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Designing the small details – “Microinteractions”

Dan Saffer's text

Dan Saffer’s text

Part 1 of 2

As a usability researcher it’s important for me to stay aware and informed of guidelines for designing user interactions. Also, I want to be literate about topics within user experience design. So Dan Saffer’s book Microinteractions – Designing with Details caught my attention. His text is interesting; it focuses on the importance of the small details, the small pieces of functionality within a digital design. Saffer thinks these small details are really important because they can be “signature moments” that impact the entire experience of a product. Now that I’ve read his book, I would agree. To illustrate his perspective Saffer has included numerous examples of when a microinteraction created an enduring signature moment, for example Larry Tesla’s creation of Copy/Paste in 1973, and a lackluster one, “the initial intrigue with Google + Circles fell flat against Facebook when sorting users into circles became tiresome and gimmicky.”

What are Microinteractions?

I have to agree with Saffer on the importance of the details in designing, but it’s difficult to always know which design elements are microinteractions. As Saffer would say they “are all around us, from the turning on of an appliance to logging into an online service.” And, these “small pieces of functionality,” as simple and brief as they are, can delight or frustrate us over and over with every interaction. I can think of a situation in which I experienced the feeling of frustration when I had to log into a retail site to access tracking details on my purchase. This merchant’s microinteraction “rule” wasn’t a wise choice because it sacrificed my user experience by adding unnecessary complicatedness. It could have been much easier with an email that contained the shipper’s tracking number linked to the carrier’s site. Read the rest of this post »

For Enlightened CIOs, the “I” Stands for Insight

Who’s the most important marketing person at your company? Your CMO? Someone on her team? Maybe your CEO? What about your CIO? While your Chief Information Officer isn’t likely to craft your next campaign, the impact he or she has on customer experience is becoming more direct and more critical every day.

shutterstock_234372760The reason is simple, and it has to do with insight. More and more, CIOs and their teams hold the keys to unlocking the customer understanding that designers and marketers crave. A convergence of trends — abundant customer data, demand for greater insight in defining and managing customer experiences and a growing need to empathize with a wider range of customers — are driving CIOs into the insights business. A question remains, however, in how effective marketing and IT teams will be in working together to uncover customer data and convert it into meaningful actions.

Insight into customer behavior is what separates good customer experiences from bad. Insight drives empathy, a raw ingredient in the effort to humanize technology and harness its brand-building potential. The astute use of customer insight is so vital that we include it as one of seven factors in Perficient’s CXIQ Assessment, our measure of an organization’s customer experience maturity. While every company offers its customers an experience, few understand what it takes to systematically turn customer insight into the superior experiences that lead to increased preference and loyalty.

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Project Off Track? Why Client, Agent and User Balance is Critical

From a PM/AM perspective, we are expected to keep the client happy (fulfill their objectives and vision), be the voice for our internal team and help produce a relevant and useful product while staying on time and in budget. Neglecting one and overdoing the others can cause issues with the overall success of the project, ultimately placing strain on the client relationship and internal morale. Catering to the client only can result in delivering a product solely focused on business objectives. This tends to overlook the user’s satisfaction, delays development and produces a less than successful product. It is our job to figure out what those objectives are and how they translate to the end-user. On the flip side, if we as the agency look out for our sole interests, rogue creativity may result in irrelevancy and dismiss the client’s primary business objectives. There is a balance, but how do we get there?

There was a similar discussion in the book, SCRUM: The Art of Doing Twice the Work in Half the Time, which sparked my interest on the topic. In software/web development, teams can be overwhelmed with a never-ending list of requirements that become irrelevant and outdated as the project develops, and they tend to serve more as roadblocks. Features become wasteful and not needed. These requirements are gathered at the beginning of the project and are thought to be essential to success. Things change, however, and we must be willing to be flexible.

