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UXDX: Life after launch – keeping your product alive

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My presentation at UXDX conference in Dublin, 5th of October 2018. Summary:

Many good projects start their march towards failure right after launch. Even if you managed to build your MVP version of the product by following the best lean startup practices, it's very tempting to become backlog-driven and spend the next year implementing all the darling ideas that didn't make the cut to the first version.

Instead, you should be relentlessly focusing on the market and building what is most valuable. This talk shares real-life experiences on achieving that (and sometimes failing).

– Documenting your long-term product vision while avoiding heavy upfront-design
– Best practices for lean prototyping
– How to craft smart hypotheses to test your assumptions
– The two moments of truth for any service and how to systematically design for them
– Customer journeys and story maps as a way of maintaining your roadmap

Veröffentlicht in: Design
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UXDX: Life after launch – keeping your product alive

  1. 1. UXDX, Dublin, 5.10.2018 KEEPING YOUR PRODUCT ALIVE LIFE AFTER LAUNCH Matias Pietilä, Head of design, Qvik #UXDX18
  2. 2. UXDX 5.10.2018 KEEPING YOUR PRODUCT ALIVE LIFE AFTER LAUNCH Matias Pietilä, Head of design, Qvik #UXDX18 THIS EXTENDED EDITION CONTAINS UNSEEN TEXTS THAT EXPLAIN CERTAIN SLIDES. TEXTS LIKE THIS ONE.
  3. 3. HELPING OUR CUSTOMERS MAKE AN IMPACT @mpietila#UXDX18 TALLINK SILJAWHIM YLE UUTISVAHTI BOLT.WORKSAURINKOMATKAT RED DOT 2018 WINNER GRAND ONE 2018 GRAND ONE 2018 RUNNER UP BEST MOBILE SERVICE
  4. 4. SETTING THE CONTEXT @mpietila#UXDX18 Icons: Sharon Showalter, DTE MEDIA, James Fenton
  5. 5. SETTING THE CONTEXT @mpietila#UXDX18 MAXIMIZE THIS! = –P THROUGHPUT OPERATING EXPENSES PROFIT
  6. 6. SETTING THE CONTEXT @mpietila#UXDX18 SAD TO SAY WE’VE SEEN THIS TOO = –P THROUGHPUT OPERATING EXPENSES PROFIT
  7. 7. “SURE, WE CAN BUILD YOU AN APP FOR PALM READING” WE WERE YOUNG AND NEEDED THE MONEY @mpietila#UXDX18
  8. 8. GETTING THE PRODUCT RIGHT @mpietila#UXDX18 Visual Wireframes, mockups, (functional) prototypes, alpha versions etc. Vision document, personas, customer journeys User stories SceletonStructureStrategy LaunchScope The Elements of User Experience, Garrett (2002); A Project Guide to UX Design, Unger & Chandler (2009); Toward strategic usability – user knowledge as a basis for new service development, Pietilä (2008) Based on:
  9. 9. WHAT ABOUT GETTING THE RIGHT PRODUCT? @mpietila#UXDX18 Visua Wireframes, mockups, (functional) prototypes, alpha versions etc.Vision document, User SceletoStructurStrategy LauncScop ? ? The Elements of User Experience, Garrett (2002); A Project Guide to UX Design, Unger & Chandler (2009); Toward strategic usability – user knowledge as a basis for new service development, Pietilä (2008) Based on:
  10. 10. WHAT ABOUT GETTING THE RIGHT PRODUCT? @mpietila#UXDX18 ? ? HOW TO MAKE SURE WE ARE SOLVING REAL PROBLEMS BEFORE COMMITTING TO THE SOLUTION HOW TO MAKE SURE WE CONTINUE LEARNING FROM THE MARKET AFTER THE INITIAL LAUNCH INSTEAD OF BLINDLY FOLLOWING OUR PLAN OUR FOCUS TODAY
  11. 11. @mpietila#UXDX18 ? ? HOW TO MAKE SURE WE ARE SOLVING REAL PROBLEMS BEFORE COMMITTING TO THE SOLUTION HOW TO MAKE SURE WE CONTINUE LEARNING FROM THE MARKET AFTER THE INITIAL LAUNCH INSTEAD OF BLINDLY FOLLOWING OUR PLAN OUR FOCUS TODAY
  12. 12. WE SHOULD KNOW MVP BY NOW @mpietila#UXDX18
  13. 13. ALL TOO OFTEN THE FOCUS AFTER MVP LAUNCH IS BUILDING ALL THE STUFF THAT DIDN’T MAKE THE CUT. WHERE IT SHOULD BE KEEPING YOUR EYES OPEN, CHALLENGING YOUR ASSUMPTIONS, AND LEARNING.
