Winning over Businesses : Strategies to get B2B UX Right
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Insights of this presentation: 1. Difference & Similarities of B2B & 2. B2C UX Strategies 3. Obstacles in attaining good B2B UX 4. Design strategies for better B2B Applications 5. Measuring the success of Enterprise UX
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Winning over Businesses : Strategies to get B2B UX Right
- 1. Winning over Businesses: Strategies to get B2B UX Right
- 2. Feature Rich, Difficult to Use
- 3. Why is B2B UX Different?
- 4. Choosers Users ● The buyer is not the end user ● Features vs Efficiency ● Long list of choosers VS
- 5. Engineer’s Solutions ● Plain old, Stuck in the 90s ● Team’s comprised solely of engineers ● Organic Growth
- 6. Lack of Consistency in UI ● Customisations ● Lack of a Design System
- 7. Documentation ● Separation of Context and Content ● Assumptions on Expertise
- 8. Lack of Analytics ● Dependence on Devops ● Selection of Variable ● Lack of a Measurement Plan
- 9. Reaching the Users ● Contextual Enquiries ● Suggestions and Feedback ● Beta Test Groups
- 10. Lack of Effective Change Management ● Communication of the change ● Incremental Changes ● A/B Tests
- 11. Marketing the Product ● Planning for longer purchase cycles ● Ecosystem services ● Speak to Different Customer Segments and Scales of Businesses ● Realistic scenarios for pricing ● Speaking to a diverse audience
- 12. www.techved.com Thank You! sales@techved.com 91 22 6132 1000 91 8097090301 Corporate Office 20I, Synergy Business Park, Goregaon (E),Mumbai400 063 Dubai Office Downtown Dubai, P.O. Box 123234, Dubai, UAE Melbourne Office Level 5.0 I, Collins Street Melbourne, Victoria Australia
Editor's Notes
- While an engineering lead may initiate the purchase of new oscilloscopes, a midlevel manager may need to approve it, an executive may have to confirm that approval, and a procurement-team member may actually purchase it. Many B2B sites go wrong by tailoring their content to decision makers, who may never actually use a product or service, and might only refer to the website as part of a final review (rather than initial research). that there was typically a lot of dialogue and discussion between decision makers (known as "choosers") and key staff that actually use the products ("users") during the purchase process. Frequently, a potential “user” would become the main researcher, a There is another reason why B2B UX design is bad—the buyer is not the end user. Normally the IT and procurement departments are responsible for purchasing software on behalf of the enterprise, and they use an IT scorecard to assess potential solutions. The end users and their projected experiences with the product are just not involved in the buying decision.
- . In some cases the software is just plain old, having been built in the late 90s or early 2000s when web app design was in its infancy and browser technology did not allow for rich experiences. Much of the software was built by teams comprised solely of engineers who knew nothing about UX or UI design. Their primary concern was to ensure the software allowed for a lot of functionality and features, not usability or B2B UX best practices. Features over experience
- Once you have a piece of software that has wide adoption and is feature rich, doing a design overhaul becomes difficult; the scope is large, and undertaking a wholesale redesign poses a high risk. Over time, enterprise products accumulate dense, complicated business logic, often meant to appease the special needs of a particular “large whale” (customer with deep pockets) Material Design is a great start, where possible, incorporate similar elements. Make no mistake: Not all issues will be related to user interface components. Sometimes, the software is simply not doing something the user needs in order to complete their task. In this case, the designer must establish the functional requirement/user story that needs to be added; often, this will be hand-in-hand with the product manager. Come armed with all the data you’ve collected to ensure a successful outcome.
- Getting feedback to establish the UX roadmap will be like drinking from a firehose. There are many stakeholders in a B2B organization that will be highly opinionated about the user interface. Sales as well customer service and support teams will have direct input from their customers culled from running demos, onboarding new users, responding to complaints, and filing bug tickets that can be a roadmap for UX improvements. critical component missing: the users themselves. All the data described above is secondhand data filtered—and managed—to fit the stakeholders’ goal. It can be difficult to get to end users because often the account teams are wary of direct interactions they do not control. However, conducting open-ended interviews with these users is invaluable.
- Getting feedback to establish the UX roadmap will be like drinking from a firehose. There are many stakeholders in a B2B organization that will be highly opinionated about the user interface. Sales as well customer service and support teams will have direct input from their customers culled from running demos, onboarding new users, responding to complaints, and filing bug tickets that can be a roadmap for UX improvements. critical component missing: the users themselves. All the data described above is secondhand data filtered—and managed—to fit the stakeholders’ goal. It can be difficult to get to end users because often the account teams are wary of direct interactions they do not control. However, conducting open-ended interviews with these users is invaluable.
- Once you have a piece of software that has wide adoption and is feature rich, doing a design overhaul becomes difficult; the scope is large, and undertaking a wholesale redesign poses a high risk. Over time, enterprise products accumulate dense, complicated business logic, often meant to appease the special needs of a particular “large whale” (customer with deep pockets) , it is often difficult to get things exactly right when attempting to overhaul software with this level of complexity. The existing user base will most likely complain about any significant change to something they are familiar with This type of resistance is easily visible in B2C software; whenever Twitter or GMail makes any consequential adjustment, there is invariably an uproar on social media.
- Once you have a piece of software that has wide adoption and is feature rich, doing a design overhaul becomes difficult; the scope is large, and undertaking a wholesale redesign poses a high risk. Over time, enterprise products accumulate dense, complicated business logic, often meant to appease the special needs of a particular “large whale” (customer with deep pockets) , it is often difficult to get things exactly right when attempting to overhaul software with this level of complexity. The existing user base will most likely complain about any significant change to something they are familiar with This type of resistance is easily visible in B2C software; whenever Twitter or GMail makes any consequential adjustment, there is invariably an uproar on social media.
- Once you have a piece of software that has wide adoption and is feature rich, doing a design overhaul becomes difficult; the scope is large, and undertaking a wholesale redesign poses a high risk. Over time, enterprise products accumulate dense, complicated business logic, often meant to appease the special needs of a particular “large whale” (customer with deep pockets) , it is often difficult to get things exactly right when attempting to overhaul software with this level of complexity. The existing user base will most likely complain about any significant change to something they are familiar with This type of resistance is easily visible in B2C software; whenever Twitter or GMail makes any consequential adjustment, there is invariably an uproar on social media.