the value of user experience (from web 2.0 expo berlin 2008)

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Oct 21, 2008 N. Nyman Oy [email protected] User Experience My name is Niko Nyman, and I’ve run a tiny company for 11 years. We do Rich Internet Application development. Meanwhile, I’ve co-written a book on social media and marketing, in Finnish. You can read more about me on my blog: http://www.nnyman.com/personal/ about/

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Companies and brands should think about (user) experience to find new competitive edge for their business. Better experiences create more value for users, which can be in turn transformed into business value for the company.

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Page 1: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

UserExperience

My name is Niko Nyman, and I’ve run a tiny company for 11 years. We do Rich Internet Application development. Meanwhile, I’ve co-written a book on social media and marketing, in Finnish. You can read more about me on my blog: http://www.nnyman.com/personal/about/

Page 2: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

UserExperience

Why do I talk about user experience? Because I truly believe good experiences can make the world a better place. In the Web 2.0 Expo Tim O’Reilly urged people to “work on stu! that matters”. I believe bad, meaningless experiences just won’t cut it.

Page 3: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

SimplyExperience

I want to talk about the experiences of everyone: consumers, customers, employees, competitors… people. How people who interact with your product, service or your company experience those interactions.

Page 4: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

1. What Experience2. Experience design3. Thinking about Experience4. Evaluating Experiences5. Value of Experience

Page 5: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

So, what is experience?

Page 6: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

PERIOD.Subjective.

Experience is

First of all, experience is completely subjective.

Page 7: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

small things

Experience is small things.It’s a heart in my co!ee.

Page 8: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

a great movie

Experience is

It’s seeing a great movie.

Page 9: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

a pleasant surprise

A pleasant surprise is an experience.It’s receiving an unexpected letter.Stu! that triggers your emotions.

Page 10: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

a phone keypad you can feel

Experience is

Experience is tactile feedback, a phone keypad you can feel.(Unlike my iPhone.)

Page 11: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

using your phone for creating art

Experience is

Experience is finding unexpected uses for common objects. It’s stu! that triggers your mind. (This is a long exposure shot of drawing images in the air with the flashlight of the previously shown cheap Nokia phone.)

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Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

BIG things

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Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

memories

Experience is memories. This summer Club Unity, a club my friends have run for 12 years, had an event on a small island in front of Helsinki. They took a photo of 400 party-goers on the beach, then emailed the photo to each and every one. They made sure the night will not be forgotten.

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Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

learning

Experience is learning new skills.

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Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

knowledge

Experience is knowledge. The capability to combine what you’ve learned in meaningful ways.

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Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

life experience

And experience is all this, accumulated over time.It’s life experience.

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disdismoments

connected

The small moments you remember become more interesting and more memorable when you see the connections between those experience moments.

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disdis

momentsconnected

The small moments you remember become more interesting and more memorable when you see the connections between those experience moments.

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Experience

A stream of disconnected, separate experiences, become a whole, continuously evolving Experience.

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longevity

This idea of connected experiences underlines how important it is for product experiences to have longevity. The Wii is built on the experience of shared play. The experience is designed to last and grow better by time.

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wow!

The rollout experience of Sony PS3 was designed to provide a great first impression by wowing users with great specs and lists of features. I hear the games are not that great. How long does the PS3 experience last?

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BIG PICTURE

A wholistic experience is about making sure the big picture…

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small details

…is reinforced by the small details.

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Oct 21, 2008 N. Nyman Oy [email protected]

Can Experiencesbe designed?

Apple store in San Francisco by tanakawho on Flickr

If to design is to “plan something with a specific intention”, then yes, experiences can be designed. You cannot create a blueprint for how an experience will unfold, but you can take measures to maintain the intent of providing a certain kind of experience through all you do.

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UserExperience designis a mindset

Experience design is more a mindset than a field of practice.Experience design is not something you apply to a product, it’s how you create a product.

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Everyone should work on creating the intended experiences. Together! Everyone not only can, but will influence the experience of a company and their products. Everyone, from the packaging warehouse to HR, not only the designers. Experiences are (or should be) part of the company DNA.

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management

Because everyone is involved, a company’s ability to create good experiences is a management issue. You need managers who can make the hard decisions required to enforce the intended experience materializes in the products.

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human resources

And it is a human resources issue. Personnel issue. Human issue. You need great communications and true leadership.

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culture

It is a culture issue. Employees need an environment that supports and guides them in creating the experiences the company wants to provide. You need a clear vision shared by all employees. You need to empower the employees to act towards the vision.

