The document focuses on strategies for communicating and measuring the value of user experience (UX) design within organizations. It outlines common challenges faced by UX professionals in gaining buy-in from stakeholders and provides a framework for measuring UX success through various metrics. Practical exercises and teamwork are encouraged to foster collaboration and enhance the understanding of UX's impact on business outcomes.

1. Selling UCD
!
!
Getting buy-in & measuring the value of UX
by Anna Dahlström | @annadahlstrom
London, 26 Feb 2014
www.flickr.com/photos/jmsmith000/3169546564

2. Just to be clear…
this workshop is not about selling
www.flickr.com/photos/triciawang/2776264432/sizes/l/in/photostream/

3. It’s about communication, collaboration &
tangible ways to demonstrate + measure the
value of UX
Image via Shutterstock

4. We all know that
what we do adds value…
www.flickr.com/photos/31878512@N06/4623931527

5. We recommend
an approach & what to do
Image via Shutterstock

6. Convincing others isn’t
always that easy
www.flickr.com/photos/torbein/5121357362

7. Not enough budget
Brought in too late
Not included in
meetings
No budget
allocated
No direct contact
with the client
The company
doesn’t prioritise it
Not enough time allocated
Deliverables & timelines are
promised without consulting us
The client doesn’t
prioritise it
I just don’t know how
to make it tangible
The situations we
may come across
www.flickr.com/photos/ansik/205993142

8. “ It will create a better user experience and make
customers happier.”
- Said by many UX people lost for words & tools to explain & demonstrate the value of UX
www.flickr.com/photos/jmsmith000/3169546564

9. Not enough budget
Brought in too late
Not included in
meetings
No budget
allocated
No direct contact
with the client
The company
doesn’t prioritise it
Not enough time allocated
Deliverables & timelines are
promised without consulting us
The client doesn’t
prioritise it
I just don’t know how
to make it tangible
…and we’re back
where we started
www.flickr.com/photos/ansik/205993142

10. Tonight’s agenda
1. Getting buy-in & why it matters
2. Approaches for getting buy-in
Exercise
Break
3. How to measure the value & success of UCD
Exercise
4. Defining a UX metrics plan
Exercise
5. Q & A

11. 1. Getting buy-in
& why it matters

12. “ Any company that has not yet realised making the
customer successful is the key to profit and survival is
either delusional or on its way out of business.”
- Greg Nudelman,
UXmatters article ‘Experience Partners: Giving Center Stage to Customer Delight’
www.flickr.com/photos/jmsmith000/3169546564

13. But using our lingo
doesn’t cut it
Created using Wordle

14. “ You need to understand where your peers in
other disciplines are coming from and communicate
the message of UX to them in terms they can
understand.”
- Pabini Gabriel-Petit, UX Matters
www.flickr.com/photos/jmsmith000/3169546564

15. Who we work with
The design team
“The suits”
Our closest allies
who we’ll be doing
the work with
In charge of
budgets, timings,
internal & client
relationships
Finance & board
The client
The client’s bosses
The actual
Our closest point The ones who in
decision makers of contact & key the end make the
with the key to
stakeholder
decision & allocate
the budget
the budget

16. Some typical challenges
The design team
•
•
•
Erhmm…UX what?
•
How does this impact
my role?
•
Isn’t UX just common
sense?
•
Do we really need it?
What do you do?
How does this affect
me?
“The suits”
•
Finance & board
How does this impact
our process?
•
•
How much (more) does
it cost?
•
•
How does it impact
timings?
•
How do we incorporate
it into the project plan?
•
•
That sounds expensive
•
How can we sell it to
clients?
How can we justify the
cost?
The client
What is UX?
How much value will it
bring?
•
•
•
•
Will it be worth the
cost?
•
•
Do we need to pay
extra for it?
How can we measure
it?
•
How can I justify the
additional time?
•
How can I justify the
additional cost?
How do I know this will
add value?
Do we need it?
Isn’t that just common
sense?
The client’s bosses
•
What impact does this
have on the bottom line?
•
How much is it going to
cost me?
•
What return will it bring
compared to our other
initiatives?
•
Is this really a priority?

