Being business savvy as a UX designer will help you land advertised job opportunities easily. Below you will find a curated list of business strategies UX designers should know that will help them navigate the competitive market.

Leverage Artificial Intelligence

The world of artificial intelligence cuts across multiple industries. One of the best ways to leverage the power of AI is by using it to increase sales, improve productivity, and gain a competitive edge. You can attend coding bootcamp like General Assembly or Thinkful to master artificial intelligence. You can also decide to hire experts in AI to help you achieve your goals.

Conduct Competitive Analysis

It’s paramount to conduct in-depth research regarding your competitors before entering the market. This will help establish your niche, as you will easily identify the gap in the industry. Through research, you may also be able to identify ways to improve on your competitors’ services or products. You can also evaluate their success and failures and come up with new ways to operate.

The world of design is ever-changing. There is always a need to improve user experience in the market. To be a successful UX designer, you must invest ample time in finding out about competitors before delving into the market.

Curate Templates

The best way to get ahead in the market is by making your work effective and efficient. To ensure you produce quality content fast, you should rely on custom templates. Instead of starting from scratch when a new client approaches, you can rely on these set structures. Building your personalized templates or design systems will help you control time, labor, and quality.

Pricing Strategy

As a professional, you may keep your prices relatively low to attract customers, or price them beyond standards and cut off the ordinary customer. It’s a bit challenging to put a price on creativity, but you can draw a lot of information from other businesses or competitors.

Some businesses and experts in UX design started by under-quoting their services and slowly worked up to their level of success. This does not have to be your strategy. Ensure you have a proper business plan in place to ensure you can meet your long-term goals.

Review Your Performance

You have to have a structure in place to ensure you are improving on your craft. It’s important to ensure your design ideations positively impact a company’s profit. You can obtain data on the company’s website customer experience. It’s easy to establish by checking the number of customers visiting and the amount of time they spend on the site.

Increase Services

In addition to offering UX design services, you can go further and include web development or SEO services to your portfolio. Most companies prefer having one umbrella company delivering all their website solutions. Therefore, adding other services to your portfolio will help you stand out in the market.

Improve Customer Service

It’s always essential to review your client’s level of satisfaction. This will help you in improving the types of services you deliver. There are multiple professionals and businesses who have built their reputations based on customer service. If you are an established company, outsourcing a customer service team might be the best option.

Build Customer Loyalty

One of the cornerstones of success is retaining existing clients. It is much easier to maintain a relationship with an existing client than to work on acquiring a new one. Ensure the loyalty of your clients by rewarding them. You can create a customer loyalty program, improve customer service, or prioritize feedback. Most companies offer their clients discounts on certain services or during specific months.

Conclusion

Keeping your skills up-to-date as a UX designer cannot be overlooked. The world of design is always booming with new technology, methods, and approaches to improve user experience. Failure to develop a proper business strategy that keeps you informed can easily result in losses.

According to the US Bureau of Labor Statistics, the field of web design and development has a job growth rate of 13 percent, which shows promising growth. Fostering the best practices to succeed can help you thrive, whether you are working as a freelancer, in a startup, or an established company.

About the author: Daisy Waithereo Wambua is a seasoned writer with a decade of experience in writing, proofreading, and editing. She has spoken at Maseno University to help young women explore new careers and learn more about technology. She has a Bachelor’s Degree in Communications and Public Relations, a Certificate in Web Development, and a Master’s Degree in International Studies.

Posted by: Situated Research

The post Business Strategies UX Designers Should Know appeared first on Situated Research.

By now, Nintendo has made exactly 87,493,029 versions of Mario Kart since the game was first introduced in 1992 for the Super Nintendo. (Okay, the company has really made 13—which is still a lot!) But a new sequel coming this fall to the Nintendo Switch changes the formula in an enticing way, thanks to super experimental UX.

Mario Kart Live: Home Circuit transforms the Nintendo Switch into a controller for an actual toy race kart. The kart is fitted with a camera, giving the player a first-person view of its perspective as it whizzes around your living room, bedroom, or wherever you have some open floor space to play.

How does the game build your course? You place a few gates that are bundled with the game on the floor. From there, how the exact setup and customization works is unclear (perhaps vision AI is involved?), but Nintendo—alongside its partner developer Velan Studios—demonstrates that one of several tracks, from a simple oval to complicated curves, can be set up to avoid existing couches, coffee tables, and perhaps even sleeping cats.

As you race your kart around the course, all sorts of augmented reality (AR) effects, ranging from glowing boundaries, to power ups, to your racing competitors, will appear on the screen, as if they exist in your actual home. If you run over a virtual item, like a nitro-boosting mushroom, the kart will actually accelerate. If you hit a troublesome banana peel, the car will actually lose some control. Oh, and assuming you have friends with their own games, up to four players can race their karts together in the same space.

With few exceptions, augmented reality has been little more than a gimmick. Snapchat’s zany face filters are still the most successful commercialization of this technology that, not so long ago, the tech world heralded as the next big thing.

Microsoft’s Hololens AR headset is technically impressive, but it’s being marketed as an enterprise tool to businesses (which demonstrates pretty clearly that it’s not ready for the mainstream just yet). The hyped company Magic Leap, with billions in venture capital from investors like Google, has done little more than release a developer version of its headset to mediocre reviews while it hangs on for life. The hardware is simply too expensive, too bulky, but, most of all, too useless to really be worth buying for a vast majority of people. Plus, it’s antisocial by nature to be experiencing a different version of reality than the people around you.

But Nintendo is doing what it does best. It’s figuring out how to transform a gimmick into shared fun—and make it halfway affordable, too. A lot of that comes down to Nintendo just understanding the ergonomics around technology and play. For years, AR demos tasked you to hold up your phone like a little window to peek through, to do something like transform a magazine cover into an animation. These novelties wore thin quickly because they’re more physically awkward than visually amazing.

Nintendo is taking a similar approach here to its predecessors. But instead of utilizing the camera in your phone, it’s built it into the kart. That allows you to play a game like you always do (sitting on your couch), but experience all of these enticing and additive effects of AR. No, Nintendo isn’t aiming as high as Magic Leap, teasing an entire world of digital objects that you can reach out and touch. But Nintendo is competent enough at game design that it’s figured out how to work with what it has to create an AR experience that’s both new and destined to be massively successful.

Mario Kart Live: Home Circuit will be out for $100 on October 16. The last version of Mario Kart sold more than 25 million copies to date. And if Home Circuit is only a fraction as successful, it will still be one of the most profitable demonstrations of AR ever built.

