#effec%veuiThe ROI of User Experience          From Strategy and Conception          to Development and ExecutionAnthony Fr...
question:what do these 3 very successful products have in common?
answer:they all found aHUGE female audience
answer:they all found aHUGE female audience   accidentally
Investing in userexperience gives you the opportunity togain wide adoption...   deliberately!
INVEST INGOOD USEREXPERIENCE
There is only one  true measure  for successfuluser experiences...
ROI
The mainingredient forsolution ROI...
User Adoption
user adoption = ROI customer self service x user adoption = ROI  employee data entry x user adoption = ROI  content partic...
investing in a Good User Experience is simply hyper focusing onUser Adoption
IBM “Cost-Justifying Ease of Use”  “Every $1 invested  in usability returnsbetween $10 and $100”
IBM’s Lotus Notes
most technology solutions produce these results
what if we re-defined success by delighting users?
HOW?    (the laws of creatingeffective user experiences)
what was common about the successes?
Law:FOCUS ON THE USER FIRST
✓focus on the end user first by:   understanding user    goals and needs   before deciding on      the user flow
stakeholders defined this user flow                    PICK HOW YOU         OPEN AN           STORE CREDIT                  ...
what theirUSERS WANT THIS:   customers actually needed:                        PACKAGE,     COST VS.            CONFIRM   ...
✓focus on the end user first by:        conducting    good research and      iterating with        prototypes
avoid:  building large user research documents
fewer research interpretations are betterquality of user research                           number of interpretations   th...
Law:I.T. PROBABLY DOES NOT UNDERSTAND YOUR CUSTOMERS
baduigallery.comhow did this happen?
“Software today isdesigned for the people  who are building it”
this is typically how I.T. sees your customers
ABC CORP SYSTEMARCHITECTURETRANSACTION                CITIZEN DATA  SERVER            LEGACY  BPM     AUTOMATION     CMS  ...
avoid:allowing I.T. to make  uninformed userexperience decisions
avoid:      Allowing I.T. to       offshore your     interface design      or architecture
Law:USERS DON’T KNOW  HOW TO BUILD  REQUIREMENTS
You need to interpretwhat your users ask for
- Henry Ford If I had asked people what  they wanted, they would  have said ‘faster horses.’
“where’s the refresh button?”                      joe user
Law:VALUE GOOD  DESIGN
Give me 5 features  that made you   upgrade youroperating system
Adobe Watson Express
avoid:           Asking for         the “big pitch”
Law: PLAY CHESSNOT CHECKERS
does anyone here think this is possible? “In less than 8 weeks we created a game-changing   customer experience”
UX
Revolution                                            Innovation organizational                Evolution    technology    ...
business     cultural                trends                economic      markets                                          ...
say               socialize collaborate                     behaviors               make          do                      ...
IBM “Cost-Justifying Ease of Use”  “Every $1 invested  in usability returnsbetween $10 and $100”
most companies are                                  spending money fixinginnovation                        user adoption is...
✓play chess by:    Taking the time for    strategic research      combined with    iterative validation
Law: DO NOT TRYTO DESIGN FOR  EVERYONE
If you attempt todesign for everybody, you wind up building       for nobody
this is the result of building for everyone
✓do not build for everyone:   Contextualize how  you think about your   users by defining a small set of user types        ...
avoid:    “Fewer features”
from: Joel Spolsky’s topic, It’s Not That Hard”an example of “feature” thinking
from: Joel Spolsky’s topic, It’s Not That Hard”an example of “end user” thinking
Law:RIGID PLANS ARE PLANS TO FAIL
“Software projects arepredictably unpredictable”
process diagrams are a dime a dozen
avoid:     you can’t schedule innovation like this
On Time  On Budget  No Hard Conversations(who cares if anyone is using it)rigid plans attempt to produce these results
✓projects are unpredictable because:  SCOPE = PRODUCT
Law:EVERY PRODUCTNEEDS A SINGLE    VISION
ProductExecutive             Designer   Developer            Manager
ProductExecutive             Designer   Developer            Manager
define success and build consensus
understandthe end user
contextual research
Context Scenarios                                                                       Logs in to the console            ...
Gwen’s Customer Journey                   Gwen is moving her family of three. She knows she’s going to need phone and inte...
customer stories
build prototypes based on research
use prototypes to conduct empirical research
inspire good design
Mood Board : Showcase                 Mood Board : Slate                                      Mood Board : Dynamicmood boa...
design compositions
ensure business,design & technology   collaboration
TriGeo Console Project Milestone v_0.1                                                                    Last Modi ed: Oc...
wireframes
Adobe Video Workshopgraphic components                       Adobe Video Workshop                       style guidegraphic...
interactive technical references
articulate the vision
vision demos
bad news: GOOD UX IS HARD     good news:THERE ARE REWARDSFOR GETTING IT RIGHT
sales conversion time    reduced by 35%  manufacturing costs   dropped by 42%online revenue grew from:        $5 million  ...
