Harnessing the Value of UX

HARNESSING THE VALUE OF UXLeveraging the practice of experience

design to create business value

Jason Ulaszek @webbit Product, Customer & User Experience Summit

June 16, 2014

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OUTLINE

•The Backstory

•UX IS Strategy

•Measuring Impact

•Sustainability

A design approach that’s here to stay.

THE BACKSTORY

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A QUICK LOOK BACK…20+ years ago

Tomorrow

WEB DESIGN

CORPORATE STRATEGY + ECOMMERCE

DIGITAL PRODUCT DEVELOPMENT

INNOVATION + CUSTOMER EXPERIENCE

DIGITAL + PHYSICAL MASH-UP

???

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A TERM WAS BORN

UXUser Experience Design

Multi-disciplinary design approach that builds customer satisfaction, loyalty and engagement by creating easy to use and pleasurable

interactions between a customer and a product/service

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Dan Saffer: http://bit.ly/1aDkiG7

NOBODY SEEKS FRUSTRATION ON PURPOSE

UX can help to create more relevant and valuable products AND ones that support versus constrain or frustrate.

ALLOWS YOU TO SEEK UNDERSTANDING FIRST

Understand the true nature of the problem or opportunity before you devise the product or solution

HELPS STRIKES A BALANCE BETWEEN PEOPLE CREATING PRODUCTS AND THOSE USING THEM

I’m selling more, yippee!

Sweet, this is exactly what I wanted!

AND IT REDUCES YOUR CHANCES OF FAILURE

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UX CAN HELP TODAY’S CHALLENGECustomers expect consistency & one conversation.

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IT PUSHES HOLISTIC THINKING

The ENTIRE Experience

(Ecosystem)

Individual Experiences

(Sites, apps, kiosks, etc.)

Transactional Experiential

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A STUDY OF 15 COMPANIES

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SHARING SIX CHARACTERISTICS

✓ Publicly traded in the U.S. for the past 10+ years.

✓ Employs the strategic use of design.

✓ Has had growth in design-related technologies, talent

acquisitions and facilities.

✓ Design is endemic to the structure of the organization.

✓ Design leadership present at the senior & divisional levels.

✓ Senior-level staff demonstrate a conscious decision and

commitment to smart design.

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OUTPERFORMED S&P500 BY 228%

Design Value Index by Motiv Strategies (January 2013) http://www.dmi.org/?DesignValue

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Using design methods to understand customer needs better as well as to reframe complex problems is leading to insights that constitute strategic competitive advantages. Further, utilizing top design talent to translate insights and new strategies into tangible solutions in hardware, software and service interactions helps companies grow faster through differentiation and better customer experiences.

Design Value Index by Motiv Strategies (January 2013) http://www.dmi.org/?DesignValue

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Let’s examine some common questions and an approach.

UX IS STRATEGY

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To instill empathy within the organization.

HOW CAN I UNDERSTAND AND REACT TO MY CUSTOMERS NEEDS?

To create uniformity across an entire customer ecosystem.

WHERE SHOULD I FOCUS & ENGAGE? HOW CAN I OPTIMIZE WHAT I HAVE?

To build engaging brand experiences that drive customer desire.

HOW DO I CREATE GREATER BRAND AFFINITY?

To develop a customer-centric culture that drives innovation.

HOW CAN I SHIFT THE MINDSET OF MY ORGANIZATION & CREATE A COMMON UNDERSTANDING OF THE CUSTOMER?

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ASK YOURSELF…

•How do I address these challenges?

•What do I pull out of my “UX bag

of tricks” to tackle them?

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HERE’S ONE APPROACH

ENGAGEMENT + INSIGHT + ITERATION

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STEP 1: DISCOVER• How do we disrupt the market?

• How can we delight our customers?

• How & why do people use our

products and services?

• Where are we strong/weak?

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UNCOVER THE DIRECTIONThe right approach is determined by asking the right questions.

ADOPTION

Business Questions:

• What do people think of my brand? • What do they want from my company? • What do people like about our products? !Research Methods:

• Surveys • Focus Groups • Customer Feedback Channels • Card Sorting !Design Impact:!• Visual Design • Branding • Content

OPTIMIZATIONBusiness Questions:

• Can we increase our conversion rate? • Is our navigation helpful to our customers? • How do we stack up against competitors? !Research Methods:

• Usability or A/B Testing • Web Analytics • Card Sorting • Heuristic Review !Design Impact:!• Information Architecture • Interaction Design • Content labeling and Site Nomenclature

ENGAGEMENT

Business Questions:

• How can we delight our customers? • How do we disrupt the market? • How do people really use our products? !Research Methods:

• Contextual Inquiry • Mental Model interview • Ethnography • Customer Diary !Design Impact:!• Experience Design • Strategic Offerings • Interaction Design

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STAKEHOLDERS INFORM STRATEGY

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RECOGNIZE WHERE YOU STANDCompeting factors set expectations.

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GO TO YOUR CUSTOMERS

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STEP 2: DEFINE• What are the gaps in the

experience?