  14. 14. LET’S FINALLY BUILD ALL THE NIFTY THINGS ON OUR BACKLOG WHAT NOW? @mpietila#UXDX18
  15. 15. @mpietila#UXDX18 THE SAD OLD WAY THE NEW WAY •Teams resourced as hand pairs •Backlog-driven development, business goals fuzzy •Lacking design/develop/business interaction •No systematic end-user involvement •Product is defined in terms of features •Features override quality UX •Teams that are passionate about the product •Build-measure-learn loop used to tackle real KPIs •End-users involved for both what and how •Product is defined in terms of validated needs it solves •Doing less but better
  16. 16. @mpietila#UXDX18 •Teams resourced as hand pairs •Backlog-driven development, business goals fuzzy •Lacking design/develop/business interaction •No systematic end-user involvement •Product is defined in terms of features •Features override quality UX •Teams that are passionate about the product •Build-measure-learn loop used to tackle real KPIs •End-users involved for both what and how •Product is defined in terms of validated needs it solves •Doing less but better
  17. 17. 1. START 2. FIND YOUR WAY 3. SCALE I’m designing the concept and defining my business model. I’m building my first versions of the product, looking for my place in the market. My product has proven to be successful. Now I’m after growth. PROBLEM/SOLUTION FIT PRODUCT/MARKET FIT What is the problem we’re solving? Does our solution work? How do we increase our reach?
  18. 18. 1. START 2. FIND YOUR WAY 3. SCALE I’m designing the concept and defining my business model. I’m building my first versions of the product, looking for my place in the market. My product has proven to be successful. Now I’m after growth. PROBLEM/SOLUTION FIT PRODUCT/MARKET FIT What is the problem we’re solving? Does our solution work? How do we increase our reach? Getting your MVP out doesn’t mean that you have found your product/market fit FALLACY 1 MVP
  19. 19. 1. START 2. FIND YOUR WAY 3. SCALE I’m designing the concept and defining my business model. I’m building my first versions of the product, looking for my place in the market. My product has proven to be successful. Now I’m after growth. PROBLEM/SOLUTION FIT PRODUCT/MARKET FIT What is the problem we’re solving? Does our solution work? How do we increase our reach? Following a predefined plan and building more features doesn’t guarantee that you’ll ever reach scale FALLACY 2 MVP
  20. 20. CONTENTS SETTING THE SCENE MAINTAINING ROADMAP FOCUSING ON RIGHT METRICS @QVIK 1 2 3
  21. 21. CONTENTS SETTING THE SCENE MAINTAINING ROADMAP FOCUSING ON RIGHT METRICS @QVIK 1 2 3
  22. 22. HOW TO MAINTAIN LONG- TERM VISION WHILE AVOIDING DESIGNING TOO MUCH UPFRONT? MAINTAINING THE PRODUCT VISION @mpietila#UXDX18
  23. 23. CUSTOMER JOURNEY @mpietila#UXDX18 PHASE 1 PHASE 2 PHASE 3 PHASE n CHANNEL 1 QUALITY MEASURES EMOTIONAL JOURNEY CHANNEL 2 CHANNEL 3 CHANNEL n BACKSTAGE Business goal of this phase Business goal of this phase Business goal of this phase Business goal of this phase User action User action User action User action User action User action User action User action User action User action User action User action User action User action User action User action Pre-order Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY HOME Cabin upgrade Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY ONBOARD Digital ticket Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY TERMINAL
  24. 24. SERVICE COMPONENTS @mpietila#UXDX18 Pre-order Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY HOME Cabin upgrade Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY ONBOARD Digital ticket Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY TERMINAL ‣ Individual components along the journey that describe the customer and business value of certain services together with metrics ‣ Can be used as containers when managing roadmap ‣ Useful tool for limiting the need to do too much upfront design that easily becomes obsolete ‣ A.k.a. feature card
  25. 25. MANAGING ROADMAP @mpietila#UXDX18 ‣ The list of upcoming concepts, drafted on a general level ‣ To avoid waste, the specifications will be refined into detailed level only after it’s decided that the concept will be implemented next SERVICE COMPONENTS Pre-order Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY HOME Cabin upgrade Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY ONBOARD Digital ticket Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY TERMINAL
