Building a Seamless Online to Offline Experience
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There are many opportunities where the online experience can fall apart when moving to in-person. In this session, Susan will discuss the challenges and successes for CarMax over the last few years as they build out a better online and offline experience for their customers.
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Are telephone surveys dead?
What are CATI or phone surveys?
CATI (phone surveys) are those surveys that are conducted over a phone call. It is taken by professional interviewers who follow a scripted questionnaire and asks survey questions from customers.
Why aren't phone surveys successful?
While it is still used by many organizations, especially in Asia, phone surveys are not an effective way of surveying and with many limitations.
- Takes weeks to gather the feedback
- Offers low data quality
- Agents who ask the questions from the participants need to be trained
- Has low response rate
- Not effective for concept or ad testing
- Takes weeks to analyze feedback and create reports
- Expensive even for a small sample
Where are phone surveys helpful?
- To gather qualitative customer feedback
- To gather feedback from people with no knowledge of technology or access to the internet
Where are phone surveys not helpful?
- To gather quantitative customer feedback
- To run product tests, concept tests, ad test
So what is the alternative?
ONLINE SURVEYS
What are online surveys?
Online surveys are the surveys that are sent via feedback platforms on channels such as SMS, WhatsApp, email, in-app, or chatbot to gather feedback from participants across the world.
How are online surveys better?
Here are some of the factors that show why organizations shifted from telephone surveys to online surveys.
1. Agent training
Agent training is a must in CATI surveys. The agents are trained to understand the problems of the participants deeply and be empathetic towards them. Thus, the company can take action on the feedback accordingly.
2. Make a short questionnaire
Make a short questionnaire because no one has enough time to answer long questions. Apart from phone surveys, Online surveys ask straightforward questions and work at customers’ convenience.
3. Visual questionnaire
you cannot do concept testing or ad research where you might want to play a video or any kind of visual to know the response of the participants.
4. Feedback timeline
Online surveys - launch a survey and gather instant feedback.
CATI/ phone surveys - take weeks to gather all the responses. This leads to a gap between the participants’ problems and the brand’s actions.
5. Processing the data
Processing the phone survey data takes days. On the other hand, the feedback platform processes online survey data in minutes and shares quick reports.
6. Cost
CATI surveys are charged on the basis of a number of calls which is expensive i.e. $5-10 per call. However, the cost of online surveys is half of the cost of phone surveys.
7. Feedback relevancy
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The team proposes an e-commerce platform called "E-gourmet" to help restaurants connect with customers and suppliers. They conducted surveys with restaurants in Bolivia and Virginia to understand their needs and validate the market. Most restaurants surveyed use the internet and tools like Facebook and websites to engage customers. They are interested in solutions that can increase sales and optimize ordering through online reservations and payments. The team believes their free platform can create value by connecting the entire supply chain for restaurants.
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Hypothesis forms
The document outlines 19 hypotheses for a laundry service business model. Each hypothesis states a belief about customers, partners or costs, along with the test performed and validation results from surveys, interviews or meetings. The hypotheses cover topics like customer preferences, partner agreements, pricing, demand drivers and target customer characteristics. Validation results ranged from 50-60% of responses supporting the hypotheses.
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The team proposes an e-commerce platform called "E-Gourmet" to help restaurants connect with customers and suppliers. They conducted surveys of restaurants in Bolivia and Virginia to understand their needs and evaluate the market potential. Most restaurants surveyed are interested in online tools to improve sales, customer relationships and supply chain management. The team's analysis indicates opportunities to offer an online platform that streamlines ordering and reservations, provides customer feedback, and connects restaurants directly to suppliers.
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In this month's webinar, we shared insights from our decision journey mapping studies showing the tremendous value when understanding customer experience from this perspective.
