Circa 2001 Capabilities presentation

1. HannaHodge and ‘Client’
a partnership in user-centered innovation

2. © 2001, HannaHodge, Inc. All rights reserved.
2
delight customers
reveal opportunities
immerse
innovate
make big bucks

3. © 2001, HannaHodge, Inc. All rights reserved.
3
about HannaHodge
point of view
the ROI
what we offer
process
clients and partners
case studies
next steps
agenda

4. © 2001, HannaHodge, Inc. All rights reserved.
4
who is HannaHodge?
We are a user experience firm that focuses solely on
matching digital products and services to people’s
wants and needs.
what we do?
We help clients recognize opportunities for
innovative products, then create products that make
the most of those opportunities: designs that people
desire and that fit the patterns of people’s lives.
about HannaHodge

5. © 2001, HannaHodge, Inc. All rights reserved.
5
why HannaHodge ?
• we make user-driven innovations; that’s the goal of
everything we do
• we employ fast moving, focused, interdisciplinary
core teams
• we staff a surprising breadth & depth of experience
in each team
• we live for this stuff: we have a unique point of view
on mobile products and technologies
• about HannaHodge
point of view
the ROI
what we offer
process
clients and partners
case studies
next steps

6. © 2001, HannaHodge, Inc. All rights reserved.
6
Parrish Hanna, President
• design leader at IBM Global Services
• Professor of Industrial Design at University of
Cincinnati
• twelve years experience in human-computer
interaction
• awarded Clio Award for interactive kiosk design in
1997
Challis Hodge, CEO
• user advocate at IBM Global Services
• created U of Wisconsin interface design curriculum
• adjunct Professor at the University of Cincinnati
• award winning work for Black & Decker
Marc Rettig, CXO
• as Chief Experience
Officer, oversees
HannaHodge’s
Experience Engine
• led UX efforts at
Cambridge Technology
Partners
• created Cambridge’s “UX
Innovation Center”
• senior architect at
Accenture
the lineage is rooted in business fundamentals
• about HannaHodge
point of view
the ROI
what we offer
process
clients and partners
case studies
next steps

7. © 2001, HannaHodge, Inc. All rights reserved.
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design strategists
those rare people who are
expert at applying the design
process to strategic
questions
cognitive engineers bring
insight into how our work
relates to human perception,
memory and understanding
linguists
understand the nature and
structure of human language
interaction designers
combine skills in information
architecture, interface
design, and sensory design
technologists bring insight
into the constraints and
possibilities of technology,
skill in prototype
development, and a way with
code.
industrial designers with
knowledge of physical
product design, materials,
manufacturing, and the bond
between hardware and
software
anthropologists and
social scientists who have
techniques for understanding
behavioral, physical, social,
and cultural development of
people
business strategists
knowledgeable in market
strategies, organizational
change, brand and channel
development, etc.
this core team identifies your path
to competitive advantage
• about HannaHodge
point of view
the ROI
what we offer
process
clients and partners
case studies
next steps
the HannaHodge team consists of…

8. © 2001, HannaHodge, Inc. All rights reserved.
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how we’re the best…
we are unique because…
we’re the only company that gives you new insights into
customers, conceives innovative ways to build
business on those insights, then turns over complete
plans for executing the innovation.
better than a market research firm
you don’t just get research findings, you get actionable
ideas, specifications, and plans
better than a design firm
blueprints cover more ground than a product or site
design; it describes much more than appearance and
features
better than a technology firm
blueprints reflect original, deep customer insights, and
blueprints address much more than just technology
issues
• about HannaHodge
point of view
the ROI
what we offer
process
clients and partners
case studies
next steps

9. © 2001, HannaHodge, Inc. All rights reserved.
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point of view
the surest road
to business innovation
begins and ends
with people

10. © 2001, HannaHodge, Inc. All rights reserved.
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the challenges
the people challenge
how does ‘client’ consistently conceive products that fit the
complexity of people’s lives, and so are eagerly accepted by
the market?
the technology challenge
using an emerging technology is risky business. How does
‘client’ exploit the opportunities but mitigate the risk?
the challenge of navigating through change
however confident you might be of a product concept now,
technologies and markets change rapidly. How does ‘client’
plan when we can’t know what’s going to happen?
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps

