Updated for the Vista UX/UI Summit in Dallas, TX
You can view a video of this presentation here: https://www.youtube.com/watch?v=NfASJamxjy4
User Experience has a direct impact on your bottom line, and it’s about time we start telling execs in their own language. I’m sure many of you spend a good amount of time evangelizing what it is that you do, and the value it adds. Over the past 15 years I’ve introduced User Experience to everyone from CEOs to developers — using storytelling, metrics, and case studies you can prove without a doubt the value that you bring.
In this talk I’ll explain what metrics to track, how to position your work, and stories where User Experience directly effected the bottom line.
3. We have a unique and established methodology for understanding people in
context — we reveal unmet needs — which drives everything we do. This leads
to a crisp, clear understanding of the customer which shapes the design and
development of new solutions and experiences.
With over 14 years perfecting our approach we have the experience, teams,
skills and scale to deliver sophisticated software solutions that improve any
and all touchpoints across the user journey.
We’re driving digital transformations
DRIVING RESULTS
EXPERIENCE DRIVEN &
We’re working with some of the biggest and best organizations in the world,
helping transform their experience and technology:
— confidential —
Mercedes-Benz Financial Services,
Capital One, Samsung Electronics,
The Container Store, Neiman Marcus
and many more ...
4. • DIGITAL TRANSFORMATION
• MOBILE SOLUTIONS
• FLIGHT OPERATION CENTERS
• CALL CENTER IMPROVEMENTS
• RIDE SHARING OPERATIONS
• INTERNET OF THINGS
• E-COMMERCE
• MOBILE RESPONSIVE WEB
• RETAIL POINT-OF-SALE
• AUTOMOTIVE UI
• ANALYTICS DASHBOARDS
• CRM SOLUTIONS
• ERP SYSTEMS
PROJECTS: INDUSTRIES:
• AUTOMOTIVE
• BANKING
• CONSUMER
• EDUCATION
• ELECTRONICS
• ENGINEERING
• ENERGY
• OIL AND GAS
• FASHION
• FINANCIAL (FINTECH)
• FOOD AND BEVERAGE
• GOVERNMENT
• HEALTHCARE
• INSURANCE
• MANUFACTURING
• REAL ESTATE
• RETAIL
• TECHNOLOGY
• TELECOMMUNICATIONS
• TRANSPORTATION
5. projekt202 is the leader in applying experience strategy and
observational insights to the development of mobile, cloud, web
and workplace software. The company is actively redefining the
user experience (UX) and changing the ways people interact with
technology around the world. Recognized by industry analysts for
setting the standard for the way modern businesses develop
software, projekt202 builds emotionally rich, resonant solutions
that enable customers and end users to fully realize technology’s
potential in today’s connected world.
Customer Centric
Software Development
Understanding the problem is harder
and takes longer than designing a
solution.”
“
Product Director at
Luke Wroblewski—
10. “Design has as much to do with art as a lobster has to do with a
carrot cake. If you truly want a career as a designer, you are going to
need to speak about someone’s business and organizational goals.
You’re going to have to learn how to analyze data, you’re going to
have to learn how measure effectiveness.”
Mike Monteiro
https://deardesignstudent.com/10-things-you-need-to-learn-in-design-school-if-you-re-tired-of-wasting-your-money-64aaa0bc3994#.lllumpsd2
—
11. “Design may enhance performance but unless there are
metrics to gauge that benefit, the difference it makes
depends on conjecture and faith.”
—
Thomas Lockwood
Thomas Walton
https://www.amazon.com/gp/search?index=books&linkCode=qs&keywords=9781581156560
12. selling / evangelizing / explaining / marketing
I spend some amount of time…
As a UX Designer…
17. Developers
& Product Owners
Directors & VPs SVPs & CEOs
• Are you a threat to my job?
• Will this slow me down?
• Will this sabotage what I’m
trying to do here?
• Why should we involve
customers/users?
• Why should we
prototype and test?
• What is the ROI?
29. “89%of companies believes that customer experience
will be their primary basis for competition by
2016, versus 36% four years ago.”
30. “We at Kleiner Perkins believe that design is a
critical factor in launching a successful
technology venture today.”
- Design Partner, John Maeda
http://www.kpcb.com/design/design-and-vc
#DesignInTech
32. 43
design organizations have
been acquired since 2004.