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Acquirer Systems Company Introduction
Acquirer Systems provides test and validation solutions for the payments industry. Our software allows issuers and acquirers get higher quality products to the market faster, reducing cost and improving competitiveness in a complex and changing marketplace. The company has a global reputation for excellence with Bank Card Issuers, Merchant Acquirers, Payments Processors, and Terminal Vendors. We count blue-chip institutions such as Bank of America, Bank of Ireland, First Data, SwissCard, and Standard Bank of South Africa, amongst a growing customer base. We have 80+ installations across the United States, Europe, the Middle East, Africa and Asia. Acquirer Systems was founded in 1997, is privately held, and is headquartered in Dublin, Ireland.
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Hypothesis forms
The document outlines 17 hypotheses about a laundry service business model and its customer segments. Each hypothesis is accompanied by a proposed test (such as interviews, surveys, or meetings), along with a threshold for validation such as a percentage of positive responses. The hypotheses cover beliefs about customer preferences and pricing, potential partnerships with existing laundries, driver and pricing models, marketing channels, and customer transportation habits.
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The document outlines a class presentation for a project evaluating hypotheses for an online food delivery business model. It includes an agenda, summaries of the team's work in developing 10 hypotheses to test, and forms outlining plans to test each hypothesis. Key components of the business model like customer segments, value propositions, channels, and revenue streams are identified as most important. The presentation concludes with a proposed business model canvas and lessons learned from the process.
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The document describes a lean entrepreneurship project called World Menu that aims to help restaurants solve the problem of language barriers and labor-intensive menu updates. It proposes providing digital menus through professional translations in any language as a better alternative to manual translations. The project team conducted customer development activities like interviews and surveys to test hypotheses about problems restaurants face and potential solutions. It validated assumptions about customer segments, the value proposition, revenue models, and key partnerships to support a business model for the World Menu idea.
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The document describes a lean entrepreneurship project called World Menu that aims to help restaurants solve the problem of language barriers and labor-intensive menu updates. It proposes providing digital menus through professional translations in any language as a better alternative to manual translations. The project team conducted customer development activities like interviews and surveys to test hypotheses about problems restaurants face and potential solutions. It validated that restaurants have language barrier issues and would prefer outsourcing menu maintenance. The document also discusses testing revenue stream hypotheses and finding qualified partners for translations and printing.
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1) A study analyzed the online experiences of consumers researching auto insurance on four company websites. Progressive received the highest user experience rankings, while AAA ranked lowest.
2) When obtaining quotes, participants were most successful on GEICO's site and rated it highest for ease of use. Allstate had the second highest ratings and fewest issues.
3) Allstate had the best perceived brand and highest net promoter score. Its brand attributes also increased the most after the study.
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Managing an active employer brand can improve candidate application by 47%. 86% of the employers don't even send a confirmation email to inform the resume has been received!
Discover how candidate experience holds a domino effect on quality candidate pool.
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Using machine learning and eye tracking data from over 1 million designs, EyeQuant has developed a predictive model to analyze design patterns and their impact on user experience. Their technology can predict with 95% accuracy which of two designs users will find clearer based on factors like text density, image size, and contrast levels. Analysis showed nearly a third of website bounce rates could be explained by design clarity. EyeQuant works with companies to apply these insights and identify cluttered designs that can be improved to better guide users' attention and increase conversions.
Are telephone surveys dead?
What are CATI or phone surveys?
CATI (phone surveys) are those surveys that are conducted over a phone call. It is taken by professional interviewers who follow a scripted questionnaire and asks survey questions from customers.
Why aren't phone surveys successful?
While it is still used by many organizations, especially in Asia, phone surveys are not an effective way of surveying and with many limitations.
- Takes weeks to gather the feedback
- Offers low data quality
- Agents who ask the questions from the participants need to be trained
- Has low response rate
- Not effective for concept or ad testing
- Takes weeks to analyze feedback and create reports
- Expensive even for a small sample
Where are phone surveys helpful?
- To gather qualitative customer feedback
- To gather feedback from people with no knowledge of technology or access to the internet
Where are phone surveys not helpful?
