UX HOW?

A GLIMPSE OF USER EXPERIENCE FOR B2B INDUSTRY – Issue 2

THINK AGAIN, DIFFERENTLY

What is the role of UX

in your business?

START

CREATING FUTURE VISION

BRAND IN B2B

BRAND EXPERIENCE

UX DESIGN OF CUSTOMER TOUCHPOINTS

TOWARDS A UX MINDSET

CONTENTDISCOVER HOW UX CAN HELP YOUR BUSINESS

“By failing to prepare, you are preparing to fail.” –Benjamin Franklin–

“The first step toward change is awareness. The second step is acceptance.”–Nathaniel Branden–

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8

2

6

10

What methods

can you start implement-

ing?

How can you

strengthen UX in yourorganiza-

tion? TOWARDS AN EXPERIENCE ECONOMY

LOOKING AT OLD CHALLENGES FROM A DIFFERENT ANGLE

UX MANAGEMENT LOOP

UX IN ACTION

UX METHODS

USER EXPERIENCE (UX) GOALS

EXPERIENCE CENTRE

UX GOALS IN THE DESIGN PROCESS

UX AND PRODUCT LIFECYCLE

DON’T FORGET THE HEART

UX LINKS & BIBLIOGRAPHY

“Problems are not stop signs, they are guidelines.” –Robert H. Schuller–

“Define UX goals before design”

“The only source of knowledge is experience. –Albert Einstein–

“Don’t forget the power of empathy.”

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24

14

16

28

26

22

30

31

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4

ED

ITO

RIA

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EA

M

Virpi Roto Maaria Nuutinen Anssi Smedlund

AttributionYou must attribute this work in the manner specified by the authors or licensor (but not in any way that suggests they endorse you or your use of the work).

NonCommercial You may not use this work for commercial purposes.

NoDerivsYou may not alter, transform or build upon this work.

Maaria NuutinenUXUS programme manager

[email protected]

CONTACT

UXUSThe FIMECC UXUS (User Experience and Usability in Complex Systems) research programme aims at developing and improving the competitiveness of the Finnish metals and engineering industry. The programme challenges current products, services, routines and organizational cultures by introducing user experience thinking for company operations. UXUS is one research programme of the Finnish Metals and Engineering Competence Cluster (FIMECC).

ContributionsVladimir Abramov, Maiju Aikala, Maarit Heikkinen, Eija Kaasinen, Hannu Karvonen, Marja Liinasuo, Iiro Lindborg, Hannamaija Määttä, Stefania Passera, Hannu Paunonen, Marko Seppänen, Johannes Tarkiainen, Kero Uusitalo and many others from UXUS programme

Layout & graphics Joona Elo

Photos of UXUS membersTeemu Riihelä

SERVICES

DOWN

FOREIGNCULTURES

SOLUTIONBUSINESS

Hard to find a way to differentiate

from the competition

CREATING FUTURE VISION

More responsibility of the whole user experience

Designing for people we are not familiar with

More direct contact to the users

If you checked any of these, it means you will need to shift your attention from customer experience towards user experience. It is time to draft a UX strategy. We hope this booklet helps you think about the strategy at the different levels of the company.

Let’s start with a good old strategy exercise on the next page.

WHERE IS OUR COMPANY GOING?

EXPERIENCE BUSINESS

20

30

50

100

5 HOW TO GET THERE?

WHERE DO WE WANT TO GO?

UX is not important for us

A dedicated person (or agency) takes care of UX

We have a shared understanding of what UX means to us

We have UX integrated into the processes

UX is part of our strategyUX is part of our strategy

We have a UX-driven strategy and dedicated staff

We have a shared understanding of what UX means to us

We have UX integrated into the processes

We have a UX-driven strategy and dedicated staff

We do not know what UX is

A dedicated person (or agency) takes care of UX

WHERE ARE WE NOW?

5

4

3

2

1

3

TOWARDS AN EXPERIENCE ECONOMYB2B INDUSTRY CAN LEARN UX FROM B2C

With the BMW Connected drive system, the vehicle is connected with the outside world. The system brings the services that are normally used at home or in the workplace, such as weather, news and entertainment, inside the vehicle.

As BMW targets “joy” as a user experience, this approach facilitates UX by expanding the context of product use beyond the driving event to the larger user-specific context. The user feels connected to the car even when not driving.

