Business basics workshop

REDEFINING THE VALUE OF EXPERIENCE (STRATEGIC TOOLS FOR DESIGNERS)

Nathan Shedroff California College of the Arts [email protected] @nathanshedroff

designmba.org

mailto:[email protected]

NATHAN SHEDROFF nathan.com @nathanshedroff

10:30 AM

9:00 AM

BREAK

EXPERIENCE STRATEGY MEANING STRATEGYEXERCISES DISCUSSION SUMMARY

VALUE, STRATEGY ENVIRONMENTAL & COMPETITIVE ANALYSIS SWOT & POSITIONING OPERATIONAL POSITIONINGEXERCISES

10:45 AM

WORKSHOP SCHEDULE

1:00 PM


MY BACKGROUND

M A K E I T S O Interaction Design Lessons from Science Fiction

b y N AT H A N S H E DR OF F & C H R I S TOP H E R NOE S S E L

foreword by Bruce Sterling

Many designers enjoy the interfaces seen in science fiction films

and television shows. Freed from the rigorous constraints of designing

for real users, sci-fi production designers develop blue-sky interfaces

that are inspiring, humorous, and even instructive. By carefully studying

these “outsider” user interfaces, designers can derive lessons that make

their real-world designs more cutting edge and successful.

“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and informative book on how interaction design in sci-fi movies informs interaction design in the real world. . . . You will find it as useful as any design textbook, but a whole lot more fun.”

ALAN COOPER“Father of Visual Basic” and author of The Inmates Are Running the Asylum

“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinatinginvestigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.”

ANNALEE NEWITZEditor, io9 blog

“Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.”

MARK COLERANVisual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)

“Every geek’s wet dream: a science fiction and interface design book rolled into one.”

MARIA GIUDICECEO and Founder, Hot Studio

www.rosenfeldmedia.com

MORE ON MAKE IT SOwww.rosenfeldmedia.com/books/science-fiction-interface/

MAK

E IT SO

by NATH

AN SH

EDR

OFF &

CHR

ISTOPH

ER N

OESSEL

Experience Design 1.1a manifesto for the design of experiences

by Nathan Shedroff

product taxonomies 16

user behavior 116

100 years 22

information 42

takeaways 28

data 36

knowledge 48

subjectivity 78

consistency 96

navigation 84


user behavior 116

experiences 4

experience taxonomies 10

100 years 22

wisdom 54

information 42

takeaways 28

data 36

knowledge 48

subjectivity 78

consistency 96navigation 84

Design Strategy in ActionEdited by Nathan Shedroff

A publication from the MBA in Design Strategy programCalifornia College of the Arts

2011

2008 Edition

Dictionary ofSustainable Management

MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT

MBA IN CIVIC INNOVATION


DESIGN CAN TEACH BUSINESS IMPORTANT

LESSONS


• Design research • Qualitative context • Reframing • Prototyping • Critique • Agile & MVP are incomplete • Create new Models

WHAT DESIGN CAN TEACH BUSINESS:


WHAT BUSINESS CAN TEACH DESIGN


MARKETS CAN OPTIMIZE RESOURCES


5

5Saturday, May 7, 2011

financials

NUMBERS ARE IMPORTANT, NOT

SCARY


5

5Saturday, May 7, 2011

financials

(BUT, NUMBERS CAN’T MAKE THE

DECISIONS)


STRATEGY AND TACTICS ARE DIFFERENT


YOU CAN’T PROTECT AN IDEA


STRATEGY


(Greek “στρατηγία”—stratēgia, “art of troop leader; office of general, command, generalship”[1])is a high level plan to achieve one or more goals under conditions of uncertainty.

Strategy is also about attaining and maintaining a position of advantage over adversaries through the successive exploitation of known or emergent possibilities rather than committing to any specific fixed plan designed at the outset. —Wikipedia

STRATEGY

http://en.wikipedia.org/wiki/Greek_language

http://en.wikipedia.org/wiki/Plan


STRATEGY ISA HIGH-LEVEL PLAN

(FOR ACTION)


DESIGN IS A PLAN FOR ACTION

Charles Eames


STRATEGY ISABOUT CONTEXT


TACTICSTRATEGYBusiness Strategy

Product Strategy

Design Strategy

Business Plan Product Strategy

Implementation Plan Design Strategy

Design Methods


TACTIC

STRATEGY


TACTIC

Usability

STRATEGY


TACTIC

Usability

STRATEGY

Experience Decision-Drivers


TACTIC

Operational Effectiveness & Productivity Products & Services (Offerings)

Features/Performance Price

STRATEGY

Intent, Goals, Mission, Vision, & Culture Systems

Stakeholders (employees, investors, media, communities, etc.)