Thank You             #effec%veuiAnthony Franco                twitter.com/anthonyfrancoPresident, EffectiveUI    anthonyfr...
The ROI of User Experience
The ROI of User Experience
The ROI of User Experience
The ROI of User Experience
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The ROI of User Experience

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In "The ROI of User Experience: From Strategy and Conception to Development and Execution,"
EffectiveUI President Anthony Franco demonstrates why companies need to invest in user experience and user experience research, and how to optimize and measure UX ROI.

Published in: Business, Technology, Design

The ROI of User Experience

  1. 1. #effec%veuiThe ROI of User Experience From Strategy and Conception to Development and ExecutionAnthony Franco twitter.com/anthonyfrancoPresident, EffectiveUI anthonyfranco.wordpress.com
  2. 2. question:what do these 3 very successful products have in common?
  3. 3. answer:they all found aHUGE female audience
  4. 4. answer:they all found aHUGE female audience accidentally
  5. 5. Investing in userexperience gives you the opportunity togain wide adoption... deliberately!
  6. 6. INVEST INGOOD USEREXPERIENCE
  7. 7. There is only one true measure for successfuluser experiences...
  8. 8. ROI
  9. 9. The mainingredient forsolution ROI...
  10. 10. User Adoption
  11. 11. user adoption = ROI customer self service x user adoption = ROI employee data entry x user adoption = ROI content participation x user adoption = ROIuser generated content x user adoption = ROI process automation x user adoption = ROI
  12. 12. investing in a Good User Experience is simply hyper focusing onUser Adoption
  13. 13. IBM “Cost-Justifying Ease of Use” “Every $1 invested in usability returnsbetween $10 and $100”
  14. 14. IBM’s Lotus Notes
  15. 15. most technology solutions produce these results
  16. 16. what if we re-defined success by delighting users?
  17. 17. HOW? (the laws of creatingeffective user experiences)
  18. 18. what was common about the successes?
  19. 19. Law:FOCUS ON THE USER FIRST
  20. 20. ✓focus on the end user first by: understanding user goals and needs before deciding on the user flow
  21. 21. stakeholders defined this user flow PICK HOW YOU OPEN AN STORE CREDIT CLICK EMAIL SHIP WILL PAY CARD INFORMATION WAIT FOR EMAIL TO CONFIRM ACCOUNT Now? I just want to ship something. LOGIN PACKAGE, CHOOSE CHECK PRICE/ DETAILED TO & FROM CONFIRM TRACK SERVICE PAY DESCRIPTIONI don’t know how What doesto answer that. each cost?
  22. 22. what theirUSERS WANT THIS: customers actually needed: PACKAGE, COST VS. CONFIRM SHIP TO & FROM TIME DECISION PAY & TRACK this is what users wanted
  23. 23. ✓focus on the end user first by: conducting good research and iterating with prototypes
  24. 24. avoid: building large user research documents
  25. 25. fewer research interpretations are betterquality of user research number of interpretations the fidelity of research deliverables
  26. 26. Law:I.T. PROBABLY DOES NOT UNDERSTAND YOUR CUSTOMERS
  27. 27. baduigallery.comhow did this happen?
  28. 28. “Software today isdesigned for the people who are building it”
  29. 29. this is typically how I.T. sees your customers
  30. 30. ABC CORP SYSTEMARCHITECTURETRANSACTION CITIZEN DATA SERVER LEGACY BPM AUTOMATION CMS FRAMEWORK project teams minimize the user 3rd PARTY 3rd PARTY WORKFLOW CONTENT in almost every process SOA SEARCH ENGINE OPTIMIZATION UI and this is where they put them
  31. 31. avoid:allowing I.T. to make uninformed userexperience decisions
  32. 32. avoid: Allowing I.T. to offshore your interface design or architecture
  33. 33. Law:USERS DON’T KNOW HOW TO BUILD REQUIREMENTS
  34. 34. You need to interpretwhat your users ask for
  35. 35. - Henry Ford If I had asked people what they wanted, they would have said ‘faster horses.’
