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HannaHodge Capabilities
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. 7 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. 8 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. 9 point of view the surest road to business innovation begins and ends with people
10.
© 2001, HannaHodge,
Inc. All rights reserved. 10 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. 11 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. 12 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. 13 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. 15 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. 16 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. 17 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. 19 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. 20 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. 21 • 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. 22 • 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. 23 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. 24 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. 25 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. 26 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. 27 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. 28 • 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