- To gather quantitative customer feedback
- To run product tests, concept tests, ad test
So what is the alternative?
ONLINE SURVEYS
What are online surveys?
Online surveys are the surveys that are sent via feedback platforms on channels such as SMS, WhatsApp, email, in-app, or chatbot to gather feedback from participants across the world.
How are online surveys better?
Here are some of the factors that show why organizations shifted from telephone surveys to online surveys.
1. Agent training
Agent training is a must in CATI surveys. The agents are trained to understand the problems of the participants deeply and be empathetic towards them. Thus, the company can take action on the feedback accordingly.
2. Make a short questionnaire
Make a short questionnaire because no one has enough time to answer long questions. Apart from phone surveys, Online surveys ask straightforward questions and work at customers’ convenience.
3. Visual questionnaire
you cannot do concept testing or ad research where you might want to play a video or any kind of visual to know the response of the participants.
4. Feedback timeline
Online surveys - launch a survey and gather instant feedback.
CATI/ phone surveys - take weeks to gather all the responses. This leads to a gap between the participants’ problems and the brand’s actions.
5. Processing the data
Processing the phone survey data takes days. On the other hand, the feedback platform processes online survey data in minutes and shares quick reports.
6. Cost
CATI surveys are charged on the basis of a number of calls which is expensive i.e. $5-10 per call. However, the cost of online surveys is half of the cost of phone surveys.
7. Feedback relevancy
Online surveys let the participants fill the survey at their convenience, leading to honest and reliable feedback. In phone surveys, participants need to answer the questions at the time of the call and at the pace of the agent. This sometimes leads to irrelevant and dishonest responses.
Unlocking digital opportunity in Southeast Asia
Puja Pramudya discusses unlocking digital opportunity in Southeast Asia. She shares her experience starting Radya Labs in 2011 and the lessons learned along the way, including focusing on customer needs and maintaining multiple products. Puja outlines the large digital landscape and mobile usage in Indonesia. She stresses the importance of solving real problems, building minimum viable products, and measuring product usage through metrics like activations and retentions. Puja believes opportunities lie in areas like VR/AR, artificial intelligence, big data, and IoT, but acknowledges starting a successful company is difficult and takes time.
Venture Lab 2012
The team proposes an e-commerce platform called "E-gourmet" to help restaurants connect with customers and suppliers. They conducted surveys with restaurants in Bolivia and Virginia to understand their needs and validate the market. Most restaurants surveyed use the internet and tools like Facebook and websites to engage customers. They are interested in solutions that can increase sales and optimize ordering through online reservations and payments. The team believes their free platform can create value by connecting the entire supply chain for restaurants.
Empowering Data-Driven Marketers: How UX Research & Usability Testing Can Pos...
This webinar discusses how user experience (UX) research and usability testing can positively impact brands. It advocates for mixing quantitative and qualitative methods to understand both what customers think and do. The speaker recommends identifying key performance indicators, building customer personas, measuring UX quality, analyzing top tasks, benchmarking experiences, and linking activities to metrics. Mixing methods like surveys, usability testing, and analytics can help measure improvements. Attendees learn how data-driven UX approaches can benefit marketing by linking the user experience to brand attitudes and business outcomes.
Hypothesis forms
The document outlines 19 hypotheses for a laundry service business model. Each hypothesis states a belief about customers, partners or costs, along with the test performed and validation results from surveys, interviews or meetings. The hypotheses cover topics like customer preferences, partner agreements, pricing, demand drivers and target customer characteristics. Validation results ranged from 50-60% of responses supporting the hypotheses.
T3 e gourmet
The team proposes an e-commerce platform called "E-Gourmet" to help restaurants connect with customers and suppliers. They conducted surveys of restaurants in Bolivia and Virginia to understand their needs and evaluate the market potential. Most restaurants surveyed are interested in online tools to improve sales, customer relationships and supply chain management. The team's analysis indicates opportunities to offer an online platform that streamlines ordering and reservations, provides customer feedback, and connects restaurants directly to suppliers.