17. Challenges
•
•
•
•
•
•
•
Not understanding UX - what it is, how
you work with it and what it brings
Not knowing when to involve UX people
Not knowing where UX fits in the
company process
Seeing UX as an after thought
Not allowing enough time or seeing the
need to allocate time for UX activities
Not seeing the need to spend budget
on UX activities
Not having clear data or reasons behind
decision making
Opportunities
•
•
•
•
•
•
•
Create co-ownership & excitement
around UX
Being invited to & involved in meetings
Integrating UCD into the process and
company
Being involved from the start
Ensuring the time & resources that are
needed are given to you
Ensuring clients approve budgets and
proposed project outlines
Help with prioritisation & design
decisions as well as supporting
ongoing iterations

18. 2. Approaches for
getting buy-in for UCD

19. How
depends on who we work with

20. In the ideal world UX is embraced
throughout the organisation
www.flickr.com/photos/vpickering/7760186786

21. In many places
we’re not there yet
www.flickr.com/photos/vpickering/9435527831

22. We need to assess the UX readiness
of organisations & individuals
www.flickr.com/photos/lendingmemo/11746255104

23. 9 questions to assess UX readiness
1. How are products designed and developed today? Where can UX integrate?
2. What is the company vision? Does it use the right words that make it receptive to a UX sell?
3. Who is working on design today? Where does it sit in the organization and who owns it?
4. Is there anyone at the strategic level championing UX currently?
5. Is there anyone at the product or project level championing UX currently?
6. What are their high profile products and services? What are they doing well? How could UX
help? What UX learnings are there? How could you use these as stories that tell why UX is a
good thing?
7. How can you help teams work better toward meeting a UX vision?
8. What does the company know about their customers today? How do they know it? How can
you help them learn more? How can you compliment their current understanding?
9. What type of culture exists now? Is the organization engineering-centric, design-centric,
sales-and-marketing-centric, or something else?
- By Paul Sherman, Daniel Szuc, and John Rhodes, UX Matters: Evangelizing UX Across an Entire Organization

24. Directive
we take the leadership role & make decisions
vs
Collaborative
we advise & provide guidance but don’t decide

25. UX maturity
affects leadership style
Image via Shutterstock

26. Directive
we take the leadership role & make decisions
plus
Collaborative
we advise & provide guidance but don’t decide

27. “ You need to understand where your peers in
other disciplines are coming from and communicate
the message of UX to them in terms they can
understand.”
- Pabini Gabriel-Petit, UX Matters
www.flickr.com/photos/jmsmith000/3169546564

28. Some typical challenges
The design team
•
•
•
Erhmm…UX what?
•
How does this impact
my role?
•
Isn’t UX just common
sense?
•
Do we really need it?
What do you do?
How does this affect
me?
“The suits”
•
Finance & board
How does this impact
our process?
•
•
How much (more) does
it cost?
•
•
How does it impact
timings?
•
How do we incorporate
it into the project plan?
•
•
That sounds expensive
•
How can we sell it to
clients?
How can we justify the
cost?
The client
What is UX?
How much value will it
bring?
•
•
•
•
Will it be worth the
cost?
•
•
Do we need to pay
extra for it?
How can we measure
it?
•
How can I justify the
additional time?
•
How can I justify the
additional cost?
How do I know this will
add value?
Do we need it?
Isn’t that just common
sense?
The client’s bosses
•
What impact does this
have on the bottom line?
•
How much is it going to
cost me?
•
What return will it bring
compared to our other
initiatives?
•
Is this really a priority?

29. Don’t make it
a personal matter
www.flickr.com/photos/activars/6803363788

30. Addressing the challenges
The design team
“The suits”
Finance & board
The client
The client’s bosses
•
Make them
understand
•
Educate & make it easy
to explain
•
Educate & demonstrate
the value of UX
•
Explain & educate on
UX & the process
•
Demonstrate the value
of UX to the business
•
Show how you can
help
•
Help with estimates &
project plans
•
Be clear on how UX
can be measured
•
Make them part of the
UX process
Give them numbers
•
•
Adjust and fit in
•
Equip them with
arguments & tools
•
•
Give them numbers
•
•
•
•
Make UX co-owned
•
Make them excited
Create excitement
around UX
•
Make UX co-owned
Explain limitations &
dependencies
Tie in with business
objectives & goals
•
Help them justify
costs & times
•
Make them look good
Tie in with business
objectives & goals
!

