In "The ROI of User Experience: From Strategy and Conception to Development and Execution," EffectiveUI President Anthony Franco demonstrates why companies need to invest in user experience and user experience research, and how to optimize and measure UX ROI.

1. #effec%veui
The ROI of User Experience
From Strategy and Conception
to Development and Execution
Anthony Franco twitter.com/anthonyfranco
President, EffectiveUI anthonyfranco.wordpress.com

2. question:
what do these 3 very successful products have in common?

3. answer:
they all found a
HUGE female audience

4. answer:
they all found a
HUGE female audience
accidentally

5. Investing in user
experience gives you
the opportunity to
gain wide adoption...
deliberately!

6. INVEST IN
GOOD USER
EXPERIENCE

7. There is only one
true measure
for successful
user experiences...

8. ROI

9. The main
ingredient for
solution ROI...

10. User Adoption

11. user adoption = ROI
customer self service x user adoption = ROI
employee data entry x user adoption = ROI
content participation x user adoption = ROI
user generated content x user adoption = ROI
process automation x user adoption = ROI

12. investing in a
Good User
Experience
is simply hyper focusing on
User Adoption

13. IBM “Cost-Justifying Ease of Use”
“Every $1 invested
in usability returns
between $10 and $100”

14. IBM’s Lotus Notes

15. most technology solutions produce these results

16. what if we re-defined success by delighting users?

17. HOW?
(the laws of creating
effective user experiences)

18. what was common about the successes?

19. Law:
FOCUS ON THE
USER FIRST

20. ✓
focus on the end user first by:
understanding user
goals and needs
before deciding on
the user flow

21. stakeholders defined this user flow
PICK HOW YOU OPEN AN STORE CREDIT CLICK EMAIL
SHIP WILL PAY CARD INFORMATION WAIT FOR EMAIL TO CONFIRM
ACCOUNT
Now? I just want to
ship something.
LOGIN
PACKAGE,
CHOOSE CHECK PRICE/
DETAILED TO & FROM CONFIRM TRACK
SERVICE PAY
DESCRIPTION
I don’t know how What does
to answer that. each cost?

22. what their
USERS WANT THIS: customers actually needed:
PACKAGE, COST VS. CONFIRM
SHIP TO & FROM TIME DECISION PAY & TRACK
this is what users wanted

23. ✓
focus on the end user first by:
conducting
good research and
iterating with
prototypes

24. avoid:
building large user
research documents

25. fewer research interpretations are better
quality of user research
number of interpretations
the fidelity of research deliverables

26. Law:
I.T. PROBABLY DOES
NOT UNDERSTAND
YOUR CUSTOMERS

27. baduigallery.com
how did this happen?

28. “Software today is
designed for the people
who are building it”

29. this is typically how I.T. sees your customers

30. ABC CORP SYSTEM
ARCHITECTURE
TRANSACTION
CITIZEN DATA
SERVER
LEGACY
BPM AUTOMATION CMS
FRAMEWORK project teams
minimize the user
3rd PARTY 3rd PARTY
WORKFLOW CONTENT in almost every
process
SOA
SEARCH ENGINE OPTIMIZATION
UI
and this is where they put them

31. avoid:
allowing I.T. to make
uninformed user
experience decisions

32. avoid:
Allowing I.T. to
offshore your
interface design
or architecture

33. Law:
USERS DON’T KNOW
HOW TO BUILD
REQUIREMENTS

34. You need to interpret
what your users ask for

35. - Henry Ford
If I had asked people what
they wanted, they would
have said ‘faster horses.’