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! Vision! Maintain intent

Experience Design is:— creating a strong vision of intended experience— creating the necessary practices to maintain the intent

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Practical notes on experience design

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Oct 21, 2008 N. Nyman Oy [email protected]

Mortality & User Experience - Slide (12) by ario j on Flickr

Every time someone handles a product, uses a service, talks to someone at a company, they have an encounter with the company. Every encounter is an experience moment and builds the overall experience about the company and their products.

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No active interaction is needed: If I see a McDonalds sign, I will have an encounter with the McDonalds brand, and it will a!ect the image of McDonalds I have in my head.

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Most encounters with companies are forgettable, but some are remembered. The question is, how will you be remembered?If you had taken this photo, you might remember it was Emirates airlines that provided you with the memories of this breathtaking view.

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It is most important to identify the encounters that form the experience you’re creating for people. You can call these encounters touchpoints, experience moments, service moments, interactions... depending on where you come from and what field you work in.

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The next step is to link the encounters together, to understand the overall experience you’re providing. Service designers talk about the customer journey, and what are the service moments the customer goes through for a given service.

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Hyundai in Finland has thought carefully about what is lacking in the Hyundai experience. They figured people have a hard time justifying their choice, after they have made the purchase. So, they actively provide the customers with rationale for choosing the brand.

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Think of the full lifecycle of the product and all manifestations of the product and the brand.

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Be aware of your experiences: 1—What happened? 2—How did I react? What was my subjective response? 3—Was the experience likely to be intentional/designed? 4—How does this experience a!ect what I think of the provider of the experience (a company, for instance)?

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Be someone else. It takes great empathy to create a good experience. To create relevant experiences, you have to Forget everything you know and design for others. Align with the expected patience, level of interest, and depth of knowledge of your users. Talk in the users’ language.

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Avoid sugar coating. If you think you’re helping yourself by putting lipstick on your product, you’re setting up yourself for failure. You’re raising expectations, and you know you will fail them. There are no shortcuts with experiences. Fix the problems, don’t hide them.

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Think about design cues. Car manufacturers use design cues to maintain consistency in their range of car models. Think how design cues could be applied to experiences provided by a company. The idea, the intention remains, while the execution changes.

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Virgin Atlantic doesn’t want to make their customer service sta! into service robots. They want to make them into service experts. Providing the customer experience is not about following a service manual to the letter, but making sure the customer has a good experience every time.

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I’ve already said this but: involve everyone. By getting everyone involved you will help make sure the user expectations and the resulting experience are aligned. In practice, this could be about making sure marketing and design and engineering are talking to each other.

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experience design

Realize that anything, even the smallest detail can be “experience designed”. My parents love movies. They have a dvd player/projector, which instead of a pause button has a “co!ee pause” button. The button pauses the movie and fades the screen white, illuminating the room.

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Experience design can be a strategic question, too. The Apple experience is arguably very integrated, but teleoperators now control areas of the iPhone experience, providing sales and service; they control many of the encounters users will have with the iPhone. How does Apple manage this?

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Oct 21, 2008 N. Nyman Oy [email protected]

EvaluatingExperiences

Apple store in San Francisco by tanakawho on Flickr

How do you know you have created a good experience? How can you quantify the user experience?

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Oct 21, 2008 N. Nyman Oy [email protected]

It’s a bit like asking “how much in love are you?”You know you are, but just how much?

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Oct 21, 2008 N. Nyman Oy [email protected]

-3 -2 -1 1 2 3yes!no.

You could create a poll asking quantifiable questions: is there enough holding hands? Does he bring home flowers often enough? Is there enough quality time spent together? Is there enough time spent… between the sheets? You can do this, but does it tell you how much in love you are?

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/ convenienceContext

Taste/ appeal

Despite this, here’s my model. It has two axes: context, or convenience on the horizontal axis, and taste, or appeal on the vertical axis (things that draw you onto something). Imagine a dot in the center, then start moving it around according to how you feel about an experience.

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Context / convenience

A few examples of what you could concentrate on to make an experience better on the horizontal axis. Right is better, left is worse.

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GOOD EXPERIENCE

Implement only the absolutely necessary. Complete on features vs. Only the right features.

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GOOD EXPERIENCE

Save users’ time. Waste of time vs. Time well spent.The route planning service Reittiopas transforms sometimes complex public transportation routes into a convenient and quick way to travel.

