UX interested primarily in the design of digital touch points that make people pleased to be our customers STRATEGY sequence of tactics executed in order to achieve a stated goal. +
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exercise 1. what are the top three factors in your organisations that restrict your ability to deliver excellent user experience? - individual thought. 5mins - share experiences - top three factors on a post it note each.
Christopher Simmons - http://www.aiga.org/content.cfm/what-design-cant-do If you want to be a brand, you have to work from the inside out. A great logo isn’t going to make a shitty product any less shitty, any more than a hard worker is going to make a bad boss a compelling leader.’
org chart methodology incentives e n v i r o n m e n t budgets & accounting infrastructure processes reporting communications tools culture l e a d e r s h i p technology SOME AREAS TO CONSIDER, TO GET YOU STARTED. FEEL FREE TO GO BEYOND THIS LIST. . SIZE IS NOT INTENDED TO INDICATE RELATIVE IMPORTANCE. IS JUST TO MAKE THE PAGE LOOK PRETTIER. Text
the way most business works these days makes good UX hard to do. - Short term focus - Functional accounting - Functional silos - Hierarchical rewards - Distance of management from customers - Shareholder value rather than customer value
target audience value proposition customer experience strategy strategy driven tactical execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
‘With respect to the definition of business purpose and business mission, there is only one such focus, one starting point. It is the customer. The customer defines the business’ - Peter Drucker Management: Tasks, Responsibilities, Practice
What the customer thinks he or she is buying, what he or she considers value is decisive – it determines what a business is, what it produces, and whether it will prosper. And what the customer buys and considers value is never a product. It is always a utility – that is, what a product or service does for him or her. And what is value for the customer is anything but obvious. - Peter Drucker, Management: Tasks, Responsibilities, Practice
Business Model YES! you need to understand it NO! you don’t need an MBA (unless you want one) Make sure you understand where the money comes in and goes out (both costs or customers lost).
exercise 2. using the business strategy elements provided in the deck, design some a customer journey map for the key persona and scenario for your chosen organisation
1. Grocery Company Value Proposition: Eat amazingly well but don’t spend hours shopping and chopping. Target Audience: Our typical customer lives in a large city. They are highly career focussed professionals, spending a lot of time working but are well rewarded for their efforts. They are time poor and often sacrifice their health through not making time to eat well or exercise, however they say that their health is important to them and they are willing to invest in effective solutions to achieve better health. If they got to impress their friends/colleagues in the process that would be an added bonus. Tech savvy. Business Model: The business has dual revenue sources: membership fees and goods/services sold. The model requires a relatively small number of high value customers predominantly acquired through referral. Relationships with suppliers are critical to maximise margins. Experience Strategy: Offer a highly personalised experience and seek to achieve the high standards of customer service our target audience expects. Business Strategy Tom Treto Head of IT at international bank. 42yrs, long term girlfriend, Sara (36yrs) KEY SCENARIO: It’s Sunday night, Tom is getting ready for a big week at work and planning his schedule, while he is doing this he is trying to plan to eat some healthy meals at home and at work and place an order for food he needs for the week. Works long hours and socialises a lot but likes to entertain at home occasionally and really making an effort to watch what he eats. Recently started doing the ‘Paleo’ diet because friends recommended it. Price sensitivity Leisure time availability High High High Low Low Low Health & Nutrition Knowledge PERSONA:
Value Proposition: Finding you the best way to work. Target Audience: Our typical customer lives in a large city. They travel to work on weekdays and have up to 3-4 destinations that they regularly travel to (eg. their office + a couple of clients/partners offices). They have multiple transport options available to them and want to get to work as quickly and easily as possible every day. Business Model: The business relies on the typical ticketing/pay per use revenue but will be looking to supplement this with either advertising revenue or a ‘premium’ offering in the near future Experience Strategy: We think so you don’t have to. Wherever possible making the system smart and predicting our customers needs to minimise the thought and effort they need to put into commuting. Business Strategy 2. Commuting System Greta Feric Account Manager at Advertising Agency 28yrs, single, loves her bicycle and dancing KEY SCENARIO: It’s Tuesday morning and Greta has a meeting with a new client at their offices. She was planning to cycle but has woken to find it raining so now needs to find the best travel route. Greta is the main representative for her company to some of their biggest clients and is often going out to visit them in their offices, Most days she cycles to work but not when it’s raining. Environmental Awareness Price Sensitivity High High High Low Low Low Requirement to be punctual PERSONA:
guerrilla CX metrics 1. new customers: volume & value 2. lost customers: volume & value with reasons 3. renewals with reasons 4. referals by customer group 5. revenue and profitability by customer group ref: Jeanne Bliss in Chief Customer Officer: Getting Past Lip Service to Passionate Action,
target audience value proposition customer experience strategy strategy driven tactical execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
exercise 3. Design one screen of user interface to support your persona’s key scenario using all the strategic information available to you. 1. defining (writing down) the primary persona for the page & their primary goals/desires for the interaction. 2. working out how you would measure success for this interaction 3. brainstorm key elements to include on the screen (individually then aggregate ideas) 4. prioritise elements using persona/business goals as criteria 5. designing the screen use a collaborative, strategic approach to the design by: capture your workings, you’re going to present this.
top down current business practices make it virtually impossible for companies to deliver consistently good UX this is our most important, long term, strategic UX design project. don’t accept that business as usual is the way it should be.
bottom up big change takes time (optimistic estimate 5yrs) use strategic UX model to frame ‘naive’ questions for clarity around business strategy and offer assistance by facilitation we can’t wait for change before we act. use strategic UX create frameworks for bridging silos to build a shared understanding of a more holistic customer experience conduct & present UX project work in relation to business & CX strategy.
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