To get to the overall purpose and desired outcome, we need to prioritize with our clients and internally: what is important, what is a must have, what is a nice to have, and what can get left out all together?

Look at the requirements through the lens of the Kano model, a method that has helped me wrangle in my own grandiose ideas.

Must-be Quality – Expected qualities of a deliverable. (The table stands up – woo hoo!)

One-dimensional Quality – User is satisfied when achieved, dissatisfied if not. (Table says it raises up and down. It does not – boo!)

Attractive Quality – Not expected or desired but a bonus. (Table was also made with recycled tires – cool) If it wasn’t, still cool table.

Indifferent Quality – Neither good nor bad, doesn’t really make much of a difference.

Reverse Quality – Too many features/options, not all customers are alike. (Table can also fold into a sofa, a ping-pong table, a sled and be used as a trampoline. I just want to put my computer on it!)

I’ll never forget a project that was delayed for one small feature that eventually was removed anyway. At the time for the client, they thought it was the make-or-break feature for the site. They had lost sight of their goals which cost them in the long run. (Of course, I tried to stop them, they just wouldn’t listen…LOL)

My Favorite Example of an Indifferent Quality

“Think about it: when was the last time you used Visual Basic Editor in Microsoft Word? …But it’s there, and someone spent time implementing it, but I guarantee you, it doesn’t increase the value of Word by much”

Here are two projects with the same intention (success and increased usage), yet two very different results:

FAIL: Windows 8 Metro UI

windows metro screen

Here is a unique example of having the user experience in mind, so they thought. The Metro worked very well across mobile, tablets and the Xbox interface. The move to PC caused confusion as they forgot to examine what the experience would be like for the user and focused more on the continuity of look/feel between devices. Hidden gestures, a clunky start screen and other usability issues put the desktop user last, not remembering that desktop browsing is still very relevant. It solved the problem for creating the same interface to multiple devices, which is more of a design conflict, not solving a real problem for the user.

YAY: McDonald’s App (Netherlands)

mcdonalds_2

This UX team had great attention to detail on what the users wanted (locations with directions, relevant coupons, favorites, build a meal with nutritional values) while still meeting the business needs. The app had delivered on its KPI’s, impact on sales. 2.1% of all McDonald’s customers brought in a mobile coupon, and there was a 47% increase in spending through upsells using the coupons. On top of that, it was the #1 download in the app store and Google play, downloaded by more than 1 million Dutch consumers, according to UX Magazine.

This thinking can be used throughout the project cycle; there is not one definitive moment that it is more useful than another. Project is off track? Look at where you are in the development cycle. What can be removed? Does it still have the same effectiveness without it? Will it still remain relevant and useful to the user? As we all know, projects are evolving pieces of work and have elements of upkeep to them. Does the product still engage the user? Have the business metrics flat-lined? Are there new technologies/techniques that we have access to now that will make this better? Moral of the story: take a step back from the chaos and reflect on what it is that you are trying to accomplish and how you are trying to get there.

Why Good Is Not Good Enough: What I Learned at Forrester CX Forum

Last week, I ventured to Anaheim, CA, for Forrester Research’s Why Good Is Not Good Enough conference. I wanted to find out how, in a world of same-day e-commerce, self-driving cars and ubiquitous Wi-Fi, the stewards of the world’s top brands were managing to keep their customers happy.

CXW_Brochure_COVER_finalAcross the two days, mic’ed-up presenters and tweeting colleagues agreed that customer experience (CX) couldn’t be left to chance. Like any business asset, it must be monitored, measured and optimized in accordance with shifting market demands. And now that we’re a few years into the optimizing, we sense that “good” just won’t cut it anymore.

But despite the agreement, two distinct camps emerged; one asserting that as customer demands grow, brands must keep pace by exerting maximum control over experiences, even extending their influence beyond traditional boundaries and into external ecosystems. The other held that doing too much planning and seeking too much control was impractical and unwise. Organizations should instead pursue a more enlightened path of responsiveness, flexibility and empowerment.

