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Understanding User Experience Design & Why It Matters

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Intro to today's workshop, and a short explanation about what you need to know about business to design well for it.

Published in: Design

Understanding User Experience Design & Why It Matters

  1. Understanding User Experience Design
  2. #UnderstandUX
  3. Obligatory slide proving you shouldlisten 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?
  6. What experience do you love?•What is it?•Why do you love it?•What’s your favorite part?
  7. Don Norman"User experience"encompasses allaspects of theend-usersinteraction withthe company, itsservices, and itsproducts.11
  8. Don Norman The first requirement for an exemplary user experience is to meet the exact needs of the customer, without fuss or bother.12
  9. Don NormanNext comes simplicityand elegance thatproduce products thatare a joy to own, a joyto use.True user experiencegoes far beyond givingcustomers what theysay they want, orproviding checklistfeatures.14
  10. Don NormanIn order to achieve high-quality user experiencein a companys offeringsthere must be aseamless merging of theservices of multipledisciplines, includingengineering, marketing, graphical and industrialdesign, and interfacedesign.16
  11. jesse james garrett -Jesse James Garrett17
  12. 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 Garrett18
  13. Historically, online we’ve had:
  14. TEAM ofDESIGNERS
  15. GRAPHICDESIGN
  16. INFORMATION ARCHITECT
  17. INTERACTION DESIGNER
  18. User ResearcherFront-endDeveloper
  19. Startups are seeking25
  20. They settle for
  21. Too big?USER EXPERIENCE IS BIG
  22. 28 dan saffer
  23. 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
  24. DESIGNING FOR BUSINESS
  25. 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
  26. Designers can make great leaps forward
  27. But the business folks can be left behind
  28. How many have you thought about a client or a boss “That’s a moronic idea”Can you build a bridge to their goal?
  29. Yes, and AND7
  30. Step Back Think Organize Proceed The Inner Game of Stress: Outsmart Lifes Challenges and Fulfill Your Potential by W. Timothy Gallwey8
  31. 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?
  32. For Clarification, try Active Listening • Repeat • Paraphrase • Extend
  33. For Understanding, try Five Whys
  34. Five WhysMy 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)
  35. A little about MarketsCONTEXT
  36. One Word: Plastics
  37. Why the one word?• Opportunity• Brand Completeness• Blocking competition• Raising money• Curiosity
  38. Types of Opportunities/Ideas Better Cheaper Niche NewI can do it I can do it I can do it You neverbetter cheaper for you knew you needed it
  39. How big is the opportunity? Total Available Market (TAM) • How many people would want/need the product?Total Available • How large is the marketMarket (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
  40. 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 MarketMarket (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
  41. Your idea is worthless aloneIdea Execution Timing Dumb Luck
  42. What business will you be in?MARKETS
  43. Customer Development Customer DevelopmentCustomer Customer Customer CompanyDiscovery Validation Creation Building Steven Gary Blank, Four Steps to the Ephinany
  44. 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?
  45. 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?
  46. 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
  47. Existing: founded 1938
  48. Competitor founded 1972
  49. Competing in an Existing Market• Faster/Better• High end• Somewhere else
  50. Resegmented
  51. Gap’s new entry
  52. Competing by resegmenting• Niche = marketing/branding driven• Cheaper = low end
  53. New Market?
  54. NewNew Existing Resegmented
  55. New Market• Cheaper/good enough can create a new class of product/customer• Innovative/never existed before
  56. John Gourville, Eager Sellers and Stony Buyers (2006)
  57. Deadpool
  58. 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
  59. Choose your idea stupid The holy grail Ability to provide unique product bankrupt compete on price or service Value to customerFrom Guy Kawasaki, Art of the Start
  60. Who are your customers? What is your market? How big is the opportunity?ExerciseWHAT IS YOUR IDEA?
  61. How do we make money?BUSINESS MODELS
  62. Business creates value for which they receive money Money allows them the resources to provide value
  63. Who are you users?WHAT DO YOU USERS HAVE TO DO?
  64. Marketplace Model Advertising Model Affiliate Model Community ModelSubscription Model
  65. I have always been a woman who arrangesthings,for the pleasure–and the profit–it derives.I have always been a woman who arrangesthings,like furniture and daffodils and lives.Marketplaces bring buyers andsellers together and facilitatetransactions. They can play a role inbusiness-to-business (B2B), business-to-consumer (B2C), or consumer-to-consumer (C2C) markets. Usually amarketplace charges a fee orcommission for each transaction itenables.
  66. 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
  67. Advertising ModelThe web advertising model is anupdate of the one we’re familiarwith from broadcast TV. The web“broadcaster” provides contentand services (likeemail, IM, blogs) mixed withadvertising messages. Theadvertising model works bestwhen the volume of viewertraffic is large or highlyspecialized.
  68. Users must:• Notice advertising• Interact with adPreconditions: User must visit advertising locationShare their demographic informationTypes:CPMCPCCPA
  69. Community ModelThe viability of the communitymodel is based on user loyalty.Revenue can be based on the saleof ancillary products and services orvoluntary contributions; or revenuemay be tied to contextualadvertising and subscriptions forpremium services. The Internet isinherently suited to communitybusiness models and today this isone of the more fertile areas ofdevelopment, as seen in rise ofsocial networking. Open Source Red Hat, OpenX Open Content Wikipedia, Freebase
  70. Users need to • Create an identity • Connect with other users • Build a reputation • Create and share content/work/etcUsers must care
  71. Subscription ModelUsers are charged a periodic—daily, monthly or annual—fee tosubscribe to a service. It is notuncommon for sites to combine freecontent with “premium”(i.e., subscriber- or member-only)content. Subscription fees areincurred irrespective of actual usagerates. Subscription and advertisingmodels are frequently combined.Content ServicesSoftware as a ServiceInternet Services Providers
  72. User must: • Able to evaluate the offering • Subscribe and unsubscribe to offering • Realize value offered
  73. CombosAdvertising Community
  74. CombosAdvertising Community Subscription
  75. CombosMarketplace Community Affiliate
  76. Prioritize and SequencePattern: Wikipedia:User gets value Looks up contentUser returns, gets more Keeps finding more value contentUser reciprocates Sees error, corrects User adds content User donates User contributes money
  77. Marketplace Model Advertising Model Affiliate Model Community Model Subscription ModelExerciseHOW DO YOU MAKE MONEY?
  78. 10 Questions1. Exactly what problem will 6. Why now? (market window) this solve? (value 7. How will we get this product proposition) to market? (go-to-market2. For whom do we solve that strategy) problem? (target market) 8. How will we measure3. 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? (solution5. 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
  79. Questions? @cwodtke cwodtke@eleganthack.com

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