TACTIC

How to make, deliver, and support the best <offering> possible

STRATEGY

What we should be in the business of (to begin with)


TACTIC

How to make, deliver, and support the best <offering> possible

STRATEGY

What we should be in the business of (to begin with)

THE ORGANIZATION

THE OFFERINGS


EXPERIENCE CREATES VALUE


VALUE


$ £ ¤ ¥

Photo: epsos (Flickr)


$ £ ¤ ¥ function

Photo: bengt-re (Flickr)


function

CLV = GC • - M •∑i = 0

n

(1 + d) ir i ∑

i = 1

n

(1 + d) i - 0.5r i - 1

GC = gross contribution per customerM = (relevant) retention costs per customer per year n = horizon (in years)r = yearly retention rated = yearly discount rate.

(Lifetime Customer Value)

Photo: southernfoodwaysalliance (Flickr)


(V/S)b = Enterprise Value / Sales ratio of the firm with the benefit of the brand name(V/S)g = Enterprise Value / Sales ratio of the firm with the generic product Let's use as an example branded cereals maker like Kellogg (K) against a generic provider like Ralcorp (RAH). Value of Kellogg brand name = (1.78 - 1.32)(13846) = $6,369 MillionThus, (6369/24200) or 26% of the value of the company is derived from brand equity.

{ (V/S)b - (V/S)g}* Sales $ £ ¤ ¥ function

(BRAND)

http://seekingalpha.com/symbol/k

http://seekingalpha.com/symbol/rah


meaning identity emotion

price function


RELATIONSHIP

functional financial

emotional identity

meaningful


RE

XP

EI E

NE

CR

EX

PE

IEN

EC

RELATIONSHIP


emotional identity

meaningful


RE

XP

EI E

NE

CR

EX

PE

IEN

EC

RELATIONSHIP


emotional identity

meaningful

user customer audience participant employee citizen company NGO agency brand family friend stranger

user customer audience

participant employee

citizen company

NGO agency

brand family friend

stranger


Photo: 36081663@N00 (Flickr)


Juabar


functional financial emotional identity meaningful



(Does this do what I need…?)



(…at a price that is worth it?)



(How does this make me feel?)



(Is this me?)



(Does this fit into my world?)


emotional identity meaningful

(PREMIUM VALUE)

QUANTITATIVE

QUALITATIVE

= TOTAL VALUE



= TOTAL VALUE$1.1B

Instagram

(PREMIUM VALUE)

QUANTITATIVE

QUALITATIVE



(PREMIUM VALUE)

QUANTITATIVE

QUALITATIVE

= TOTAL VALUE$1.1B

Instagram

$86M



= TOTAL VALUE$1.1B

Instagram

(PREMIUM VALUE)

QUANTITATIVE

QUALITATIVE

$86M

$1.01B


THOSE COMPANIES (AND PEOPLE)

WHO FOCUS ON TOTAL VALUE

CREATE MORE OF IT, MORE OFTEN


THOSE COMPANIES (AND PEOPLE)

WHO FOCUS ON PREMIUM VALUE CREATE MORE OF IT, MORE OFTEN


Photo: hypophyse (Flickr)


YOU ARE IN THE EXPERIENCE

BUSINESS


YOU ARE IN THE RELATIONSHIP

BUSINESS


THIS MAKES BOITH EXPERIENCE AND

RELATIONSHIP STRATEGIC


STRATEGY TOOLS


YourCompany

customers (end users)

NGOs

media

community (geographic)

partners

labor unions

retailerslocal government

wholesalers

the Environment

lobbyiststrade

associations

employees

distributors

regional government

courts suppliers & manufacturers

insurers & reinsurers

shareholdersbanks

investorsinstitutional investors

competitors

YourCompany


industry

UX ENTERPRISE


identity value

identity value

functional value

functional value

functional value

functional value

Researchers Fact Checker

Editors

LEGEND

DIRECT RELATIONSHIP

Celebrities Athletes

Government Officials

Sponsors Advertisers

Partners Suppliers

Heroes

Villians

Graphics Editor Lighting Operators Camera Operators Audio Technicians

Writers

Producers

News Anchors

Local communities

Viewers Fans

Correspondents Other News Guests

Network StaffAffiliated Networks

Live Reporters

Technical Director

CONSEQUENTIAL RELATIONSHIP

VALUE PROVIDED

(POST VIEWING)