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Let users be undecisive.Permanent vs Undoable.Dishwasher that can be paused or interrupted.

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Fully detailed

Easy overview

Help users get started quickly.Overwhelming with detail vs. o!ering an overview that is easy to grasp, and most importantly, easy to start with.

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Incom-patible

Com-patible

Play nice with other gizmos the user might be using.

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Closed system

Open system

Let users find creative uses. Be hackable, mashable, connectable. Build an API.

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Complex to

operateSimple to operate

Make it e!ortless to use.

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In your face Subtle

Be subtle. Don’t shout at the user. Make your service as invisible to the users as you can.

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Has me thinking

Doesn’t make me

think

Don’t make me think.

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Effort inBenefit out

Effort in

Benefit out

Balance the e!ort and benefit for the users.

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Not the right time

The right time

Talk to the users only at the right time.Don’t engage users at an inappropriate time.

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The wrong place

The right place

Talk to the users only at the right place.Engage users where they want to be engaged with your products.

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Taste / appeal

A few tips to increase the appeal of experiences.

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Beautiful

Ugly

Make it prettier. Everybody likes beauty, whatever it means to them.

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Interesting

Boring

Feed the users’ curiosity.

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Pleasant

Unpleasant

Act nice.Unpleasant vs Pleasant.Rude vs. Friendly.Valid characteristics especially for service products.

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Compassionate

Could not care less

Care about your users.An attitude of “could not care less” vs. a compassionate attitude. Again valid for service. With a little creativity, extendable to user interfaces too.

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ATTRACTIVENESS

Not designed vs. designed. Hire a big name designer.People buy plain co!ee mugs because they have been designed by someone whose name they know. Who cares? Most people do! We’re drawn to “design”.

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ATTRACTIVENESS

Get the right people to use it.If Burberry doesn’t know what to do when the wrong people start using it, neither do I.

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ATTRACTIVENESS

Bad reputation vs. Good reputation. Do everything you can to maintain your reputation. These are two Finnish banks. The one on the left recently merged with Danske Bank and screwed up everyone’s accounts for weeks. They tried to play it down at first and lost thousands of customers.

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ATTRACTIVENESS

Make it exclusive.Too cheap vs. A!ordable.

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Trusted

Not trusted

Prove your trustworthiness.Do you trust this product? Do you trust this company to deliver?

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Trusting

Distrustful

Trust your users.Does the company trust you? Are you being treated as a thief or as a valued customer?

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Tested and true

Never heard

Let people know others use and enjoy your services too.A product you’ve never heard of cannot have a bad reputation for you, but neither a good one. We tend to trust tested and true products.

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Looks simple

Looks complex

Make it look simple.This is about perceived complexity and simplicity. And looks can be deceiving.

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Seems to have all I need

Looks inadequate

Make it look like it does everything.Again, the reality might be di!erent. And another problem is, people often overestimate what they need, and get drawn to things that are more than they will every really need.

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Available

Unavailable

Make sure your product is available.It ba"es me how some music and small manufacturers’ prodcuts are often impossible to get. We have this thing called the internet where anything is one google search away, you know.

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Cheap or free

Too expensive

Make it a!ordable.Free samples. Buy two get third for free. Two for one. Coupons.Free is attractive.

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The easy choice

One of too many

Be the first choice.Come first in Google search. Get the best spot on the store shelf.

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Different

Same

Be di!erent.

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Safe

Dangerous

Be safe. Be extreme.

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Safe

Dangerous

Be safe. Be extreme.

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Has personal meaning

Meaningless

Talk to people’s hearts, not their minds.

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Context / convenience

Taste / appeal

After plotting various characteristics on the graph, moving the imaginary dot around, you will have ended somewhere on the graph. The graph is calibrated by the users expectations, attitudes, previous knowledge, cultural background, etc. It’s completely subjective!

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Why design experiences?

What makes experiences so valuable in business.

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Oct 21, 2008 N. Nyman Oy [email protected]

The New Fred Meyer on Interstate on Lombard by lyzadanger on Flickr

It’s easier than ever to create new products.There’s more competition than ever.

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In fact, you can go to a website like alibaba.com to get anything manufactured in Asia, quickly and cheaply.

Page 89: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

The New Fred Meyer on Interstate on Lombard by lyzadanger on Flickr

A product with a Superior Experience stands out. Experience creates competitive advantage.It’s not like the idea of experience as a di!erentiator is new. Jerry Gregoire, chief information o#cer at Dell said…

Page 90: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

“The customer experience is the next competitive battleground.”

