Advanced usability testing

UX is the newest evolution in webpages.  We started out with raw HTML, then progressed to CSS for controlling the style of large sites, then came UI (a much needed direct attention at the user interface), and now UX (an advancement on UI that digs into the experience of using a website.)

The goal of designing and programming for UX is to create an enjoyable experience for the user.  We tend to return to the things that bring us joy, so it is a worthwhile endeavor for most companies.  The issue is not the pursuit of a great UX, but in the testing.

While the terminology and goals have changed from UI to UX, the testing has not advanced to the same degree.  UI testing was focused on presenting a decent looking interface that allowed users to complete a task.  UX success is still largely measured in task completions.  

The Effectiveness (percent of people who complete a task), Efficiency (speed and quality of task completion), and Satisfaction (level of pleasure or contempt derived from task completion) are all important to UX testing.  Just because a task can be completed easily doesn't mean the process is efficient nor that it provides any satisfaction.

UI testing is relatively simple; UX testing is not.  If you are only testing the effectiveness of your designs, you are only grading your interface.  If you really want to enhance your users' experience, make sure that you test and gauge all three areas of UX.  

A few example sites that go beyond an interface and create an experience:

• http://benthebodyguard.com/index.php - The information is presented in a scrolling digital story.
• http://songza.com/ - Intuitive fun interface for finding the right playlist.
• http://methodhome.com/cleanhappy/ - Makes shopping for cleaning products fun.

Selling with numbers

The adage, "A picture is worth a thousand words," perfectly describes the goal of visualization.  Pictures are able to convey complex concepts in a single glance.  The main reason behind this is framing.

Lots of companies use numbers to sell their products, but they often forget the most important part, the frame.  When you tell me how much time or money you will save me, or how many more visitors and sales I'll get, you fail to give me a frame of reference.  Is 20% more sales directly related to my business? your average achievement, or compared to using another similar marketing firm?

When we use numbers in sales, there is a purpose.  Generally, the number is impressive because of its size, and you are trying to use the unstated comparison to make a statement.  This works great if your audience is familiar with the frame of reference.  Otherwise, your numbers can send the wrong message.

The Tampa Bay Buccaneers spend $41.9 million on their defense.  That seems like a lot, unless you are familiar with what other NFL teams spend on their defense, or what the Buccaneers spend on offense ($75.8 million).  Without the correct frame of reference, $41.9 million seems high.  In reference to their offense, it doesn't seem high enough.  

The Guardian uses a number of visual aids to provide the frame of reference for their interactive breakdown of how NFL teams spend on their players.

The size of the dots represent the relative amount that the team spends on each position, and the chart on the left shows how their spending stacks up to the league.  Here's the link to the full interactive experience.

Do you frame your numbers?

Why "Top of mind" works

Few people dispute the value of "Top of mind awareness."  Essentially, when someone needs something you offer, if you have managed to stay engaged with them or at least keep your advertising in front of them, you will be the first person they think of.  Being a prospective customer's first thought is great, but what is it that makes it so much more valuable than say, their second thought?

Just like in group decision making, it is difficult to know where to begin even for our own personal decisions. For this reason, we take the short cut of basing our decision criteria off of the first possible solution.  

If you're looking for lunch, the obvious criteria is, it has to be good and fill you up.  That's a very general criteria making it difficult to come to a decision.  Once you have a first suggestion, regardless of quality, you will see that your criteria quickly starts to take real shape. 

McDonalds?  No, I don't want a hamburger.  I want something healthier, like maybe a salad or a nice sandwich with a decent place to sit and a nice atmosphere for under $10.

When you are a customer's first thought, you are the yardstick that they measure every other option with.  This gives you the power to not only satisfy their needs, but sell your unique offering that few can measure up to.  

Panera? Hmmm, they have sandwiches, salads, soups, a nice atmosphere, and amazing cookies all for under $10.  Sounds good.  Other places have soup, salad, and sandwiches, but they don't have the same cookies.

The goal of most advertising is being in front of the customer when they need you; to be at the top of their mind.  If you combine that with a unique offer, you have the power to guide your customers' decisions.

