1. Better Understanding of Gamers

UX research helps video game designers better understand the needs, wants, and behaviors of gamers. This information can be used to create a game that is more enjoyable and engaging for the target audience. By conducting user research, game designers can uncover new insights into what gamers want from a game, such as specific types of characters, environments, or gameplay mechanics.

2. Improved Gameplay Mechanics

UX research can also lead to improvements in the gameplay mechanics of a game. By observing how gamers interact with the game, designers can identify areas where the gameplay may be too difficult or confusing. This information can be used to make changes to the gameplay mechanics that will make the game more enjoyable and accessible for gamers.

3. Increased Satisfaction and Enjoyment

One of the primary goals of game UX research is to increase gamer satisfaction and enjoyment while playing the game. By creating a game that is enjoyable and engaging, designers can increase the chances that gamers will continue playing the game, recommend it to others, and become loyal fans. This, in turn, can lead to increased sales and greater success for the game.

4. Improved User Interface

UX research can also lead to improvements in the user interface of a game. By understanding the needs and behaviors of gamers, designers can create an interface that is intuitive, easy to use, and improves the overall user experience. A well-designed user interface can make a game more accessible and enjoyable for gamers, leading to increased engagement and satisfaction.

5. Better Reception and Reviews

Finally, UX research can help ensure that a game is well-received by gamers and has positive reviews. By creating a game that provides a satisfying and enjoyable experience, designers can increase the chances that gamers will recommend the game to others and write positive reviews. This, in turn, can help increase sales and drive the success of the game.

In conclusion, UX research is an essential aspect of video game design that can significantly impact the success of a game. By conducting UX research, video game designers can create a game that is enjoyable and engaging for gamers, leading to increased engagement, satisfaction, and enjoyment. By doing so, they can increase the chances that the game will be well-received and achieve success in the competitive world of video games. If you could use a free analysis of your video game, reach out to the Situated Research team to get started.

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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

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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.

The online videogame Fortnite Battle Royale was launched just a year ago in September 2017. Since then the game had amassed 125 million active players by June and made $1.2 billion for its developer Epic Games. It has also been linked to 200 divorces in the U.K. and a case of aggravated harassment where a 45-year-old man threatened to kill an 11-year-old boy after losing to him in the game.

Love it or hate it, the question is: How has Epic Games created a game with such enormous social, economic, and psychological impact?

Fusing elements from recent hits such as Minecraft, PlayerUnknown’s Battlegrounds, and Overwatch, the game is deceptively simple: Up to 100 players are placed in a constantly shrinking environment, and the objective is to be the last person (or team) standing. Think Hunger Games and you’re not too far off.

Fortnite‘s success rests on three principles: accessibility, sociality, and spectacle.

[Screenshot: Epic Games]

ACCESSIBILITY

The game is completely free to play, and, as of August 2018, it’s available on all major platforms, from consoles to phones to PCs and Macs.

It’s very simple to play: Stay alive, and if something moves, shoot it. It can also be played in very short bursts. The average match goes for 20 minutes or so.

The free-to-play business model emerged in the late 1990s as the internet drove a social and cultural shift in how we view and use entertainment. People were now less inclined to pay for a one-off, single piece of static content, and more inclined to invest in an evolving library of content accessible at any time.

This shift is often described as a move from offering a product to offering a service. Game makers were, as ever, early adopters, providing downloadable content to users for a fee.

Downloadable content became commonplace as broadband availability and smartphone adoption grew. Soon developers were releasing “freemium” games with “in-app purchases”: You can play the game for free, but gain a bunch of advantages by paying.

But converting players to purchasers is a tough business: A 2% conversion rate is not uncommon.

Fortnite has managed an astonishing 68.8% conversion rate, with the regular spend being $85. More pointedly, the average spend is 850 “V-bucks,” Fortnite‘s in-game currency.

This is a classic trick of psychology known by theme parks and banks: Exchange real money for something more abstract (like Disney dollars or payment by card tap), and the pain of parting with your hard-earned cash lessens.

Epic is also very active here, listening to the player base and constantly updating content to tease more V-bucks from players’ wallets.

[Screenshot: Epic Games]

SOCIALITY

This leads into the second principle: Fortnite is built to be social.

When you pay, you’re mostly buying cosmetic items, such as a new outfits, dances, or taunts. These items are not about providing gameplay advantages, but about players wanting to express themselves.