Written by: Mark Wilson, Fast Company
Posted by: Situated Research

The post Nintendo’s newest Mario Kart is the best video game you never knew you wanted to play appeared first on Situated Research.

A considerable amount of that success derives from the ongoing effort of Airbnb’s design team to create a user experience for its booking platform which surpasses that of other similar services.

Airbnb’s Landing Page (above the fold) as I am typing this

As a designer, I was always astonished of how Airbnb approaches their product design challenges and delivers a product that converts, for years now. So in this article, I’ll try to identify what makes their landing page different and why it is successful.

Visual Clarity and Minimalism

I strive for two things in design: simplicity and clarity. Great design is born of those things.” — Lindon Leader

Using colour contrast and shadows, the user interface is basically structured as two layers: The card, which contains the explanatory text and the Call-to-Action (CTA) button, forms the upper layer, while the rest of the page is perceived as the background layer.

Perceived layers of user interface

With little to no cognitive effort, users can identify the upper layer (card) as the area with which they can interact. The page as a whole does not overload the users with information, hence framing a clear interaction path for users who land on it.

Reducing the cognitive load the user needs for achieving his goals is of the utmost importance when designing for humans.

Let’s see how it compares to Booking’s landing page, in terms of visual clarity, by using predictive technology:

Measuring optical clarity of the landing pages (above the fold) for Booking.com and Airbnb via VisualEyes plugin

More clarity contributes to easier and driven scanning of information. Two metrics that can determine how an interface is efficiently designed for human interaction is Visual Complexity and Prototypicality. The conjunction of those two metrics affects the aesthetics processing of the user significantly and, thus, defines how he will interact with the interface.

More complexity requires more cognitive load. More cognitive load means less user engagement and, sequentially, less conversion and profitability.

Key Takeaway:

Airbnb has set an interaction focal point; therefore users have already determined where they will have to “lay their eyes” in order to forage information.

The Double Z-Pattern

The Z-Pattern (for people that read from left to right)

Humans have a natural reading pattern, which is applied when visual stimuli are present. Following the natural flow of eye-scanning a layout, the Z-Pattern complements better single-purpose webpages that contain only one CTA.

This specific pattern “traces” eye movement of the users, thus allowing for strategic placement of visual elements.

So, Airbnb used the Z-Pattern.

Twice.

Airbnb is setting focal points for their users, using the Z-Pattern

By utilising this layout, Airbnb’s designers achieved to establish a concise visual hierarchy. Areas of interest that convey some kind of message are pinpointed and brought up to the user’s attention. Below you can view how Airbnb’s Z-layout translates into attention heatmaps:

Attention Heatmaps generated in Figma, using the VisualEyes plugin.

Attention heatmaps suggest that the selected areas are drawing the most of the user’s attention in this particular instance.

As it is shown on the right image, the Area of Interest, in which the Card is placed, stands out three times more than the focal point of the hero image, while the CTA Button on the bottom right of the white card is almost three times more prominent than the card itself.

Key Takeaway

Airbnb augments, even more, the pre-established interaction path, by driving most of the attention to the single action -clicking the button- needed in order to “dive deeper” into their product.

Read more on the Z-Pattern here.

Priming

“Priming is a technique whereby exposure to one stimulus influences a response to a subsequent stimulus, without conscious guidance or intention.”

In other words, priming takes place when taking one’s memories or mental associations and using them to influence his future behaviour towards an upcoming matter.

The first image (Hero) someone views when interacting with Airbnb’s website

Almost all websites/products apply the “priming” effect to their audience in some way. In our case, the Airbnb landing page, visitors are subject to associative priming with the use of imagery. The design team is doing an excellent job in finding images that fit the company’s target group perfectly, so they can ensure that the desired emotions will be triggered.

Different target audiences, different hero images.

Which words pop in your mind when viewing the house on the left image? Maybe something like soothing, peaceful, refreshing, unique, care-free or even vacation-material?

Key Takeaway:

By “priming” their target audience, Airbnb’s designers use carefully-picked images to spark the emotions that could be associated with the subsequent expected experience: Staying in an awesome place for their vacation.

Read more on Priming from NN/g here.

Simple, strong and effective language

The text serves two purposes:

1. Validate the reason a user visited the website in the first place — “I’m where I was supposed to.”
2. Set a user goal — “Now I should search for places I want to visit.”

Using simple and clear language when communicating messages is essential in web design, as it establishes that your audience will not misinterpret your offering. Remember that communication is a “two-way street”:

“How well we communicate is determined not by how well we say things, but how well we are understood.” — Andrew Grove

Airbnb avoids unnecessary jargon, while choosing a set of words that their target audience will comfortably understand.

Key Takeaway:

Text content was carefully selected to disclose a specific message and the value of the product as quickly as possible, with few words in the play. All that without endangering that their audience will not understand the offering.

Conclusion

Insightful design is human-oriented and drives human actions and emotions. Airbnb’s design team found a very subtle -almost transparent- way to direct users’ actions on their website. The framing of the experience was so delicately designed that it accelerates interaction while keeping the primary user goal in mind.

Thanks for tuning in!

Written by: Thanos Dimitriou (via Medium)
Posted by: Situated Research

The post How Airbnb drives users’ actions with their landing page design — a UX analysis appeared first on Situated Research.

Online businesses in 2020 are forced to compete with large online and big box retailers, including Amazon, Wayfair, and brick-and-mortar stores like Walmart and Best Buy. In order to compete, e-commerce websites need to have a great user-experience (UX) and a streamlined buying process. Complicated checkout systems, over-cluttered product pages, and a lack of mobile optimization can severely inhibit a retailer from competing with large companies that have large, dedicated user-experience teams.

For the business owner, a well-designed e-commerce platform allows them to run their business easily, and can help streamline daily operations and customer service calls. Following are some tips and best practices to follow to help grow both organic traffic and sales conversions moving into 2020.

Search Engine Optimization (SEO) and UX

User Experience and SEO are critical components of any e-commerce site, especially as industry verticals are becoming more competitive. Digital advertising prices continue to rise and generating organic traffic is essential. In addition, cross-functional expertise is required to build a website that has good UX and SEO, as these fields continue to overlap. Google algorithms are becoming better at reading page content, placing priority on well-designed content that is not artificial. Prior black-hat tactics to raise search rank, like loading page footers with keyword-dense text, are now causing page ranks in search engines (like Google or Bing) to drop. Driving organic traffic can feel daunting and will take time, but will pay-off in the end with good SEO practices.

