  is  not   enough  alone.   Therefore  give  luck   a  chance! • Myth • Hard  work  is  elementary  for  success.  However,  all  of  the  known  success  stories  seem  to  have   been  lucky  in  a  way  or  another.  It  may  have  been  Nming,  unexpected  publicity,  or  something   else.  Trying  hard  without  giving  up  gives  you  a  beer  chance  to  be  lucky.
  • 30. Great  design  work   is  too  expensive
  • 31. Great  design  work   is  too  expensive No,  quite  the   opposite.  Cheap   and  sloppy  design   is  more  expensive. • Myth • Fixing  a  sloppy  design  aSerwards  is  difficult  and  expensive.  Not  to  menNon  all  the  lost   customers  due  to  bad  customer  experience.  One  does  not  get  a  chance  to  make  a  first   impression  twice.  Therefore  one  should  avoid  failures  by  doing  things  carefully  right  at  the  first   try.  
  • 32. Myths  In  Mobile  Service  Design 1  2  Development  process  from  an  idea  to  ready  service  takes  at  least  a  year Massive  funding  makes  things  happen 3  Before  anything  else,  we  need  to  make  a  massive  market  study  and  a  business  case 4  All  success  stories  are  based  on  unique  ideas  and  innovaNons 5  Only  a  large  team  can  create  a  successful  service 6  Do  not  launch  before  the  service  is  100%  ready 7  The  service  must  be  feature-­‐rich  in  order  to  become  successful 8  A  striking  looks  can  make  a  service  fly  even  if  the  core  service  idea  is  not  clear   9  The  first  in  the  market  wins 10  TradiNonal  media  is  useless 11  Famous  mobile  services  were  instant  successes 12  Users  are  willing  to  go  the  extra  mile  to  learn  to  use  a  slightly  complicated  service 13  Another  successful  company  solved  the  problem  like  this,  we  need  to  do  it  that  way,  too 14  Hard  work  replaces  luck 15  Great  design  work  is  too  expensive
  • 33. Ideas  that  could  never  fly!     Who  would  be  stupid  enough  to  try  something  like  this? Downgrade  your  top-­‐quality  mulN-­‐megapixel  photo  to  look  like   it  has  been  taken  in  the  70s Rent  your  apartment  to  a  stranger  and  compete  with  hotel   accommodaNon Earn  virtual  badges  by  recording  where  you  are Send  others  pictures  that  will  show  only  once Order  your  taxi  with  a  mobile  app  and  pay  extra  for  the  ride Tell  your  friends  +  some  half-­‐strangers  that  you  ate  omelet  for   breakfast.  And  assume  they  would  actually  be  interested.   Destroy  pigs  with  birds  by  using  a  slingshot
  • 34. Ooops…    Ideas  that  could  never  fly!     Who  would  be  stupid  enough  to  try  something  like  this? Downgrade  your  top-­‐quality  mulN-­‐megapixel  photo  to  look  like   it  has  been  taken  in  the  70s Rent  your  apartment  to  a  stranger  and  compete  with  hotel   accommodaNon Earn  virtual  badges  by  recording  where  you  are Send  others  pictures  that  will  show  only  once Order  your  taxi  with  a  mobile  app  and  pay  extra  for  the  ride Tell  your  friends  +  some  half-­‐strangers  that  you  ate  omelet  for   breakfast.  And  assume  they  would  actually  be  interested.   Destroy  pigs  with  birds  by  using  a  slingshot Instagram Airbnb Foursquare Snapchat Uber Facebook Rovio
  • 35. About  the  presentaNon The  purpose  of  this  presentaNon  is  to   provide  best  pracNces  to  mobile  service   development.  The  statements  are  based  on   industry  expert  interviews  which  are  then   modified  in  four  workshops.  The  interviews   were  conducted  between  November  2013   and  January  2014.  The  workshops  were   arranged  in  January  2014. One  of  the  first  project  findings  was  that   there  is  no  “one  size  fits  all”  model  for   developing  mobile  services.  Therefore  a   mobile  service  designer  should  always  think   how  the  given  advice  fit  and  apply  to  the   viewed  service.   Interviewed  industry  experts: Ilkka  Paananen,  CEO,  Supercell Jonas  Rundberg,  Head  of  Development,  King   Lars  Jörnow,  VP  of  Growth,  King Jarkko  Paalanen,  Business  Development  Director,  FingersoS Tero  Kuitnen,  VP,  Sales  &  MarkeNng,  Alekstra Aruri  Tarjanne,  General  Partner  at  Nexit  Ventures Will  Cardwell,  Senior  Lecturer  at  Aalto  University Lassi  Kurkijärvi,  Director  InnovaNon  Lab,  Sanoma  Digital Timo  Lappi,  Legal  Entrepreneur  and  Angel,  Fondia  Oy,  Helt,   Boardman  Oy Jussi  LysNmäki,  CEO,  Schibsted  Classified  Media,  Finland Jouni  Hytönen,  Producer,  Fonecta  Oy Osmo  Hautanen,  CEO,  Magnolia  Inc. Ben  Kaufman,  CEO  and  Founder,  Quirky Phil  Mueller,  VP  Customer  Success,  Moovweb Peter  Nordberg,  Entrepreneur,  ExecuNve,  Analyst Greg  Franklin,  Principal,  Intellect  Partners  -­‐  Telecom  Venture   Catalyst Benjamin  Keyser,  Head  of  TU  Consumer  CommunicaNons  Products,   Telefonica  Digital Daniel  Newmark,  Senior  Partner  at  Aprimo-­‐Teradata,  former  Private   Angel  Investor Miia  Wren,  VP,  Idean Mikko-­‐Pekka  Hanski,  Co-­‐Founder,  Idean Roope  Kärki,  Designer,  Idean
  • 36. Other  contributors Cross-­‐industry  steering  group Pekka  Sivonen,  Appcampus Janne  Aaltonen,  Hyksin  Ltd Peter  Klenberg,  Tuko  LogisNcts  Oy Ismo  Kosonen  Ministry  of  Transport  and  CommunicaNons Vesa  Kurki,  FMI Ilkka  Lehto,  Teleforum  ry ChrisNan  Lindholm,  Koru Henry  Nieminen,  CGI Mika  Okkola,  MicrosoS Ville  Peltola,  IBM Mikael  Stendahl,  Nokia Kari  Systa,  Tampere  University  of  Technology Mikko  Terho,  Huawei Jukka  Viitasaari,  Teknologiateollisuus  ry Inka  Vilpola,  Wärtsila Tiina  Zilliacus,  Gajatri  Studios  Oy
  • 37. Kiitos,  tack,  Thank  You   Contact Teleforum  Ry Idean  Enterprises  Oy Juhani  Kivikangas  -­‐  CEO Kalle  Snellman  -­‐  Senior  Strategist Juhani.kivikangas@teleforum-­‐ry.fi +358  40-­‐556  1228 Kalle.snellman@idean.com +358  40-­‐731  5774

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