Accessibility once more helps. Since the game is free and on every major platform, users can play with friends whether on their phone, console, or computer.

Enough play time and customization generates a sense of psychological investment, as a person’s sense of identity becomes linked to the game.

At this point Fortnite can activate psychological triggers, often based on negative emotions such as FOMO (fear of missing out) by sending notifications on your platform of choice whenever a friend starts or joins a game. This pushes players to engage with the game once again.

Of course, the downside to this is feeling compelled to play even at inopportune moments. Thus a U.S. survey reports that 35% of students have skipped studying to play, and 20.5% of workers have missed work for Fortnite shenanigans. And, as I said earlier, an addiction to Fortniteand other online games has been mentioned in 200 divorces in the U.K.

[Screenshot: Epic Games]

SPECTACLE

It’s well known by game developers that, for a player, losing a match is a horrible moment. So if you’re going to make your player fail, make failure fun.

Building on sociality, Fortnite makes failure a spectator sport. When you’re eliminated, you get to watch your teammates, or the player who eliminated you.

This is of course a prime opportunity for your antagonist to unleash their latest and greatest dance moves and taunts, but it also makes for great streaming material.

One YouTube and Twitch streamer, Tyler “Ninja” Blevins, has made up to $500,000 a month streaming Fortnite sessions from his bedroom (even playing with hip-hop royalty Drake, setting a new Twitch viewer record). He’s so popular that he is due to appear on the front cover of the October issue of ESPN magazine.

The game’s cartoonish style drives a lot of this spectacle, allowing a broad spectrum of fashion choices: from tooled-up cyberpunk ninjas firing lasers to tomato-headed grenadiers shooting “boogie bombs” that make enemies dance upon contact.

This again reinforces accessibility and sociality, as everyone feels welcome, and everyone finds something expressive of themselves.

[Screenshot: Epic Games]

HOW LONG CAN FORTNITE LAST?

The question now, as with any gaming trend, is how long this can last. While games such as Pokémon Go often have blockbuster openings, revenue quickly declines.

One year on from launch, Fortnite is still going strong–at the moment–and releasing on Android in August opened up a whole new market.

Whether Epic Games can keep up the pace, offering fresh new content appealing to its player base, is an open question.

Steven Conway is senior lecturer of games and interactivity at Swinburne University of Technology in Australia. This article is republished from The Conversation under a Creative Commons license. Read the original article.

Written by: Steven Conway  (via Fast Company)
Posted by: Situated Research

The post The clever UX that made Fortnite a $1.2 billion sensation 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.

In this article I will explain what that rule is, and what it means to product and service design. I’ll also raise the possible implications of this phenomenon on organizational management, collaboration, and general performance. The psychological phenomenon I will be discussing in this article is known as Miller’s Law. Rather than just tell you what Miller’s Law is, I ask you to take part in this exercise for a more immersive learning lesson.

The Exercise…

Step 1

Read the italicized instructions before starting. Grab a pen and paper. This is an exercise where you will try to recall words you’ve just read, off memory.

Below is a list of 20 words. Read them to comprehension , and try to memorize as many as possible. Try to keep the words ‘in your head’. Do not write the words. Spend about a minute. After you are done reading, scroll down until you see the word ‘STOP’. Then, read step 2.

STOP < ··············································

Step 2

Now, use your pen and paper to write down as many words as you can remember from the list. Think hard, but do not scroll back up to view the words. If you scroll up, the experiment is ruined. Give yourself about half a minute…Once you have finished writing the words you tried to recall, scroll back up and check how many you got right.

If you are like the vast majority of human beings, you will have remembered 5–9 of the words. Hundreds of experiments prove universality of this limitation on memory. When I first discovered this phenomenon, I knew it had huge implications on product design, because of the degree to which this limitation affects day to day tasks. This capacity for keeping ~7 bits of information ‘in the head’ short term, is known as Miller’s Law.