Website Sitemap

Part of good UX and SEO involves a well-designed sitemap. A sitemap reflects the website page and navigation structure, and hierarchically organizes website content. Adding a sitemap to Google Search Console is important for any e-commerce site, so that search engines crawl and understand product information. Google will be notified to any changes that you make to your site, which should happen on a frequent basis so content does not become stale. A sitemap not only makes the new content you post discovered quickly by search engines, but is reflected in the website navigation to users (helping tell them about the content on your website).

Simplify Page Content (and Clutter)

Clear, simple to understand content can raise engagement with your audience. In many instances, “less is more” – as said by Ludwig Mies Van der Rohe, a German-American architect that pioneered the minimalist movement. Your website visitors appreciate you communicating your message in a simple, yet efficient manner.

Similar to a cluttered advertisement, websites with distracting content, too much text, or an unclear message will lose their effectiveness. Over time, more and more things fight for our attention, and the average user has a shorter attention span. Users are willing to spend less time figuring out what you’re trying to get across, so get the job done with simple, clear messaging on your website. Design each page using proper keyword research and ensure landing pages have a clear engagement goal in mind so that your content has a purpose.

Optimizing Website Structure and User Journey

Supporting the intentions of website visitors is critical to raising conversion rates. Whether the goal is to sell a product or communicate an important piece of information, users should be able to fulfill their needs as efficiently as possible when using your website. If a product is difficult to find or a message becomes muddled, conversion rates will fall.

Part of optimizing the user experience (UX) of a website is to ensure that different types of users (personas) are able to achieve their goals efficiently: whether it be completing an action or finding information. A well-designed navigation structure will help the user journey, so that users can find what they want in the least amount of clicks (and with less confusion along the way).

Make Sure Your Site is Responsive

More people are becoming accustomed to purchasing groceries, clothing, home décor, and vehicles in the comfort of their homes. According to Forbes, Cyber Week had 62% of traffic coming from mobile in 2018, and fifteen percent of orders of were placed on mobile phones over the Thanksgiving holiday. Other sources place over 60% of website visitors (and climbing) using a mobile device like a phone or tablet. With this in mind, websites need to use a responsive design to be sure that content is optimized for mobile devices. The lack of an intuitive UX can result in user frustration, causing visitors to leave before completing a purchase on a website.

Website speed

Website performance contributes heavily to page rank and SEO, as well as usability. Research by Google describes how sites appearing on page one of Google display content in 1.19 seconds on average, while those on page two display primary content in 1.29 seconds. Some tools that can help you gauge and improve your website speed are Website Grader by HubSpot, Google PageSpeed Insights, and Pingdom Website Speed Test.

SSL (Secure Socket Layer) certificate

An SSL certificate authenticates your website to encrypt data that is being transferred from a website to users. SSL certificates ensure that a website is secure when visitors make purchases, which is important is the growing age of e-commerce. An SSL certificate encrypts sensitive user data, such as personal bank information, phone numbers and addresses.

Google Chrome, the most-used browser, has begun notifying users when a website is not fully secured with an SSL certificate. Fully encrypting data using SSL will provide users the best, most secure experience: ensuring that sensitive data is transmitted securely between the browser and web server. In a world where data breaches and security are becoming commonplace, users will trust and show loyalty to brands that value their privacy and sensitive information: highlighting the need for SSL certificates on websites.

Conclusion

Optimizing your website has a powerful effect on your marketing effectiveness, as well as your bottom line. Increasing conversions on your website, whether serving a goal of purchasing products or communicating information about your business (in a clear, efficient manner) will attract new customers and build loyalty. By optimizing the user journey for your website, different types of users can be served in a more effective manner.

The skill sets involved in designing a website continue to broaden and overlap. Experts in development, graphic design, SEO, UX, marketing and content writing need to know how their design decisions impact other areas of design. For example, designing a page around a keyword (SEO) impacts the website structure (UX), written content, and image content on the page (which can also impact website speed). A working knowledge of these fields is required to balance design decision trade-offs to make websites more effective, and this expertise can yield powerful improvements. In many instances, a simple analysis of a website by an expert can present some low-hanging fruit, which can have a huge impact on results.

To gauge how your website currently measures up, and identify some low-hanging fruit that can improve your website, request a free website marketing analysis from CueCamp. This report is in video form, generated by CueCamp’s team of experts to show the user-friendliness and marketing effectiveness of your website. Start out 2020 on the right foot, and reach out today.

Authors: Shannon Olear and Matt Sharritt, Ph.D. (Situated Research)

The post Boost 2020 Profit: E-commerce Experience Optimization appeared first on Situated Research.

Consider the ease of simply clicking a button within an attractive user interface, following the vehicle as it comes to your door and enjoying a smooth ride. For all the talk about their technology, their business model and their strategy, experience is what ensures customers continue to use the service. This idea has brought me to the concept of UX as strategy. It’s the idea that today, more than anything else, your UX will determine the success or failure of your software and your business.

A killer UX creates deeper customer engagement and loyalty.

A powerful and engaging UX doesn’t just make your product easier to use — it helps you engage more deeply with your customers, ensuring they stay loyal to you rather than looking to your competition. It builds brand loyalty and increases the chances that your customers will become your most effective advocates. Your UX also plays a key role in enrichment, ensuring your customers purchase additional products and services.

Your UX now forms the heart of your competitive differentiation.

I don’t believe I’m writing anything new in highlighting the importance of UX for software and applications. What is new, however, is how your UX can form the basis of your competitive differentiation. Building long-term, sustainable, competitive differentiation is one of the toughest objectives that executives face. In today’s digital world, the UX of your products and services plays a fundamental role. People engage with brands and companies via their software, and thus via their UX.

It is your brand, plus highly satisfied customers and fans, that will result not just in your business growing, but in building competitive differentiation. For example, it’s incredibly hard for other companies to match the loyalty of people who love Apple’s products and services. Even when other manufacturers build products that can compete on a technical and functional level, and that may even sell at lower price points, people remain loyal to the brand. Apple has been at the forefront of blending the concept of a brand with people’s identity, their image of who they are as individuals. Apple’s UX is at the very heart of this.

Making UX Your Strategy

At a high level, I recommend the following actions as you make UX your business strategy:

• Link your design metrics to your business metrics.

Those individuals responsible for the design of your software are now at the heart of the success of your business. As a result, we also need to ensure that their success, and that of your design, becomes linked to your business’s key performance indicators.

• Use the latest technology to build hyperpersonalized services.