Customer journey: what keyless check in teaches us
Presented by:
Wessel Roose, Research Manager, and Patricia Dominguez, Senior Research Analyst
Alex Xiaoguang Zhu, Manager, and Sanjay Sugarek, Manager
By taking a journey view, the check-in experience can be evaluated above individual touch-points, revealing underlying expectations. Hence, marketers should go beyond traditional metrics to determine and understand customer experience within the context of customer journey.
In this month's webinar, we shared insights from our decision journey mapping studies showing the tremendous value when understanding customer experience from this perspective.
Find out more at http://skimgroup.com/webinar-customer-journey-mapping.
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Key Topics Covered:
1. Introduction to Design Systems
- The importance of design systems in modern digital product development
- Personal experiences and challenges faced in implementing design systems
2. Gaining Stakeholder Buy-In
- Strategies for communicating the value of UX to different types of stakeholders
- Techniques to quantify the benefits of UX in terms of efficiency, efficacy, learnability, and likability
3. Establishing Key Partnerships
- Identifying and collaborating with key teams within an organization
- Focusing on critical user flows and high-impact areas to drive the initial adoption
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- Experience Sharing: Insights into the team's long-term engagement with machine learning projects and the impacts on Google’s operational strategies.
- Practical Applications: Real-world examples of ML applications within Google’s daily operations, providing a blueprint to adapt similar strategies.
- Challenges and Solutions: Discussion on the challenges faced during the implementation of ML projects and the strategic solutions employed to overcome them.
- Future of ML at Google: Insights into future trends in machine learning at Google and how they plan to continue integrating AI into their ecosystem.
Design-Driven Leadership: Transforming Organizations through Creative Thinking
In an ever-evolving business landscape, the role of leadership is critical in navigating transformation and fostering innovation. This talk explores how applying design thinking principles can empower leaders to create meaningful change and drive organizational success.
Key Topics Covered:
1. Introduction to Design-Driven Leadership
- The concept of design-driven leadership and its importance in modern organizations
- Personal journey from a senior designer at Amazon to a design director at Ford
2. Transforming Ford's Business Model
- Ford’s transition from focusing solely on vehicle sales to enhancing the entire vehicle ownership experience
- The role of digital product design in driving this transformation
3. The Double S-Curve Transformation Model
- Understanding Ford’s existing business model and the new Model E
- Navigating the "core of the transformation" and the challenges it presents
4. Applying Design Thinking to Personal and Professional Life
- Using design thinking to manage personal transformations, such as becoming a new parent
- Implementing the 60-day reset to reframe and tackle personal challenges
5. Adapting Design Tools for Leadership
- Adapting subject matter expert (SME) interviews and other design research tools for leadership and alignment
- Case studies of successful implementation of design-driven processes at Ford
6. Key Strategies for Design-Driven Leadership
- Techniques for aligning teams and creating a unified vision
- Leveraging creativity and empathy to solve complex problems and foster innovation
- Practical examples of reframing problems and using iterative design processes to achieve positive outcomes
Improving Product Design with Futurism at ORACLE
Explore the transformative power of design and strategic foresight in shaping the future of business. This presentation dives into how integrating design thinking with foresight can drive innovation and proactive strategic planning in dynamic business environments.
Key Takeaways:
- Design as a Strategic Tool: The intersection of design and strategic foresight offers unique opportunities to shape future business landscapes by anticipating changes and designing innovative responses.
- Core Concepts: The presentation emphasizes how every element, from policy to products, can be designed, stressing the need for designers to actively participate in shaping future scenarios.
- Futures Thinking: It introduces the concept of futures thinking, a blend of foresight and empathy, urging designers to leverage their skills to envision and create desirable futures.
- Practical Applications: Real-life applications of foresight, like the integration of advanced design thinking in corporate strategy, demonstrate its impact on proactive business planning.