(DIRECTIONAL)

functional value

functional value emotional value

functional value

emotional value

NEWS BROADCAST TEAM

THE AUDIENCE

identity value

value

identity value

NEWS SUBJECTS

BUSINESS RELATIONSHIPS

TELEVISION NETWORK

functional value

functional valuefinancial value

identity valuefunctional value

financial value

functional valueemotional value

identity value

meaningful value

functional value identity valuefunctional valueemotional value

meaningful value

identity value

financial value

identity valueemotional value

meaningful value

STAKEHOLDERS MAP PREPARED BYJAMILA SMITH | JASON CHAN | JUAN CORREA | RACHEL POSMAN | SERGIO SUAREZ


EXERCISE


YourCompany

customers (end users)

NGOs

media

community (geographic)

partners

labor unions

retailerslocal government

wholesalers

the Environment

lobbyiststrade

associations

employees

distributors

regional government

courts suppliers & manufacturers

insurers & reinsurers

shareholdersbanks

investorsinstitutional investors

competitors

YourCompany


industry

UX ENTERPRISE


THE SWOT ANALYSIS


Strengths Weaknesses

Opportunities Threats

(Fortalezas) (Debilidades)

(Oportunidades) (Amenazas)


Strengths:• We’re us• We’re great• We know stuff• We’re fast• We’re easy to use!

Weaknesses:• We work too much• We care too much• We’re perfectionists

Opportunities:• Own the market• Expand product lines• Make more stuff• License stuff• Co-brand with Disney• Create an “experience”

Threats:• Others can get fast• Others can be easy to use• Someone gets to Disney before us• We don’t have a “big data” strategy!


Strengths:• We’re us• We’re great• We know stuff• We’re fast• We’re easy to use!

Weaknesses:• We work too much• We care too much• We’re perfectionists

Opportunities:• Own the market• Expand product lines• Make more stuff• License stuff• Co-brand with Disney• Create an “experience”

Threats:• Others can get fast• Others can be easy to use• Someone gets to Disney before us• We don’t have a “big


REGIS MCKENNA:CRUSH


Competitive Analysis

REGIS MCKENNA:CRUSH

Environmental Analysis

Positioning



REGIS MCKENNA:CRUSH


Positioning

! ?



REGIS MCKENNA:CRUSH


Positioning

! ! ?



REGIS MCKENNA:CRUSH


Positioning

!



REGIS MCKENNA:CRUSH


Positioning

# √



REGIS MCKENNA:CRUSH


Positioning

# √ # √ # √



REGIS MCKENNA:CRUSH


Positioning

!Qualitative Research



REGIS MCKENNA:CRUSH


Positioning

!Design Research


ENVIRONMENTAL ANALYSIS

Social Issues: Customer Needs and WantsPolitical Issues: Legal, Regulations...Tech. Issues: Technology trends, opps...Economic Issues: Market trends, opps...Industry-Specific Issues: ???



Uncover Customer Decision Drivers so you can use them as the basis of your

strategy.



In order to build Premium Value, these decision drivers must explore qualitative

value!

This requires qualitative design research.



• Customers seek clarity• Customers are afraid of technology• RIM is out, HTML5 is in• Customers want validation• Customers worried about their future• etc.


COMPETITIVE ANALYSIS

• Clarity• Fear of technology• HTML5• Validation• Reassuring

XXXX√

√ √√ XX

XXX√X

XX√XX

√√XXX


Strengths Weaknesses• Clarity • Fear of technology

• HTML5 • Loan Help • Reassuring



Opportunities(Biggest Strengths vs. Biggest Weaknesses)

Threats(Biggest Weaknesses vs. Biggest Strengths)

• Clarity • Fear of technology • HTML5 • Loan Help • Reassuring


Better

Worse Smaller Bigger


Worse Smaller Bigger

Better

Hey! A Blue Ocean

Strategy!


For <target customers> that <need/care about> , our <product, service>, company> is a solution that <benefit> .Unlike, <our competitor> , our <product, service>, company> is <unique differentiator> .

POSITIONING STATEMENT


POSITIONING STATEMENT

For Professor Plum that needs to kill someone , our noose is a solution that is silent .Unlike, Miss Scarlett , our noose is purple .


Our users want the most features possible in a fast , inexpensive application delivered in the cloud .