Miller’s Law · The Magic Number

In 1956 there was a paper written that became one of the most highly cited papers in psychology. Titled, The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information, it was published in 1956 by the cognitive psychologist George A. Miller of Princeton University’s Department of Psychology in Psychological Review. The crux of the paper suggests that the number of perceptual ‘chunks’ an average human can hold in working memory (a component of short-term memory) is 7 ± 2. This is frequently referred to as Miller’s law. Here is a summary of the article, sourced from wikipedia:

In his article, Miller discussed a coincidence between the limits of one-dimensional absolute judgment and the limits of short-term memory. In a one-dimensional absolute-judgment task, a person is presented with a number of stimuli that vary on one dimension (e.g., 10 different tones varying only in pitch) and responds to each stimulus with a corresponding response (learned before). Performance is nearly perfect up to five or six different stimuli but declines as the number of different stimuli is increased. The task can be described as one of information transmission: The input consists of one out of n possible stimuli, and the output consists of one out of n responses. The information contained in the input can be determined by the number of binary decisions that need to be made to arrive at the selected stimulus, and the same holds for the response. Therefore, people’s maximum performance on one-dimensional absolute judgement can be characterized as an information channel capacity with approximately 2 to 3 bits of information, which corresponds to the ability to distinguish between four and eight alternatives.

Moreover, the human mind can remember ~7 bits of information when completing a task that requires cognitive effort. This is critical, because humans are constantly performing tasks, and trying to juggle various stimuli in the mind when doing so. One of the key concepts behind Miller’s Law is ‘chunking’, which basically means assembling various bits of information into a cohesive gestalt. For example, the word · p e n c i l · is actually a ‘chunk’ of letters, organized into a perceptual gestalt. If the letters were rearranged · c n l i p e · it would be six separate chunks of information. Chunking is a critical element of information organization, and is the basis for our UX and organizational rule.

The Rule

Always organize elements of information in categories no larger than 9, but preferably ~5 chunks.

The more chunks of information you add to an ‘interface’, the more difficult it becomes to ‘work’, using the information at hand. This is especially critical for first time users, because they haven’t had the ‘practice’ needed to encode the interface into long term memory, or, for the behaviour to become habitual. I constantly see this rule being broken by giants like Facebook, Google, and WordPress. Don’t even get me started on automobile interface design. The ~5 bit chunk rule also compliments minimalism as a rigorous design philosophy. To expound, due to the limitations of working memory, as a product becomes more feature-full it inevitably becomes more difficult to use, because the user has to manage more information while operating the product. This makes good information design so critical.

Millers Law also highlights the importance of foresight and proper planning in the design process, because as you add more features to a product — your interface must be able to accommodate those new features without breaking the visual foundation of what you built. Rebuilding a foundation takes immense time and resources.

Another perceptual phenomenon observed in relation to Miller’s Law is known as the primacy, and recency effect. These terms are used respectively to describe how we remember items sensed at the beginning and end of an experience, more than ones in the middle. For example, if I were to show you a list of words, you would more likely remember the words at the beginning of the list, and the end. This is also known as the serial position effect. From wikipedia:

Serial position effect is the tendency of a person to recall the first and last items in a series best, and the middle items worst. [1] The term was coined by Hermann Ebbinghaus through studies he performed on himself, and refers to the finding that recall accuracy varies as a function of an item’s position within a study list. [2] When asked to recall a list of items in any order (free recall), people tend to begin recall with the end of the list, recalling those items best (the recency effect). Among earlier list items, the first few items are recalled more frequently than the middle items (the primacy effect). [3][4]

This observation raises huge questions in business and design. If people remember more at the beginning and end of an experience, how do we enhance the positives, and mitigate the negatives at these respective times? When does an experience truly begin and end? Should we be organizing more important elements at the beginning and end of lists due to their increased retention? These are all valid questions that UX designers and executives should ask when inventing or developing their product.

Millers Law can be applied to any aspect of your life that involves performing a mildly complex task. By reducing the amount of elements in your reach/access — and keeping them organized by relevant chunks not exceeding 9 bits, your brain will be able to remember exactly where things are so you can access its functionality. When lists of items grow too large, they become very difficult to mentally map them, requiring the user to do more cumbersome searching.

The adherence to Miller’s Law is especially relevant in the light of lean methodologies and recent trends in tech and UX. Users want and need a trial before they purchase something — it’s that simple. If they don’t experience the value within the first day or week of using it — they won’t buy. Since new users do not have lengthly time to learn where everything is — information design needs to be planned and well thought out before development happens.