Roughly half of which have
been acquired within the
last year.
top VC-funded startups have
designer co- founders.
Up from 5 in 2015.9 25out
of
Design is
adding value.
#DesignInTech
37. “Investing in user research is just about the only way
to consistently generate a rich stream of data about
customer needs and behaviors. As a designer, I can’t
live without it. And as data about customers flows
through your team, it informs product managers,
engineers, and just about everyone else. It forms the
foundation of intuitive designs, indispensable
products, and successful companies. So what are you
waiting for? Go listen to your customers!”
38. “… due to poor
requirements definition”
“…of projects scrapped, or end
up being underwhelming”
“…in developer time spent on
avoidable rework”
“$600 billion spent on digital projects,
with billions wasted…”
30%
UP TO
67%
UP TO
50%
UP TO
[CNBC — Tech spending isn’t all it’s cracked up to be] [usability.gov — Benefits of UCD][IAG — Business Analysis Benchmark Report]
41. “The biggest ROI a brand can have from
investments in design, is a rapidly growing,
loyal and motivated customer base.”
http://www.designthinkingnetwork.com/forum/topics/evaluating-designs-roi
Jan-Erik Baars-
45. Additional revenue via better
experience which drive more
customers & sales.
MORE REVENUE
https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
Savings via improved
processes, systems, via
digital transformation.
REDUCED COSTS
Get to market with the right
product or service faster, and
hit the mark the 1st time.
TIME TO MARKET
Identify new concepts and
revenue streams that
leverage your brand in new
services or products.
NEW CONCEPTS
55. “Soon after implementing the change, StubHub
realized a 2.6% increase in conversion rate,
which resulted in millions of dollars in extra
revenue. Today, the “Go Button” is on every event
page on StubHub’s website.”
http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
57. “Soon after implementing the change, StubHub
realized a 2.6% increase in conversion rate,
which resulted in millions of dollars in extra
revenue. Today, the “Go Button” is on every event
page on StubHub’s website.”
http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
60. “Our StubHub platform, the largest
ticket marketplace in the U.S.,
accelerated year-over year with GMV of
$3.6 billion growing 13% and revenue of
$725 million up 15%. During the year,
we made a number of product
and experience enhancements to the
StubHub platform, which we believe
contributed to StubHub’s strength.”
62. “Soon after implementing the change, StubHub
realized a 2.6% increase in conversion rate,
which resulted in millions of dollars in extra
revenue. Today, the “Go Button” is on every event
page on StubHub’s website.”
http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
63. • They’re online only!
• 2.6% increase to GMV = additional $93 million
• 2.6% increase to revenue = additional $18 million
64. “Through proper usability testing and user
experience practices, we were able to
identify key issues — and with some minor
improvements increased GMV by $93 million
dollars over a single year.”
68. “The results: The number
of customers purchasing
went up by 45%. The
extra purchases resulted
in an extra $15 million the
first month. For the first
year, the site saw an
additional $300,000,000.”
https://articles.uie.com/three_hund_million_button/?utm_source=visitorcentric
69. “Through proper usability testing and user
experience practices, we were able to
identify key issues — and with some minor
improvements increased GMV by almost
$100 million dollars over a single year with
less than $20k in investment.”
increased revenue by $18 million (too low!)
Had a 150,000% ROI (too high!)
70. Savings via improved processes, systems, via digital
transformation.
REDUCED COSTS
76. “It depends on the length of the call, how much the call center pays each rep
on average, how well that call center manages its staffing (a lot of overtime
increases the average cost of the call). The call center I just worked at
averaged about $4.50 per call, but I have worked at other call centers where
it is over $10 per call, due to how long each call took (tech support).”
https://www.quora.com/What-is-the-cost-of-an-average-call-center-call
77. For every call cut, that’s $10 saved.
Self support anyone?
500K CALLS CUT? SAVE $5 MILLION.
84. “Through understanding our customer’s
needs via observational studies, we
were able to prototype, design and
launch an improved self support tool
that reduced calls to the call center by
20% that saved over $10 million dollars
the first year — at a ROI of 833%!”
(ROI = $10,000,000 / $1,200,000 * 100)
87. • “Going paperless”
• Moving to cloud based tools
• Connecting systems across businesses
• Adding sensors to equipment
Should = better experiences, more efficiency,
less manual processes…
89. We always start with user needs. We are agile. We
work to a set of Design Principles that guide us in
everything we do.