  26. 26. @mpietila#UXDX18 SINCE WE SKIPPED THE MVP PHASE IN THIS PRESENTATION, NOW IS THE TIME TO REFER TO SOME PRE-EXISTING MATERIAL (LIKE YOUR FAVORITE TV CHEF)
  27. 27. MANAGING ROADMAP @mpietila#UXDX18 ‣ A living document containing the long term business vision ‣ Why will people use the service, why are we offering it ‣ Personas ‣ Up-to-date KPIs ‣ Business model canvas etc. VISION DOCUMENT ‣ Visual style (based on the brand guidelines) ‣ Tone of voice (based on the brand guidelines) ‣ Interaction style (navigation model, error handling, recurring components etc.) ‣ Will be updated as the design of individual concepts progresses DESIGN SYSTEM ‣ The list of upcoming concepts, drafted on a general level ‣ To avoid waste, the specifications will be refined into detailed level only after it’s decided that the concept will be implemented next SERVICE COMPONENTS Pre-order Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY HOME Cabin upgrade Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY ONBOARD Digital ticket Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY TERMINAL
  28. 28. FROM ROADMAP TO DEVELOPMENT @mpietila#UXDX18 When the concept gets realized, start by a short design phase: combine business requirements, existing concept idea and the style guide to create the UI specification for the given concept. DESIGN UI spec Digital ticket Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY TERMINAL
  29. 29. FROM ROADMAP TO DEVELOPMENT @mpietila#UXDX18 Document the UI to the level where the development can start. Don’t over document things but leave room for development time collaboration between designers and developers to fine tune the details. DESIGN DEVELOPMENT UI spec Code UI spec Digital ticket Check-in with your phone and walk directly to the gate DESCRIPTION The customer can check in with the mobile phone. As a result she will get a digital ticket with a QR code with which she can get though the gate in the terminal No need to print out tickets, no need to do check in the terminal. Less personnel needed in terminals. Happier customers. Gives more time to order add-on sales. CUSTOMER VALUE BUSINESS VALUE Will require installing new gates in the terminal as the current scanners won’t be able to read mobile phone screens. IMPLEMENTATION COMPLEXITY TERMINAL When the concept gets realized, start by a short design phase: combine business requirements, existing concept idea and the style guide to create the UI specification for the given concept.
  30. 30. @mpietila#UXDX18 User Story Mapping, Jeff Patton (2014)
  31. 31. OLD SCHOOL @mpietila#UXDX18 WATERFALL DESIGN DEVELOPMENTBUSINESS
  32. 32. @mpietila#UXDX18 OLD SCHOOL AGILE BUSINESS
  33. 33. @mpietila#UXDX18 RUNNING LEAN
  34. 34. RUNNING LEAN @mpietila#UXDX18Adapting Usability Investigations for Agile User-centered Design, Sy & Miller (2007); Lean UX, Gothelf (2013), Running Lean (2010) Based on: DesignDevelopmentBusiness Sprint 1 Implement high dev cost, low UI cost features. Specify areas that are clear: Architecture, API spec etc. Consult the technical feasibility of the concept. Tech studies, proof of concepts Implement and test Sprint 0 design. Consult the design of the next sprint. Implement and test Sprint n-1 design Sprint n Crystallize the product strategy and 1st version scope, create initial UI concept Design for Sprint 1, get data to support design for sprint 2. Design for Sprint 2, support implementation of sprint 1, get data to support design for sprint 3. Gather the insight to support creating the product strategy. Set the goals to be measured. Validate that the designs support the strategy. Prioritize what gets implemented. Gather data to support design. Validate that the designs support the strategy. Prioritize what gets implemented. Gather data to support design. Plan the next launch. What is to be validated, what is to be measured? Sprint 0 Analyze how the service works with real users technically. Consult the technical feasibility of the new ideas. Tech studies, prototypes, etc. as needed. Implement next sprint. Gather user feedback and design improvements as needed. Gather market feedback, analyze how the goals were met and prioritise the backlog. Launch Support implementation of current sprint, support launch and plan how feedback is collected Design sprint Sprint n+1
  35. 35. Greetings from Norway!