31. Involve & build shared
understanding and ownership
IImage via Shutterstock

32. As well as
give something tangible
IImage via Shutterstock

33. Time for the
first exercise
www.flickr.com/photos/suttonhoo22/2070700035

34. 01 HANDLING
CHALLENGES
Thinking back at your own experiences, discuss in groups the challenges that you
normally face and some ways to address them.
1. What are the challenges you come across the most?
2. How would you handle them (differently) based on what we’ve discussed today?
www.flickr.com/photos/pinkpurse/5355919491

35. Not enough budget
Brought in too late
Not included in
meetings
No budget
allocated
No direct contact
with the client
The company
doesn’t prioritise it
Not enough time allocated
Deliverables & timelines are
promised without consulting us
The client doesn’t
prioritise it
I just don’t know how
to make it tangible
The situations we
may come across
www.flickr.com/photos/ansik/205993142

36. Some typical challenges
The design team
•
•
•
Erhmm…UX what?
•
How does this impact
my role?
•
Isn’t UX just common
sense?
•
Do we really need it?
What do you do?
How does this affect
me?
“The suits”
•
Finance & board
How does this impact
our process?
•
•
How much (more) does
it cost?
•
•
How does it impact
timings?
•
How do we incorporate
it into the project plan?
•
•
That sounds expensive
•
How can we sell it to
clients?
How can we justify the
cost?
The client
What is UX?
How much value will it
bring?
•
•
•
•
Will it be worth the
cost?
•
•
Do we need to pay
extra for it?
How can we measure
it?
•
How can I justify the
additional time?
•
How can I justify the
additional cost?
How do I know this will
add value?
Do we need it?
Isn’t that just common
sense?
The client’s bosses
•
What impact does this
have on the bottom line?
•
How much is it going to
cost me?
•
What return will it bring
compared to our other
initiatives?
•
Is this really a priority?

37. Addressing the challenges
The design team
“The suits”
Finance & board
The client
The client’s bosses
•
Make them
understand
•
Educate & make it easy
to explain
•
Educate & demonstrate
the value of UX
•
Explain & educate on
UX & the process
•
Demonstrate the value
of UX to the business
•
Show how you can
help
•
Help with estimates &
project plans
•
Be clear on how UX
can be measured
•
Make them part of the
UX process
Give them numbers
•
•
Adjust and fit in
•
Equip them with
arguments & tools
•
•
Give them numbers
•
•
•
•
Make UX co-owned
•
Make them excited
Create excitement
around UX
•
Make UX co-owned
Explain limitations &
dependencies
Tie in with business
objectives & goals
•
Help them justify
costs & times
•
Make them look good
Tie in with business
objectives & goals
!

38. 10 minutes
01 HANDLING
CHALLENGES
Thinking back at your own experiences, discuss in groups the challenges that you
normally face and some ways to address them.
1. What are the challenges you come across the most?
2. How would you handle them (differently) based on what we’ve discussed today?
www.flickr.com/photos/pinkpurse/5355919491

39. 3. How to measure the
value & success of UCD

40. “ If you can’t measure it you can’t manage it.”
- Steve Fleming, HFI Connect
www.flickr.com/photos/jmsmith000/3169546564

41. What we do
isn’t guess work
IImage via Shutterstock

42. Understanding
the broader picture
From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/

43. From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/

44. From UX lady - Experience maps, user journeys and more… www.ux-lady.com/experience-maps-user-journey-and-more-exp-map-layou

45. The site
knows me
& what I
want
Hygiene
Feel good
Delight
Identify key points for experience goals
Awareness
Consideration
Purchase
Post purchase

46. UX Matters ‘Communicating the UX Value Proposition - http://uxmag.com/articles/communicating-the-ux-value-proposition

47. Knowing if
Understanding why
Demonstrating how
Repeat or iterate

48. Measuring UX isn’t
an exact science
IImage via Shutterstock

49. framework
for measuring UX initiatives
+
mechanism
for understanding & guiding where to apply it