Increasingly, in order to build these powerful experiences, organizations will need to use the latest technologies, from automation to machine learning. Customers now consider such personalization the norm, part of the overall experience of using your software. Airbnb’s personalized travel recommendations after you book a trip, such as offering a tour of Boston’s live music scene just after you reserve a stay in the city, is one such example.

• Build design systems.

Leading organizations such as Adobe and Salesforce have increasingly spoken about the need to create “design systems” to build these powerful user experiences. These are the systems and processes that enable them to scale their design best practices, rather than constantly reinventing the wheel. Forrester analyst Gina Bhawalkar points out that they also play a key role in linking your design team to your development team. She mentions that design systems should “also include the reusable code behind those design elements, and for this reason they should be created as a partnership between design and development teams.”

• Foster a product-centric culture and mindset.

If you listen to any of the founders of the UX-centric companies I’ve mentioned before, you will realize that they obsess about their products and the experiences their customers have with them. I would argue that if it’s not their top priority, it probably ranks very high. This is something easy to achieve as a startup, but much harder when you are, for example, a large financial institution that is used to thinking that your “product” is a checking account or a home loan, instead of the app or website your customers use to buy and manage those financial solutions. I often wonder whether the top executives at large firms even use their software products because some of them are so bad.

The democratization of technology helps drive better UX.

Ultimately, this is all part of what many people have referred to as the “democratization of technology.” This is because, fueled by cloud computing and new open-source technologies, it’s not just large companies or tech giants that can create these compelling user experiences.

So while effective UX design is one of the hardest aspects of product development, new technologies, tools and approaches are making it possible even for startup teams on a budget to build these compelling digital experiences. We’re seeing organizations take advantage of this to move nimbly and build light, attractive, mobile-first experiences. This is what it means to make UX your strategy, and in 2019, I believe it is the only way your organization will achieve success.

Written by: Alex Robbio (Co-founder of Belatrix Software and Member of Forbes Technology Council)
Posted by: Situated Research

The post User Experience Is Now Your Business Strategy appeared first on Situated Research.

Measuring Engagement

Prior research has shown the importance of engagement in game play. Creating a sense of flow, or a feeling where players are immersed into game play to the point where they lose track of their surroundings, has a huge effect on players’ perceptions of a game.

Games user research, when properly done, incorporates behavioral psychology into the research to observe players’ actions during gameplay. This yields insight into engagement levels, which are affected by a steady increase in difficulty over time (to challenge game players’ ability) and are encouraged by a great story line to immerse game players.

Measuring Player Communication

Besides the obvious task of watching players interact with the game interface, the observation of player-to-player communication can yield great insight into game play. Team-based activities, or even collaborative game play, can help researchers observe players’ strategies. In MMOGs, players might communicate through text or voice inside the game environment, and classic games might have players communicate via their proximity to one another.

Player communication yields great insight into how players learn to play a game and how they develop strategies to win a game. Great user research should use a research method where players are not coaxed or guided by researchers, and feel as if they are in a natural environment as to not bias their activity while playing games. Rigorous game research methods can use these factors to their advantage to achieve findings that are more accurate than traditional deductive, hypothesis-driven studies.

Affordances of the User Interface

While the broader experience of game play needs to be measured to gauge the overall player experience, examining the affordances of the user interface is a useful task to see what players perceive as possible actions in the game. These perceptions provide game players a foundation for creating strategies within the game. All aspects of the interface that can be interacted with, as well as those that gamers perceive as actionable, should be observed to inform game design. These perceived actions within a game suggest to gamers their possibilities for both playing and winning the game.

Often, critical actions might be overlooked by gamers. In line with theories of learning, a scaffolding difficulty structure should be achieved to create a feeling of flow for gamers. Game research can provide useful insight into ways that game players make use of a game interface, and lead to modifications in its discovery and use (via a nudge, animation, tutorial, etc.) that will provide salience to particular actions within the game that allow game players to learn, progress, and create engaging game play within the game.

Conclusion

Many of the current trends in game design are leading to amazing new games: including VR / AR (virtual / augmented reality), amazing graphics approaching lifelike detail, and engaging online multiplayer experiences. However, many of the properties of classic games offer players an engaging experience without advanced graphics, making use of a basic story, simple gameplay, and scaffolding difficulty structure to engage players. Game developers of all sizes can create games that maximize engagement by utilizing game research to create games that utilize the perfect mix of these features.

Good usability, afforded by the game user interface, helps players develop strategies for playing and winning games. Creating flow, where players lose track of their surroundings while immersed in game play, can be achieved by creating the right mix of engaging gameplay, player communication, and a scaffolding difficulty structure where players learn and accomplish tasks in the game.

About the Author

Matthew Sharritt, Ph.D., President and Co-founder of Situated Research, specializes in user-experience (UX) research and usability testing within software and video games. Dr. Sharritt’s research focuses on collaborative learning during playtesting and exploration, yielding insights in how to construct games that flow with engaging gameplay and collaborative interaction. The Situated Research team has provided independent expertise to the game industry across a variety of research projects. Learn more at https://www.situgames.com.

The post Games User Research: Driving Development with Actionable Insights appeared first on Situated Research.

Uber did not allow you to pre-book a taxi. Amazon started out by selling books only. Google was just a search engine. McDonald’s got rid of cutlery. And somehow we still believe that for a product to be successful it must do many things.

There are usually two cases — new products trying to convince the market that they are worth it and companies with established products that offer more than needed.

A big mistake new companies do is trying to offer everything their competitors have, believing this way they will attract more interest and gain customers. And on the other side, established companies which believe that more products and resources spent will always result in better results. So I would like to show you why offering too much is a psychological problem and how new products can nail it by focusing on one thing they are good at.

For new products you have to change behaviour first

As we might know, humans are creatures of habits. And if we already have well-established patterns, and most of the times we do, it will be hard for a new company to convince us that we must buy their “innovative product” or make a switch to something else.

We can call a product “innovation” when it changes people’s habits. For example, the iPhone is an innovation. So for your product to become a habit, it has to do a straightforward thing but do it great. Why? Because it is much easier to adopt a new technology if the learning curve is low and the reward is high for what it does.

The temptation is always there for manufacturers to add functionality to things — since conventional logic suggests that more must be better. What takes real genius is to leave things out — Rory Sutherland

Back in 2006, McDonald’s saw its growth stall. The fast-food chain decided that the problem was its limited menu, so it tried out many new items and ended up doubling the offerings. But sales hardly budged. Finally, in 2016, it took a new track. It went back to basics, dropped most of those additional items, and instead extended its popular breakfast offerings. Sales finally jumped, with same-store revenue up 6% in 2017, and the stock rose by 40% — Tiffani Bova, HBR

The learning curve must be low

To change a behaviour, it easier done if the learning curve of your product is low. As I wrote in a previous article — 10 Small Design Mistakes We Still Make — if we find something that does the job, and does it great, we will almost never make a switch to another service or product, even if it is a little bit better. Why? It’s in our nature to stay with the familiar and we don’t like taking risks of learning something only to realise it is not something we needed.