  36. 36. Greetings from Norway! “GOOD DOCUMENTS ARE LIKE VACATION PHOTOS. GET TOGETHER AND USE THE DOCUMENT TO TELL A STORY THE SAME WAY I USED MY VACATION PHOTO TO TELL YOU MY STORY.” – JEFF PATTON, USER STORY MAPPING
  37. 37. DEFINITION OF READY EACH STORY HAS A KPI and a plan for how it’s measured THE STORIES ARE PROTOTYPED and tested with real users before development SMART HANDOVER FOR SPECS minimising the wasted time for creating documentation 1 2 3 NOT EVERYTHING IS FINALISED but there is room for iteration with developers during the sprint 4 @mpietila#UXDX18 KEY TAKEAWAYS
  38. 38. KNOW WHAT TO BUILD EXAMPLE STORY @mpietila#UXDX18
  39. 39. ONCE UPON A TIME THERE WAS ITERATION FOR THE DAY TRIP UI BACKGROUND @mpietila#UXDX18
  40. 40. MOBILE VERSION BASED ON DESKTOP
  41. 41. The prices and availability need to be shown faster Too hard to change between trip types
  42. 42. Prices are visible and comparison is fast Trip type explanations make the view cluttered
  43. 43. Helps make the screen more clear Adds another level of complexity Not everyone notices the menu Trip types themselves are the issue: users are not aware of Day trip, so they select Return trip instead
  44. 44. Solves the issue with Day trips Still, not the natural thing to select: people don’t think in terms of “return type” but in terms of “when do I go there and when do I come back”
  45. 45. Makes trip type selection intuitive, finally Creates a new issue: one-way trip is harder to find…
  46. 46. YEARS WENT BY AND WE NEVER PRIORITISED DAY TRIP IMPORTANT ENOUGH TO BE DEVELOPED @mpietila#UXDX18
  47. 47. BUT WHY ARE WE BUILDING IT ACTUALLY? EVENTUALLY DAY TRIP HAD CLIMBED TO THE TOP OF THE BACKLOG @mpietila#UXDX18
  48. 48. NOT NEEDED! END RESULT
  49. 49. NOT NEEDED! END RESULT
  50. 50. CONTENTS SETTING THE SCENE MAINTAINING ROADMAP FOCUSING ON RIGHT METRICS @QVIK 1 2 3
  51. 51. CONTENTS SETTING THE SCENE MAINTAINING ROADMAP FOCUSING ON RIGHT METRICS @QVIK 1 2 3
  52. 52. FROM JOURNEY TO LIFECYCLE @mpietila#UXDX18 PHASE 1 PHASE 2 PHASE 3 PHASE n CHANNEL 1 QUALITY MEASURES EMOTIONAL JOURNEY CHANNEL 2 CHANNEL 3 CHANNEL n BACKSTAGE Business goal of this phase Business goal of this phase Business goal of this phase Business goal of this phase User action User action User action User action User action User action User action User action User action User action User action User action User action User action User action User action
  53. 53. FROM JOURNEY TO LIFECYCLE @mpietila#UXDX18 ACQUISITION ACTIVATION REVENUE REFERRAL RETENTION PHASE 1 PHASE 2 PHASE 3 PHASE n CHANNEL 1 QUALITY MEASURES EMOTIONAL JOURNEY CHANNEL 2 CHANNEL 3 CHANNEL n BACKSTAGE Business goal of this phase Business goal of this phase Business goal of this phase Business goal of this phase User action User action User action User action User action User action User action User action User action User action User action User action User action User action User action User action
  54. 54. CUSTOMER FACTORY METAPHOR @mpietila#UXDX18 Adapted from: Scaling Lean, Ash Maurya (2016) ACQUISITION 1 ACTIVATION 2 REVENUE 4 REFERRAL 5 RETENTION 3
  55. 55. 1. ACQUISITION @mpietila#UXDX18
  56. 56. 1. ACQUISITION ‣ How do users hear about the service? ‣ Why do they get interested? ‣ How can we reduce the threshold for trying it out? ‣ How can we leverage existing channels to spread the message? @mpietila#UXDX18
  57. 57. Jennifer Norman Web Browser 42%Sketch 9:41 AM GET YOU’RE LOGGED IN HERE… WEB WEB APP STORE APP …WE’LL LOG YOU IN AUTOMATICALLY HERE DEFERRED DEEP LINKING
  58. 58. BAD RATINGS SINK APPS @QVIK https://blog.appfollow.io/ratings-and-reviews-part-1-9f0a7045356f
  59. 59. 2. ACTIVATION/ ONBOARDING @mpietila#UXDX18
  60. 60. ‣ What can we do that increases the likelihood the the user becomes a regular? ‣ How do we communicate the value proposition as quickly as possible? ‣ How do we get the permission for contacting the user? (email, push messages etc.) ‣ How do we get the user to feel rewarded as quickly as possible? ‣ Cf. tinder gets you the first match as quickly as possible (they say) 2. ACTIVATION/ONBOARDING @mpietila#UXDX18
  61. 61. DON’T WASTE YOUR ONBOARDING FOR UI WALKTHROUGHS FOCUS ON YOUR GOALS @mpietila#UXDX18
  62. 62. @mpietila#UXDX2018 VS.