MADLIBS OF UX


Where to start:

• Who is your customer really?• What is their life life, what do they need, what do they want?• What value is being provided to them and what kind of value can you realistically provide?• How can you differentiate yourself based on this value?• What’s it going to take to be successful?• Are you ready? Is it worth doing?


EXERCISE 1


YOUR COMPANY OR CLIENT OR A CHALLENGE:

• Outline an education strategy for your company(model, messaging, solutions)

• Outline a services strategy for your city (model, messaging, solutions)



LIST: the top 5 issues in each area:

• Customer Needs and Desires • Political/Legal • Technological • Economic • Industry-specific

(What are driving change and decisions?)

Note: This must come from research!

CRUSH technique, Regis McKenna



RANK: which have the most impacts on customer decision-making and relationships?



COMPARE: how do you rate (on these) vs. competitors? (0-5)



YOU: Issue 1 Issue 2 Issue 3 Issue 4 Issue 5

COMP 1: Issue 1 Issue 2 Issue 3 Issue 4 Issue 5


COMP X: Issue 1 Issue 2 Issue 3 Issue 4 Issue 5





YOU: 0 5 3 5 1

COMP 1: 3 4 0 1 4

COMP 2: 0 1 5 3 3

COMP X: 5 3 4 5 5

Issue 1 Issue 2 Issue 3 Issue 4 Issue 5




Issue 1 Issue 3 Issue 5

Issue 2 Issue 4





Issue 2 Issue 4

Issue 1 Issue 5

Issue 4



POSITIONING

For <type of customer/audience>that <need/care about...>,our <product, service, company>delivers <biggest opportunities>.Unlike, <list weak competitor(s)>,our <product, service, company>delivers <biggest strengths>.


BREAK


INTERNAL ANALYSIS

LIST: the top 5 issues in each area:

• Operational Effectiveness • Resource Effectiveness • Revenue/ROI ($) Effectiveness • Production/Manuf. Effectiveness • Delivery/Sales/Support Effectiveness • Network/Partnership Effectiveness

(What are driving change and decisions?)





YOU: Issue 1 Issue 2 Issue 3 Issue 4 Issue 5



COMP X: Issue 1 Issue 2 Issue 3 Issue 4 Issue 5





Issue 2 Issue 4

Issue 1 Issue 5

Issue 4


} 44The Business Model Canvas

Cost Structure

Key Partners

Key Resources

Channels

Key Activities

Value Proposition

Customer Relationships

CustomerSegments

Revenue Streams

Business Model Generation, Alexander Osterwalder businessmodelgeneration.com


EXPERIENCESTRATEGY


INTENSITY ReflexHabitEngagement

INTERACTIONPassiveActiveInteractive

DURATIONInitiationImmersionConclusionContinuation

VALUEMeaningStatus/IdentityEmotion/LifestylePriceFunction

BREADTHProductService

BrandName(s)

Channel/Environment (Space)Promotion

Price

TRIGGERSSight

SoundSmellTaste

TouchConceptsSymbols


Every sensorial decision is a trigger:

color, texture, smell, taste, typeface, sound, music, voice, pattern, icon,

symbol, interaction, layout, concept, temperature, expression, etc...


MEANING STRATEGY


WHAT’S MEANING?


VALUE: MEANINGFUL IDENTITY EMOTIONAL FINANCIAL FUNCTIONAL


Does this do what I need...?



...at a price that’s worth it?



How does this make me feel?



Is this me?



Does this fit into my world?



Accomplishment Beauty Creation Community Duty Enlightenment Freedom

Harmony Justice Oneness Redemption Security Truth Validation Wonder

15 CORE MEANINGS:

Definitions: makingmeaning.org




15 CORE MEANINGS:

OUR VALUES ARE DERIVED FROM OUR CORE MEANINGS


CORE MEANINGS VALUES/IDENTITY EMOTIONS PRICE FEATURES (PERF.)

TIME COST ENERGY


MEANING IS THE DEEPEST CONNECTION YOU CAN MAKE

WITH A CUSTOMER/USER/AUDIENCE


ALL DESIGN IS THE PROCESSOF EVOKING MEANING


MEANING STRATEGY


WHAT MEANINGS DO YOUR CUSTOMERS PRIORITIZE?

Customer Meaning Priorities

MEANING STRATEGY


Corporate Meaning Priorities


WHAT MEANINGS DOES YOUR ORGANIZATION PRIORITIZE?

MEANING STRATEGY



Team Meaning Priorities


WHAT MEANINGS DOYOU PRIORITIZE?

