1. Understanding User Experience
Design

2. #UnderstandUX

3. Obligatory slide proving you should
listen to me.
• I am a comic book
character. Drawn by
Sam Keith, the first
sandman artist. Geeks
bow before me.
• Yes, I know Wolfgang
Puck. But not well
enough to call him
Wolfie
• I am an avatar. You can
be too.
• My child eats broccoli
willingly. Lots of
broccoli.
• Look, you did read the
program
description, right?

4. Who are you and what do you want?

5. What is user experience?

7. What experience do you love?
•What is it?
•Why do you love it?
•What’s your favorite part?

11. Don Norman
"User experience"
encompasses all
aspects of the
end-user's
interaction with
the company, its
services, and its
products.
11

12. Don Norman
The first
requirement for an
exemplary user
experience is to
meet the exact
needs of the
customer, without
fuss or bother.
12

14. Don Norman
Next comes simplicity
and elegance that
produce products that
are a joy to own, a joy
to use.
True user experience
goes far beyond giving
customers what they
say they want, or
providing checklist
features.
14

16. Don Norman
In order to achieve high-
quality user experience
in a company's offerings
there must be a
seamless merging of the
services of multiple
disciplines, including
engineering, marketing, g
raphical and industrial
design, and interface
design.
16

17. jesse james garrett
-Jesse James Garrett
17

18. jesse james garrett
User Experience Design:
the design of anything
independent of medium
or across [device]
with human experience as an explicit outcome
and human engagement as an explicit goal
-Jesse James Garrett
18

19. Historically, online we’ve had:

20. TEAM of
DESIGNERS

21. GRAPHIC
DESIGN

22. INFORMATION
ARCHITECT

23. INTERACTION
DESIGNER

24. User
Researcher
Front-end
Developer

25. Startups are
seeking
25

26. They settle
for

27. Too big?
USER EXPERIENCE IS BIG

28. 28
dan saffer

30. Today
Launch
• We’ll discuss most of
it, focusing on JJG’s
definition
• It is big. You will suck if
you try to do it all.
• That is AWESOME
• Not trying=failing
• Find your love. Follow it.
30

31. DESIGNING FOR BUSINESS

32. Business is from Mars, Design from Venus
Deductive Reasoning Abductive Reasoning
“Traditional firms utilize and “Designers value highly a
reward the use of two kinds third type of logic: abductive
of logic. The reasoning. Abductive
first, inductive, entails reasoning, as described by
proving through observation Darden professor Jeanne
that something actually Liedtka, embraces the logic
works. The of what might be.
second, deductive, involves
proving -- through reasoning This style of thinking is
from principles -- that critical to the creative
something must be.” process.”
http://www.businessweek.com/innovate/content/aug2005/di20050803_823317.htm

33. Designers can make great leaps forward

34. But the business folks can be left behind

35. How many have you thought about a
client or a boss “That’s a moronic
idea”
Can you build a bridge to their goal?

37. Yes, and
AND
7

38. Step Back
Think
Organize
Proceed
The Inner Game of Stress: Outsmart Life's Challenges
and Fulfill Your Potential
by W. Timothy Gallwey
8

39. Tools for Thinking
• Clarification:
Do I understand what you are saying?
• Understanding:
Do I understand your thinking
• Context:
Do I understand the world we are acting in?
• Evidence:
What tells me this is right?

40. For Clarification, try Active Listening
• Repeat
• Paraphrase
• Extend

41. For Understanding, try Five Whys

42. Five Whys
My car will not start. (the problem)
Why? - The battery is dead. (first why)
Why? - The alternator is not functioning. (second why)
Why? - The alternator belt has broken. (third why)
Why? - The alternator belt was well beyond its useful
service life and has never been replaced. (fourth why)
Why? - I have not been maintaining my car according to the
recommended service schedule. (fifth why, a root cause)
Why? - Replacement parts are not available because of the
extreme age of my vehicle. (sixth why, optional footnote)

43. A little about Markets
CONTEXT

44. One Word:
Plastics

45. Why the one word?
• Opportunity
• Brand Completeness
• Blocking competition
• Raising money
• Curiosity

46. Types of Opportunities/Ideas
Better Cheaper Niche New
I can do it I can do it I can do it You never
better cheaper for you knew
you needed it

47. How big is the opportunity?
Total Available Market (TAM)
• How many people would
want/need
the product?
Total Available • How large is the market
Market (TAM) be
(in $’s) if they all bought?
• How many units would
that be?
How Do I Find Out?
• Industry Analysts –
Gartner, Forrester
• Wall Street Analysts –
Goldman, Morgan

48. How big is my slice?
Served Available Market
(SAM)
• How many people need or
Served can use product?
Total Available
Available • How many people have
Market
Market (TAM) the money to
(SAM) buy the product
• How large would the
market be
(in $’s) if they all bought?
• How many units would
that be?
How Do I Find Out?
• Talk to potential customers

49. Your idea is worthless alone
Idea Execution Timing Dumb Luck

50. What business will you be in?
MARKETS

51. Customer Development
Customer Development
Customer Customer Customer Company
Discovery Validation Creation Building
Steven Gary Blank, Four Steps to the Ephinany

52. Who are your customers?
• How many of them are
there?
• Are they price sensitive?
• How big is their problem?
• How often do they have
the problem?
• How do they solve it
today?