Once a person nails down the use of your product, they will rarely switch to something else.

How to make the learning curve lower? User metaphors.

People learn faster when an app’s interface and actions are metaphors for familiar experiences. The experiences may come from the digital or real world. Metaphors work well in because people interact with the screen. They move views out of the way to expose content beneath. They drag and swipe content. People toggle switches, move sliders, and scroll through picker values.

Always try to learn what other apps are your core customers using on a daily basis. This will allow to design similar experiences and remove any friction or create uncomfortable learning situations.

Choice overload

Another reason why many products fail or companies can’t get new users is because they offer too many options — features, services or products. And by overwhelming your users with too much stuff, people will always choose to stick with what works currently for them or choose not to buy anything else. This process is called overchoice or choice overload.

Choice overload is a cognitive process in which people have a difficult time making a decision when faced with many options — Wikipedia

The phenomenon of overchoice occurs when many similar choices are available. Making a decision becomes overwhelming due to the many potential outcomes and risks that may result from making the wrong choice. Having too many approximately equally good options is mentally draining because each option must be weighed against alternatives to select the best one. This can be easily seen and experienced when you buy, literally, anything for your house (dishwasher, microwave, washing machine, vacuum, etc.)

When Nike called Apple

You can fit all Apple’s products on a table, and it still surpassed Google as the most valuable company on the planet. How is that possible? They had a well-established philosophy that almost never changed — get rid of crappy stuff. Moreover, that philosophy helped Nike to become one of the greatest brands alongside Apple too. When Mark Parker became the CEO of Nike, he had a phone call with Steve Jobs and asked him:

“Do you have any advice?” Parker asked Jobs. “Well, just one thing,” said Jobs. “Nike makes some of the best products in the world. Products that you lust after. But you also make a lot of crap. Just get rid of the crappy stuff and focus on the good stuff.” Jobs paused and Parker filled the quiet with a chuckle. But Jobs didn’t laugh. He was serious. “He was absolutely right,” said Parker. “We had to edit.” — Source: Forbes

How Apple does it

Apple doesn’t invent a new product or product category. Almost all the time, all of Apple’s products have been recreations of existing products. Apple did not invent the MP3 player (Walkman), the smartphone (Ericsson R380), the tablet (Microsoft). Instead, Apple reinvented all of them and made them better.

Our goals are very simple — to design and make better products. If we can’t make something that is better, we won’t do it — Jonathan Ive, Chief Design Officer of Apple

When you do one thing but great, you add an extra drop of confidence and loyalty into your customer’s heart. This way, when you launch every year a better product, it becomes harder for the customer to make a switch because you earned their trust in doing one but a great thing.

Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great. We don’t have great schools, principally because we have good schools. We don’t have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life― Jim Collins

Minimise the decision-making process

Another reason why Apple is so successful is that it has only one product in its category. It minimises the decision-making process for the consumer by making things simple.

Apple doesn’t have five iPhone models to choose from. It has only one — this year’s latest version. What about additional choice? Very simple — big or small. In case you don’t have the budget you can always buy the previous models with the same thinking model. And while this may seem to limit the company’s potential, given the number of smartphones available on the market, the truth is the reverse.

Time’s magazine did a consumer research for over 30 years, in which consumers constantly tell them that while choice is nice, in reality, people want the process of choosing a tech product to be simple and not complicated.

How Walkman did it

Akio Morita, with his business partner Masaru Ibuka, founded Sony in 1946. Large magnetic tape recorders were the company’s first area of focus, later followed by the first pocket radio. But perhaps his most significant moment of genius involved the creation of the Sony Walkman, the ancestor of the iPod.

In market research, the Walkman aroused very little interest and quite a lot of hostility. ‘Why would I want to walk about with music playing in my head?’ was a typical response. Morita ignored this.

How was the idea of Walkman born?

The request for the Walkman had initially come from the 70-year-old Ibuka, the honorary chairman of Sony at that time. Ibuka wanted a small device that would allow him to listen to a full-length opera on his many flights between Tokyo and the US.

Morita asked Sony’s engineers to work on the idea, and they succeeded in achieving what he had briefed them to create — a miniature stereo cassette-player. But they also had managed to include a recording function in the Walkman. However, Morita told them to remove it.

Now, why would you remove a feature that costs an insignificant amount of resources and adds a trivial amount to the final price? Sony’s engineers recommended going with a microphone and recorder because it would add value to the final product. This also means more ways to use the Walkman for.

But Morita argued that a recorder would only confuse the end consumer. “For what is this device? Dictation? Should I record live music? Should I take interviews with it? Should I record my vinyl?”

By narrowing the perceived uses of the device, Sony ensured that the device could do only one thing: listen to music. This way it would be easier for people to adopt a new behaviour, since there was only one thing to adopt. This way you can also understand why the iPods became so popular too.

How others do it

On the other side, giving examples of big brands like Apple, Sony and McDonald’s is easy when they are already prominent and successful, but there are also small companies that started with one feature only and are doing great. A company I admire, Bonsai — a tool for freelancers to send proposals & invoices, contracts, track expenses and projects — is a perfect example.

How did the company start? When they launched for the first time on Product Hunt I remember only one thing they promised — send beautiful and bullet proof contracts. Because of that, many people were attracted to the product. Not too many companies offered the ability to send designer like contracts. Also, it was a core problem that most freelancers were and are struggling with.

So what about them now? With time and patience they have become an all in one solution for freelancers. Starting small and perfecting a feature allowed this company to grow into what they are now today. And you can see that it was easy for early adopters to use the tool because the learning curve was low — only one feature. And once people got used to the product, it became easier to adopt other features too and make the switch entirely.

The philosophy of simplicity

This philosophy of keeping it simple is applied not only to a product’s features, or how many products your company sells. This type of thinking applies to everything. From the way you do business to they way you think. It’s not that you decide one day to cut down useless features of your product to only one and suddenly the sales will skyrocket. To achieve that type of simplicity, you have to know what is or are the biggest needs of your customers and not deviate from your goal with useless noise.

