bitpakkit http://bitpakkit.posterous.com It's all about YOUsers. posterous.com Mon, 12 Mar 2012 00:35:00 -0700 The essence of social business patterns http://bitpakkit.posterous.com/the-essence-of-social-business-patterns http://bitpakkit.posterous.com/the-essence-of-social-business-patterns
Over the past several years I have been part of a shift in marketing, design, development and enterprise software that has undergone fundamental shifts due to changes in the patterns of management and the patterns of product development and marketing.  This shift, in its current iteration at the edges of my bubble, is the emergence of the social business or social enterprise as it is sometimes referred to.  For now, I will use these interchangeably.

In the early days at Microsoft, community and social ecosystems and the evangelist role itself emerged as answers to the need for broad, engaged conversations around complex shifts in application architecture, development and design.  We leveraged forums, community advocates, content rankings and feedback and constant customer input as both an innovation and a market driver.  At Adobe I was one of the first bloggers (IMHO was my first Adobe blog), built the first evangelism team and worked with developer relations and marketing to leverage social ecosystem development across enterprise, agency and academia as a core GTM approach.

Now at HootSuite, as my focus shifts to expanding market readiness, and hopefully market share, for our enterprise, agency and professional offerings, I have the unique perspective of flipping the mirror around and determining which of the social business patterns are going to emerge as core market drivers and to help our customers and partners understand how this has a specific and positive impact on their bottom line, market share, HR, customer satisfaction and cost of doing business.
We now stand at the brink of another fundamental shift in the way we work - shifting more and more of our activity (not enough yet IMHO) to social platforms, better exploiting our need to communicate effectively and ultimately changing the way in which we model, design, strategize, plan, implement, deliver and measure business activity.
And, while many companies claim turf in this space and large and small agencies and consultancies alike move towards the space I feel like we are lacking some of the fundamentals for comprehension of a common shift in thinking and executing. I fall back on to my days in developer tools and developer relations, our work on architectural standards at both Adobe and Microsoft, and am turning up my quest for patterns.

Following are a potential grouping of how we might categorize some of the social business patterns (based on several examples already available):

  • Business patterns of repeatable behaviour and consistent use of methodology or tools
  • Technical patterns of business enablement through provision of platforms
  • Integration patterns that exploit rampant connectivity, API and SDK model
  • Agile patterns that embrace iteration and enable constant innovation
  • Customer experience and UX patterns that redefine business models purely from the perspective of the customer/user
  • Ecosystem patterns that both map and enable the complex systems of business without borders

Well understood micro patterns such as update status, share ‘object’ with connections, notifications, and direct response, in turn see increasing value through understanding and documenting the macro-patterns that form when used in conjunction with each other and specifically change an aspect of how we do business, such as how we develop, market, sell, measure or report.

Seeking patterns of a revolution in communication that signal the growth of the truly social business.

 

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Mon, 12 Mar 2012 00:35:00 -0700 The search for business patterns http://bitpakkit.posterous.com/the-search-for-business-patterns-59826 http://bitpakkit.posterous.com/the-search-for-business-patterns-59826
Over the past several years I have been part of a shift in marketing, design, development and enterprise software that has undergone fundamental shifts due to changes in the patterns of management and the patterns of product development and marketing.  This shift, in its current iteration at the edges of my bubble, is the emergence of the social business or social enterprise as it is sometimes referred to.  For now, I will use these interchangeably.

In the early days at Microsoft, community and social ecosystems and the evangelist role itself emerged as answers to the need for broad, engaged conversations around complex shifts in application architecture, development and design.  We leveraged forums, community advocates, content rankings and feedback and constant customer input as both an innovation and a market driver.  At Adobe I was one of the first bloggers (IMHO was my first Adobe blog), built the first evangelism team and worked with developer relations and marketing to leverage social ecosystem development across enterprise, agency and academia as a core GTM approach.