— Jerry Gregoire

1999

"The customer experience is the next competitive battleground."He said this in 1999.

Page 91: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

95%agreeIn fact, according to one study 95% of business leaders agree.

Page 92: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Good experience

Perfection!

The problem I see is that most companies view their e!orts like this:Good enough experience means basic usability requirements are met, service exists, etc. Perfection is the extra mail “we’re working on”, finishing details etc.

Page 93: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Good experience

Perfection!

Good experience

Perfection!

This is how the users feel about the experience: Good enough means everything works smoothly. Perfection is that everything works automatically, transparently, with zero e!ort, and no waiting. It’s all about details!

Page 94: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

Growing dissatisfaction with products

Apple's worst product ever by albertus on Flickr

For this reason I think there is a growing dissatisfaction with products.…which makes good experiences all the more important di!erentiator.The average user experience of products hasn’t probably gotten worse, we've just got more intolerant of bad experiences. Why?

Page 95: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

EVERYTHINGNOW

Foobar Poster - The Internet by Sebastian Prooth on Flickr

We have become used to instant gratification. We are used to having everything now. We’re intolerant to waiting.

Page 96: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected] (BAD) EXPERIENCES

And You Thought Airline Food Was Bad... by jochenWolters on Flickr

We can now share experiences easier — especially bad ones.The sharing of bad experiences fulfills an important role in the evolution of mankind, helping people avoid making the same mistakes someone else has made.

Page 97: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

TIMEHAS BECOMEMORE VALUABLE

e il tempo passa...o forse no by confusedvision on Flickr

We’re intolerant of bad experiences because there’s simply too much to see, read, listen to — too much to experience. Products compete for the time of people. Time has become more valuable. Often the best experiences simply minimize needed attention.

Page 98: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

Growing SATISFACTIONwith experiences

Apple's worst product ever by albertus on FlickrHotel Marqués De Riscal by brockleyboyo on Flickr

On the other hand, there’s a growing satisfaction with experiences. People are willing to invest in experiences. And not only for Gehry designed hotels, but even the smallest experiences which reduce e!ort.

Page 99: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Old people tell me that as people grow they find more things to worry about — it can almost feel like the world is breaking apart. Good experiences make daily existence easier, and therefore are craved for. Trendwatching.com talks about “daily lubricants”.

Page 100: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

SHARING makes experiences more valuable

Italy by Kazze on Flickr

We’re more satisfied with experiences because digital media has enabled us to share experiences, without actually having to experience them together. Sharing is important because sharing makes experiences more valuable.

Page 101: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

by ~RAYMOND on Flickr

Like they say: you’ll always have Paris…

Page 102: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

…but not those shoes you wore.

Page 103: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

The funny thing about concentrating on experiences is that it doesn’t cost much, but the returns can be huge.- It’s just a mindset after all.

Page 104: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Cost ofcreating a good

experience

Cost of creating a bad

experience

The cost of creating good experiences vs. the cost of creating bad experences are almost equal. It takes virtually the same e!ort to create a good experience than a bad experience. While you’re doing something, why not do it well?

Page 105: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Value of a good experience

Value of a bad experience

The value for the user is immensely di!erent. Your business model is how you translate the value provided to users into profit.

Page 106: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

I’m not delusional about the power of experiences: Despite Apple’s superior focus on experience, Nokia will still kick Apple’s ass in the mobile phone market when comparing profit. But in many industries the balance of power is di!erent.

Page 107: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

The next competitive BATTLEGROUND?With customer experience receiving more attention than ever before, we explore the impact on the bottom line.

S4B STRATEGY FOR BUSINESS ISSUE 29 Summer 2008

01

Very few senior executives regularly interact with their customers or monitor the quality of customer interactions to make sure the situation is genuinely improving.

The basic concept of customer experience is now widely understood. In sectors as diverse as local government, retail and financial services, there is an agreement that func-tionality and price are no longer enough. Instead, organisations are beginning to focus on improving all of the interactions that customers have with them.

It is a trend that was discernible back in 2003, when Beyond Philosophy found that 71% of business leaders saw customer expe-rience as the next competitive battleground. By 2005, 95% had come round to this view. So have investments in improving customer experience lived up to their promises?

The bottom lineThe latest studies suggest that customer

experience has rightly become a priority. According to Forrester Research, there is a remarkably close correlation between good customer experience and customer loyalty.

