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How do I exploit this ever-evolving environment to create a valued experience for my customers?”Think
of the experience of drinking espresso. Rich flavor that delivers an immediate catalyzing effect in a
rapid-fire format. Here we present the mission-critical, key concepts of user-experience strategy in
espresso format—fast, concentrated, immediately useful.
While we can’t solve all of the business challenges, the knowledge presented in this chapter explains the
key concepts that underlie the development of successful user experiences. Customer-experience
owners can use this framework as a checklist at the outset of their strategic-planning process and as a
basis for organizing brainstorming sessions to drive a silver line school Web strategy. Like the espresso,
it’s fast and concentrated. More detailed discussion about these areas is included in later chapters in the
book.
The best way to approach the strategic-planning process for user experience is as a business case—with
a plan for how the experience will satisfy the market and drive profitability, and a strong plan for
execution. With a strong strategy, defensible value proposition, and robust execution, the likelihood of
success is increased. Such an approach should address the following strategic issues:
 The user experience is the vehicle for building relationships online and transacting commerce to
maximize profitability.
 Retention is a measure of success, which is critically dependent on the user experience.
 Usability directly impacts retention and experience engagement.
 Opportunity cost is correlated to the user experience, a competitive advantage on the Web.
 Next-generation user experiences will deliver more personalized, more useful, and proactive
experiences to a wider range of customers.
 Marketing is now responsible for revenue and will own the user experience. This situation will
demand new skills for architecting, driving the process, and measuring success.
 When it comes to creating a “best practices” prototyping culture. The rules of the game appear
to be shifting. To succeed today, the prototype can’t be seen as the property of the engineers,
designers, or marketers—it has to be seen and treated as community property. And the most
important member of that community must be the customer.
Successful transaction of silver line school online payment user experiences begin with a clear vision of
the end in mind: What will the ultimate user value in the experience? What are the qualitative aspects
of the experience that will delight customers? What are the quantitative aspects that will answer their
needs and allow them to complete tasks in the most efficient manner? How can the user experience
answer needs such as “I want the experience to be as easy as finding the books I want on Amazon.com”
and enable efficiencies like “I need to see the price in one click; I can’t waste my time looking for it”?