50. Start of a project
During the design process
End of the design process
After the project
…and ongoing

51. Creating a UX metrics plan:
1. Define your criteria
2. Define the method
3. Define the tools

52. Know what
you can measure
Image via Shutterstock

53. Money earned
Money saved
Non-monetary results

54. Metrics we’ll look at
• Conversion rates
• Average revenue per customer
• Support costs
• User performance
• Net promoter score
www.flickr.com/photos/suttonhoo22/2070700035

55. 01
Conversion rate
What it is about
“ Conversion might measure the number of sales
on an ecommerce Web site in comparison to the
number of visits, the number of product requests
customers submit on a bank Web site, or the number
of new registrations for a paid service.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

56. 02
Average revenue per user
What it is about
“ For both subscription-based applications and
services and those that use a freemium model and rely
on regular user participation, the average revenue per
user (ARPU) metric is highly important.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

57. 03
Support costs
What it is about
“ Any commercial product presents post-sales
liabilities to your clients. First among these is the cost
of providing support services.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

58. 04
User performance
What it is about
“ When users work with a product on a regular
basis and repeatedly perform the same operations day
after day, optimizing these operations is always
beneficial.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

59. 05
Net promoter score
What it is about
“ It is based on the fundamental premise that
customers can be divided into three groups Promoters, Passives, Detractors [and] empirical
research has shown that there is a striking correlation
between the customer grouping and actual behaviour
– repeat purchase and referral patters - over time.”
- Bernard Marr
A Single Measure of Business Success?
www.flickr.com/photos/jmsmith000/3169546564

60. 5 mins break

61. 02 UX VALUE
PROPOSITION
Your company are in discussions about doing a re-design of a big retail
website. The main objectives are to increase conversions (sales), provide a
customised experience, and decrease the number of customer support calls
and emails the company receives.
1. Using UX Matters’ framework, define and map the UX value proposition
www.flickr.com/photos/pinkpurse/5355919491

62. UX Matters ‘Communicating the UX Value Proposition - http://uxmag.com/articles/communicating-the-ux-value-proposition

63. From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/

64. From UX lady - Experience maps, user journeys and more… www.ux-lady.com/experience-maps-user-journey-and-more-exp-map-layou

65. The site
knows me
& what I
want
Hygiene
Feel good
Delight
Identify key points for experience goals
Awareness
Consideration
Purchase
Post purchase

66. 20 minutes
02 UX VALUE
PROPOSITION
Your company are in discussions about doing a re-design of a big retail
website. The main objectives are to increase conversions (sales), provide a
customised experience, and decrease the number of customer support calls
and emails the company receives.
1. Using UX Matters framework, define and map the UX value proposition
www.flickr.com/photos/pinkpurse/5355919491

67. 4. Defining a
UX metrics plan

68. Creating a UX metrics plan:
1. Define your criteria
2. Define the method
3. Define the tools

69. Money earned
Money saved
Non-monetary results

70. Metrics we’ll look at
• Conversion rates
• Average revenue per customer
• Support costs
• User performance
• Net promoter score
www.flickr.com/photos/suttonhoo22/2070700035

71. What it means
When to use it
How to use it
The good, the bad & how to validate it

72. Step 1: starting metric
Where you are now & what you’ll be comparing against
Step 2: target metric
What you need, or where you want to/ need get to
Step 3: validating & applying conversion rates
Understanding limitations, dependencies & influencing factors

73. 01
Conversion rate
What it is about
“ Conversion might measure the number of sales
on an ecommerce Web site in comparison to the
number of visits, the number of product requests
customers submit on a bank Web site, or the number
of new registrations for a paid service..”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

74. 01
Conversion rate
The formula
number of people who complete [task] / number of site
visitors * 100% = conversion rate (%)
!