So who’s right? Here are my six takeaways from the conference…

#1. Mastering CX is not easy. Forrester VP John Dalton opened with a story of Walt Disney, pioneer of experiences for the pint-sized customer. Despite years of planning and a drive to control every detail, Disneyland’s opening was a near-disaster. On that sweltering day in 1955, throngs of parents and children endured hours-long wait times for rides. Newly paved asphalt melted under the July sun, devouring ladies’ heels. A plumber’s strike deprived the park of drinking water and a gas leak required much of it to be closed. Negative press followed. But Disney stayed true to his vision and eventually things turned around. With this tale, Mr. Dalton seemed to suggest: if Walt Disney had trouble with this customer experience thing, maybe the rest of us should lighten up a bit. As in most situations, progress is better than perfection.

“If Walt Disney had trouble with this customer experience thing, maybe the rest of us should lighten up a bit.” (tweet this)

 

#2. Firms are getting better at CX delivery. Forrester’s Megan Burns took the stage to talk about CX maturity. She reported that the concept of customer experience, which Forrester has tracked since 2007 with its annual Customer Experience Index, has now reached its gangly adolescence years. While great experiences are still rare (hence the title of the conference) truly awful ones are on the decline. Until recently, few organizations knew that measuring their CX maturity was something they should, or even could, do. Now with eight years of data as evidence, she offered three “universal drivers” for CX maturity and loyalty:

  • Make customers feel valued.
  • Resolve customer issues and problems quickly.
  • Talk to customers in plain language.

#3. We’re all competing with the best. Katy Keim of Lithium Social Web spoke about the social media revolution and its impact on customer experience. Noting that “CX = delivery – expectation,” Ms. Keim neatly distilled the challenge to its essence. As customer expectations have become more and more “extreme,” firms find it harder to stay ahead of their customers’ needs. And when it comes to expectations, companies no longer compete only with others in their industries. Instead they go head-to-head with the Netflixes, Ubers and Amazons of the world. These brands have redefined what customers should want, and in doing so, have recalibrated the CX benchmark for every category. Increasingly, firms that fail to live up to these extreme expectations will been seen as “unresponsive.”

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Are Two Pizzas Enough?

Imagine being an executive for one of the largest pizza chains in the world and being invited to a meeting titled “Why Two Pizzas Are Enough”. How would you react? Would you be concerned a few zeroes had been left off? I did a contract role as an agile coach for just such a major pizza chain a few years ago. When it was time to give the executive management team an overview of Agile and Scrum (the specific methodology the company was interested in implementing) I was advised to not call the meeting Agile or Scrum. After asking why I should avoid this I was told that the business was sick and tired of hearing about both Agile and Scrum and they wouldn’t come if they knew what it was about. I used the analogy of two pizza teams to grab their attention and boy did I grab their attention! Every Executive attended the meeting.

In last week’s article “Agile and UX Design: Can they work together?” I mentioned the concept of a two pizza team. In this article I give more definition behind this concept and how it applies to agile approaches.2 Pizza Teams

The two Pizza team terminology was coined by Jeff Bezos, founder and CEO of Amazon. You can read more about his concept and how it has become part of the culture at Amazon by reading the Fast Company article “Inside the Mind of Jeff Bezos”.

What is the two pizza team analogy? In Scrum, and most Agile methodologies, the team is meant to be a small, cross-functional, empowered team of approximately 5 – 9 people, depending on the project size. Therefore when your team has to work through lunch or late into the evening, as you know you do when you work on a project, the company can feed the team with two pizzas. I.e. Two pizza teams.

There is more accountability in smaller teams and they tend to avoid the issue of social loafing. According to social psychology, social loafing is the phenomenon where individuals tend to put forth less effort when working in a group than when they are working individually or coactively. Small teams in which each member is accountable for specific tasks for the project will avoid this concern and hold each other accountable on a daily basis for the work being produced.