Growth is best achieved by making things simpler for your customer rather than for you — Tiffani Bova

Written by: Eugen Eşanu (via Medium)
Posted by: Situated Research

The post Why Great Products Do Only One Thing appeared first on Situated Research.

Most clients and projects require the design researchers to state a predetermined sample size of users. Researchers often find it hard to justify to clients and business stakeholders on the choice of their sample size of users. Suggesting a very small sample size may make the client think that the research recommendations might not be impactful enough whereas, a very large sample size inflates the time and budget for the study. One of the many reasons for this conundrum may be that design research is often confused with market research and hence often assessed with the standards of market research. This report by Human Factors International superbly explains how they are different.

Well, theoretically a design research study can involve a minimum of 3 users to around 100+ users. Undoubtedly, the quality of insights drawn from such a range of users might differ nevertheless there is a combination of factors I believe one should consider when ascertaining the number of users. Let’s have a look at these factors in detail.

The Scope of the Design Study

The most important factor to consider is to determine what are we trying to accomplish through the study. The scope of the study can be:

a. To design a product from scratch and doing exploratory design research

When the focus is on discovering needs and opportunities for a product then, we need to maximize the number of users. This is because exploratory studies require to examine the entire spectrum of the target audience who might be existing or potential users of the product and also all possible behaviors, processes and interactions of these users with their operable environment which can lead to the creation of a new experience. Creating new experiences is like a gamble researchers and designers are taking. One can never be 100% assured that it’s going to work. Hence, the more the number of users, the better will be the statistical evidence to support the design hypotheses and ensure that the new experience is indeed a delightful one. However, the limiting factor of budget and time for the study can again constrain and influence the number of users for the study which I have covered later in the article.

b. To find solutions to problems of an already existing product and doing validatory research, eg. usability testing, identifying new features etc.

When we are finding potential solutions to difficulties with current design system then, we can go with a fewer number of participants. When probing for usability problems with an interface, sometimes the magic number of 5 users can do the trick as explained by this NN group article. However, when probing for new feature capabilities or studying the current state of the system then, sometimes one may need more than 5 users. In such cases, the decisions boil down to considering other factors such as characteristics of the study population, resources for the study, etc which I have discussed below..

Characteristics of the Study Population

It is uncommon to have just one kind of users of a product. Moreover, it is quite possible that the user groups may not be predefined and the research may further explore the various user categories in the study population. It is also possible that the target population might comprise users from various countries, cultures and even speaking many languages. Therefore, the more diversified a study population we are examining, the more the number of users will be required to get a comprehensive picture through the study. In other words, we will need multiple user representatives for each persona group or user type we are designing for. I recommend beginning with a minimum of three users to consider for each user type and then increase the number of users uniformly for each category depending on product and domain complexity.

Resources at Disposal

In reality, budget and time always dictate the sample size for research. In addition to conducting a research study, a researcher needs to budget time for recruiting users, analysing the data and further feeding the insights to design sprints. Hence, discerning the right number of users in perspective with time and budget of study is critical to ensuring complete project handling.

Considering the worst case scenario where the project permits very less budget and very less time, I would recommend to scale down the number of participants to get the data on time. This is to make sure that we are able to generate at least the most significant insights.

In cases, where there is ample time but less budget, we can always select research methods which are frugal enough to generate meaningful insights without compromising on the number of users being considered for study eg. methods such as design surveys, diary studies etc.

For the reverse case of less time and a substantial budget, we need to consider differentiating between exploratory and validictory research and further ascertain the number of users. This is because recruiting more users will not be a problem here, however being able to recruit more users in less time will definitely be.

Quantitative vs Qualitative studies

Out of all the factors which impact the number of users in a study, the choice of doing a quantitative study or qualitative study is the one 90% of the times in the hands of the researcher. This is because the purpose of research and the quality and type of insights which are expected from the study are most clear to the researcher. Rest all the factors are conditional and largely statutory to the project requirements. Thus, the researcher has the liberty of determining the number of users to fit its requirements. However, the only constraint to be careful here is findings from quantitative studies need to be statistically sound. Statistically sound quantitative studies set a requirement of a minimum number of users which is usually large (often 30 users or more). Whereas, findings from qualitative studies are behavioral estimates. Thus, the researcher has the freedom to decide the number of users which is further elaborated by this article.

To conclude

Small, medium or large — what sample size of users fits your study is a composite question. The magic number of 5 users may work magic in some studies while in some it may not. It depends on the constraints put on by project requirements, assumptions about problem discoverability and implications to the design process. Assess these factors to determine the number of users for your study:

1. What’s the nature and scope of research — is it exploratory or validatory?
2. Who and what kind of users are you planning to study?
3. What’s the budget and time to finish the study?
4. Does your research involve presenting statistically significant numbers or inferring behavioural estimates for the problem statement?

Happy User Recruiting!

Written by: Shrut Kirti (via Medium)
Posted by: Situated Research

The post User Research: is more the merrier? appeared first on Situated Research.

User-centered design isn’t just about creating a great experience for customers—it’s also a smart business move. 

In our previous article “The True ROI of UX: Convincing the Executive Suite,” we talked about how to persuade company executives on the ROI of UX, and how to illustrate the value of UX in increasing business KPIs. In this second piece, we discuss how, in order to really drive the message home, it is essential that UX teams present successful case studies of similar B2B UX redesigns.

The trouble is, finding data from real-world B2B UX redesigns is extremely challenging. Through dogged perseverance, our UX team found some useful data, but the proven difficulty of defining the ROI of UX (ie. how to exactly measure it) complicated matters further, and it became evident that the ROI of UX needed to be categorized into “soft” and “hard” dollars.

On the “soft side,” results are categorized into increased customer loyalty and net promoter scores (NPS), increased word-of-mouth referrals, productivity gains, and increased efficiency. On the “hard dollars” side, increased earnings and cost savings are gained from fewer support calls, less spent on development, fewer development “redo” cases, less user-testing, increased sales, and so on.

Here are the internal and external ROI measures:

Internal ROI

• Increased user productivity
• Decreased user errors
• Decreased training costs
• Savings gained from making changes earlier in design life cycle
• Decreased user support

External ROI

• Increased user productivity
• Increased sales
• Decreased customer support costs
• Savings gained from making changes earlier in the design life cycle
• Reduced cost of providing training

The B2B UX redesign case studies below represent the results of our research into the top 15 global design agencies/consultancies who performed B2B UX design/redesign projects. These case studies come from prominent design/consulting firms such as Accenture Interactive, Boston Consulting Group, McKinsey, Forrester, IDEO, Frog Design, Fjord, Adaptive Path, and others.