We believe in working openly, because making things
open makes them better.
https://gds.blog.gov.uk/about/
90. More than £600 million of this year’s
£1.7 billion figure was through the
work done by GDS itself.
91. “…spend controls saved £391 million, encourage
government teams to build better services for less, to
disaggregate contracts, and build prototypes instead
of writing long procurement documentation.”
https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
92. • over 98% of driving tests are now booked online
• 85% of self assessment filing is done through online channels
• 12 million people have registered to vote using a new digital service
£58 million cost < £600 million savings
1000%+ ROI
93. “The UK government saved £600 million in
one year at a ROI of more than 1000% by
digitally transforming a number of services
to better serve its citizens across the UK.”
94. Get to market with the right product or service faster,
and hit the mark the 1st time.
TIME TO MARKET
95. “…spend controls saved £391 million, encourage
government teams to build better services for less, to
disaggregate contracts, and build prototypes instead
of writing long procurement documentation.”
https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
96. “I’m also hoping very much to see more validation
of ideas. In other words, let’s stop just shipping
features, crossing our fingers, and hoping they
work. Let’s figure out how we can test whether
we’re moving in the right direction before we
commit six months and hundreds of thousands
of dollars toward building something.
I also think that we’ll continue to see more teams
using qualitative research in conjunction with
quantitative data.”
http://blog.wootric.com/product-managers-stop-worrying-about-building-the-wrong-thing-on-schedule-a-qa-with-laura-klein/
- Laura Klein
Build Better Products:
A Modern Approach to Building
Successful User-Centered Products
98. “Finance teams recognize that most products fail at an
astonishing rate, and make projections accordingly.
Making a financial case for digital prototyping must rest
on the premise that any initiative that has an
unpredictable outcome (i.e. there is a chance it can fail)
is by definition an experiment.”
99. “Developing a product without user research is
essentially one expensive experiment which,
according to aforementioned industry benchmarks, has
a 90% chance of not paying off (at least without
modifications post-launch).”
100. “Remember that our higher order objective is
to validate our ideas the fastest, cheapest way
possible. Actually building and launching a
product idea is generally the slowest, most
expensive way to validate the idea.”
http://svpg.com/dual-track-scrum/
101.
102.
103.
104.
105. Delivering software is more than just writing code
— we’ve found that blended teams understand
how design and development work together and
are key to any successful project.
The right teams, with modern practices around
design systems, prototypes, business context,
automated testing, and modern architectures
make us on average 40% faster than traditional
development teams.
COLLABORATIVE TEAMS
ARE YOU MOVING FAST ENOUGH? Benchmarked against offshore and internal teams, our blended teams
of strategist, designers and developers work together to understand
user needs, translate those needs to design and then blended with
developers, take that investment to launch.
40% FASTER
TRADITIONAL DEVELOPMENT TEAM
PROJEKT202 DEVELOPMENT TEAM
40% VELOCITY GAIN
OVER PROJECT LAUNCH
• Pattern libraries / Design Systems
• Working with mock-ups and prototypes
• Design / Dev integration
• Rapid, just-in-time iteration
• Understand business context
• Work in many different stacks
• Devs do automated testing
• QA automation and device testing
• DevOps / CI / CD / Automated testing
• Modern architectures like Microservices,
REST, SPA, etc.
VS.
106. 1:10:100“…from $1 invested in UX, you save $10 in fixing
issues during development, and $100 if the
product has been already released.”
http://nearsoft.com/blog/how-to-make-100-for-every-dollar-you-invest-in-ux-3/
107. Identify new concepts and revenue streams that
leverage your brand in new services or products.
NEW CONCEPTS
112. “In the short time it has been on the market, Daisy Squeeze
ranks among the top 10 sour cream items in sales. In a
recent customer survey, 60% of Daisy Squeeze users said
they would recommend the product to a friend—20% more
than the average.”
https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
113. 1. Did it cannibalize sales or increase sales?
2. What was the increase to sales? Revenue?
3. Did it increase the overall share of the market?
114. “Daisy increased [insert metric here] by
using observational studies in people’s
homes during dinner times and rapid
prototyping to innovate on a new product
that met the needs of modern consumers.”
117. Many well-known
companies have public
stories how they involve
users and customers
early and often. Many
times following
customers home to get
to the “why” that’s
needed for deep
customer understanding.