Now at HootSuite, as my focus shifts to expanding market readiness, and hopefully market share, for our enterprise, agency and professional offerings, I have the unique perspective of flipping the mirror around and determining which of the social business patterns are going to emerge as core market drivers and to help our customers and partners understand how this has a specific and positive impact on their bottom line, market share, HR, customer satisfaction and cost of doing business.
We now stand at the brink of another fundamental shift in the way we work - shifting more and more of our activity (not enough yet IMHO) to social platforms, better exploiting our need to communicate effectively and ultimately changing the way in which we model, design, strategize, plan, implement, deliver and measure business activity.
And, while many companies claim turf in this space and large and small agencies and consultancies alike move towards the space I feel like we are lacking some of the fundamentals for comprehension of a common shift in thinking and executing. I fall back on to my days in developer tools and developer relations, our work on architectural standards at both Adobe and Microsoft, and am turning up my quest for patterns.

Following are a potential grouping of how we might categorize some of the social business patterns (based on several examples already available):

  • Business patterns of repeatable behaviour and consistent use of methodology or tools
  • Technical patterns of business enablement through provision of platforms
  • Integration patterns that exploit rampant connectivity, API and SDK model
  • Agile patterns that embrace iteration and enable constant innovation
  • Customer experience and UX patterns that redefine business models purely from the perspective of the customer/user
  • Ecosystem patterns that both map and enable the complex systems of business without borders

Well understood micro patterns such as update status, share ‘object’ with connections, notifications, and direct response, in turn see increasing value through understanding and documenting the macro-patterns that form when used in conjunction with each other and specifically change an aspect of how we do business, such as how we develop, market, sell, measure or report.

Seeking patterns of a revolution in communication that signal the growth of the truly social business.

 

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Mon, 12 Mar 2012 00:35:00 -0700 The search for business patterns http://bitpakkit.posterous.com/the-search-for-business-patterns http://bitpakkit.posterous.com/the-search-for-business-patterns

Over the past several years I have been part of a shift in marketing, design, development and enterprise software that has undergone fundamental shifts due to changes in the patterns of management and the patterns of product development and marketing.  This shift, in its current iteration at the edges of my bubble, is the emergence of the social business or social enterprise as it is sometimes referred to.  For now, I will use these interchangeably.

In the early days at Microsoft, community and social ecosystems and the evangelist role itself emerged as answers to the need for broad, engaged conversations around complex shifts in application architecture, development and design.  We leveraged forums, community advocates, content rankings and feedback and constant customer input as both an innovation and a market driver.  At Adobe I was one of the first bloggers (IMHO was my first Adobe blog), built the first evangelism team and worked with developer relations and marketing to leverage social ecosystem development across enterprise, agency and academia as a core GTM approach.

Now at HootSuite, as my focus shifts to expanding market readiness, and hopefully market share, for our enterprise, agency and professional offerings, I have the unique perspective of flipping the mirror around and determining which of the social business patterns are going to emerge as core market drivers and to help our customers and partners understand how this has a specific and positive impact on their bottom line, market share, HR, customer satisfaction and cost of doing business.


We now stand at the brink of another fundamental shift in the way we work - shifting more and more of our activity (not enough yet IMHO) to social platforms, better exploiting our need to communicate effectively and ultimately changing the way in which we model, design, strategize, plan, implement, deliver and measure business activity.

And, while many companies claim turf in this space and large and small agencies and consultancies alike move towards the space I feel like we are lacking some of the fundamentals for comprehension of a common shift in thinking and executing. I fall back on to my days in developer tools and developer relations, our work on architectural standards at both Adobe and Microsoft, and am turning up my quest for patterns.

Following are a potential grouping of how we might categorize some of the social business patterns (based on several examples already available):

  • - Business patterns of repeatable behaviour and consistent use of methodology or tools
  • - Technical patterns of business enablement through provision of platforms
  • - Integration patterns that exploit rampant connectivity, API and SDK model
  • - Agile patterns that embrace iteration and enable constant innovation
  • - Customer experience and UX patterns that redefine business models purely from the perspective of the customer/user
  • - Ecosystem patterns that both map and enable the complex systems of business without borders

This will be an exercise of research, accumulation, assimilation, creation and curation.