11. © 2001, HannaHodge, Inc. All rights reserved.
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NEEDED &
DESIRED
the goal for 'client'
The goal: a future in which, for many kinds
of people, engaged in many activities in
many contexts, ‘client’ products are the best
fit, the most desired solution…
and… ‘client’ products and services are
successful—they achieve the business goals
of 'client'.
COMPELLING
BUSINESS
VALUE
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps
profitable
mind share
manageable
channel development
competitive advantage
leverage existing resources
market share
established brand
extensible
useful
for me
anywhere
can’t live without it!
for us
right features, right price
COOL
fun
easy
talked about
RELIABLE

12. © 2001, HannaHodge, Inc. All rights reserved.
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popular approaches to innovation
innovation models that we see
• market research
• educated guessing (hypothesis & testing)
• “brains around a table”
• advances in technology leading innovation/”lone scientist”
• “we don’t know…”
results that we see
• huge investments that lead to cancelled products
• the occasional major success
plus the “know your customer” movement
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps

13. © 2001, HannaHodge, Inc. All rights reserved.
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user understanding comes too late…
• with usability efforts, customer relationship
management, log analysis, and so on, users are not a
driver of innovation, they are an afterthought
• since these efforts come late in a project, any
significant feedback is very expensive to implement
…or it’s misguided…
non-contextual research alone (such as surveys and
focus groups) most often fails to produce a rich
enough understanding of users to drive innovation.
…or it’s overlooked
occasionally, deep user understanding is gained but is
ultimately not reflected in design. It’s one thing to learn
about customers, and something else again to
translate that understanding into products that fit the
complexities of their lives
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps
many are not always effective

14. © 2001, HannaHodge, Inc. All rights reserved.
14
an alternative approach to innovation
a user-centered innovation model
• where users are a key driver from the beginning
• users are understood in the context of their lives
• user understanding is translated to design
• technology is treated as raw material, not a driver
the results
• business risk is minimized because concepts are
grounded in understanding of people’s needs, and
because they are validated with real people throughout
the process: losing ideas drop out of the process early
• therefore, the end result has an increased likelihood of
market acceptance
• the overall cost is less expensive than other
approaches, because mistakes are caught in the eraser
phase, not the expensive sledgehammer phase
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps

15. © 2001, HannaHodge, Inc. All rights reserved.
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BUSINESS
compelling business value
sweet!
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps
people have
needs, desires,
relation-ships, and
patterns of
behavior which
change over the
course of their
lives. Successful
innovations are
needed and
desired.
innovations are valuable for business
either directly through increased sales to
customers, or indirectly by improving
operational excellence or establishing
market leadership. Innovations must
create compelling business value.
technology makes
new things
possible, and at
the same time
constrains
possibilities.
Innovations must
be technically
feasible to
succeed.
the sweet spot: people want it, you can build it, and it makes lots of money
PEOPLE
needed,
desired
TECHNOLOGY
technically feasible

16. © 2001, HannaHodge, Inc. All rights reserved.
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the outcome
HannaHodge will find the "sweet spot" for 'client' that
overlaps customer desire, business value, and
technical feasibility.
We will then conceive products that address these
opportunities, and develop specifications and plans for
bringing them to market.
about HannaHodge
• point of view
the ROI
what we offer
process
clients and partners
case studies
next steps
• New products & services
• New partnerships
• New channels
• New points of access
• Customer relationships
• Brand communication
.
....
...

17. © 2001, HannaHodge, Inc. All rights reserved.
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It can cost 10 times as much to correct
user interface problems in development
than in design and 100 times after
product release.
Source: Software Engineering: A Practitioners Approach,
Usability Engineering, 1993
Source: Software Engineering: A Practitioners Approach
Usability Engineering, 1993
hard facts: paper before concrete
“You can fix it on paper with an eraser,
or you can fix it on the construction site
with
a sledge hammer.”
Frank Lloyd Wright
about HannaHodge
point of view
• the ROI
what we offer
process
clients and partners
case studies
next steps

18. © 2001, HannaHodge, Inc. All rights reserved.
18
Sensitivity to the user experience
early in the project has
demonstrated reductions in the
product development cycle by
over 33-50%.
Some companies have seen a
return of $100 for every $1 spent
on developing the right user
experience.
Sources:
QFD, A Practitioners Approach
Cost Justifying Usability
hard facts: high return on investment
about HannaHodge
point of view
• the ROI
what we offer
process
clients and partners
case studies
next steps