119. “The average lifespan of a company listed in the
S&P 500 index of leading US companies has
decreased by more than 50 years in the last
century, from 67 years in the 1920s to just 15
years today, according to Professor Richard
Foster from Yale University.”
http://www.bbc.com/news/business-16611040
121. “BlackBerry is also well positioned for future growth.
World Wide Worx MD Arthur Goldstuck recently
revealed that 24 percent of consumers claim that
their next handset will be a BlackBerry, well above the
3 percent for Apple’s iPhone.”
2011:
http://mybroadband.co.za/news/cellular/19774-blackberry-vs-iphone-vs-android-in-south-africa.html
124. “People in everyday life don’t really know what they
need—they just tell you what they *think* they want.
People don’t always do what they say, and they rarely
know how they’ll act in the future.”
http://blog.invisionapp.com/dont-design-what-users-want/
asking vs. observed behavior
125. 1. People will tell give you an aspirational view of
themselves.
2. People are poor at predicting their future
behavior.
3. Some behavior is sub-subconscious.
4. People are swayed from moment to moment by
unexpected in influences.
5. People want to fit in.
126.
127. Customer experience (Cx) professionals know that the rst step on
the path to delivering good experiences is doing research to
understand their customers. Yet many fail to recognize that it’s easy
to draw false conclusions — and that doing so is even more
dangerous than being ignorant. in this report, we warn Cx pros
about the most common pitfalls and explain how to adapt your
practices and mindset to avoid them — and get the insights you
need to succeed.
Build Real Customer
Understanding
How To Avoid Research Pitfalls And Achieve Insight Instead
128.
129.
130.
131. Major Airline Flight Operations Launch
projekt202 partnered on a relaunch of a critical flight operations system and
during beta saw up to 15% improvement in on-time performance — which
saved numerous hours over legacy systems. For an airline, hours equals
millions of dollars in savings across a number of groups.
— confidential —
… millions of dollars
in savings
Millions
Successful Launch in the Flight Operations Space
Major Airline Flight Operations Launch
— confidential —
…applications delivering up to
15% improvement in on-time
performance
upto15%
…upgrade across 6
applications
6
The problems were complex. A growing US airline with over 40,000 employees and 3,000
daily flights. A fleet of 700 aircraft carrying 100 million domestic and international
passengers a year. Add a merger, an expanded network, and raised load factors. And, add
two separate technology platforms. It all added up to one large and very complicated
system.
The design and development of a new Web-based optimization tools gave airline staff a
powerful, central resource for tracking aircraft ground movements; managing gate
assignments, restrictions and closures; reacting to and recovering from unexpected
operational events; and more.
With projekt202’s approach of iterative validation and continual interaction with the airline
employees they got the dual benefit of making key improvements early and often, while keying
in the employees to the upcoming improvements.
132. Major Airline Flight Operations Launch
projekt202 partnered on a relaunch of a critical flight operations system and
during beta saw up to 15% improvement in on-time performance — which
saved numerous hours over legacy systems. For an airline, hours equals
millions of dollars in savings across a number of groups.
— confidential —
…applications delivering up to
15% improvement in on-time
performance
upto15%
…upgrade across 6
applications
6… millions of dollars
in savings
Millions
Successful Launch in the Flight Operations Space
Hit the ROI first!
Scale of
problem solved.
Project details.
The problems were complex. A growing US airline with over 40,000 employees and 3,000
daily flights. A fleet of 700 aircraft carrying 100 million domestic and international
passengers a year. Add a merger, an expanded network, and raised load factors. And, add
two separate technology platforms. It all added up to one large and very complicated
system.
The design and development of a new Web-based optimization tools gave airline staff a
powerful, central resource for tracking aircraft ground movements; managing gate
assignments, restrictions and closures; reacting to and recovering from unexpected
operational events; and more.
With projekt202’s approach of iterative validation and continual interaction with the airline
employees they got the dual benefit of making key improvements early and often, while keying
in the employees to the upcoming improvements.
133. Kevin Green
Digital Transformation Officer
• What’s the per minute cost of a delayed flight to the airline?
$65.43 per airlines.org
• What is the average length of a flight delay?
57 Minutes in 2014 per rita.dot.gov
• What percentage of flights are delayed daily?
21% per rita.dot.gov
• What’s the full cost of the delay per flight?