- Innovative Methods: The presentation also explores how design thinking methodologies, like the Futures Wheel, can facilitate innovative problem solving and strategic planning in volatile industries.
Motion for AI: Creating Empathy in Technology
In an era where artificial intelligence (AI) is becoming increasingly integrated into our daily lives, the need for empathetic technology is paramount. This talk explores the role of motion design in enhancing AI interfaces to foster empathy and improve user experiences.
Key Topics Covered:
1. Introduction to Empathetic AI
- The importance of creating empathy in AI interfaces
- Personal journey from character animation to AI and robotics design
2. The Role of Motion in User Interaction
- Historical context of motion in design, from early Disney animations to modern interfaces
- The blinking cursor: An example of effective motion use since 1960
3. Designing for Empathy
- How motion can enhance user satisfaction and trust in AI systems
- Examples from human-robot interaction and AI interfaces
4. Creating Human-like Interactions
- Using motion to provide transparency and context in AI interactions
- The importance of natural conversation flows and the ability to interrupt AI responses
5. Avoiding the Uncanny Valley
- Recognizing and mitigating the uncanny valley in AI-generated content
- Examples of effective and ineffective uses of motion in AI
6. Systemizing Motion Design
- Strategies for integrating motion into AI systems at scale
- Salesforce’s approach to creating and scaling a motion system for AI
Transforming The New York Times: Empowering Evolution through UX
The New York Times continues to lead in user-centered design by innovating and adapting to enhance both user engagement and understanding, aligning product experiences with its journalistic mission. This presentation discusses innovative strategies in user experience at The New York Times, focusing on subscriber experiences and storytelling.
Key Points Covered:
- Mission-Driven Design: Emphasizing the Times' mission to "seek the truth and help people understand the world," the design team prioritizes clarity and engagement to support high-quality journalism.
- UX Design Principles: The team follows five core UX tenets—clarity, time optimization, craftsmanship, accessibility, and trust—to maintain a strong focus on user-centric design.
- Innovative Design Strategies: Product Feature Advancement, Editorial Expression, Long-term Visioning
- Integrating Diverse Content: Examples include the successful integration of popular games like Wordle, which not only entertain but also attract and retain a diverse user base.
Connecting the Dots in Product Design at KAYAK
This presentation focuses on the challenges and strategies of connecting problem definitions within product development.
Key Points Covered:
- Kayak's mission since its inception in 2004 to simplify travel by enabling easy comparisons of flights through technological solutions.
- Discussion of the complexities within the travel industry, including the high expectations for personalized user experiences and the various stakeholder influences.
- Emphasis on the necessity of maintaining agility and innovation within a mature company through continuous reassessment of processes.
- An explanation of the importance of disciplined problem definition to prevent project failures and team inefficiencies.
- Introduction of strategies for effective communication across teams to ensure alignment and comprehension at all levels of project development.
- Exploration of various problem-solving methodologies, including how to handle conflicts within team settings regarding problem definitions and project directions.
Server-Driven User Interface (SDUI) at Priceline
This presentation discusses the complexities of aligning teams and ensuring consistent product experiences across various platforms, proposing Server Driven UI (SDUI) as a solution.
Key Points Covered:
- The challenge of maintaining consistency in product experiences across web and app interfaces, highlighted by discrepancies in user experience features like comment sections.
- Introduction of Server Driven UI (SDUI) to manage uniformity and streamline updates across different platforms.
- The importance of adapting design systems to accommodate SDUI, ensuring uniform naming conventions, and component functionalities.
- Technical discussions on overcoming framework differences and the operational load on developers due to continuous OS updates.
A Business-Centric Approach to Design System Strategy
The presentation underscores the strategic advantage of treating design systems not just as technical assets but as vital business components that require thoughtful management, robust planning, and strategic alignment with organizational goals.
Key Points Covered:
- Understanding Design Systems as Business Entities: Conceptualizing design systems as internal business entities can streamline their integration and evolution within a company.