Group decision making

Making decisions in a group can be one of the hardest tasks, especially when it is a relatively trivial decision, like where to eat lunch.  The problem exists in that there are too many options and too many opinions.

My solution to this problem is to immediately make a decision.  The rule that follows is that if you don't like my choice, then you can veto it, but you have to provide a new decision.  

It's hard to know how you feel about a decision that hasn't been made.  By making the first decision, even if it is a bad one, and forcing an alternative solution, you prime the creative problem solving pump.  Our judgement of the first decision becomes the framework for a new suggestion.

This allows everyone a chance to be heard and have a hand in the decision, but more importantly, it keeps the conversation going.  You can't say no without providing an alternative.

On who's authority

Authority is dominance.  In the animal kingdom, the authority figure is the animal in the group that is capable of making sure each member follows the rules.  To make sure we get the most out of all of our endeavours, we humans have advanced to the point of having an authority for almost everything.  

The question becomes, how does one display dominance (in your field)?  The animals use hair, feathers, and air to make themselves look bigger.  This display of puffing up, demonstrates the size and power they possess.  Trying to look bigger and fighting is a bit primitive, even if effective.  So, we have created symbols to designate power, dominance, and authority without all the puffery.  Titles, uniforms, awards, and surroundings are all status symbols.

If you are an authority, and you want to be treated as one, it is important to display these symbols so that you are recognized as said authority.  It seems silly to have to wear a well tailored suit to be seen as a successful businessman, but we have come a long way from flexing our muscles and showing our teeth.

Your website is suffering from white t-shirt and flip flops syndrome.  It's easier to put on a white t-shirt and flip flops than a freshly pressed suit and wingtips, but what you gain in time and comfort, you lose in perception.  

Does your website display your authority?

Call a horse, a horse

With the magnificent boom of start-up companies in the last 2 decades, we have lost track of the meaning of titles.  Anyone can start their own company and instantly be "CEO" but not all business owners are cut out for the job.  Not to mention that these start ups hand out titles like candy and have even started making up new titles.

To be the Chief Executive Officer, you need other executive level officers.  To be a director, you have to have a department to direct.  To be a manager, you have to have resources to manage.  

Small companies don't have a bunch of employees with titles.  They have a team of employees who are all using their particular skill sets to push the company forward.  Regardless of title, there are 3 types of people; visionaries, strategists, and workers.  

The visionary is the person who understands why the business exists.  He/she sees the future and knows that's where the company needs to be.  In a company with an executive team, this should be the CEO. 

The strategist is the one who figures out how to get to that future.  The strategist is masterful at putting concrete plans to abstract ideas.   

Workers are the ones who actually move the company forward and get things done.

We don't all fit nicely into just one slot.  Many people possess traits from all three areas.  It is also worth noting that a person from any 1 of these three areas can successfully start a business.

I'm a strategist.  Do you know what role you play?

Bringing the customer back

Return/repeat customers are one the most valuable segments of customers.  They are more likely to purchase more, share with friends, and continue to be a customer.  

Getting a customer to return and buy again should be easy.  We prefer things we know vs those we don't, and a customer already knows you.  And we remember the past with rose colored glasses, meaning we are more likely to forgive past transgressions and over state the positives.

If return customers are more valuable and easier to attract, why don't more marketing campaigns focus on getting customers to return?

My guess is that we assume that since the client or customer already knows us, they will come back when they are ready.

Waiting for the customer to return on their own is ridiculous.  They could have forgotten about you, got busy and can't remember your name.  Or, maybe they haven't returned because you haven't asked.  They may not have an immediate problem and don't want to bother you until they need to.  Of course, by that time it is too late for both of you.

By reaching out to past customers you instantly remind them who you are and invite them back.  If they enjoyed working with you, the invitation will be hard to turn down.  This can be accomplished passively with a newsletter, coupons, or promotions, or aggressively directly with a personalized correspondence, a survey request, or even asking for a referral.

Your customers chose you for their business.  Don't make the mistake of not choosing them for your customers.