75. 01
Conversion rate
What it requires
An understanding of:
1. The process you’re trying to measure e.g. the purchase
2. The actions a customer must take
3. Insights from analytics & data
4. Barriers and pain points in current flow
5. How UX initiatives can support or improve it

76. 01
Conversion rate
What it involves
Step 1: starting conversion rate
The current conversion rate, or that of competitors
Step 2: target conversion rate
What you need, or where you want to/ need get to
Step 3: validating & applying conversion rates
Realistic & accurate numbers, Comparing against other costs &
ways to drive conversions, Other factors that may impact, Test
viable design options

77. 02
Average revenue per user
What it is about
“ For both subscription-based applications and
services and those that use a freemium model and rely
on regular user participation, the average revenue per
user (ARPU) metric is highly important.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

78. 02
Average revenue per user
The formula
revenue from paid services / number of subscribing users =
ARPU (£) per month

79. 02
Average revenue per user
What it requires
An understanding of:
1. How customers are currently using the products
2. Their needs, behaviour, motivations & barriers (quantitative)
3. Analytics insights of current usage
4. Data on registered paying customers & total revenues
5. The business model & what impact changes would have
6. Design & UX changes that would lead to achieving your target

80. 02
Average revenue per user
What it involves
Step 1: starting ARPU
Define the standard time period e.g. month, average revenue
for that time period & average subscribers
Step 2: target ARPU
What you need, or where you want to get to & by when
Step 3: validating & applying ARPU
Gradual growth, Other business activities & initiatives that
impact ARPU, Customer satisfaction vs. increasing ARPU

81. 02
Average revenue per user
The formula
revenue from paid services / number of subscribing users =
ARPU (£) per month
!
(ARPU per month #1 * number of registered users in month
#1) + … + (ARPU per month ## * number of registered users
in month ##) = ARPU per year

82. 03
Support costs
What it is about
“ Any commercial product presents post-sales
liabilities to your clients. First among these is the cost
of providing support services.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

83. 03
Support costs
The formula
total support expenses / number of registered users =
support cost per user (£)

84. 03
Support costs
What it requires
An understanding of:
1. Current support costs
2. Barriers or problem areas in the customer experience
3. Qualitative understanding of what lies behind it
4. Data & analytics of current support costs & usage
5. How UX and design initiatives can address these
6. Context of the savings

85. 03
Support costs
What it involves
Step 1: starting support cost
Time frame & what support costs are per user at the moment
Step 2: target support cost
Where you need to get to, or the decrease you estimate UX
initiatives can result in
Step 3: validating & applying support costs
Time it will take (instant vs. gradual), Other parameters that
influence the need for support & support costs, Savings
compared to investments, Total savings over time

86. 03
Support costs
The formula
total support expenses / number of registered users =
support cost per user (£)
!
decrease in support cost per user for activity #1 +
decrease in support cost per user for activity #2 = target
support cost per user (£)
!
(economy per month #1 * number of registered users in
month #1) + … + (economy per month ## * number of
registered users in month ##) = economy per year

87. 04
User performance
What it is about
“ When users work with a product on a regular
basis and repeatedly perform the same operations day
after day, optimizing these operations is always
beneficial.”
- Yury Vetrov, UX Matters
How to Calculate the ROI of UX Using Metrics
www.flickr.com/photos/jmsmith000/3169546564

88. 04
User performance
The formula
time to execute operation #1
!

89. 04
User performance
What it requires
An understanding of:
1. Costs related to an employee
2. Understanding of carrying out the task & its context
3. Usability issues with carrying out the task
4. Technical or legal constraints for current task flow
5. Ripple effect implications

90. 04
User performance
What it involves
Step 1: starting performance rate
Time to execute task, cost per time unit, e.g. minute
Step 2: target performance rate
What you need, or where you want to get to & by when
Step 3: validating & applying performance rate
Accurate average time calculations, Implication of achieving the
target, What’s required to achieve the target, Time frame
(instant vs. gradual ), Comparing against other initiatives
(savings vs. investment), External factors,

91. 04
User performance
The formula
time to execute operation #1
!
employee cost per month / (hours per month * 60 minutes) =
cost (£) per minute of employees work
!
time to execute operation #1 * cost (£) per minute of employees
work = cost to execute task
!
cost of UX initiative / (number of employees * cost (£) per minute
of employees work) = time saving needed per month to cover cost
of UX initiative

92. 05
Net promoter score
What it is about
“ It is based on the fundamental premise that
customers can be divided into three groups Promoters, Passives, Detractors [and] empirical
research has shown that there is a striking correlation
between the customer grouping and actual behaviour
– repeat purchase and referral patters - over time..”
- Bernard Marr
A Single Measure of Business Success?
www.flickr.com/photos/jmsmith000/3169546564

93. 05
Net promoter score
The score
How likely is it that you would recommend [Company X] to
a friend or colleague? (1 - 9)
•
•
•
Promoters (score 9–10) = loyal enthusiasts who will keep buying and refer others,
fuelling growth.
Passives (score 7–8) = satisfied but unenthusiastic customers who are vulnerable to
competitive offerings.
Detractors (score 0–6) = unhappy customers who can damage your brand and impede
growth through negative word-of-mouth.