There is, on occasion, a concern raised with the small number of team members when a project may be extremely large and require more than the recommended 5 – 9 person team. In this event, review the project goals and determine a team structure in which multiple Scrum (or whichever agile methodology is being used) can be structured reporting into one Project Manager or Product Owner (whichever role title your project is using). In many projects a quick review of the goals or epics will show a natural delineation into individual teams. These teams should be able to communicate with each other, but limit the communication paths necessary between the teams. In other words, if team A is unable to complete their work because they must first coordinate with additional teams the project will stall. Minimizing communication overhead while still encouraging communication between teams is a key strategy to the success of multiple teams within the same project.

Try the two pizza team concept when your organization on a smaller scale first. Something as simple as a meeting in which a decision or consensus needs to be reached or if there is a larger problem which you are attempting to solve, break it into smaller chunks and assign a small team to each chunk to solve. See how quickly and effectively these small teams can work. Not only will your problem get resolved, your corporate lunch bill will go down.

The Collaborative Economy

A key question for today business is how to turn their brand into a platform. It’s thinking terms of systems platforms for e-commerce, social, search and so on that has transformed the digital landscape. Without what has become massive, internet-scale platforms these businesses would not exist.

It is time for well established companies to view their brand, information, products and services as a potential revenue generating platform.

Implementing a collaborative platform requires the technology that the now established platform players have created – Cloud, Big Data, Mobility, APIs, engaging user experience and scalable platforms.

How can your company directly improve their brand image, monetize collected data, and deliver goods and services more efficiently in a Collaborative Economy? Perficient is working on these opportunities every day and these are exciting times.

5 Signs That The Collaborative Economy Is Going Through Puberty - Many of these platforms are continuously shifting their community experience and business model, learning from one another. Increasingly, the emphasis is shifting from the voice of the company to the voice of the crowd. Established brands are opening up their once vertically integrated value chains and are actively turning products into platforms, often through partnerships. Auto manufacturers worldwide are expanding into car sharing, ride sharing, and have declared themselves to be in the mobility business.

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Posted in Digital, News

Are Devices Personal?

Every day I get “targeted” emails from retailers that are designed to appeal to my personal profile and preferences. Much of the content is driven by search history, browsing patterns, shopping cart contents and the assembled profile that the retailer has created for me. Which is great in theory. I want more relevant experiences that are tailored to my unique needs and interests. However, the reality is that my profile is actually an amalgamation of my entire family. You see, when I get home at the end of the day, my phone, my laptop, and my tablet become public property. My wife and my kids each take their turn and have their own experiences online. Experiences that include, disney princesses, monster trucks, cake decorating and yoga. So now when I get an email from a retailer, it is typically reflecting a diverse set of browsing experiences. For instance, the other day I got an email from Amazon that was promoting a set of jungle gym related products (a rock climbing wall, gymnastic rings, a play tunnel, etc..). From that, I could tell that my wife was thinking about remodeling our play room. To which I replied, “you are not turning our playroom into jungle gym.” Helpful for me, but perhaps not the intended goal of the email campaign.

Targeted Email Campaign

Targeted Email Campaign

So while personalization is becoming more engrained into a variety of web experiences, some of the methods need to be re-evaluated. It is not safe to assume that devices are personal. They can easily be shared and frequently represent a group of users. Therefore, the challenge is for retailers to focus on a personalization model that supports individual interactions vs. broader profiles. This can be achieved by looking at the context of the interaction to understand the intent, mindset and ultimately the needs of the individual user. Only then can personalization become truly personal.

Adobe Summit: Building a Global Digital Marketing Platform

This session had a nice abstract that set some high expectations for a case study.

