The ROI of UX
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The document discusses the return on investment (ROI) of user experience (UX) design. It defines UX as shaping a user's experience with a product or service to make it intuitive, effective, efficient, positive and meaningful. The document provides examples of ROI from UX, including IBM's finding that every dollar invested in usability returns $10-$100. Non-revenue forms of ROI from UX include reduced costs from less customer and internal support, increased productivity from saving users' time, and improved brand metrics from enhanced user experiences. It also discusses how better UX can change user behaviors and expectations over time.
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The ROI of UX
- 1. The ROI of UX How to prove the value of investing in user experience Tom Voirol, Global Head of User Engagement!
- 2. User Experience Design defined! “An approach to shaping the entirety of a user’s experience with a product, service, or organisation with the goal of making it intuitive, effective, efficient, positive and meaningful.” - me
- 3. What is ROI?! ROI = Gains − Cost Cost
- 4. Why talk about ROI?!
- 5. Why talk about ROI?!
- 6. IBM: Cost-justifying Ease of Use! “Every dollar invested in ease of use returns $10 to $100”
- 7. What ROI?! R O I Return Investment
- 8. Investment?
- 10. For what outcome?! Give people what they need Influence people’s behaviour
- 11. As opposed to what?!
- 12. Or even worse…!
- 13. How IT sees your users!
- 14. How you should see your users!
- 15. Where IT sees your users!
- 16. Where you should see your users!
- 17. Where you should see your users!
- 18. Return?
- 19. What ROI?! R O I Revenue?
- 20. A story…!
- 21. Teehan & Lax UX Fund!
- 22. But maybe…! …you’re not in the revenue business …you don’t have a revenue problem
- 23. What ROI?! R O I Revenue Return
- 24. Non-revenue forms of return! Save costs Save time / increase productivity Change behaviour Share of voice Cost of doing business
- 25. Save costs! Reduced customer support costs Reduced internal support costs Reduced project costs
- 26. Reduced internal support costs! ”Hidden support costs for coworkers helping others is estimated to between $6,000 and $15,000 each year for every computer” Bulkeley, W. M. “Study finds hidden costs of computing.” The Wall Street Journal, 2 Nov. 1992
- 28. Save time / increase productivity! Your time Your users’ time GOMS model
- 29. GOMS! Goals, Operators, Methods, and Selection rules!
- 30. Change behaviour! If it’s easier/smoother/more fun, they’re more likely to do it Gamification Website metrics (preferably goal conversion)
- 31. Gamification!
- 32. Gamification!
- 33. http://www.forrester.com/go?objectid=RES46499 How much will your website metrics improve?!
- 34. Share of voice! Social media PR Leading to awareness, appreciation, advocacy and ultimately action à revenue
- 47. Zappos! A service company that happens to sell shoes • Free shipping both ways • 365-day return policy • Fast fulfilment, expedited delivery • 24/7 1-800 number on every page • Fast, friendly & expert customer service
- 48. Success! Year one turnover: A few thousand $ Year two: $1.6m Year eight: $1,000m Acquired by Amazon for $1.2bn
- 50. Cost of doing business! Competitive pressure Customer expectations The ROI of common sense
- 53. Basic attributes! Users expect these. Singapore Airlines • gets me where I want to go • is on time • doesn’t crash Hygiene factors - leave it out and all other efforts will be in vain.
- 54. Performance attributes! The more/better, the happier users will be. Singapore Airlines • gives me more legroom • provides better food • has friendlier service You can improve satisfaction by investing in these.
- 55. Delight attributes! Unexpected, over-delivering, out of the ordinary Singapore Airlines • provides inflight Wi-Fi • hands out noise-cancelling headphones • picks you up at home with a limo As they get copied by the competition, they become performance attributes, then basic attributes.
- 56. The ROI of common sense! “What’s the ROI of putting your pants on in the morning?” “It’s hard to measure, but there are negative consequences for not doing it”