36. “where’s the refresh button?”
joe user

37. Law:
VALUE GOOD
DESIGN

38. Give me 5 features
that made you
upgrade your
operating system

41. Adobe Watson Express

42. avoid:
Asking for
the “big pitch”

43. Law:
PLAY CHESS
NOT CHECKERS

44. does anyone here think this is possible?
“In less than 8 weeks we
created a game-changing
customer experience”

45. UX

46. Revolution
Innovation
organizational Evolution
technology
ecosystem
Mobile
delivery
Web
channel
Desktop
UX Device

47. business
cultural
trends economic
markets
connectivity
legal
language
locality
UX accessibility technology

48. say socialize
collaborate
behaviors make
do
want
need see
touch
senses
UX feel
hear

49. IBM “Cost-Justifying Ease of Use”
“Every $1 invested
in usability returns
between $10 and $100”

50. most companies are
spending money fixing
innovation user adoption issues
rather than doing the less
costly work of strategically
forecasting user needs
20%
80%
maintenance
Pressman, 1992
80% of development are maintenance costs

51. ✓
play chess by:
Taking the time for
strategic research
combined with
iterative validation

52. Law:
DO NOT TRY
TO DESIGN FOR
EVERYONE

53. If you attempt to
design for everybody,
you wind up building
for nobody

54. this is the result of building for everyone

55. ✓
do not build for everyone:
Contextualize how
you think about your
users by defining a
small set of user types
(a maximum of 3 is best)

56. avoid:
“Fewer features”

57. from: Joel Spolsky’s topic, It’s Not That Hard”
an example of “feature” thinking

58. from: Joel Spolsky’s topic, It’s Not That Hard”
an example of “end user” thinking

59. Law:
RIGID PLANS ARE
PLANS TO FAIL

60. “Software projects are
predictably unpredictable”

61. process diagrams are a dime a dozen

62. avoid:
you can’t schedule innovation like this

63. On Time
On Budget
No Hard Conversations
(who cares if anyone is using it)
rigid plans attempt to produce these results

64. ✓
projects are unpredictable because:
SCOPE = PRODUCT

65. Law:
EVERY PRODUCT
NEEDS A SINGLE
VISION

66. Product
Executive Designer Developer
Manager

67. Product
Executive Designer Developer
Manager

68. define success and
build consensus

70. understand
the end user

71. contextual research

72. Context Scenarios
Logs in to the console
Monitors network feeds
Sets advanced lters
Establishes rules
Receives an alert
Drills down to problem area
Discovers and attack
Quarantines a ected area
James Woo Context Scenarios
Logs in to the console
Power User Primary Persona Reviews Network Activity
Sets New Rules
James is an IT administrator for an internal network of a 3000 employee corporation. He is
on call 24-7 and is responsible for maintaining a very complex, multi-tiered environment,
from high-pro le servers to employee computers.
Being able to put his nger to the “pulse of the network”, maintain ne-grain control of
tra c and maintain a high level of security is what James relies on. There are gigabits of
activity happening every hour that he must be able to respond to at a moments notice.
Marian Phillips
When James logs in to the application he is able to maintain an overview of his network.
Novice User Secondary Persona
He knows the network inside and out and has customized his “workspace” to cater to the
Context Scenarios
Logs in to the console
most critical areas. Glances at Dashboard
Marian is IT support for a 200 employee company. She monitors the network, but also Evaluates network “saves”
helps with employee hardware and software.
The rst order of business for Marian is checking email, voice messages and the current
status of the network. She receives an email stating that employees are no longer allowed
to browse YouTube.com.
In addition to monitoring the network, Marian can perform a couple easy steps to creating
a rule to block employees from browsing to YouTube.com. Sure, Marian can view every Clark McCarthy
network activity, but her primary concern is responding to the immediate demands of
enforcing company policies. Executive User Secondary Persona Context Scenarios
Demonstrates the application
Drills into speci c features
Clark is CTO for a 3000 employee company and reports directly to board members.
He likes to keep tabs on the companies network response and e ectiveness to see if
spending all that money on new servers is really paying o .
Steve wants an easy-to-use dashboard that allows him to monitor just how great his Newstead
George
network is running. It also doesn’t hurt that he has high level information he can use
to get get praise from the boss. TriGeo Executive
George is looking for a product that can be white labeled and headed on the path to a
SaaS o ering while delivered on time and with required functionality.
Context Scenarios
Gives a demo
Navigates through features
Linda Deris
TriGeo Employee
Linda is focused on selling TriGeo o erings. She wants something easy to demo and
sell while successfully conveying the value, ease and power of the application.
user archetypes