BMW ConnectedDrive

Manufacture standardized products that include useful features

Deliver customized services that offer benefits

Stage personal experiences that cause sensations

INDUSTRIAL ECONOMYSERVICE ECONOMY

EXPERIENCE ECONOMY

“Designed for driving pleasure”– BMW –

© BMW Group

4

Commodities such as coffee can be re-designed to be more engaging by adding elements that appeal to the feelings and senses of users. Starbucks’ concept includes elements that were not previously used in the coffee business. As a result, what has been previously thought as a commodity now creates new categories of products and services around it.

IMAGINE if you could do

the same in your

business!

© Starbucks Corporation

“Experiences represent an existing but previously unarticulated genre of economic output”– Pine & Gilmore, 2011, p xxiv –

STARBUCKS CAFÉ & COFFEE

5

TOUCHPOINTS

PRODUCTS

PACKAGING

PRINTED MATERIALS

INSTRUCTIONS

NEGOTIATIONS

MAINTENANCE

POINT OF SALES

CALL CENTER

WEBSITE

SOCIAL MEDIA

EMAIL

VISITOR PREMISES

MEDIA VISIBILITY

EVENTS

BRAND EXPERIENCEBrand experience (BX) is the feeling a person has towards a brand. Various aspects influence this feeling, so all touchpoints between a com-pany and the customer should strengthen the intended brand image.

If you checked the last option, congratulations! You not only have excellent products and services, but a consistent message in all touch points. You have succeeded in creating engagement in all touchpoints.

They do not know our brand

They see us as a forerunner, but choose a cheaper option

They see us as a typical technology provider

They want to buy from us, no matter the cost.

HOW DOES A POTENTIAL CUSTOMER EXPERIENCE YOUR BRAND?

6

One of the products by Rolls-Royce Marine is a million-euro thruster for ships. The product itself is beautiful and of excellent quality, but the object that gets the biggest audience is the tarpaulin covering the thruster during transportation and

An example of how FIMECC UXUS has improved UX at different touch points.

DESIGN FOR A NEW THRUSTER COVER: Carolina Rebelo and Tae Yong Kim, Aalto University

THRUSTER COVER IN USE: Rolls-Royce Marine

while it is stored on the shipyard before installa-tion. The thruster cover is one of the touch points between Rolls-Royce Marine and their customers. It is an opportunity to communicate the brand promise “Trusted to deliver excellence”.

“Trusted to deliver excellence”–Rolls-Royce–

A TIP: Ask your present

and potential customers how they feel about

your brand.

7

How do you feel about us?

Innovative

Honest

Responsible

Sensitive

Down-to-earth

Friendly

Reliable

Trendy

Sentimental

Upper-class

Brave

Unique

Not really Strongly

http://uxus.fimecc.com/VISIT UXUS WEBSITE

Give us some feedback and improvements ideas:

Info

rmat

ion

gath

erin

g,

upda

ting

info

rmat

ion

Brochures in fairs, ads and articles in newspapers

Get

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Defi

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Bei

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Brochures and references

Solution proposal Negotiations for agreement: drafts

Info

rmat

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on t

he

spec

ific

supp

lier

/ pr

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Cla

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ng t

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need

and

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in t

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Und

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the

gene

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of

need

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Eva

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the

pros

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sup

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SU

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EXAMPLE OF IDENTIFIED BOUNDARY OBJECTS in solution delivery, with customer's and supplier's motivations related to each stage of the delivery process.

UX DESIGN OF CUSTOMER TOUCHPOINTS

Specifications General sales material

Companies can improve positive user experience at each of the touchpoints of customer projects. One way of improving communica-tion at the touchpoints is to design engaging material. This material acts as “boundary object” between supplier and customer.

8

Safety (LTI)

DAYSWITHOUTACCIDENTS210

Chip handlingand storage

Chip qualityscreening Daily production

statistics

Dischargefrom truck

Raw materialquality check

Operations

DELIVERY SCOPEMaintenance ShutdownManagement Reporting

Shutdownreporting

Scalemeasurements

Dailymaintenance

Lubrication

Conditionmonitoring

Workmanagement

Materialmanagement

Supplier networkmanagement

Health and Safety and

the environment

Industrial cleaning of plant

Gate & scaleoperations

Chipper specialist:- knife equipment change - complete inspection

Root cause analysisof problems or events

Establishing O&M Special services

Establishingcomputerizedmaintenancemanagementsystem

Effectivelyusingcomputerizedmaintenancemanagementsystem

Tools &measurement

equipment

Chipper knife grindingBed knife reconditioning

Shutdownexecution

Shutdownplanning

& supervision

Operate GentleFeedand debarking

Log loadingto receiving table

Chipping

Operateconveyors

Operatelog receiving table

Preventive maintenance& equipment lifecycle

Spare partsonsite stock

for consumables andchipper wear parts

OI

O&M development

SERVICES ATVALMET WORKSHOP

RecruitingO&M trainingDevelopment of skillsand working methods

Transportation ofreconditioned parts

from and to Site

WELCOME TO SITE!