• How do we use all this to make

decisions?

• What can we act on now?

• What does it all mean?

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LOWER THE BARRIER TO PARTICIPATION

‹#›

DEFINE

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ADVANTAGES OF MENTAL MODELS

Confidence Clarity Continuity

• Create confidence in design decisions that are based on solid research !• Ensure design decisions make

sense to your audience based on alignment with their view !• Reduce ambiguity, because

the model is based on real data

• Provide a visual model of someone’s whole experience in one place !• Is easily shared among

colleagues, creating common ground for decision-making !• Help designers and

stakeholders adopt the customer perspective in a powerful way

• Evolves slowly over time, so it can be the basis for a long-term strategy !• Provide retained knowledge,

even if team members change; can easily be understood by new stakeholders !• Offer insights about new

opportunities, even as market conditions change

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A HUGE LIVING DOCUMENT!

8 feet

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AN EXAMPLE – INSIGHTFUL PATTERNS

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THE FOUNDATION FOR YOUR ROADMAP

Interaction Design Concepts

Site Architecture Nomenclature Detailed Navigation

Personas Scenarios Use cases

Gap Analysis Product ConceptsMental Model

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PERSONAS

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MAPPING FUTURE JOURNEY

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MAPPING DIGITAL TO HUMAN

SALES PROCESS

SALES ACTIVITIES

UX ARCHITECTURE

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STEP 3: DIRECT• How should we prioritize?

• What are the evaluation criteria?

• What do we do first?

• What does success look like – for

our business & customer?

• How do we socialize this

throughout the organization?

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PRIORITIZE THE OPPORTUNITIES

Identify Gather and document opportunities identified through each project activity.

Assess Determine evaluation criteria and score each opportunity accordingly.

PrioritizeIdentify opportunities to be done first based on feasibility, importance.

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‘WHY’ UNLOCKS CRITERIA

Technical Feasibility

› Difficulty of implementation › Does solution need front or back-end

coding, or both? › Does the solution require integration with

other systems or third-party solutions?

Resource Feasibility ›  Do we have the data and tools to do this? ›  Do we have the people to do this? ›  Is the solution cost-effective?

FEA

SIB

ILIT

Y

Importance to the Business ›  Increases investment/conversion ›  Promotes product and brand awareness ›  Increases credibility and trust ›  Provides additional advisor value/education

Importance to the Consumer ›  Facilitates access to product information ›  Provides research and insights ›  Offers client-ready sales/education materials ›  Helps me with my business IM

POR

TAN

CE

And everything is evaluated against it.

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PRIORITIZATION

CC: Michael Young, from The Noun Project

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ORGANIZE KEY THEMESLook for affinities across features.

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Foundational Updates ›  Site structure, navigation and labeling, branding

and multi-device capability ›  Content refresh and optimization ›  Analytics program

Features/Functions ›  Document accessibility ›  Advisor site (registration required) ›  Comments/discussion and event calendar ›  Context-specific feedback ›  Targeted content and content syndication

Content ›  Thought leadership, practice management, and

client-facing content ›  Multimedia/interactive content ›  Social/community and third-party content ›  Content processes: editorial calendar, controlled

vocabulary

Tools ›  Fund finder and comparison tool, portfolio map ›  Benchmark performance and exposure analysis ›  Price performance and premium/discount charts ›  Correlation tracker and stock screener ›  Portfolio constructor/analyzer

STEP #3: DIRECT

Identify the key themes (samples)

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ILLUSTRATE THE PLANBlend short and long term focus.

CAPABILITIES:!

›  Advisor comments and discussion

›  Advisor site (registration required)

›  Content syndication ›  Additional third-party

content ›  Targeted content delivery

CAPABILITIES:!

›  Tools for advisor analysis ›  Multimedia content ›  Client-facing content ›  Social media and

community content development

›  Feedback and surveys ›  Event calendar

CAPABILITIES:!

›  Thought leadership, research and insights content

›  Credibility-enhancing content (case studies, etc.)

›  Tools and processes for content maintenance

›  Additional Contact Us/About Us content

›  Document accessibility ›  Controlled vocabulary

CAPABILITIES:!

›  Updated site structure, navigation and labeling

›  Refreshed design/branding ›  Mobile-friendly platform ›  Content refresh/

optimization ›  Web analytics

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SAMPLE RELEASE EXPERIENCE

CAPABILITIES:!• Thought leadership, research

and insights !• Credibility-enhancing and

About Us content!• Tools for content maintenance!• Document accessibility!• Controlled vocabulary!

BUSINESS BENEFITS:!• Improved user engagement!• Improved site and brand

credibility!• Internal productivity gains!

MEASUREMENT:!• Site Catalyst metrics!• Contacts and leads

generated!• Repeat visits

Standardize terminologyIncrease editorial efficiency

Develop more “real” content to build credibility

Ensure document accessibility

Facilitate advisor communications with sales

Offer advisors additional, qualitative research and insights

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CREATE A SHARED UNDERSTANDING

Connecting UX design with business metrics.