- Adoption and Expansion: Elaborating on the importance of tactical adoption across organizational structures, enhancing product suites to cater to user needs and broadening scope to mobile and content authoring solutions.
- Data-Driven Development: Utilizing data insights for component development ensures that resources are allocated to create valuable, widely used features.
- Financial Modeling for Design Systems: Developing sustainable funding models is crucial for long-term support and success of design systems.
- Promoting Internal Buy-In: Stressing on strategies for promoting design systems within the organization to increase engagement and investment from internal stakeholders.
Structuring Teams and Portfolios for Success
This talk offers actionable insights at an executive level for enhancing productivity and refining your portfolio management approach to propel your organization to greater heights.
Key Points Covered:
1. Experience Transformation:
- The core challenge remains consistent across organizations: converting budget into user-centric designs.
- Strategies for deploying design resources effectively in both startups and large enterprises.
2. Strategic Frameworks:
- Introduction to the "Ziggurat of Impact" model, detailing layers from basic system interactions to comprehensive customer experiences.
- Practical insights on creating frameworks that scale with organizational complexity.
3. Organizational Impact:
- Real-world examples of navigating design in large settings, focusing on the synthesis of consumer products and customer experiences.
- Emphasis on the importance of designing systems that directly influence customer interactions.
4. Design Execution:
- Detailed walkthrough of organizational layers affecting design execution, from touchpoints and customer activities to shared capabilities.
- How to ensure design influences both the micro and macro aspects of customer interactions.
5. Measurement and Adaptation:
- Techniques for measuring the impact of design decisions and adapting strategies based on data-driven insights.
- The critical role of continuous improvement and feedback in refining customer experiences.
Designing for Hardware Accessibility at Comcast
Designing inclusive products is not only a social responsibility but also a business imperative. This talk delves into the journey of creating accessible hardware products that cater to diverse user needs.
Key Topics Covered:
1. Introduction to Inclusive Design
- Importance of accessibility in product design
- Overview of Comcast's commitment to making products accessible to a wide audience
2. Case Study: Xfinity Large Button Voice Remote
- Initial challenges and the evolution of the product
- User research and feedback that shaped the design
- Key features of the final product and their benefits
3. Designing for Diverse Needs
- Understanding human-centered design and its historical context
- The impact of designing for people with disabilities on overall product quality
- Examples from other industries, such as architecture and industrial design
4. Integrating Accessibility from the Beginning
- The cost and efficiency benefits of designing for accessibility from the start
- The process of embedding accessibility as a core trait rather than an optional feature
5. Real-World Impact and Continuous Improvement
- Insights from in-home studies with users having assistive needs
- How continuous feedback and iterative design lead to better products
- The role of inclusive research and development practices
Improving UX Research Quality with Cross-Department Collaboration
Collaboration across departments is essential to enhance the quality and impact of research outcomes. This talk offers practical strategies for leveraging cross-functional teams to achieve superior research quality.
Key Topics Covered:
1. Introduction to Cross-Department Collaboration
- Importance of collaboration in enhancing UX research quality
- Personal experiences and insights from a research operations manager
2. Building Effective Collaborative Structures
- Identifying and leveraging key roles within the organization (e.g., PMs, Devs, UX Researchers, Designers)
- Utilizing operations teams as the connective tissue to foster collaboration
3. Maximizing Research Impact
- Techniques for presenting research findings in an impactful way
- Importance of executive summaries and tailored presentations for different stakeholders
4. Following Through on Research
- Ensuring continuous follow-up on research to track its impact
- Strategies for confirming next steps and validating research outcomes
5. Breaking Down Research for Broader Application
- Concept of Atomic UX Research and its application
- Storing and managing research data in repositories for easy access and reuse
The UX of Automation by AJ King, Senior UX Researcher, Ocado
Automation is transforming industries by streamlining operations and reducing costs. However, the success of automated systems hinges not only on their functionality but also on the user experience (UX). This talk, "The UX of Automated Processes," delves into the intricate relationship between automation and UX, providing a comprehensive guide to designing intuitive and effective automated systems.