EXAMPLE OF VISUAL MATERIAL AS A BOUNDARY OBJECTValmet service map for plant maintenance helps customer and supplier understand the offering in the same way and makes the negotiation process more inspiring

9

BR

AND EXPERIENCE

CUSTOMER EXPERIEN

CE

USER EXPERIENCEJACKPOT

GET ALL THREE RIGHT!

WIN WIN

BRAND IN B2BThe brand is an important, long-term asset of a company. Brand experience has a major impact on the customer and user experience, and vice versa. User experience and customer experience can take your brand up or down.

MERE GOOD LUCK?

Is it just a matter of luck to get

people engaged with your brand?

10

BRAND IN B2BIn B2B industry, a company may need to manage many different product brands, targeted to differ-ent markets. For example, the R&D in Rocla takes care of three different strong brands.

Sometimes end-users cannot see the brand, as itis only one part of a bigger offering, possibly underanother brand. However, B2B companies might benefit hugely from a known, positive brand image. For example, Kemppi and Ponsse have known, positive brands.

How to fully utilize the brand and its potentials in aB2B world? Adding a logo on the product is not enough, but you need to pay attention to the brand experience in all touchpoints between yourcompany and the customers, end users, and all stakeholders. The touchpoints are the points at which to build a good brand image.

11

ISSUE 1 OF THE UX BOOKLET SERIES

REAL-LIFE EXAMPLES

UX MANAGEMENT LOOP

1

2

3

4

UNDERSTANDING UX

Find Issue 1 of this series, where we explain what UX is. Think about real-life examples of products that delighted you or your customers.

CLARIFY THE IMPORTANCE OF UX AND YOUR ROLE IN CREATING IT

Why is UX important for your company? How can you improve UX?

UX GOAL-SETTING AND DRIVERS

What kind of UX would differentiate your company from your competitors? Set the UX goals and decide how to put them into practice (see pages 24-27).

MONITORING OF FULFILLMENTS

Is the design going in the desired UX direction? Does it create the desired UX in the field? You need some UX evaluation methods in order to test it.

When starting to implement UX in practice, hiring a graphic designer and polishing the look is NOT the best way to start. But how then?

AS A MANAGER, YOU CAN START IMPLEMENTING UX WITH 4 SIMPLE STEPS:

See: www.allaboutux.org

12

DRIVERS AND PRACTICES FOR DAILY WORKING

FEEDBACK FROM THE FIELD

UX MANAGEMENT

LOOP1

2

4

3

YOUR ROLE IN UX STRATEGY

13

Pursuing company-wide experience-driven thinking can open up new paths for solving old problems. When you focus on the three Xs and let them guide your problem solving, totally new solutions may come up. You may also notice your UX capabilities improving and a more agile organizational culture emerging.

LOOKING AT OLD CHALLENGES FROM A NEW ANGLE

CX BX

UX

Committing people

Communicating gaps between experts

OLD CHALLENGES

Competitors with similar offering

Contradictions between product and service

businesses

Multiple and weak objectives in design

14

Work motivation enhanced by providing good experiences for the users

POTENTIAL SOLUTIONS

Envisaging the future of the users’ world

UX goals clarifying the focus

Coherent solutions by looking from the perspective of the UX

New innovations through being under the users skin

15

Improving UX requires a commitment in all parts of the organization, and a change in priorities. See how FIMECC UXUS companies have been building a UX mindset to foster UX work.

UX IN ACTION

KONE People Flow Day is organized every year to help all our employees better understand what the UX-based strategy of KONE means. The event is designed to bring the employees normally not connected to UX issues closer to the users and customers by acting as researchers, talking to customers, interviewing the public, making on-site observations and filling in questionnaires.Through this event, we aim at supporting the

mindset transformation from product-centred

thinking to experience-based thinking. The event is also a way of supporting sales activities, as it enhances the commitment of the customers. The feedback collected from the participants annually has proved that the strategy and objectives have been clearly communicated and are better under-stood within the organization. In addition, the material gathered during the event is further utilized in product development, communications and marketing.