  36. 36. “where’s the refresh button?” joe user
  37. 37. Law:VALUE GOOD DESIGN
  38. 38. Give me 5 features that made you upgrade youroperating system
  39. 39. Adobe Watson Express
  40. 40. avoid: Asking for the “big pitch”
  41. 41. Law: PLAY CHESSNOT CHECKERS
  42. 42. does anyone here think this is possible? “In less than 8 weeks we created a game-changing customer experience”
  43. 43. UX
  44. 44. Revolution Innovation organizational Evolution technology ecosystem Mobile delivery Web channel DesktopUX Device
  45. 45. business cultural trends economic markets connectivity legal language localityUX accessibility technology
  46. 46. say socialize collaborate behaviors make do want need see touch sensesUX feel hear
  47. 47. IBM “Cost-Justifying Ease of Use” “Every $1 invested in usability returnsbetween $10 and $100”
  48. 48. most companies are spending money fixinginnovation user adoption issues rather than doing the less costly work of strategically forecasting user needs 20% 80% maintenance Pressman, 1992 80% of development are maintenance costs
  49. 49. ✓play chess by: Taking the time for strategic research combined with iterative validation
  50. 50. Law: DO NOT TRYTO DESIGN FOR EVERYONE
  51. 51. If you attempt todesign for everybody, you wind up building for nobody
  52. 52. this is the result of building for everyone
  53. 53. ✓do not build for everyone: Contextualize how you think about your users by defining a small set of user types (a maximum of 3 is best)
  54. 54. avoid: “Fewer features”
  55. 55. from: Joel Spolsky’s topic, It’s Not That Hard”an example of “feature” thinking
  56. 56. from: Joel Spolsky’s topic, It’s Not That Hard”an example of “end user” thinking
  57. 57. Law:RIGID PLANS ARE PLANS TO FAIL
  58. 58. “Software projects arepredictably unpredictable”
  59. 59. process diagrams are a dime a dozen
  60. 60. avoid: you can’t schedule innovation like this
  61. 61. On Time On Budget No Hard Conversations(who cares if anyone is using it)rigid plans attempt to produce these results
  62. 62. ✓projects are unpredictable because: SCOPE = PRODUCT
  63. 63. Law:EVERY PRODUCTNEEDS A SINGLE VISION
  64. 64. ProductExecutive Designer Developer Manager
  65. 65. ProductExecutive Designer Developer Manager
  66. 66. define success and build consensus
  67. 67. understandthe end user
  68. 68. contextual research
  69. 69. Context Scenarios Logs in to the console Monitors network feeds Sets advanced lters Establishes rules Receives an alert Drills down to problem area Discovers and attack Quarantines a ected area James Woo Context Scenarios Logs in to the consolePower User Primary Persona Reviews Network Activity Sets New RulesJames is an IT administrator for an internal network of a 3000 employee corporation. He ison call 24-7 and is responsible for maintaining a very complex, multi-tiered environment,from high-pro le servers to employee computers.Being able to put his nger to the “pulse of the network”, maintain ne-grain control oftra c and maintain a high level of security is what James relies on. There are gigabits ofactivity happening every hour that he must be able to respond to at a moments notice. Marian PhillipsWhen James logs in to the application he is able to maintain an overview of his network. Novice User Secondary PersonaHe knows the network inside and out and has customized his “workspace” to cater to the Context Scenarios Logs in to the consolemost critical areas. Glances at Dashboard Marian is IT support for a 200 employee company. She monitors the network, but also Evaluates network “saves” helps with employee hardware and software. The rst order of business for Marian is checking email, voice messages and the current status of the network. She receives an email stating that employees are no longer allowed to browse YouTube.com. In addition to monitoring the network, Marian can perform a couple easy steps to creating a rule to block employees from browsing to YouTube.com. Sure, Marian can view every Clark McCarthy network activity, but her primary concern is responding to the immediate demands of enforcing company policies. Executive User Secondary Persona Context Scenarios Demonstrates the application Drills into speci c features Clark is CTO for a 3000 employee company and reports directly to board members. He likes to keep tabs on the companies network response and e ectiveness to see if spending all that money on new servers is really paying o . Steve wants an easy-to-use dashboard that allows him to monitor just how great his Newstead George network is running. It also doesn’t hurt that he has high level information he can use to get get praise from the boss. TriGeo Executive George is looking for a product that can be white labeled and headed on the path to a SaaS o ering while delivered on time and with required functionality. Context Scenarios Gives a demo Navigates through features Linda Deris TriGeo Employee Linda is focused on selling TriGeo o erings. She wants something easy to demo and sell while successfully conveying the value, ease and power of the application.user archetypes