ROI of UX: B2B Redesign Case Studies

Bank of America

The giant bank identified and funded a UX redesign project to improve its online enrollment application for online banking. In developing the business case, the design team identified yield (or the percentage of customers completing the process) as the primary metric.

Prototyping and testing various design solutions with yield as the primary success metric proved a successful design strategy. The week the new registration form went live, the yield metric nearly doubled, and exceeded the desired ROI benchmark. This was a win for the design team, as well as the business unit that sponsored the project.

General Electric Software UX Unification

Known for its industrial expertise, by 2010 General Electric Co. had quietly become the world’s 14th largest software developer by revenue. These capabilities had grown opportunistically, primarily in response to requests from specific clients. As a result, little software consistency existed across the company and significant development efforts were invested in problems already solved in other divisions.

Overall, users of GE software reported that the quality didn’t reflect the excellence of GE’s hardware engineering. GE leadership decided to make an investment in creating a common software platform for the company. The Software Center of Excellence developed a UX Center of Excellence that would guide GE management, and drive the culture change to ensure that their software user experience matched their well-earned reputation for stellar hardware engineering.

Leaders, engineers, and designers collaborated to build processes and tools to support culture change together with a core foundation of design tools and success metrics that would support its UX practice. In the first year after its launch, the IIDS generated a 100% productivity gain in development teams and saved an estimated $30 million for the company. These digital transformation initiatives provided the foundation for GE Digital—and GE’s leadership in the industrial internet.

Courtesy frog design

Cathay Pacific

Cathay Pacific Airways is known for its leadership in the adoption of new technologies. The airline was the first in the world to announce plans to install in-flight email, the first to link its Airbus aircraft to its maintenance centers electronically, and the first in the world to auction air tickets online.

For company employees, a staff of eight to ten people work full-time to answer questions and book travel. Working with a design consultancy, Cathay Pacific created a new online portal called TravelDesk, a one-stop shop for staff travel.

The portal design project resulted in significant cost savings for the company:

1. The online portal reduced call-center volume (employee benefits center regarding policy questions, and service center regarding flight availability).
2. It increased productivity. Ground staff at the airport previously spent significant time managing the listing and check-in process for employees using their travel benefits. This project reduced the time required for these tasks.

Virgin America Website Redesign

Virgin America was on a mission to make flying fun again. In 2014, the airline decided to reinvent the digital travel experience, and in order to meet the needs of modern travelers, create the world’s first responsive airline website. The company decided to design and engineer a new digital platform that could respond to modern travel needs and behaviors.

After successfully A/B testing the new design against the old, Virgin America’s reinvented responsive site was released. They announced an IPO following two successful quarters running the new site that had exceeded performance goals in the following areas:

• 14% increase in conversion rate
• 20% fewer support calls
• Flyers booked nearly twice as fast, on any kind of device

Virgin America responsive website design.

HubSpot

In a recent major iteration of HubSpot, the company decided to re-think the user experience on its site, starting from the ground level with user feedback. They tested entirely new conversion methods, copy messaging, and even visual treatments. As part of the process, they pushed countless experiments live, and iterated with each piece of feedback, putting the user in control.

The result? The conversion rate doubled (tripled, even, in some areas). As HubSpot receives upwards of 10 million visitors per month, one can imagine the impact this had on revenue.

Continental Office B2B Website Redesign

With a brand refresh just a few months prior, Continental Office, a customized workplace solution provider, needed to update its 6-year-old website. The team wanted to ensure they were integrating buyer personas to provide an engaging user experience complete with relevant content marketing.

The old website was fine at the time but wasn’t built around telling the whole story while understanding the customer journey.

“In creating that great user experience, you have to stay relevant with what people are looking for and then build your website around that, which I believe is what we did and has allowed us to have these successful results.” – Rachel Iannarino, Vice President, Marketing.

The results of getting to know customers and building a website around that speak for themselves. Through the redesign strategy, traffic increased by 103% year-over-year and net-new contacts increased by 645%.

“Even though we had such great results last year, it’s already up — the number of new contacts is up over 80% from last year already. And I can’t lie; I keep waiting for these numbers to kind of plateau, but fortunately for us, the results just keep trending in a positive way” – Iannarino said.

Music & Arts

Music & Arts sells musical instruments and comprises 150+ retail stores, and 300+ affiliate locations. Their sizable eCommerce site had numerous usability problems that hindered online sales.

There is a detailed case study of this UX redesign project on the Toptal Design Blog: “eCommerce Redesigned: How Minor Changes Made Major UX Improvements.”

After a three month UX redesign project that significantly improved basic usability issues (consistency, simplicity, user flow, system feedback) their online sales increased around 30% year-over-year.

Pubmatic

This ad-tech platform’s UX redesign project took over a year. The B2B platform was about 7 years old and was made up of a hodge-podge of UIs, a variety of different-looking web-applications that were created at different times. As the company was maturing, it needed a unified UX design and a brand-consistent look-and-feel.

As a result of the UX redesign, NPS increased from 6 (detractors) to 9 (promoters) over 3 months immediately after launch when measured against the old platform’s satisfaction data.

Final Thoughts

A very interesting experiment related to the ROI of UX was conducted by the Geoff Teehan, Director of Product Design at Facebook in 2006. They called it the “UX Fund.” The $50,000 fund invested in companies that focus on delivering great user experiences. The hypothesis was that the ROI of UX should be reflected in their stock price over time.

Over a ten year period, from 2006 to 2016—including a major financial crisis in the middle of it—the “UX Fund” returned 450% vs the Nasdaq’s 93.2% return (that’s 45% annual return over ten years which beats any other asset class). You can read more about this experiment here.

Despite the evidence that UX design investments enhance customer experience and address business problems, executives still find it a challenge to define the financial benefits using traditional ROI measures. UX designers best serve businesses if they can not only create great “designs that work,” but are able to articulate and convincingly demonstrate tangible business results and KPIs to executives and stakeholders.

In order to be convincing and really get to the heart of what executives need to hear, UX designers need to think in similar terms to business leaders. Think: how can we best provide business value? If we do this, what will the return on our investment be? What metrics will demonstrate that we’ve made the right choices?

If done well, design can help bring order and coherence to the disorder that is the current state of the B2B world and enterprise applications. A 2016 design study of 408 different companies found that the more a company focused on and invested in design, the more they saw sales increase and experienced higher customer retention rates—customer engagement soared, and they moved through product cycles faster. All this simply because they put UX design, and more importantly, the customer, at the very heart of their business.