Well understood micro patterns such as update status, share ‘object’ with connections, notifications, and direct response, in turn see increasing value through understanding and documenting the macro-patterns that form when used in conjunction with each other and specifically change an aspect of how we do business, such as how we develop, market, sell, measure or report.

Seeking patterns of a revolution in communication that signal the growth of the truly social business.

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Sat, 24 Dec 2011 15:40:00 -0800 bitpakkit top tracks on ReverbNation for 2011 http://bitpakkit.posterous.com/bitpakkit-top-tracks-on-reverbnation-for-2011 http://bitpakkit.posterous.com/bitpakkit-top-tracks-on-reverbnation-for-2011

THroughout most of the year I have been in the top forty, often in the top ten, on ReverbNation for electronica in my region. If you are on an iDevice you can get the same versions of these tracks at soundcloud.com/bitpakkit or in the Soundcloud app.


ComScore

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Tue, 31 May 2011 10:52:00 -0700 Contextography http://bitpakkit.posterous.com/contextography http://bitpakkit.posterous.com/contextography

Reposted from IMHO.

In today's brief customer journeys, customer experience professionals are both artists and scientists collaborating on behalf of our most important benefactor.   As artists we want to visualize and experiment with these benefactor touch points but there is this wall of complexity around how we intelligently scribe and simulate a million points of light from a hundred thousand journeys.  As scientists we seek to simulate and experiment with our learnings and shape them into thesis or ultimately repeatable models.

If you follow Gartner's thinking around context-aware technologies, it is clear that C- level executives need to seriously consider the disruption that context-aware technologies will have on purchasing and loyalty behavior.  Gartner identifies context-aware technologies as the ones that influence consumer purchase decisions by using information about the consumer's context (e.g., location and interests) to offer more-relevant promotions, content and recommendations.  Smartphones and tablets armed with context-aware apps will influence consumer spending as much in nonelectronic channels (e.g., physical stores) as in e-commerce and the technology will primarily be used to shift consumer spending from one competitor to another. It does point out that is less likely that it will increase consumer spending overall.  The customer journey, when taken into consideration at a touch point, must be considered in context.

What is the taxonomy of this union of art and science, this cartography of a journey and ethnography of a participant, perhaps individual or en masse as an audience?  What are the unifying factors and measurable, logical groups of data that we can ultimately action?  We have more than enough market data to understand that context in its totality has all the facets of data needed to optimize a behavior.  But context is the thing itself, what then would we call the process of understanding and leveraging the learning of context?  I propose:

Contextography - n. - the collection, study, analysis, measurement and resulting use of context. e.g.  For the purpose of this article, the user speaks in italics to help you empathize with data gained through contextography.**

I'm on a horse. You knew that. right?

First let's meet a user and their context.  In the same way that Old Spice imagined how women might like to see the men in their lives in order to have men in turn see themselves through that lens, we are constantly anticipating an audience and their needs, desires and motivations. I am hoping that I have anticipated your need to better understand how context is made actionable even if I am really only able start another conversation at this inflection.

While we have gotten better at allowing users to manage their account, their profile, and even how they share their activity with other customers or users of a product or service, we also have had to learn over time to consume that data intelligently and understand patterns that emerge and perhaps express these as context.  The parameters that are relevant for the context can be broken down in different dimensions.  For the purpose of this short journey we will give our user, which could be me, some context.

Me, the user, of course: Sometimes you and sometimes me, but always everything that characterizes the customer, perhaps demo-, psycho- and ethno- graphic.

My situation: That which describes the circumstances in which the user interaction takes place and the process and result of interaction. Relevant parameters for this include the channel of the interaction, the device made use of, the location, and the network that is used to connect and the facilities that enable this.