MEANING STRATEGY





Competitors’ Meaning Priorities

WHAT MEANINGS DO YOUR COMPETITORS TRIGGER?

MEANING STRATEGY






Strategic Focus

MEANING STRATEGY






Community Wonder Security

Accomplishment Security Wonder

Security Community Accomplishment

MEANING STRATEGY






Security Community

Security Accomplishment

Security Wonder




Security

MEANING STRATEGY






Community Wonder Accomplishment Beauty

Accomplishment Enlightenment

Community Wonder

Security Wonder Accomplishment Community

Accomplishment Community

Wonder

MEANING STRATEGY






Community Wonder Beauty

Accomplishment Duty

Enlightenment

Security Harmony Accomplishment

Accomplishment

MEANING STRATEGY









Security

Security Community

Security Accomplishment

Security Wonder

Community Security

MEANING STRATEGY


CORE MEANINGS VALUES/IDENTITY EMOTIONS PRICE FEATURES (PERF.)


WE NEED BETTER TOOLS TO

UNDERSTAND TOTAL VALUE


WE MUST COLLECT MORE & NEW

INFORMATION


NEW BUSINESSDESIGN THINKINGWAVELINE


State of Mind:• Emotions• Memory• Mental Models > Core Meanings• Perceptual Biases• Behavior Responses > Triggers


ProductService

Event

Product

Product

Service

Service

Product

Product

Product

Product


AccomplishmentSurprise

Wonder

Curiosity

Fear

Anticipation

Gratitude

Excitement

Relief

Security

Freedom

© SCANSION 2014Consumer Experience Waveline

Waveline

Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4

Touchpoints

USEEXPLORATION SETUPPURCHASE

Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.






Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.



Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.


Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-

sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.













































Confusion

Anxiety

Frustration

Boredom

INT

EN

SIT

Y

T I M E

2 3 4

12

4

1

3 Beauty Wonder Creation Accomplishment

Ideal ConsumerExperience Waveline

Customer Segment 1

Customer Segment 1

Customer Segment 1

Computer crashes

All the touchpointsare important

Retail confusionaround products

Which computershave integrativefeatures

Struggling to setupWiFi

The excitement ofa new computer

Exploring new features

New products andintegration

Company Experienceafter productupgrades

Adjusting to newproduct betas

The forum takes youright to the answer

Form vs Function

Company & Tech

On software things just disappear

Just search it...

How information is presented vs howpeople really learn

Explaining the keytouchpoints duringexploration

PC LearningExperienceVideo

Getting diverseopinions

Exploring thetouchpoints

PC LearningExperiencePowerpoint


casual chitchat with fellow coffee enthusiasts in line. The coffee shop experience offers and for many delivers on the core meaning of Community. Wavelines Using wavelines, we mapped the intensity and touch points of the current coffee shop and news experience journeys, respectively. The coffee house waveline highlights the painpoints of waiting to order and waiting for the order to be up. There is an upswing once the customer receives his or her coffee. The experience peaks upon the customer’s first sip of coffee and then levels off as the cup empties, the coffee cools, and the customer turns to focus on the business of the day. The waveline for the news experience has the peaks and valleys of a volatile stock market. Intensity shifts oscillates abruptly between high and low without any gradual lead in or lead out or even distinct touch points. The waveline represents the news experience as a staccato, disjointed journey rather than a smooth and fluid one.

!Figure 2 Wavelines

Comparing the two wavelines calls out opportunity areas where the coffee house experience could enhance the news experience and the news experience could enhance the coffee shop one. News content could provide stimuli during the waiting time for coffee. Human interactions, like those of


Neutral

3-5 min news

Tween Girls // Waveline

Lows

Highs

Home HomeCommute

7AM 8 9 10 11 12PM 1 2 3 4 5 6 7

SchoolCommute

wifi+music+

10 sec. news Social shareInformed

Community


Parents/Family Travel Do itSchool Find out how

Learn & Develop Awareness Register to Vote

Dad annoyed, doesn’t want to be interrupted when he reads the newspaper

Watches dad read newspaper

Attend to parents Election Day party

Starts using facebook

Sees campaign ads on lawns

Brother comes back from

Sees campaign ads on TV that look interesting

Reads her name in the local paper

Read about Ebola on FB

Reads about have Ebola on FB will be contained

Friends didn’t do well either on assignment

Talk to friends whose parents rent reacted the same cay

Friend blocks Jillon FB

Parents upset of the presidential candi-date who won

Studies Government5yh grade and does poorly on assign-ment

Government class teacher gives her C- on current events assignment

+

0

-


OUR FOCUS


Jury duty is a form of forced engagement that involves many touchpoints

Jurors endure varying emotional intensity throughout the process; it is mostly negative but there are a few key areas of positivity, especially toward the end