  70. 70. Gwen’s Customer Journey Gwen is moving her family of three. She knows she’s going to need phone and internet service. The affective and contextual factors that will affect Gwen’s choice in telecom vendors are price, her existing knowledge and previous experience. ? nt fro e. . up ? . . n od ns lo h. h ed ue as e. ? go ea is a rc fo uc t g . va dg va xp o k ight ea in n’t m th e. m i nc wle is . s ar h o ct ar e r ou le to be th do ce r uc s a no do ? ew t l go g. at e to vi m ay be y es in en ht m gu o ad p tim so ice tt ov h l g to yv n e w ab ni ice ie es ice e m er i e d ve rv n ee tio . ur be e v sa e dd em er M e go as ys er tim ha e’r s ed i yn es lla itt h u fin th se en to er ss W e. yb re io n ce th e eI ll m th t a lo ev ing ns lin ow cis m wi Pr em d ro e’s eI ’s a do vi t o ul co on p ed no t g e p n r re em us ho s I’v hy he he re d is w go e l yp m na ’m No I’ll It’s Ho ed e & Is Th Th el Th I us W t W W I’ll tio d tra wh ite xio ra us er xc pi An Fr Ov E AsThoughts& Feelings Calls to order serviceEmotional Emotion throughout journey Goes online and checks out different optionsExperience Emotion towards -------- Consults with influencer I can’t afford what I’m finding here. On hold for too long. Hanging up. Ends phone call Go back Go backPhases ofthe Journey Inquiry Comparison Purchase Installation Description Description Description Description The Inquiry phase consists of the reasons people are The potential customer comes in to the Comparison The Purchase phase involves the provider demanding Installation phase is the handoff from customer shopping around for new service. These are usually phase usually armed with the right info, tech jargon, quite a bit of personal info. The order flow tends to be service to the installer. There are usually scheduling related to moving and relocation, an upgrade to and is looking for lowest cost. They tend to be brand complex and the process can be all over map. There is conflicts between all parties involved. This phase can existing service, or hunting down new deals. Moving agnostic . If they can’t find the right price or the right a sense of delayed gratification - waiting on service usually be somewhat painful for the customer in is the biggest reason. services, they may leave and go back to inquiry. installation and activation. dealing with installer. Recommendations Recommendations Recommendations Recommendations Design homepages with separate targeted call-out Recommend using IP Location services to geo-locate Reduce amount of info required by streamlining and Many factors converge to make this phase of the areas lying above the fold tailored for residential customers - removing the current service address improving any areas that contain form fields using customer journey unpleasant. Providing accurate customers and tech-savvy customers. Internal product roadblock. Allowing users to configure services before industry best practices. Work on setting expectations arrival times, courteous technicians, and clear instruc- areas should include basic plain-english product adding them to the cart, and reflecting bundled price for installation phase with customer service reps on tion materials during Installation can help alleviate descriptions and large price points with a clear call to discounts in a clear and obvious manner. the phone to improve overall experience with your the negative experience inherent in this phase. Also, action. Tech-savvy bullet points should include brand. consider having leave behind customer comment keywords that summarize options and features cards so customers feel empowered to give feedback typically found in product datasheets. into the process. the customer journey
  71. 71. customer stories
  72. 72. build prototypes based on research
  73. 73. use prototypes to conduct empirical research
  74. 74. inspire good design
  75. 75. Mood Board : Showcase Mood Board : Slate Mood Board : Dynamicmood boards
  76. 76. design compositions
  77. 77. ensure business,design & technology collaboration
  78. 78. TriGeo Console Project Milestone v_0.1 Last Modi ed: October 30, 2008 9:12 AMEXPERIENCE MAPThe Experience Map acts as a diagram of the “ ow” of anapplication. It is important to hone in on this high-levelframework of the application so a clear direction may beestablished. This map helps the direction of wireframes withoutgetting too far into the details.The content of the Experience Map is based on user research,a current understanding of the application and methods ofimproving usability. As more information is gathered andExperience Map evolves until a direction has been established.Creating the Experience Map was an ongoing process that ranin tandem with wireframes and creating design compositions.Although there was some inconsistent overlap due to these areasbeing done in parallel, thinking around wireframes helped totighten areas of the Experience Map and vice versa.In the end, a solid overview of the TriGeo Console was generatedthat acts as the foundation for additional development and userexperience re nement. There is still work to be done and directlycorrelates to the Wireframes. 20 experience maps
  79. 79. wireframes
  80. 80. Adobe Video Workshopgraphic components Adobe Video Workshop style guidegraphic elements and style guides
  81. 81. interactive technical references
  82. 82. articulate the vision
  83. 83. vision demos
  84. 84. bad news: GOOD UX IS HARD good news:THERE ARE REWARDSFOR GETTING IT RIGHT
  85. 85. sales conversion time reduced by 35% manufacturing costs dropped by 42%online revenue grew from: $5 million to $85 million...all in less than 9 months
  86. 86. Thank You #effec%veuiAnthony Franco twitter.com/anthonyfrancoPresident, EffectiveUI anthonyfranco.wordpress.com

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