53. New Product Conundrum
• New Product Introductions sometimes
work, yet sometimes fail
– Why?
– Is it the people that are different?
– Is it the product that are different?
• Perhaps there are different “types” of
ventures?

54. Three Types of Markets
Existing Market Resegmented New Market
Market
• Who Cares?
• Type of Market changes EVERYTHING
• Sales, marketing and business development
differ radically by market type

55. Existing: founded 1938

56. Competitor founded 1972

57. Competing in an Existing Market
• Faster/Better
• High end
• Somewhere else

58. Resegmented

59. Gap’s new entry

60. Competing by resegmenting
• Niche =
marketing/branding
driven
• Cheaper = low end

61. New Market?

62. New
New Existing Resegmented

63. New Market
• Cheaper/good enough
can create a new class
of product/customer
• Innovative/never
existed before

65. John Gourville, Eager Sellers and Stony Buyers (2006)

66. Deadpool

67. Type of Market Changes Everything
Existing Resegment New
Market ed Market Market
• Market • Sales • Customers
– Market Size – Sales Model • Needs
– Cost of Entry – Margins • Adoption
– Sales Cycle
– Launch Type
– Chasm Width
– Competitive • Finance
Barriers • Ongoing Capital
– Positioning • Time to Profitability

68. Choose your idea
stupid The holy grail
Ability
to
provide
unique
product bankrupt compete on price
or
service
Value to customer
From Guy Kawasaki, Art of the Start

69. Who are your customers?
What is your market?
How big is the opportunity?
Exercise
WHAT IS YOUR IDEA?

70. How do we make money?
BUSINESS MODELS

72. Business creates value for which
they receive money
Money allows them the
resources to provide value

74. Who are you users?
WHAT DO YOU USERS HAVE TO DO?

75. Marketplace Model
Advertising Model
Affiliate Model
Community Model
Subscription Model

76. I have always been a woman who arranges
things,
for the pleasure–and the profit–it derives.
I have always been a woman who arranges
things,
like furniture and daffodils and lives.
Marketplaces bring buyers and
sellers together and facilitate
transactions. They can play a role in
business-to-business (B2B), business-
to-consumer (B2C), or consumer-to-
consumer (C2C) markets. Usually a
marketplace charges a fee or
commission for each transaction it
enables.

78. Can I trust I want the
this seller? best price!
I want to find
things!
I’ll go where
the buyers are
Users must find products, evaluate seller, and make a purchase

79. Advertising Model
The web advertising model is an
update of the one we’re familiar
with from broadcast TV. The web
“broadcaster” provides content
and services (like
email, IM, blogs) mixed with
advertising messages. The
advertising model works best
when the volume of viewer
traffic is large or highly
specialized.

81. Users must:
• Notice advertising
• Interact with ad
Preconditions: User must
visit advertising location
Share their demographic
information
Types:
CPM
CPC
CPA

82. Community Model
The viability of the community
model is based on user loyalty.
Revenue can be based on the sale
of ancillary products and services or
voluntary contributions; or revenue
may be tied to contextual
advertising and subscriptions for
premium services. The Internet is
inherently suited to community
business models and today this is
one of the more fertile areas of
development, as seen in rise of
social networking.
Open Source Red Hat, OpenX
Open Content
Wikipedia, Freebase

84. Users need to
• Create an identity
• Connect with other users
• Build a reputation
• Create and share
content/work/etc
Users must care

85. Subscription Model
Users are charged a periodic—
daily, monthly or annual—fee to
subscribe to a service. It is not
uncommon for sites to combine free
content with “premium”
(i.e., subscriber- or member-only)
content. Subscription fees are
incurred irrespective of actual usage
rates. Subscription and advertising
models are frequently combined.
Content Services
Software as a Service
Internet Services Providers

87. User must:
• Able to evaluate the
offering
• Subscribe and
unsubscribe to offering
• Realize value offered

88. Combos
Advertising Community

89. Combos
Advertising Community
Subscription

90. Combos
Marketplace Community
Affiliate

91. Prioritize and Sequence
Pattern: Wikipedia:
User gets value Looks up content
User returns, gets more Keeps finding more
value content
User reciprocates Sees error, corrects
User adds content User donates
User contributes money

92. Marketplace Model
Advertising Model
Affiliate Model
Community Model
Subscription Model
Exercise
HOW DO YOU MAKE MONEY?

93. 10 Questions
1. Exactly what problem will 6. Why now? (market window)
this solve? (value 7. How will we get this product
proposition) to market? (go-to-market
2. For whom do we solve that strategy)
problem? (target market) 8. How will we measure
3. How big is the opportunity? success/make money from
(market size) this product?
4. What alternatives are out (metrics/revenue strategy)
there? (competitive 9. What factors are critical to
landscape) success? (solution
5. Why are we best suited to requirements)
pursue this? (our 10. Given the above, what’s the
differentiator) recommendation? (go or no-
go)
Marty Cagen http://www.svpg.com/blog/files/assessing_product_opportunities.html

94. Questions?
@cwodtke
cwodtke@eleganthack.com