94. 05
Net promoter score
What it requires
An understanding of:
1. Going beyond the numbers
2. Combining NPS with financials - customer profitability
3. Look further than existing customers
!

95. 05
Net promoter score
What it involves
Step 1: starting NPS
Combining qualitative methods with quantitative
Step 2: target NPS
Based on business objectives or compared to competitors
Step 3: validating & applying NPS
Understanding what lies behind the score, Know what can move
a customer from one group to another, Combine with customer
profitability & other metrics, Look at non-customers

96. 05
Net promoter score
The formula
% of promoters - % of detractors = Net Promoter Score

97. 03 UX METRICS
PLAN
Your company has given a rough cost estimate for the re-design of the retail website
but the client struggles to justify the cost to his manager. Both you and the client
know the redesign is needed but the big boss needs numbers.
Consider money earned, money saved and non-monetary results and how metrics
can support the objectives of the redesign.
1. How could metrics help justify the cost before the project begins?
2. What UX metrics would you recommend for the project as a whole?
When do you recommend using them and why?
www.flickr.com/photos/pinkpurse/5355919491

98. Metrics we’ll look at
• Conversion rates
• Average revenue per customer
• Support costs
• User performance
• Net promoter score
www.flickr.com/photos/suttonhoo22/2070700035

99. Step 1: starting metric
Where you are now & what you’ll be comparing against
Step 2: target metric
What you need, or where you want to/ need get to
Step 3: validating & applying conversion rates
Understanding limitations, dependencies & influencing factors

100. 20 minutes
03 UX METRICS
PLAN
Your company has given a rough cost estimate for the re-design of the retail website
but the client struggles to justify the cost to his manager. Both you and the client
know the redesign is needed but the big boss needs numbers.
Consider money earned, money saved and non-monetary results and how metrics
can support the objectives of the redesign.
1. How could metrics help justify the cost before the project begins?
2. What UX metrics would you recommend for the project as a whole?
When do you recommend using them and why?
www.flickr.com/photos/pinkpurse/5355919491

101. 04 Conversion
rate
10 minutes
We know the re-design of purchase flow on it own is going to cost £10,000.
- 10 out of 100 customers currently convert
- An average basket size is £40
- There are 10,000 visitors per day
- They want to increase revenues to £10,000 per day
1. Based on a realistic target conversion rate how many new customers would the
client need to make up the cost?
2. How long would it take to reach this goal?
www.flickr.com/photos/pinkpurse/5355919491

102. Conversion rate
The formula
number of people who complete [task] / number of site
visitors * 100% = conversion (%)
!

103. A few
final words...
www.flickr.com/photos/martinteschner/4569495912

104. Measuring UX isn’t
an exact science
IImage via Shutterstock

105. It needs to be seen in
conjunction with insights…
IImage via Shutterstock

106. …the experience
& business as a whole
From Adaptive Path - The Anatomy of an Experience Map http://www.adaptivepath.com/ideas/the-anatomy-of-an-experience-map/

107. The site
knows me
& what I
want
Delight
Identify key points for experience goals
Hygiene
Feel good
…& tied with
experience goals & business objectives
Awareness
Consideration
Purchase
Post purchase

108. Understanding those we work with &
how we communicate with them go a long way
Image via Shutterstock

109. If clients (or someone else) don’t get it,
there is generally something to be improved in
how we work with them & present our work
www.flickr.com/photos/martinteschner/4569495912

110. Any questions?
www.flickr.com/photos/perolofforsberg/6691744587

111. Thank you
@annadahlstrom | anna.dahlstrom@gmail.com
www.annadahlstrom.com