INTENSITY + PRIMARY TOUCHPOINTS

JURY DELIGHT | MEANING STRATEGY | EXPERIENCES STUDIO 18

Jury Asse

mbly Room

Society

Media

School

Jury Asse

mbly Room

Verdict Voting Card

VerdictVideo

Manual

Admin Staff

Waiting Room

Clerk

Courtroom

Jury Box

Judge

Court Staff

Lawyers

Defendant

Plaintiff

Evidence

Witnesses

Other Jurors

Summons Letter

Automated Phone System

Parking

Courthouse

Security

Payment ch

eck

Society

Media

SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT

4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK

DISMISSEDNOT CALLED IN

1 DAY - 2 WEEKS


A customized waveline deliberately evokes positive meaning throughout the jury duty experience• Path follows a classic narrative arc, is flexible, and depends on behavior to determine outcomes • Cohesive “story” builds intensity and maintains a consistent rhythm of experience

IDEAL WAVELINE


VALIDATION

COMMUNITY

TRUTH

DUTY

JUSTICE

NOTIFIED

SCHEDULING

IMMERSION

PRE-SUMMONS

APPEAR

WAIT

SELECTED TRIAL

DELIBERATE

VERDICT

POST

DISMISSED

POST


CURRENT vs IDEAL

INITIATION ENGAGEMENT CONCLUSION

SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT

4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK

DISMISSEDNOT CALLED IN

1 DAY - 2 WEEKSNOTIFIED

SCHEDULING

IMMERSION

PRE-SUMMONS

APPEAR

WAIT

SELECTED TRIAL

DELIBERATE

VERDICT

POST

DISMISSED

POST


With the new waveline, even people who do not serve on a case find the experience meaningful• All three personas are satisfied

State of Mind:• Emotions• Memory• Mental Models > Core Meanings• Perceptual Biases• Behavior Responses > Triggers

ProductService

Event

Product

Product

Service

Service

Product

Product

Product

Product

AccomplishmentSurprise

Wonder

Curiosity

Fear

Anticipation

Gratitude

Excitement

Relief

Security

Freedom

Product

Service

Event

Ever

yday

, In

the

Ord

inar

y W

orld

Call t

o Ad

vent

ure

Refu

sal

Mee

ting

With

The

Men

tor

Cros

sing

The

Thre

shol

d

Test

s, A

llies,

and

Ene

mie

s

Appr

oach

To

Inm

ost C

ave

Ord

eal

Rewa

rd (S

eekin

g Th

e Sw

ord)

The

Road

Bac

k

Ordinary World Extraordinary World

Star

t (fin

d it)

End

(buy

it)

Star

t (wa

lk in

to th

e st

ore)

End

(wal

k ou

t of t

he s

tore

)

Star

t (wa

nt o

r nee

d so

met

hing

)

End

(bou

ght i

t, us

ed it

, fina

lly u

sed

it up

)

Star

t (wa

nt o

r nee

d so

met

hing

)

End?

Hear

d ab

out i

t--or

som

ethi

ng e

lseSa

w it

or s

omet

hing

like

it

Foun

d on

e, to

uche

d it

—pr

obab

ly so

meo

ne e

lse’s

Wen

t onl

ine

Wen

t int

o th

e st

ore

Saw

an a

dver

tisem

ent

Boug

ht it

Used

it

Repa

ired

it

Lean

t it

Repl

aced

it

Star

t (wa

nt o

r nee

d so

met

hing

)