Creating a dynamic platform to support global digital marketing programs? PwC and USG developed a strategic plan and roadmap to deliver an integrated solution that enables local markets to take advantage of the global investment, from digital asset management, assets and product data, to developing country-specific workflows, while also ensuring brand compliance and consistent analytics and measurement. This scalable, Adobe Marketing Cloud based solution provides USG with the framework to target its marketing and optimize experience based on real-time data. Learn how USG and PwC collaborated to develop a cloud-based platform based on Adobe Experience Manager, Adobe Analytics and Adobe Tag Manager, and DAM. In this session: – Learn how starting with a Mobile First mentality drove the experience design – Discuss global analytics dashboards – Explore marketing automation platform integration, and hear how USG is leveraging the platform for their employee intranet This session is for digital marketers.

Data

  • 50 billion connected devices by 202
  • 2X the E7 GDP will double
  • Gartner by 2017 the CMO will spend more on IT than the CIO
  • eMarketer – just under 40% of marketing big data spending will go to software investment

USG is a building manufacturer. They had a large impact in the recent downturn and needed to deal with that plus making changes in how the company dealt with the market.  They had a lot of challenges including an outdated site, outdated technology, no clear user experience, no analytics or decent benchmarks. On top of that they were in the midst of going global

The old site was a bunch of links focused on their products and not much. It had little valuable information.

What did they do?

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Adobe Summit | Laying Out Your Digital Experience Game Plan

As a B2B marketer with a previous organization, I was tasked with consolidation of websites for my division. My CMO set the goal of having a unified brand experience for the entire company and my division was the first to adopt the “one-company” brand.  To provide a bit of context, my organization was a large company that had grown through acquisition. We had 20 websites to consolidate for my division — some of which had not been touched for several years. It’s also hard to admit this, but we had no meaningful plan to effectively engage with our online customers. This is something that’s a big “no-no” in marketing today!  I needed help building a game plan – something that would provide the strategy and technology processes I needed to drive success – but I didn’t know where to find that. Fortunately there are some options for marketers today.

Adobe Summit | Laying Out Your Digital Experience Game PlanAt Adobe Summit this year, the Perficient booth will be focused on building compelling marketing “Game Plans” for both prospects and clients. The goal is to find those key components and critical next steps that clients must take to enhance their digital marketing initiatives – whether they are focused on customer experience or on the technology that glues the experience together.  As a marketer, I find our solution expertise unique. Our in-house digital agency and web content management practice work in concert to help marketing and IT stakeholders work effectively together. We accomplish this by providing these stakeholders with key insights and analysis which supports the creation of digital marketing solutions that enhance customer engagement and drive revenue across all channels and touch points…something I could have used several years ago!

Robert Sumner our WCM practice director said it best, “If marketers want to truly understand who their customers are, what those customers want from the company and how to provide value, aligning their digital marketing strategies with their customer experience management strategies becomes crucial to achieving solid ROI results. We’re pleased to have the opportunity to participate in the Adobe Summit as the desire to address this evolution is native to Adobe’s approach with its Marketing Cloud solutions, and specifically with their Adobe Experience Manager solution.” Read more here.

If you are at Adobe Summit, I invite you to join us at  booth 208 to help layout your digital experience game plan. We’ll have our experts on hand to demonstrate how we’ve helped our clients to create a more compelling, personalized digital experience across touch points including legacy websites, mobile sites, social networks, customer transactions, and in-person or contact center interactions. Visitors to the booth can learn how best to integrate the right digital marketing tools with traditional web content strategies, including Adobe Experience Manager.

See you in Utah!

Top 5 Interactive Style Guides

When it comes to digital style guides, a giant PDF alone will no longer cut it. They need to be interactive with explanation and assets. It’s also important to make them a tool for use during the creative and development process not just a deliverable at the end. Defining the guide from the beginning will ensure consistency in the initial development and will provide a path and assistance for continuous development.

The following are some the best examples of interactive style guides on the web today:

1. yelp
yelp style guide

The number one example of a digital style guide and asset library.

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