Whenever you are working in a large team towards a common goal it is difficult to ensure that all team members are moving in the right direction. Defining a vision (I personally prefer the term "intent") helps a team to stay on track by guiding and supporting the decision making process.

Google’s User Experience Principles are one of these tools that help design teams stay on track and they reflect how most of us expect to experience Google’s services.

The Google User Experience team aims to create designs that are useful, fast, simple, engaging, innovative, universal, profitable, beautiful, trustworthy, and personable. Achieving a harmonious balance of these ten principles is a constant challenge. A product that gets the balance right is "Googley" – and will satisfy and delight people all over the world.

The ten principles that drive design decisions and contribute to a "Google User Experience" are:

1. Focus on people – their lives, their work, their dreams.
2. Every millisecond counts.
3. Simplicity is powerful.
4. Engage beginners and attract experts.
5. Dare to innovate.
6. Design for the world.
7. Plan for today’s and tomorrow’s business.
8. Delight the eye without distracting the mind.
9. Be worthy of people’s trust.
10. Add a human touch.

While are the first glance these principles still seem very high level, my impression is that they are valuable because the primary objective of these principles is not to design new user experiences but to facilitate decision making - decisions between different design and implementation alternatives.

But here is what I don’t understand:

Why Google would post them on their website?  Are these guidelines just an "explanation" and "justification" of "Google’s User Experience"?

Do they help to educate user what a "Googley" user experience is and influence their expectations of Google’s products?

How does it affect you when you read "Every millisecond counts" but the performance of your Google Reader is slow? Will it make you think that "at least they tried" and positively impact your user experience?

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The IBM Institute for Business Value published a report titled "Why advocacy matters to retailers" which identifies the key attributes that turn everyday shoppers  into loyal advocates. The main question is of course: What drives advocacy?

Building customer advocacy is harder than simply meeting customer expectations. In our sample, 78 percent of all consumers said their primary retailer meets their expectations, as compared to 21 percent who are Advocates. Understanding the expectations of customers and their reasons for shopping are simply “table stakes” or qualifiers for “getting it right,” but are not sufficient to transform customers into Advocates.

A retailer’s ability to fulfill customers’ expectations and understand their reasons for shopping simply helps get consumers in the door – it does not turn them into Advocates.

But the essential finding on attributes that drive customer advocacy is this:

It is the shopper’s experience with the store that transforms an existing customer into an Advocate of the retailer or, conversely, into an Antagonist. After meeting customers’ basic needs, fulfilling expectations and understanding their reasons to shop, then retailers can develop advocacy.

The report is based on the results of surveys conducted across five retail segments – grocery, large-format apparel, mall-based specialty apparel, drugstore and online.

The following table shows a summary of key initiatives that help to deliver a customer-focused strategy.

 

Download the full report here.

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"Green" products face the challenge that while they are friendly to the environment they usually lack the aesthetics to attract a wide-group of buyers that are not primarily interested in the green aspects of the product.

The challenge is to make "green", environmentally friendly products attractive by designing them so that customers can develop passion and delight for these products.

IDEO partner Diego Rodriguez, describes this challenge of turning green into red in an article in the NZZ Folio (weekly magazine of the Swiss newspaper Neue Zürcher Zeitung, the article asked where the next millionaires will come from).

What I find most dazzling these days are people working to change environmentally-focused products from being merely "green" to being what I like to call "red" as well.

Too many green products, such as the Prius hybrid, are the modern-day equivalent of a hairshirt. While undoubtedly morally and ethically rewarding to own, they lack a certain je ne sais quoi when it comes to providing the kind of visceral delights which bring pleasure to our monkey brains. Something red, on the other hand, feels more like a Ferrari, overflowing with wonderful sounds, scents and physical sensations which forge the kind of emotional connections that keep you coming back for more.

[…]

Red is about passion and delight, and we need more of it in our green products if they’re going to pull people away from existing, non-green solutions. Emotional connections will be, and always have been, worth millions.

One great example of "turning green into red" is the Tesla Roadster, a fully electronic sports car produced by Tesla Motors.

Yet a nice picture is not enough to get an understanding if an electronic car can really come up with the expectations that customers put into a sportscar - no matter whether it is powered by gasoline or by electricity.

Taking an actual test drive might be difficult because there are still not that many cars around, still Jason Calacanis, founder of Weblogs Inc., took the Tesla on a test drive and recorded the whole experience. See for yourself:

 

After watching this video I was impressed: because I just saw a real example of turning green into red. The experience about doing something good for the environment is one part, but building an experience that is "green" and improves your status is a totally new experience.

Image courtesy of dreamymo

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The convergence of different devices is an ongoing trend and some companies predict that by 2010, 500 million mobile phones capable of navigation will be sold annually. With this in mind one should think that location-based services will be "the next big thing".

Even though I am confident that there will certainly be significant growth in some areas (i.e. vehicle tracking, in-car traffic information) I doubt that someday everyone will be using Google’s "Search nearby" feature to find the next ATM, restaurant or supermarket.

Even though mobility and travel has increased tremendously, the majority of people still roam in just a few locations and in general they do not move far from home. Vacations and business travel are exceptions - the percentage of time individuals spend in locations they don’t know is very small.

The New York Times reports on a study that shows that humans are creatures of habit and never go to far from home.

New research that makes creative use of sensitive location-tracking data from 100,000 cellphones in Europe suggests that most people can be found in one of just a few locations at any time, and that they do not generally go far from home.

“Individuals display significant regularity, because they return to a few highly frequented locations, such as home or work,” the researchers found.

That might seem like science and mountains of data being marshaled to prove the obvious. But the researchers say their work, which also shows that people exhibit similar patterns whether they travel long distances or short ones, could open new frontiers in fields like disease tracking and urban planning.

As I said before, I strongly believe that there will be a market for location based services. Nevertheless I think one has to shift focus from the technical possibilities that GPS-enabled, connected mobile devices potentially offer. The key is to understand the potential users of these location-based services in order to be able to find the next "location-based killer app".

Read the full article in the New York Times here.

 

Photo courtesy of cmbjn843

Posted in customer insight, mobile | Permalink | 8 Comments »

The sources for remarkable customer experiences are not only great products as we are often made to believe but also great services that engage customers and create additional value.

Customer experiences are enabled by thoughtfully designing the complete lifecycle of your customers and understanding their needs from the “prenatal stage” when they are not even aware of your offerings until they drift away and don’t repurchase anymore (which should obviously prevented before).

Different models exists that aid in understanding this process with various names. Most commonly these models are called the marketing cycle, sales cycle or consumer buying cycle. The following picture shows an example of such a consumer buying cycle.

Understanding the needs of customers in the single stages is just as important as understanding the needs for the product or service that a company is offering for the “Application” stage of the cycle.

One high-potential area for service innovation is the “after-sales” stage in the buying cycle, when a formal relationship with customers is already established. But then again, it depends on your customers needs to identify the area where to find the biggest potential for innovative services.

This is not just relevant for business-to-consumer markets but also for business-to-business markets where innovative services can lead to significant increases in performance or overall cost-reductions.

Some examples how manufacturing companies use after-sales services to generate revenue can be found in the report “The Service Revolution” from Deloitte, the overview table is shown below.

Why do I blog this? While everyone likes to talk about service innovation in consumer markets maybe the real potential for service innovation is in the business markets? Maybe service design has much more potential in the B2B area than in the field for creating the “next Starbucks experience”?

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