In Metso Automation, we believe that a good UX mindset grows when all stakeholders know the users, their work and how our process control systems are used in real life. However, for practi-cal reasons, not all stakeholders can conduct profound UX research in real process control environments. Requirement specifications are not enough to gain user understanding either. The quality of discussion is important when creating a good UX mindset.

We have found that stories from users, videos from user environments, illustrated concepts and prototypes of future tools are efficient ways to provoke discussion and create an internal buzz around UX topics. For example, because of visuali-

Metso AutomationCreating internal UX buzz

KONE People Flow DayExperiential events for staff

zation and prototypes, the discussion about future mobile applications, social media tools and speech control has been rich and fruitful inside our own organization and with the users in plants.

At Metso Automation we create a prototype at every development phase. The prototype does not only demonstrate a set of features, but fulfils a specific UX goal and purpose. So, the prototype is accompanied with a story about a real use case.

The prototypes and visualizations build an innova-tion environment in which our whole organization, developers, customers and users can discuss our present and future products.

16

Rocla’s R&D and marketing & communications have been working together for several years in new product introductions (NPIs). To strengthen this co-operation and understanding between different functions, marketing & communications was made part of the R&D organization three years ago.Over recent years co-operation has evolved into

deeper co-creation, where marketing and especially concept development of R&D are work-ing together as one integrated team. This type of close relationship not only improves information sharing, but creates an open forum for new ideas and ways of working without boundaries. In addition, this out-of-the-box working is a great

Multicultural field studiesThe aim of the field study method applied at Konecranes is to gain a holistic understanding of the customers and users and of the contexts they are operating in. Field studies are conducted by our R&D people, who interview and observe customers and users at customer organizations.The data collected is systematically analysed, categorized and summarized. Disseminating the knowledge gained by using this method can

learning and development opportunity for all parties: for example, marketing better under-stands the technology that enables some product features, whereas R&D starts to think more about end-user benefits instead of features. It’s an effective way of ensuring that user experience and brand thinking are the driving factors in the whole product development process from early concept ideas to finalized marketing and sales materials to the customers. Through this co-creation, we can create specific

messages and tools for different touch points (for example in sales situations) that bring out the essentials of our products.

Rocla’s internal collaboration between R&D and marketing & communications

increase the awareness of UX in the context of various customers and markets.

We emphasize the importance of identifying the needs and interests of various stakeholders in customer organizations in order to be able to create better overall solutions and services in the future.

17

Hiring a UX expert is not enough to make UX a differentiator for your company. You need to change your company culture.

TOWARDS A UX MINDSET

Changing the company culture towards a UX mindset is challenging. The present culture is rooted deep in the daily ways of working, thinking and feeling; that is why culture is not something that you can directly manage. Rapidly imple-mented change programs that touch only the surface of the culture and may even strengthen the old, hidden core of it. What you can do is to build favourable conditions for the culture to grow. Experience-driven thinking, design thinking and

multiple methods available offer an unending source of inspiration for luring people into challenging g the present culture.

Recognize seedlings becoming a garden and keep planting ideas to grow here and there.

How to cultivate a UX mindset in your organization?

18

Create your own UX agenda to strengthen the UX MINDSET

AGENDAIn FIMECC UXUS, the participating companies have identified various means to strengthen the UX mindset among different actors.

not likely maybe definitely

WHICH OF THESE WOULD YOU PUT ON YOUR UX AGENDA?

Customer visits

Field studies

Gathering and sharing user and customer feedback

“Stepping into the user’s shoes” in R&D brainstorming

Stronger collaboration with marketing and communications units in the R&D processes

Identifying and utilizing UX champions within different units

Creating experiential events for the staff

Utilizing experience centres to concretize UX (see the next page)

Renewing the brand image

Other

19

CUSTOMER VISIT

WINDOW FOR USER’S WORLD

USABILITY TESTING

USER VISIT

PRESENTATION

QUALITY CHECK

CO-DESIGN

CONCEPT VISUALIZATIONS

EXTERNAL MARKETING

IDEAS EXPLORATION

UX MINDSET CHANGE

PROTOTYPES

STORY TELLING

UX STUDIES

EXPERIENCE CENTRE

Experience centre is a physical space at your company enabling and boosting experience innovation, demonstration, and testing, also together with your customers and end users.

EXPERIENCE CENTRE What kind of EXPERIENCE

CENTRE do you need?