Key Topics Covered:
1. Introduction to Automated UX:
* Understanding the importance of UX in automated systems
* Real-world example: Robotic beer dispensers at a music festival
2. Step-by-Step Process for Enhancing Automated UX:
* Step 0: Identifying main workflows and happy paths
* Step 1: Conducting contextual inquiries to understand current user practices and edge cases
* Step 2: Prioritizing issues and solutions through collaborative ideation sessions
* Step 3: Prototyping and usability testing for both software and hardware
3. Prototyping and Testing:
* Methods for simulating automated processes
* Importance of user feedback in refining automated systems
4. Designing for Support Users:
* Crafting the experience for support personnel who manage edge cases
* Ensuring effective communication and issue prioritization for support users
We're Agile. So why haven't our outcomes improved?
After 20 years of agile, 90% of features still fail to deliver the expected value.
There is no such thing as user error, only bad design. The frameworks that companies have to try to adopt agile leave too much ambiguity on how to implement the supporting processes of funding, governance, alignment and more.
This talk explains why we have the ways of working we do and what we can do about it to improve.
Breaking Silos_The Shift from a Software Delivery to a Product Development Mi...
In this insightful discussion, Mihaela will introduce how Volkswagen Digital Solutions is taking steps towards a successful transition from software delivery to product delivery lifecycle, highlighting the challenges and the innovative tactics to break down traditional silos within the product teams as well as between “the business” and "IT". Learn how the Volkswagen Group established new delivery centers across Europe to foster interdisciplinary product teams, and the hurdles they overcame including stringent security, legal, and compliance boundaries, as well as people adaptation. Mihaela will share hands-on examples of their unique approach to get “the business on board", offering a glimpse into their working models and approaches on engagement and collaboration between the product teams and stakeholders. Discover how they faced resistance and fostered an inclusive process to move towards an efficient product delivery cycle. This talk is an exploration into digital transformation, with practical examples, offering key takeaways for those aiming to break silos and cultivate a collaborative environment within their organisations.
How Intercom built ‘Fin’, a GPT-4 powered chatbot_Fergal Reid_UXDX_EMEA_2023
Join Fergal as he shares how they developed ‘Fin’, a chatbot that actually solves up to 50% of support questions. This session will shed light on the product development process of Fin, the challenges encountered, and the opportunities it brought forth. The talk will encompass Intercom’s experiences and lessons learned from integrating large language models in a live production environment.
Leveling Up Design Maturity in a Large-Scale Organisation_ Daniel Heaslip_ U...
Dan Heaslip takes us through a brief journey of enhancing design maturity within Three's expansive design team . Learn about the unique challenges they face, the strategies they employ, and their vision for a cohesive and mature design future.
Continuous-Research_Mike Brown_UXDX_ EMEA_2023
Mike delves into Reed's ongoing and dynamic research program, which serves as the foundation for all product and design initiatives within the organisation. He shares how they enable continuous deep research by democratising user research in product teams and creating a regular cadence. This then allows the centralised UX research team to take on larger, more complex and strategic research initiatives. In this session you’ll learn how they’re:
Enabling constant research in product teams
Planning for agile processes
Demonstrating research value
Prioritising larger initiatives
Communicating research for highest impact
Through these strategies, Mike and his teams have successfully created an environment where innovation, based on deep user knowledge, is at the forefront.
Crafting Digital Products for Connected Appliances and Other Stories_ Alexis ...
In this talk you'll get a glimpse of the digital transformation journey Electrolux Group have embarked on. Discover the triumphs, setbacks and key milestones they have experienced along the way and learn about:
Working systematically: Explore the strategies employed to build mobile apps for multiple brands quickly, consistently and at scale, without fragmenting the user experience.
Building a dream team: Learn how Alexis structured a multi-disciplinary team of digital product designers, UX researchers and UX writers.