Millers Law Beyond Information

We live in a world with an exponentially increasing amount of information. By not organizing it properly, or eliminating some completely, it ultimately degrades our ability to complete critical tasks for the purposes of survival (navigation/gaining income). That is why it’s so useful to omit items, products, and services from your life that aren’t giving a quality return on investment. This falls in line with the Pareto principle, the idea that 80% of your outcomes comes from 20% of your investments. Are you juggling too many tasks per day to be efficient? Is your team using too many tools to collaborate? Do you have too many members on your team? Are you overloading your new employees with information, leading to confusion?

Millers law teaches us that humans have a finite amount of information they can process, and that information overload will lead to distraction that negatively affects performance. Companies should look for ways to organize information in a way that is much more digestible for their customers and employees. This could be by eliminating tools or applications that are producing cognitive overload, reducing the amount of members on a team, or even organizing your departments based on our knowledge of working memory.

This is especially true in new science of the concept of flow, made famous bypsychologist Mihaly Csikszentmihalyi. Flow is a word Mihaly coined to describe a state of concentration or ‘absorption’ with a specific task that humans ultimately find rewarding, pleasurable, and fulfilling. He describes it as an optimal state where we perform at our best and truly live ‘in the moment’. One sure way to kill flow is by increasing distractions in the workplace. So, do you think that by giving your employees more tools, that it actually enhances performance? Miller’s Law teaches us time and time again this is not the case. When it comes to completing tasks, less is more.

Actionable Insights

Turn off your desktop slack notifications. Get rid of the things you never use. Stop checking your various inboxes. Master one tool, not many. Now start focusing.

Written by: Jeff Davidson (via Prototypr)
Posted by: Situated Research

The post The Most Important Rule in UX Design that Everyone Breaks appeared first on Situated Research.

Card sorting will help you to understand your users’ expectations and their mental image of your product’s use.

Card sorting allows you insight into your users’ thought processes allowing you to see why they organize content in certain ways. This is key for organizing your content and developing an intuitive structure for your product.

In-Depth Site Analysis

Card sorting exercises can help structure a website’s information, including site labels and navigation schemes. This boosts usability by making things easy to find.

Smart Design

By creating intuitive, mutually exclusive categories, your final product will be easier to use and more appealing to users with good labeling and navigation.

Work Through Discrepancies

Often, information can be organized in multiple ways. Card sorting will determine the best content structure with consensus on the most logical grouping of information.

We have helped clients early in their design process using card sorting sessions, where users are separately given cards with labels, then asked to organize them and assign category names.

Card sorting has many benefits: to learn more or get started, contact us today.

Written by: Michel Ann Sharritt, VP, Situated Research

The post What is Card Sorting? appeared first on Situated Research.

Although some studies have shown that individuals working alone can generate more and better ideas than when working as a group, the brainstorming activity enables everyone in the group to gain a better understanding of the problem space, and has the added benefit of creating a feeling of common ownership of results.

Good brainstorming focuses on the quantity and creativity of ideas: the quality of ideas is much less important than the sheer quantity. After ideas are generated, they are often grouped into categories and prioritized for subsequent research or application.

The outcomes of brainstorming are:

• A list of ideas or solutions related to a particular problem
• The ideas or solutions organized into groups
• Some form of prioritization based on attributes like cost and feasibility

Idea Mapping

Idea mapping is a visual thinking tool that helps structure information, helping you to better analyze, comprehend, synthesize, recall and generate new ideas. We can help you from the most nascent idea up through prototyping and user testing. You’ll get our expertise in usability and business development.

UI Sketches

Low-fidelity prototypes are a great place to begin, and our team can facilitate UI brainstorming sessions where sketches and basic functionality can give your new product a voice of its own.

Market Research

In addition to prototyping and UI design, we can conduct market research to see where your idea fits into the marketplace. Client confidentiality is paramount and we’ll gladly sign a non-disclosure agreement.

Helping clients in the beginning stages of a project to help get ideas flowing is our forte. Our team specializes in translating high-level objectives into exciting new products and services, down to the finest detail.

From market research to product development, we’ve got you covered. We can work with any budget, so reach out and let us know what you have been thinking about doing.

We thrive on helping businesses launch new products, and would love to facilitate a brainstorming session for your new product. Contact us today to get started.

Written / Posted by: Michel Ann Sharritt, VP, Situated Research

The post How User-Centered Design Can Turn Your Concepts into Kick-Ass Prototypes appeared first on Situated Research.