20

In FIMECC UXUS, we have designed a concept of a future control room to visualize the future production work supported by new technology. It is a co-design, innovation, and testing environ-ment where users, customers, subcontractors and different stakeholders inside Metso Automa-tion can gain a rich experience of the future and participate shaping it.

Experience centre for Metso Automation

EXAMPLES OF EXPERIENCE CENTRE

Another example of an experience centre was designed for Rocla and inspired by a racing track. People can drive forklift trucks on the track and experience them in actual use. The space can be used for training, testing, and sales and marketing support functions. The general atmosphere and setting of the centre allows operators and customers to experience most of the real-life forklift operations in an enhanced environment that supports the overall brand image.

Experience centre for Rocla

© Rocla

© Metso

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8. GO TO MARKET9. AFTER SALES SUPPORT

3. DESIGN IMPLICATIONS

1. GAIN INSIGHT

2. SET UX GOALS

10. C

OLL

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T FE

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BA

CK

UX AND PRODUCT LIFECYCLEUX activities are integrated in all phases of system development and beyond the launch. Especially the early phases of development are important, as setting the right UX goals is the basis for UX success.

1. GAIN INSIGHTStart with background studies. Gain insights into what kind of UX delights your target audience.

2. SET UX GOALSBased on the background studies, set 1–4 high-level UX goals. UX goals help in commu-nicating the experiential aims throughout the company. See the following pages to learn more about UX goal setting.

3. DESIGN IMPLICATIONS Utilize the UX goals in ideation of a new concept. What are their implications for the design?

4. UX TARGETSOnce you have a better idea of the design, more specific targets can be defined. UX targets are measurable and are used in evaluations throughout the development process.

5. CONCEPT DESIGNIn the concept design phase, you plan the work flow, product features, and outlook based on UX goals.

6. EVALUATETo get the design right, we need an iterative design + evaluation cycle. UX targets can be used to see whether the UX design is going in the right direction. 7. IMPLEMENT Implementation and UX testing is an iterative process as well. Sometimes you need to go back to the drawing boardto fix the design.

8-9. GO TO MARKET /AFTER SALES SUPPORTAll touchpoints after the product is out should be in line with the original UX goals and brand identity.

10. COLLECT FEEDBACKBy studying the current products in use, you learn about the long-term UX that has a strong influence on customer loyalty.

22

REFINE UX GOALS

6. EVALUATE

7. IMPLEMENT

4. UX TARGETS

5. CONCEPT DESIGN

23

UX GOALS

Scientific knowledge on human activity and its underlying values

Brand promise

Empathic understanding of the users’ world through domain and work analysis

Opportunities and challenges of technology

Vision of renewal

USER EXPERIENCE (UX) GOALS*The core of UX-driven design is UX goals that indicate how the com-pany would like the users to feel about using their product or service.

SOURCES FOR GAINING INSIGHT INTO DEFINING UX GOALS

During product design, the whole design team should share, understand, and commit to the UX goals. High-level UX goals are elaborated to design implications and further to functional requirements and measurable UX targets.

TO DESIGN FOR USER EXPERIENCE, YOU NEED CONCRETE AND FOCUSED UX GOALS

In Issue 1 of this series, we talked about UX targets. Since then, we have chosen to use the term UX GOAL for high level targets that are not measurable as such.

*24

The UX-driven concept development in the project was based on field studies and selected UX goals, such as “sense of control” and “feeling of presence”. The project provided us with an innovative, yet practical concept for remote crane operation, which aptly responds to its user needs and fits excellently into its context of use.

Johannes TarkiainenIndustrial Design ManagerKonecranes Oyj

The overall user experience (UX) goal in our case of futurist concept development was “Being one with the ship and the sea”. This goal consisted of many important sub goals such as avoiding information overload, operational safety and awareness of the environment. The set UX goals were used as drivers and evaluation points when we created operation experience stories. These stories were used as a prologue to the concept creation of bridges on future vessels. Hence, it can be said that our well-defined UX goals formed the backbone for the developed operation experi-ence concepts.