  63. 63. @mpietila#UXDX2018 VS. 70 %-POINTS DIFFERENCE!19 % 
 ANSWERS YES 94 % ANSWERS YES
  64. 64. @mpietila#UXDX18 3. RETENTION
  65. 65. @mpietila#UXDX18 3. RETENTION ‣ How do we get the user to come back? ‣ How do we get them to stay longer during one session? ‣ How do we integrate our messaging with the everyday life of the user? ‣ Which backup messaging channels can we build? ‣ Is there a natural rhythm to leverage (day, week, month?)
  66. 66. @mpietila#UXDX18 ADDING DIGITAL LOYALTY CARD UNINSTALLS AFTER TRIP REDUCED BY 40%
  67. 67. 4. REVENUE @mpietila#UXDX18
  68. 68. 4. REVENUE ‣ How to measure the value of a user? ‣ How to optimise the conversion of the sales funnel? (Especially modern payment options may have a huge effect) ‣ Are there some other actions we see valuable than buying things? ‣ Do we have a derivative currency in addition to direct monetary value? @mpietila#UXDX18
  69. 69. CUSTOMERS WHO USE THE APP RATE THEIR WHOLE TRIP 0.2 POINTS BETTER DERIVATIVE CURRENCY @mpietila#UXDX2018
  70. 70. 5. REFERRAL @mpietila#UXDX18
  71. 71. 5. REFERRAL ‣ Do users have meaningful content to share? ‣ Can we incentivize users to share? What do they get, how about the recipient? ‣ Can we make sharing easier? ‣ How to we touch the emotions of the user and make them look good? @mpietila#UXDX18
  72. 72. MAPPING FEATURES TO GOALS @mpietila#UXDX18 Feature Hypothesis Metric ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE WORKSHOP TEMPLATE
  73. 73. MAPPING FEATURES TO GOALS @mpietila#UXDX18 Feature Hypothesis Metric ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE WORKSHOP TEMPLATE
  74. 74. MAPPING FEATURES TO GOALS @mpietila#UXDX18 Feature Hypothesis Metric ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE WORKSHOP TEMPLATE
  75. 75. MAPPING FEATURES TO GOALS @mpietila#UXDX18 Feature Hypothesis Metric ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE WORKSHOP TEMPLATE
  76. 76. MAPPING FEATURES TO GOALS @mpietila#UXDX18 Feature Hypothesis Metric ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE WORKSHOP TEMPLATE HOW ARE YOUR FEATURES CONNECTED TO YOUR CUSTOMER FACTORY? WHAT KIND OF HYPOTHESES ARE CONNECTED TO THESE FEATURES? HOW DO YOU / SHOULD YOU MEASURE THESE?