19. © 2001, HannaHodge, Inc. All rights reserved.
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A dissatisfied web customer
may tell as many as ten friends about
their bad experience.
Satisfied customers tend to tell about three.
Brand erosion can happen
EXPONENTIALLY FASTER
than brand development.
Source: Forrester Research
hard facts: customer focus builds brand equity
about HannaHodge
point of view
• the ROI
what we offer
process
clients and partners
case studies
next steps

20. © 2001, HannaHodge, Inc. All rights reserved.
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Sources
Cost Justifying Usability
Wixon & Jones “Usability for
fun & profit”
Ford Motor Company - built user testing labs for $70K, saved
$100K with first session
American Express - $45 million saved as a result of an
iterative development and validation process
AT&T - $2.5M saving in training expenses
Digital - revenue grows by 80% as usability errors are fixed in
first release software
American Airlines - decreased development costs 60-90% by
correcting usability problems in the design phase
IBM - average reduction of 9.6 minutes per task, $6.8M saved
in one year. 400% increase in sales and 120% increase in
traffic after Feb,’99 redesign
some that have already reaped the benefits
Many studies document the financial benefit of attention to usability and basic
customer experience issues. At HannaHodge these are givens—part of what it
means to Make Things Well. Beyond these tactical benefits, we deliver the
significant strategic returns that come from the right answers to the question,
“What should be made?” A headline we’d like to see: “Company saves $300M
by not making the wrong thing.”
about HannaHodge
point of view
• the ROI
what we offer
process
clients and partners
case studies
next steps

21. © 2001, HannaHodge, Inc. All rights reserved.
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• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps
UX & Innovation Consulting Services
[Strategy | Research | Design | Technology]
• Business Modeling
• Secondary Research & Analysis
• Market Research Analysis
• Ethnography & Contextual Research
• Surveys & Focus Groups
• Visual Design
• Interface Design
• Information Architecture
• Usability Engineering
• 2D Prototyping
• 3D Prototyping
• Electrical Engineering Prototyping
our services

22. © 2001, HannaHodge, Inc. All rights reserved.
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• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps
user groups studied
To-date HannaHodge has developed a deep understanding of the
patterns of behavior of the user and customers of numerous
industries. Some of these specific user groups include:
• High net worth individuals
• Pre-retirees
• 401K and 403B plan participants
• Medical residents and young doctors
• Medical recruiters and HR personnel
• Professional event planners
• Online music listeners
• Automotive dealership personnel
• Construction industry personnel
• Metal fabrication industry personnel
• New car buyers
• Small office home office (SOHO) businesses
• Workgroup businesses

23. © 2001, HannaHodge, Inc. All rights reserved.
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how we get to the “sweet-spot”
Form
Define
Schedule
Collect
Discover
Observe
Understand
Translate
Model
Identify opportunities
for innovation
Conceptualize
Evaluate
Iterate
Validate
Design
Prototype
Blueprint
Implementation
plan
immerse understand translate design & iterate
• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps

24. © 2001, HannaHodge, Inc. All rights reserved.
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what you get
 HannaHodge innovation projects
culminate in a blueprint:
a specification of a new product
or service, and…
a plan for building it
and taking it to market.
• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps

25. © 2001, HannaHodge, Inc. All rights reserved.
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what tangibles do you get
A blueprint is the package of everything you need to make an
innovation real for your business and your customers:
• design specifications
• technical specifications
• business plan
• marketing plan
• work plan
Naturally, the actual format varies, because we talk with your staff about what they need.
The level of detail varies as well, and because some clients or partners need more detail than
others.
• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps

26. © 2001, HannaHodge, Inc. All rights reserved.
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clients we’ve helped
• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps

27. © 2001, HannaHodge, Inc. All rights reserved.
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partners
• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps

28. © 2001, HannaHodge, Inc. All rights reserved.
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• about HannaHodge
• point of view
• the ROI
• what we offer
• process
• clients and partners
• case studies
• next steps
• HannaHodge addresses 'client’s’ questions and concerns
• Begin discussions to understand 'client’s’ needs
• HannaHodge prepares a plan for partnering with 'client'
what’s next

29. “The end of all thought must be
action.”
Aldous Huxley
let’s talk