Iiro LindborgDevelopment Project ManagerRolls-Royce Oy Ab

EXPERIENCE OF HANDS-ON REMOTE OPERATIONKonecranes Remote Operation case

BEING ONE WITH THE SHIP AND THE SEARolls-Royce Future Bridge Operation

© Rolls-Royce

© Konecranes

25

Initial broad set of UX goals

Refined and focused set of UX goals

Feeling of presence

Feeling of presence

Feeling of safe operation

Experience of fluent co-operation

Feeling of having a professional tool to operate

Experience of own competence

Experience of appropriate functioning of the tool

Experience of fit for own use

Experience of interesting and rewarding work tasks

Feeling of being an essential part of the work community

Professional pride and motivation

Appropriate trust in technology

Sense of control

Sense of control

UX goals from Systems Usability framework

Field interviews and observations to get to know the domain and work activity and future expectations

Benchmarking of current solutions

Core-task analysis of field data

UX GOALS IN THE DESIGN PROCESSHere is a step-wise example of how UX goals were defined in the Remote Operator Station (ROS) case for Konecranes in the FIMECC UXUS programme

DE

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Examples of high-level requirements regarding ‘feeling of presence’ goal

General level design implications regarding feeling of presence

Design implications of the chosen UX goals

Functional requirements and concept solutions connected to the chosen UX goals

E.g. Quality of interaction (including for instance, the feel of operation and clarity of the operating view)

Support for the comprehension of the physical dimensions in the object environment

Availability of rich data without disturbing delays

Representation of the operated entity should be primarily based on the video feeds from the truck loading area or the stack.

The operation views provided present the loading zone in an integrated and consistent way.

The operation view should compensate the loss of visual stereoscopic effect (i.e., understanding different dimensions) when operating through the video feeds

Interpretation of the UX goals’ meaning in the context environment

Requirements definition for interaction and creating corresponding concept solutions for the ROS

27

UX MESSAGEThe marketing message should be in line with the UX goals.

8. GO TO MARKET9. AFTER SALES SUPPORT

Monitor long-term UX

3. DESIGN IMPLICATIONS

1. GAIN INSIGHT

Co-design workshops

Role playing

Design probes

Service UX

UX surveys

Field visits

UX literature

InterviewsExperiential Contextual Inquiry

Behaviour observation

2. SET UX GOALS

10. C

OLL

EC

T FE

ED

BA

CK

UX METHODSThere are various methods you can use to improve UX in the different phases of product or service development. We cannot provide comprehensive guidance in this booklet, just a glimpse of some methods as examples.

28

UX expert evaluations

AXE

UX question-naires

AttrakDiff

PreMo

PANAS

Scenario techniques

Design games

6. EVALUATE

7. IMPLEMENT

4. UX TARGETS

5. CONCEPT DESIGN

REFINE UX GOALSPrepare to refine the UX goals once the concept gets clearer

allaboutux.orgSEE:

29

Conducting user studies, utilizing participatory methods, defining UX targets, etc. All of these are important and necessary when aiming to boost competi-tiveness through UX. But the most important thing is empathy – to get under the skin of the people who buy your products and services, to see the world as they see it and feel what they feel. It is the key to innovation and organiza-tional renewal – and being two steps ahead!

DON’T FORGETTHE HEART

IMAGINEwhat could be the benefits if you managed to build a culture of widespread empathy for the people you serve?

I’m proud of what we are doing for our customers

I feel that we are part of something big

EMPATHY It's about being human and opening your senses and heart to others.

“Always keep an open mind and a compassionate heart" – Phil Jackson –

30

FIMECC UXUSwww. fimecc.com

LINKS &BIBLIOGRAPHY

Pine, B & Gilmore, J. 2011. The Experience Economy. Harvard Business Press

Patnaik, D. (2009). Innovation Starts with Empathy. http://tinyurl.com/nc9bkk

FIMECC UXUS Programme (2014).Tool to measure UX maturityhttp://uxus.fimecc.com/content/tools

Hartson, R. & Pyla P.S. (2012).The UX Book.Elsevier

UX evaluation methods and more: http://www.allaboutux.org/

31

www.fimecc.com

Positive user experience as a philosophy is a powerful way to re-think business.

This booklet is the second issue in a booklet series com-piled by Finnish researchers and professionals in the Finnish metals and engineering industry. A GLIMPSE OF UX offers a significant step towards a better understand-ing of the role of user experience (UX) in strategy, man-agement, and operations.

Acknowledging the role of UX prepares companies to compete in markets where competitors have similar products and services with similar functions. UX has to be taken into account from the early stages of product or service design through to commercialization and commu-nication. UX will differentiate companies’ products from each other, and UX will re-position the company in the industry’s value chain closer to the customer.

A GLIMPSE OF USER EXPERIENCE FOR B2B INDUSTRY – Issue 2