Cust

omer

Die

s

Hear

d ab

out i

t--or

som

ethi

ng e

lseSa

w it

or s

omet

hing

like

it

Foun

d on

e, to

uche

d it

—pr

obab

ly so

meo

ne e

lse’s

Wen

t onl

ine

Wen

t int

o th

e st

ore

Saw

an a

dver

tisem

ent

Boug

ht it

Used

it

Repa

ired

it

Lean

t it

Repl

aced

it

Curio

sity

Surp

rise

Reso

lutio

n

Acco

mpl

ishm

ent

Won

der Re

dem

ptio

n

Chal

leng

e

Frus

tratio

n

Acco

mpl

ishm

ent

Relie

f

Resp

ect


EXERCISE


Blueprint+ v4.3

Customer

Media-Touchpoint

Time Indicator

Role

1Ro

le 2

Role

3Ro

le 4

Waitress

Cook

Manager

+

–

+

–

+

–

+

–

Fail Line

Emotions

Costs

Variable 1

Media-Touchpoint

Media-Touchpoint

Media-Touchpoint

Tabl

e Re

serv

atio

n O

nlin

e

00:0

0

15:0

0

00:0

0

02:3

0

03:3

0

07:0

0

08:0

0

09:0

0

15:0

0

35:0

0

35:3

0

37:0

0

38:3

0

41:0

0

50:0

0

50:3

0

01:1

5:00

01:1

7:00

Conf

irmat

ion

by S

MS

Ente

r res

taur

ant,

shor

t wai

t at

rece

ptio

n

Ord

er A

pere

tiv

Giv

en m

enu

Ape

reti

v c

omes

wit

h ex

tras

Gue

st is

sur

pris

ed/d

elig

ted

Food

is s

erve

d

Corr

ect d

ish

serv

ed

Gue

st is

sat

isfi

ed a

gain

Wro

ng s

ide

dish

.G

uest

com

plai

ns

Wai

tres

s gr

eets

gue

st a

nd

lead

s th

em to

tabl

e

Wai

tres

s ta

kes

the

food

or

der

Food

ord

er s

ent t

hrou

gh to

ki

tche

n

Mes

sage

and

dis

h se

nt b

ack

to k

itch

en

Kelln

er s

trei

cht e

inen

Tei

l de

r Rec

hnun

g

Mea

l Pre

pare

d

Chef

agi

tate

d an

d ot

her

mea

ls p

ushe

d la

te in

ord

er

to re

-do

side

-dis

h.

Com

mun

icat

ion

failu

re in

kit

chen

Corr

ect s

ide-

dish

pre

pare

d


INITIATION (EXPECTATIONS)STATE OF MIND (CONTEXT):

BACKSTAGE:

TOUCHPOINT ECOSYSTEM: PRODUCT, SERVICE, EVENT, NAME, IDENTITY/SYMBOLMEDIA: SOCIAL, ETC?

LOCATION

FEELING

TRIGGERS: VISUAL (COLOR, TYPE, LAYOUT, IMAGE, PATTERN), AUDIO, AROMA, TASTE, TOUCH, CONCEPT

MEMORY, BIAS, MENTAL MODELS

BEHAVIOR

AGENT

ACTION/RESPONSE:

ENGAGEMENT CONCLUDE/REFLECT CONTINUATION (REPEAT)TIME > > >

ACTUAL

DESIRED

EXPECTED

PLANNED

WAVELINE TEMPLATEPROJECT:TASK:

INTE

NSI

TYD

ESIR

ABLE

> >

>

< <

< U

ND

ESIR

ABLE

PERSONA/ACTOR:

Trepidation

AnticipationBoredom

Frustration

Anger

Hope

Relief

Frustration

Contempt



BACKSTAGE:


LOCATION

FEELING



BEHAVIOR

AGENT

ACTION/RESPONSE:


ACTUAL

DESIRED

EXPECTED

PLANNED


INTE

NSI

TYD

ESIR

ABLE

> >

>

< <

< U

ND

ESIR

ABLE

PERSONA/ACTOR:

Accomplishment Wonder Creation Validation Trust



BACKSTAGE:


LOCATION

FEELING



BEHAVIOR

AGENT

ACTION/RESPONSE:


ACTUAL

DESIRED

EXPECTED

PLANNED


INTE

NSI

TYD

ESIR

ABLE

> >

>

< <

< U

ND

ESIR

ABLE

PERSONA/ACTOR:

Accomplishment Wonder Creation Validation Trust

Feature Service ProductPromotion EventWebsite Feature

© SCANSION 2014Consumer Experience Waveline

Waveline

Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4

Touchpoints

USEEXPLORATION SETUPPURCHASE


























































Confusion

Anxiety

Frustration

Boredom

INT

EN

SIT

Y

T I M E

2 3 4

12

4

1

3 Beauty Wonder Creation Accomplishment

Ideal ConsumerExperience Waveline

Customer Segment 1

Customer Segment 1

Customer Segment 1

Computer crashes

All the touchpointsare important

Retail confusionaround products

Which computershave integrativefeatures

Struggling to setupWiFi

The excitement ofa new computer

Exploring new features

New products andintegration

Company Experienceafter productupgrades

Adjusting to newproduct betas

The forum takes youright to the answer

Form vs Function

Company & Tech

On software things just disappear

Just search it...