Transformational impact: Understand the effects of scaling up the company's digital transformation journey on design processes and practices in a hardware manufacturing environment.
Unlock the secrets to building a thriving digital products department, and transform your own company's traditional practices into digital innovation
Integrating AI _King's journey of Technology Transformation_Steven Collins_ U...
Join Steve Collins, CTO of King Games, creators of the globally popular game Candy Crush, as he shares insight into their current journey of embedding Artificial Intelligence into the fabric of their organisation. Steve will navigate through the challenges they have faced, the strategic choices made, and the innovative approaches undertaken. This talk offers a unique chance to gain firsthand knowledge of how a global gaming leader is embracing AI, and how these insights can be leveraged by other organisations seeking to harness the power of technology for their own growth and transformation. Whether you are a technology leader, or industry professional, you will find valuable lessons in this talk on how to successfully marry AI with the daily operations and strategic vision of a company.
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- 1. BUILDING A SEAMLESS ONLINE TO OFFLINE EXPERIENCE Susan Stavitzski
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- 15. 15 Customer Arrives Check In Vehicle Reviewed Offer Confirmed Paperwork Transaction Complete 10% 13% 60%
- 16. 16 Customer Arrives Check In Vehicle Reviewed Offer Confirmed Paperwork Transaction Complete 10%
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- 18. 18 Test Goal: 50% of customers will use self check-in Opportunity: Customers can only check-in for an appraisal through an associate. Hypothesis: By providing customers with self check-in, we can decrease customer transaction time. Demand Test: If we provide customers with self check-in options, will they use them?
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- 22. 22 Test Goal: 50% of customers will use self service check-in Test Results: 57% of customers used self service check-in
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- 27. 27 “I expected to be able to do this myself” “I have more time to help other customers.” “That was really easy and fast!” “I don’t feel overwhelmed at the desk anymore”
- 28. 28 • Self check-in is live at all CarMax stores • Averages 65% customer adoption • Decrease customer transaction time ~ 10%
- 29. Key Takeaways Understand the handoff Get in front of customers Talk to partner teams Uncover opportunities Rank the value Test small & fast Think scrappy Focus on the overall experience you want to deliver 29
Hinweis der Redaktion
- How many have bought in-store? Familiar flow. Online? Also familiar. One big area that is different is the teams who build these experiences. Online – many of us in this room, product, design, engineering. We focus on the customer journey from searching to shopping to checkout. In-Store – there are sales, marketing, and operations. Also focused on the flow of customers physically through a location.
- How many have bought in-store? Familiar flow. Online? Also familiar. One big area that is different is the teams who build these experiences. Online – many of us in this room, product, design, engineering. We focus on the customer journey from searching to shopping to checkout. In-Store – there are sales, marketing, and operations. Also focused on the flow of customers physically through a location.
- How many have bought in-store? Familiar flow. Online? Also familiar. One big area that is different is the teams who build these experiences. Online – many of us in this room, product, design, engineering. We focus on the customer journey from searching to shopping to checkout. In-Store – there are sales, marketing, and operations. Also focused on the flow of customers physically through a location.
- Now where all this can fall apart is when those two worlds come together. How many of us have bought something online and then went to a store to pick it up? It’s so common now. The concept has been around forever, but it wasn’t until the internet came along in the 2000s that stores started to modernize it and with the pandemic, customers demanded it in 2020. 62% of customers expect stores to have this option.
- Let’s talk about Carmax Carmax is the largest used auto dealer in the US I’ve worked here for 2+ years 2 really great things about carmax: Obsessed with technology Dedicated to driving an ICONIC customer experience Both online and in-store
- Typically when you want to sell your car, you also have to trade it for a purchase At CarMax, you can sell your car even if you don’t buy ours To get an offer on your car, you had to bring your car to a store to get an offer A few years ago one of digital teams said “ we can make this better” – why don’t we put this process online?
- So they did. In early 2021, they launched our Instant Offer tool. You can go online and get an offer on your car completely online.
- Launched our V1