  77. 77. Test Card We believe that step 1: hypothesis And measure step 3: metric To verify that, we will step 2: test We are right if step 4: criteria The makers of Business Model Generation and StrategyzerCopyright Strategyzer AG Test Cost: Data Reliability: Critical: Time Required: Test Name Assigned to Deadline Duration PLAN WHAT YOU WANT TO TEST https://strategyzer.com/platform/resources
  78. 78. BUILDING A SEPARATE BOARD FOR EXPERIMENTS IS OFTEN USEFUL TRACKING YOUR EXPERIMENTS @mpietila#UXDX18
  79. 79. TIP: YOUR AUTHENTICATION LIKELY SUCKS @mpietila#UXDX2018 ACQUISITION ACTIVATION REVENUE REFERRAL RETENTION Adapted from: Scaling Lean, Ash Maurya (2016)
  80. 80. TWO MOMENTS OF TRUTH SMART AUTHENTICATION REDUCES FRICTION DURING ONBOARDING SMART AUTHENTICATION REDUCES FRICTION IN RECURRING USAGE @mpietila#UXDX2018 1 2
  81. 81. TWO MOMENTS OF TRUTH SMART AUTHENTICATION REDUCES FRICTION DURING ONBOARDING SMART AUTHENTICATION REDUCES FRICTION IN RECURRING USAGE @mpietila#UXDX2018 1 2 YET, AUTHENTICATION IS OFTEN CONSIDERED A SOLVED PROBLEM THAT IS ADDRESSED WITH MINIMUM EFFORT
  82. 82. @mpietila#UXDX2018 Visits on the page “Password forgotten” before & after SSO launch IMPROVING RETURNING USAGE
  83. 83. @mpietila#UXDX2018 Visits on the page “Password forgotten” before & after SSO launch IMPROVING RETURNING USAGE
  84. 84. CONTENTS SETTING THE SCENE MAINTAINING ROADMAP FOCUSING ON RIGHT METRICS @QVIK 1 2 3
  85. 85. WHAT DOES THIS MEAN IN PRACTISE? SUMMARY @mpietila#UXDX18
  86. 86. LEARN TO EMBRACE THE KILLED FEATURES IMPLICATIONS FOR DESIGNERS @mpietila#UXDX18
  87. 87. IF YOU WANT TO BUILD SOMETHING FANCY, YOU NEED TO SELL IT 
 
 (AND ACCEPT THAT FANCY ISN’T ALWAYS THE SOLUTION) IMPLICATIONS FOR DESIGNERS @mpietila#UXDX18
  88. 88. DEMAND TO KNOW THE SUCCESS CRITERIA BEFORE DESIGNING ANYTHING IMPLICATIONS FOR DESIGNERS @mpietila#UXDX18
  89. 89. YOU KNOW YOUR BUSINESS NEEDS BUT MAKE SURE YOUR TEAM KNOWS THEM AS WELL (AND IF YOU DON’T HURRY UP AND GATHER THEM) IMPLICATIONS FOR BUSINESS OWNERS @mpietila#UXDX18
  90. 90. WHEN PRESENTING REQUIREMENTS, DON’T TALK ABOUT SOLUTIONS – COMMUNICATE NEEDS INSTEAD
 (YOUR TEAM IS FULL OF SOLUTION EXPERTS) IMPLICATIONS FOR BUSINESS OWNERS @mpietila#UXDX18
  91. 91. DON’T BE AFRAID OF SUNK COSTS (IT’S OK TO CHANGE YOUR MIND AS YOU LEARN MORE) IMPLICATIONS FOR BUSINESS OWNERS @mpietila#UXDX18
  92. 92. DON’T COMMUNICATE YOUR EXPERTISE BY SAYING WHY SOMETHING IS HARD (PROVIDE SOLUTIONS INSTEAD) IMPLICATIONS FOR DEVELOPERS @mpietila#UXDX18
  93. 93. IF YOU HAVE A BETTER SOLUTION THAN WHAT THE DESIGNER CAME UP WITH, DON’T BE AFRAID TO SHARE IT (GREAT DESIGN IS EVERYBODY’S MISSION IN THE END) IMPLICATIONS FOR DEVELOPERS @mpietila#UXDX18
  94. 94. DEMONSTRATE YOUR WORTH AS AN ANALYTICAL PROBLEM SOLVER (THERE ARE PEOPLE WHO STILL SEE YOU AS A SMART PAIR OF HANDS AND YOU NEED TO WIN THEM OVER) IMPLICATIONS FOR DEVELOPERS @mpietila#UXDX18
  95. 95. KEEPING YOUR PRODUCT ALIVE CUSTOMER JOURNEY and service components is your template for lean documentation DON’T BE AFRAID OF SUNK COSTS you don’t have to build everything you have designed TREAT EVERY LAUNCH AS AN EXPERIMENT to try to prove your assumptions wrong 1 2 3 GROWTH IS A SHARED RESPONSIBILITY hence everyone should be aware of the goals 4 @mpietila#UXDX18 LESSONS LEARNED
  96. 96. THANKS! @MPIETILA In case I spent all the time, you can reach me at:
  97. 97. NO MORE QUESTIONS? Check out our Data Maturity framework and see how you can put your data to better use HTTPS://QVIK.COM/NEWS/ DATA-MATURITY-LEVEL/

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