How information is presented vs howpeople really learn

Explaining the keytouchpoints duringexploration

PC LearningExperienceVideo

Getting diverseopinions

Exploring thetouchpoints

PC LearningExperiencePowerpoint


Qualitative Research Techniques:

Interviews Careful Surveys

Shadowing Laddering Games, etc.

Book: The Meaning of Things by Mihaly Csikszentmihalyi


Design Research editor: Brenda Laurel

Chapter 1

https://books.google.dk/books?id=xVeFdy44qMEC&pg=PA16&lpg=PA16&dq

https://books.google.dk/books?id=xVeFdy44qMEC&pg=PA16&lpg=PA16&dq

NATHAN SHEDROFF nathan.com @nathanshedroffFREEDOM COMMUNITY

NATHAN SHEDROFF nathan.com @nathanshedroffJUSTICE ONENESS


Flavor

Bright/ Saturated

Hard, Artificial, Natural

Curvaceous/Smooth, Solid,

Sharp/Pointed

Loud, Simple/Clear,

Musical/Melodious, Mechanical

Musky, Bright, Alcohol,

Forest/Plants

Meaty, Salty

Accomplishment Triggers

SoundColor Materials Form Aroma


Flavor

Primary Hard Complex Loud Forest/Plants Sweet - Sugar

Community Triggers



Flavor

Muted/Desaturated Plastic

Porous Natural/Organic Natural,

Floral Salty

Harmony Triggers



EXERCISE


LIST: top 5 core meanings for each group

MEANING STRATEGY

CUST.: ________ ________ ________ ________ ________

ORG: ________ ________ ________ ________ ________

YOU/TEAM: ________ ________ ________ ________ ________

COMPET: ________ ________ ________ ________ ________


MEANING STRATEGY





LIST: top 5 core meanings for each group

MEANING STRATEGY

CUST.: ________ ________ ________ ________ ________

ORG: ________ ________ ________ ________ ________

YOU/TEAM: ________ ________ ________ ________ ________

COMPET: ________ ________ ________ ________ ________

WONDER

ACCOMPLISHMENT

HARMONY

DUTY

FREEDOM

SECURITY

WONDER

ACCOMPLISHMENT

COMMUNITY

BEAUTY

BEAUTY

HARMONY

REDEMPTION

TRUTH

JUSTICE

ONENESS

JUSTICE

CREATION

SECURITY

ACCOMPLISHMENT


√√ √

√

√


TAKEAWAYS• Qualitative and Quantitative • Numbers tell only part of the story • Strategy is derived from design research • UX can (and should) play a role • Leadership is communicating vision • Relationships and value are built through experience • Everyone is in the relationship business! • Everyone is in the experience business!


DISCUSSION


THANK [email protected]

@nathanshedroff designmba.org

M A K E I T S O Interaction Design Lessons from Science Fiction

b y N AT H A N S H E DR OF F & C H R I S TOP H E R NOE S S E L

foreword by Bruce Sterling

Many designers enjoy the interfaces seen in science fiction films

and television shows. Freed from the rigorous constraints of designing

for real users, sci-fi production designers develop blue-sky interfaces

that are inspiring, humorous, and even instructive. By carefully studying

these “outsider” user interfaces, designers can derive lessons that make

their real-world designs more cutting edge and successful.

“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and informative book on how interaction design in sci-fi movies informs interaction design in the real world. . . . You will find it as useful as any design textbook, but a whole lot more fun.”

ALAN COOPER“Father of Visual Basic” and author of The Inmates Are Running the Asylum

“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinatinginvestigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.”

ANNALEE NEWITZEditor, io9 blog

“Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.”

MARK COLERANVisual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)

“Every geek’s wet dream: a science fiction and interface design book rolled into one.”

MARIA GIUDICECEO and Founder, Hot Studio

www.rosenfeldmedia.com

MORE ON MAKE IT SOwww.rosenfeldmedia.com/books/science-fiction-interface/

MAK

E IT SO

by NATH

AN SH

EDR

OFF &

CHR

ISTOPH

ER N

OESSEL

Experience Design 1.1a manifesto for the design of experiences

by Nathan Shedroff


user behavior 116

100 years 22

information 42

takeaways 28

data 36

knowledge 48

subjectivity 78

consistency 96

navigation 84 Design Strategy in ActionEdited by Nathan Shedroff

A publication from the MBA in Design Strategy programCalifornia College of the Arts

2011

mailto:[email protected]

Business basics workshop

Design

Transcript of Business basics workshop