Clearly, good user experience is good for business. Today it’s become part of a UX practitioner’s job to offer decision-makers a compelling demonstration of the true value of exceptional UX design, and that there is indeed an impressive ROI in UX.

Written by:  Miklos Philips, Toptal
Posted by: Situated Research

The post The True ROI of UX: B2B Redesign Case Studies appeared first on Situated Research.

As the manager of a Rapid Research team at Google, I’ve built a team around just that — delivering meaningful insights, fast. My job is to ensure our product teams get the insights they need quickly and effectively. 

For my team, that means getting everything done within the space of a week.

In this article I’d like to share my experiences setting up this practice and ideas how to do it yourself!

The need for rapid research

My adventure at Google started in 2014. When I joined the Communications team, I started out on a product without a dedicated researcher. I quickly had to take inventory of the team’s projects and the questions that needed answering. There was a range of tactical and formative research that had to get done. I wondered how I might split my time between the two, juggling multiple needs and priorities at once.

I realized that with the right templates and processes in place, I could quickly get rid of the low hanging fruit through efficient usability studies and testing cycles. That’s when the idea of rapid research was born.

I developed a standard screener to use across my projects, a slide template to help me report back findings and before I knew it, I managed to streamline a lot of my processes to the point where I could turn research around in just one day.

My team is fortunate enough to have dedicated participant recruiters. Recruiters get a head start on filling studies by using a standardized screener. For the most part, I use the same screener for every study.

Over time, I was able to answer bigger questions in the space of several days, and increase the scope of my projects. In doing so, I realized that I could focus on not just the one app I was working on at the time, but use this process for apps across the entire organization.

In late 2016, I had the opportunity to formalize my role and build my own dedicated Rapid Research team at Google. Researchers embedded in product teams or teams without dedicated researchers come to us with specific questions that need answering. My team then acts as an internal consultancy, supporting product teams in answering questions we feel are suitable for a rapid approach.

Let’s talk about the nitty gritty of how we make this happen!

The rapid research timeline

Our rapid research team works in weekly cycles, kicking off a new project every Friday, and going through an entire research and analysis process in the space of one week.

Friday — What do we want to learn?

Friday is kick-off day. Partners and researchers are expected to come with a clearly defined question in mind. At the very least, we need a solid research question and the start of the required assets (designs, mockups, prototypes, sketches).

Monday — Pilot

On Mondays we’ll pilot our proposed study, often with Google employees, to make ensure we’re setting ourselves up for success. This is an opportunity to tweak the discussion guide, prototype and other elements of the test before we jump into the next 1–2 days of research sessions.

Tuesday/Wednesday — Conducting the research

We’ll spend 1–2 days in the lab or the field actually conducting research sessions. In between sessions, we’ll start to pull out themes from our data and identify relevant supporting material from recordings to feed into the final presentation.

We encourage our stakeholders to observe the studies as much as they can, whether in the office or over Google Hangouts. We’ll do debriefs after each session to ensure we’re all on the same page, which is a big part of how we can move so quickly.

Thursday — Prepping the findings

This is the day when the final presentation comes together. As a team we’ll conduct a slide review prior to the final report, getting everyone on the team together to review each others’ slides. It’s an opportunity to get feedback and raise any previous work that may be relevant to the project.

Friday — Read-out day

It’s time to present our findings!

For lab studies, we’ll prepare slide summaries with supporting quotes, short video clips or gifs. Each presentation includes background on the method, participant profiles and a refresher on the research question. We’ll often include a tl;dr in there to make sure the team can quickly pull out the key findings.

People who had the chance to observe some of the sessions will often have a good idea of what the results might be and usually come prepared with some questions to ask too.

Intercept studies are often shorter and more lightweight. We often feed the results from these studies back to the team earlier in the week with a quick one-pager so they can be off and running with the results before Friday.

Practical tips for conducting rapid research

Note-taking
One of the ways that my team is able to move so fast is by setting ourselves up for synthesis throughout the project. We do this by automatically time-stamping our notes:

• The team uses a dedicated Google sheet with a custom time-stamping script built-in, that automatically adds a corresponding timestamp to each note, making it easy to pull out quotes from video files when we need them. Here’s some information on setting up one of these yourself!
• Pear Notes is another option for adding timestamps to your notes with built in recording capabilities. For time-stamping notes in recordings, you can also use Usertesting.com or Validately
• Another option for note-taking if you don’t have the luxury of taking notes as you go is a transcription after the fact. Descript makes it fast and affordable to transcribe audio files and identify relevant quotes

Synthesis on the go
Sometimes we start coding themes as early as day 1. The team is constantly working on the read-out throughout the project. We make use of down-time between sessions to start pulling out patterns, quotes, and editing video! We use Camtasia and Screenflow for fast video editing.

Double up
We always have two researchers assigned to every project. It’s no secret that running a rapid study every week can be intense, so it’s nice to have someone to switch off with and take notes.

Pace yourself
Limit your study to about 5 participants per day, alternating between moderating and note-taking with the other person on the project each day.

Get scrappy
We use a variety of methods to help us get the insights we need:

• We’ll often do quick intercepts in the field, where rather than taking detailed notes, we’ll draw relevant insights onto paper printouts of concepts
• From time to time we’ll use laptop hugging for remotely observing participants as they perform tasks on their mobile . The participant will face their laptop away from them and then hold their phone in front of the laptop, making it really quick for us to do rapid mobile testing
• For testing concepts, we’ll sometimes run ‘speed dating’ sessions, where we’ll present different low-fidelity sketches or design concepts to participants to get quick feedback and validate and prioritize user needs. Participants are shown drawings that illustrate a perceived need, and individually rank the severity and frequency of the need. Discussion allows for diverse perspectives to emerge and provides context around any tensions, allowing the more promising concepts and needs bubble up.

What types of projects benefit from rapid research?

Rapid research isn’t suited to every method or project. Overall this method works best for tactical research, intended to test designs and assumptions, such as:

• intercept interviews
• remote or in-person usability studies
• concept testing
• light survey work
• user journey evaluations
• literature reviews
• competitive analysis

Efficiencies are everywhere you look

At its core, rapid research is about developing and iterating on the templates and processes you use to arrive at a streamlined and efficient research approach. It’s about identifying what might be slowing you down and finding methods and tools to mitigate that. Once you’re satisfied with the tools and methods you have in place, you can start to increase the scope of your research and look at answering bigger questions in less time.

Got any rapid research tips of your own? We’d love to hear them!

Written by: Heidi Sales, via Medium
Posted by: Situated Research

The post Rapid UX Research at Google appeared first on Situated Research.