Forrester’s Customer Experience Index (CxPi) ranks 112 US firms for their ability to deliver a good customer experience. Signifi-cantly, customers of the firms in the top quartile were 6% more likely to make addi-tional purchases than the industry average. Customers of those in the bottom quartile were 8.9% less likely to make another pur-chase. (See Figure 1)

First quartile Second quartile Third quartile Fourth quartile

6.0%Likelihood to consider another purchase from provider compared to industry average 2.1%

-3.0%

-8.9%Reluctance to switch business away from provider compared to industry average

6.8%

1.1%

-4.0%

-11.2%Source: North American Technographics® customer experience online survey. Q3 2007

Customer experience index relative to industry average

FIG. 1: BUSINESS DYNAMICS ARE BETTER FOR CUSTOMER EXPERIENCE LEADERS

Research shows that there is a remarkably close correlation between good customer experiences and customer loyalty. The customers of companies who provide good experiences are more likely to buy again from the same provider, and more reluctant to switch over to competitors.

Page 108: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Good experiences win customers’ hearts. At most extreme cases, good experiences create customers who love you. The advertising agency Saatchi & Saatchi talk about lovemarks, companies and products that transcend brands.

Page 109: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Oct 21, 2008 N. Nyman Oy [email protected]

Experience is

Remarkable experiences leave a mark — whether the experience is remarkably good, or remarkably bad. These memories are mind-share, essentially brand equity, the capital of brands.

Page 110: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

I have a dream…

I dream of a day when products fullfill my needs without a glitch, when I am being served swiftly, compassionately and with understanding, by humans and computers alike. Not because I’m a designer and I like good experiences but because good experiences make the world a better place.

Page 111: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

I have a dream…

Good experiences help us do more good. Good experiences help us feel better about what we’re doing. Good experiences free us to spend more time on the important things and less on the mundane. Don’t make another useless fully ajaxed web2.0 product. Make the future better.

Page 119: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Thank you.N. Nyman OyNiko [email protected]

www.nnyman.com

Roll the creditswww.reittiopas.com

Ok ok, I stole this one too from Google. Actually all of these:

http://www.flickr.com/photos/mulad/183111670/

http://www.flickr.com/photos/london/44070187/

http://www.flickr.com/photos/sudarkoff/2928742614/

http://www.flickr.com/photos/lyza/49545547/

Page 122: The Value of User Experience (from Web 2.0 Expo Berlin 2008)

Thank you.N. Nyman OyNiko [email protected]

www.nnyman.com

Roll the creditsThe next competitive BATTLEGROUND?With customer experience receiving more attention than ever before, we explore the impact on the bottom line.

S4B STRATEGY FOR BUSINESS ISSUE 29 Summer 2008

01

Very few senior executives regularly interact with their customers or monitor the quality of customer interactions to make sure the situation is genuinely improving.

The basic concept of customer experience is now widely understood. In sectors as diverse as local government, retail and financial services, there is an agreement that func-tionality and price are no longer enough. Instead, organisations are beginning to focus on improving all of the interactions that customers have with them.

It is a trend that was discernible back in 2003, when Beyond Philosophy found that 71% of business leaders saw customer expe-rience as the next competitive battleground. By 2005, 95% had come round to this view. So have investments in improving customer experience lived up to their promises?

The bottom lineThe latest studies suggest that customer

experience has rightly become a priority. According to Forrester Research, there is a remarkably close correlation between good customer experience and customer loyalty.

Forrester’s Customer Experience Index (CxPi) ranks 112 US firms for their ability to deliver a good customer experience. Signifi-cantly, customers of the firms in the top quartile were 6% more likely to make addi-tional purchases than the industry average. Customers of those in the bottom quartile were 8.9% less likely to make another pur-chase. (See Figure 1)

First quartile Second quartile Third quartile Fourth quartile

6.0%Likelihood to consider another purchase from provider compared to industry average 2.1%

-3.0%

-8.9%Reluctance to switch business away from provider compared to industry average

6.8%

1.1%

-4.0%

-11.2%Source: North American Technographics® customer experience online survey. Q3 2007

Customer experience index relative to industry average

FIG. 1: BUSINESS DYNAMICS ARE BETTER FOR CUSTOMER EXPERIENCE LEADERS

Fujitsu Strategy For Business, issue 29 Summer 2008

www.gapingvoid.com

Google for “lovemarks” :)

I guess this image is not available on Flickr...

http://www.flickr.com/photos/travischurch/238590930/