$3,729.51
• How many flights for this airline are there a day?
3,900 per website
• What is the total daily cost of delays?
$3,054,468.69
135. Radically Improving Sales
projekt202 helped this national event ticket retailer double
revenues by increasing conversion rate by 54% with a relaunch of
an improved purchase path.
With over $5 billion in sales, and over 100k events, every step of the
digital experience matters for this national event ticket retailer.
projekt202 worked to improve the retailer’s digital channel — their
web, mobile, and tablet interfaces resolving key barriers within the
buyer’s journey.
… conversion rate was
increased by 54%
54%… results doubling
revenues.
2x … over 100k events
100k
136. projekt202 helped reduce returns of a remote control for a
technology accessories company by reducing the set-up time
by 90%, and store returns to 1% turning around a poorly-
performing product.
This was a departure from metrics that showed customers were
returning products at a rate of 30% because of a set up time that
took over three hours.
Through our observational understanding of customers needs in
the home we were able to enhance the experience to match those
needs — combined with an updated experience design, key metrics
were greatly improved. After the improvements the product won
numerous industry awards.
Rethinking the Experience
… reduced the set-up
time by 90%
90% …. reduced store
returns to 1%
1%
137. projekt202 helped this international retailer get to 1.5 million loyalty
customers in just over six months. With half their of sales now coming from these
loyalty members — this was a game changer.
With over 70 locations in the US and shipping to customers in more than 96 countries,
retailer engaged projekt202 to help pilot and launch this new loyalty program across their
stores to better serve customers, and gather a deeper understanding of their shopping
behavior.
The first launch was a pilot program for customers to enroll in the loyalty program or
retrieve member information at the register. projekt202 was able to roll out this solution
across a subset of locations using an Apple iPad with a custom developed point-of-sale
solution.
After a successful pilot, this solution was then further developed and launched across all stores
at the point-of-sale. projekt202 was able to extend the program online with a companion
website with extended functionality.
… 1.5 million loyalty
customers
1.5m … half of sales coming from
these loyalty members
1/2 … in just six months
6mo
Major Retailer Loyalty Program Launch
138. Drastically improving self-service
A leading financial services firm managing over 1 Trillion dollars for
institutional clients and competing in a market of 7,000+ Registered
Investment Advisors (RIA’s) determined their digital self-service channel
was significantly underserving their RIA partners. RIA’s are making over 1
Million calls to the call center annually due to overly complex, confusing
and error prone online tools. The firm asked projekt202 for help and the early
results are encouraging.
The first digital self-serve enhancement pilot is returning far greater adoption/
participation rates than planned (60% using it versus the 35% planned), and
utilization of the online tool suite has spiked from a barely-used 1% before the
enhancements to over 50% by the pilot users. projekt202 helped the firm make
sense of the digital experience by determining how to clearly present over 200
online forms and to make the necessary actions associated with the key forms far
more straightforward and efficient, thereby lowering error rates.
… clearly present over
200 online forms
200… adoption,
exceeding the
expected 35%
60% … increase of online
tools
50%
“…the [projekt202]
strategy for the
design and product
is working!”
141. 100 devs
each save 2 hrs
per week
=
$388,800
annual savings*
100 devs
each save 30 min
per week
=
$97,200
annual savings*
100 devs
each save 5 hrs
per week
=
$972,000
annual savings*
100 devs
each save 1 hr
per week
=
$194,400
annual savings*
Time saved
when art direction
isn’t needed
Time saved
from rework
Time saved
when components
are compatible
Time saved
when assets
are accessible
$1,652,400 annual savings
or 21.25%time saved yearly
Heath Stallings
Director of User Experience at projekt202
142. “52% reductions in calls due
to account recovery —
$560k support cost
reduction in one year!”
Dawn Ressel
Experience Design Manager, Intuit
143. Additional revenue via better
experience which drive more
customers & sales.
MORE REVENUE
https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
Savings via improved
processes, systems, via
digital transformation.
REDUCED COSTS
Get to market with the right
product or service faster, and
hit the mark the 1st time.
TIME TO MARKET
Identify new concepts and
revenue streams that
leverage your brand in new
services or products.
NEW CONCEPTS
154. We wrote the book on helping businesses
gain insight from their customers and
users — insights that lead to effective,
successful launches.
Designing Software for People:
Application Development in the Experience Age
experience.projekt202.com