MEASURING IMPACT

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MAPPING THE METRICS

Net Revenue

Operating Expenses

Lower Customer

Acquisition Costs

Higher Sales

Good Customer Retention

Rates

Happy Customers

Ratings

Risk/Cost Avoidance

Happy Employee

Ratings

Higher Employee

Productivity

Better Data

Lower IT Costs

Higher System Uptime

Faster Time to Market

Fewer Defects

Faster Inventory

Turns

Sales/Marketing Finance HR

Supply Chain All IT

KEY

A healthy mix of financial & qualitative value drivers.

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THE RIGHT EXPERIENCE IS DRIVEN BY A BALANCED APPROACH

Exploratory research to gain insights into Customers’ needs, wants, and motivations

Validate (or invalidate) design and content decisions: usability testing, A/B testing etc.

Ensure to capture the right metrics to be able to measure results, successes, failures and opportunities. Key to continued, iterative improvements.

ASK

TEST

MEASURE

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THE RIGHT QUESTIONS LEAD TO CLEAR SUCCESS METRICS

BUSINESS OBJECTIVES

KEY PERFORMANCE INDICATORS DIAGNOSTIC METRICS

Increase in traffic › Increase in new visitors to web site › #,% visits by state/region ›Top accessed content

Increase online quote completes

›Number of online quote intention Phase 1 (landing page of Get a Quote page)

› #,% change policy completes calls via GFN › #, % change in quote abandonment

Increase products per household

› x › x

Strengthen brand awareness

› x › x

Increase customer loyalty

› x › x

Improve customer satisfaction

› x › x

Increase in Online Customer Servicing

› x › x

“Save More Sales” by driving to call center

› x › x

INC

REA

SE

REV

ENU

ERE

DU

CE

COST

S

MEASUREMENT DRIVERS

Acquire New Customers

Increase Sales

Improve Retention

Strengthen Brand Equity

Drive Customer Loyalty

Improve Customer Satisfaction

Decrease Service Costs

Improve Sales & Service Effectiveness

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MEASURE PAIN POINTS + INSIGHTS

• Common understanding of our users

• Explore new ways to measure CX

• Shift the internal conversation toward

empathy for the customer

• Merge all CX metrics into a single view

• No “one size fits all” approach

• Experiment with new ways to evolve client’s

understanding of the customer

Absolutely crucial and commitment required.

SUSTAINABILITY

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The only way to get—and keep—high marks from customers is to treat customer experience as a business discipline.

Burns, M. (2014, January 21). The Customer Experience Index 2013. Forrester.

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CAPABILITY PRESSURE COOKER

Gartner’s “Hype Cycle” http://gtnr.it/1g1Nnw0

[A Client’s] View of CX vs. Current Maturity of CX Team

Pressure is building rapidly for teams

supporting CX execution.

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UX DESIGN TEAM PATH TO MATURITY

ESTABLISHING A POINT-OF-VIEW

(Selling design and rationale)

!LEADING CHANGE (Design leading business)

Quality InfluenceEngagement

!HONING CRAFT

(Tools, resources & process)

You have to understand where you stand - and

where you’re headed.

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DESIGN AS BUSINESS DISCIPLINEAssess and invest as any business product/service.

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DESIGN TEAM MATURITY MODEL

BUILDING A FOUNDATION A team representing the voice of customer experience exists and begins to form a vision.

FORMED TEAM & VISION PROVEN CX SKILLS BEGAN OUTREACH

HONING SKILLS Alignment on mission and expectations progresses as foundational processes materialize.

ESTABLISHING DIRECTION Vision, process, and collaboration are sufficiently developed, and the team begins using their expertise to influence business decisions.

LEADING CHANGE Evolution races rapidly ahead as the team launches forward from its solid base to partner as a regular influences steering customer experience direction.

PIONEERING INNOVATION The team is a proven design and business leader, playfully innovating and demonstrating category leadership and mastery.

DEVELOPED A STANCE EXPLORED APPROACHES BUILDING LEADERSHIP

FINDING A FOCUS DEFINING METHODOLOGIES GAINING MOMENTUM

EARNING RESPECT EMERGED AS LEADERS GREW ORG SUPPORT

DESIGN LEADS BUSINESS EXPERIMENTATION INDUSTRY RECOGNITION

A business plan for your design team.

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MAXIMIZING YOUR RESOURCES1. Avoid silos, which prevent greatness.

2. Work in parallel streams.

3. Care about your customers.

4. Make creativity a constant in business.

5. Get inspired by the people on your team.

6. Provide self-service, but give service a human touch as well.

7. Think beyond engagement to relationship.

8. Deliver Big D design and make a positive impact.

9. Develop ecosystems and engage in holistic thinking.

10. Get out of the building and gather evidence.

Designing the Future of Business, Daniel Szuc in UX Matters \ http://bit.ly/1kFAA1w

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STRATEGY

+RIGHT INCENTIVES

Aligned to desired...

Cultural Values

Customer Goals

Business Goals

WIN

Thank you.

FIN

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