73. Gwen’s Customer Journey
Gwen is moving her family of three. She knows she’s going to need phone and internet service. The affective and contextual
factors that will affect Gwen’s choice in telecom vendors are price, her existing knowledge and previous experience.
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Thoughts
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Calls to order service
Emotional Emotion throughout journey
Goes online and checks out different options
Experience
Emotion towards --------
Consults with influencer
I can’t afford what I’m finding here. On hold for too long. Hanging up.
Ends phone call
Go back Go back
Phases of
the Journey
Inquiry Comparison Purchase Installation
Description Description Description Description
The Inquiry phase consists of the reasons people are The potential customer comes in to the Comparison The Purchase phase involves the provider demanding Installation phase is the handoff from customer
shopping around for new service. These are usually phase usually armed with the right info, tech jargon, quite a bit of personal info. The order flow tends to be service to the installer. There are usually scheduling
related to moving and relocation, an upgrade to and is looking for lowest cost. They tend to be brand complex and the process can be all over map. There is conflicts between all parties involved. This phase can
existing service, or hunting down new deals. Moving agnostic . If they can’t find the right price or the right a sense of delayed gratification - waiting on service usually be somewhat painful for the customer in
is the biggest reason. services, they may leave and go back to inquiry. installation and activation. dealing with installer.
Recommendations Recommendations Recommendations Recommendations
Design homepages with separate targeted call-out Recommend using IP Location services to geo-locate Reduce amount of info required by streamlining and Many factors converge to make this phase of the
areas lying above the fold tailored for residential customers - removing the current service address improving any areas that contain form fields using customer journey unpleasant. Providing accurate
customers and tech-savvy customers. Internal product roadblock. Allowing users to configure services before industry best practices. Work on setting expectations arrival times, courteous technicians, and clear instruc-
areas should include basic plain-english product adding them to the cart, and reflecting bundled price for installation phase with customer service reps on tion materials during Installation can help alleviate
descriptions and large price points with a clear call to discounts in a clear and obvious manner. the phone to improve overall experience with your the negative experience inherent in this phase. Also,
action. Tech-savvy bullet points should include brand. consider having leave behind customer comment
keywords that summarize options and features cards so customers feel empowered to give feedback
typically found in product datasheets. into the process.
the customer journey

74. customer stories

75. build prototypes based on research

76. use prototypes to conduct empirical research

77. inspire good design

78. Mood Board : Showcase
Mood Board : Slate
Mood Board : Dynamic
mood boards

79. design compositions

80. ensure business,
design & technology
collaboration

81. TriGeo Console Project Milestone v_0.1
Last Modi ed: October 30, 2008 9:12 AM
EXPERIENCE MAP
The Experience Map acts as a diagram of the “ ow” of an
application. It is important to hone in on this high-level
framework of the application so a clear direction may be
established. This map helps the direction of wireframes without
getting too far into the details.
The content of the Experience Map is based on user research,
a current understanding of the application and methods of
improving usability. As more information is gathered and
Experience Map evolves until a direction has been established.
Creating the Experience Map was an ongoing process that ran
in tandem with wireframes and creating design compositions.
Although there was some inconsistent overlap due to these areas
being done in parallel, thinking around wireframes helped to
tighten areas of the Experience Map and vice versa.
In the end, a solid overview of the TriGeo Console was generated
that acts as the foundation for additional development and user
experience re nement. There is still work to be done and directly
correlates to the Wireframes.
20
experience maps

82. wireframes

83. Adobe Video Workshop
graphic components
Adobe Video Workshop
style guide
graphic elements and style guides

84. interactive technical references

85. articulate the vision

86. vision demos

87. bad news:
GOOD UX IS HARD
good news:
THERE ARE REWARDS
FOR GETTING IT RIGHT

89. sales conversion time
reduced by 35%
manufacturing costs
dropped by 42%
online revenue grew from:
$5 million
to
$85 million
...all in less than 9 months

90. Thank You
#effec%veui
Anthony Franco twitter.com/anthonyfranco
President, EffectiveUI anthonyfranco.wordpress.com