My history of interactions: That which we know and are able to share about the relationship between the user and your enterprise. Relevant information include buying history, contracts, support cases, and any other information that characterizes the business relationship.

I'm at a touchpoint. It's pretty. It doesn't work the way I expected.

A user’s experience is always dependent on a defined relationship between a business activity and that user’s goals. While the experience may take many forms, there are commonalities in the approach to arrive at a final experience, and this process is the practice of user experience (UX). The disciplines essentially map to the outputs of this process and typically include:

  • Interface design - the graphics and branding.
  • Interaction design - the method by which users interact, e.g. touch and voice.
  • Information architecture - the visible organizing principle for content and applications.
  • Graphic design - the brand treatment, color palette and treatment of text and media

Technologists, behaving like scientists, strive to have applications widely adopted are essentially questing for patterns; patterns to users means that there are functions in those applications that are repeatably useful, usable, easy to find, credible, and ultimately successful at solving an identified problem or achieving a known goal. As the increase in focus on great customer experience matures, so in turn does the practice and rigor associated with defining the patterns of engagement. It's fair to think of increased investments in great user experience as a discovery of true patterns - the right investments presented in the context required for the right happy customers and happy employees to use your apps.

I know what awesome is.  You and I are on the same page.

Essentially, most investments in user experience within the enterprise today amount to superficial and cosmetic changes applied as afterthoughts in an attempt to solve apparent and predictable problems with the surface of the application. Often, people focus on type size, color, and other basic design, and believe that they have created a great customer experience. The reality is that this approach only goes so far in addressing problems and is ultimately going to fail since the user-focused work was started much too late in the process.  Business users often make the mistake of masking the lack of user input with cool technology, and while this world of wonder can fascinate to the point of going viral, it often lacks the deep engagement intended.

I don't make mistakes, you do. I recently redefined the customer is always right.  I did this for you.

The later in a project you invest in change, the more it costs.  There are a number of methodologies in use today across the industry that are purported to facilitate user input into the design and development process - beware the linear, embrace the cyclical, and mandate the agile.   In this way we appropriately recognize that users don't really blame themselves for things going wrong the way that they used to.  That was convenient because it presented an opportunity to teach someone how to use a system in the way it was intended.  Now the table is turned and the system must work in the way that is expected.

I'm on a journey.  I have a map.  Embrace my journey.

Many of the guidelines from analysts and industry experts have identified a key tool in this process to be a map of all the customer touchpoints across an enterprise. This map can be used in several strategic ways:

  • Identify and plot persona against specific actions or opportunities.
  • Understand and modify business processes in order to overcome obstacles or bottlenecks.
  • Inform design and technology choices and prioritize resources against those choices
  • Measure success by defining Key Performance Indicators (KPI) based on customer activities.
  • Refine opportunities for increased productivity by aggregating logical groups of actions.

I'm in your systems.  I'm doing this fast.

Finally, we need to reflect the outcomes of design in our application architecture. In a functional architecture we can surface this experience layer to bridge the “last mile” gap between user and business application. This layer essentially represents the presentation layer of applications (e.g., interaction models such as touch) with knowledge of domain, integration, and the associated infrastructure. True multichannel delivery is thus enabled through an abstraction of presentation that intentionally separates the channel, controls, and interaction from the fundamental underlay of business logic and application code.

This abstraction serves a unique purpose in planning and development. By creating handshakes between the UX professionals who own the experience and developers who own the implementation of the application, we in turn empower handshakes between customers and the business.

For example, wireframes that represent the experience layer and interaction model can be made interactive in such a way as to represent the potential interaction, and elsewhere in the team those interactions can be wired to the application and business logic. These can be tested with actual customers or users in order to further refine logic, interaction models, and general usability themes such as accessibility, both prior to implementation and over time.

Suck less.  Be awesome more.  Please.

A user’s experience is impacted by many things beyond our control as designers, such as network issues, device or operating system issues, IT policies, or even physical distractions. What is within our control is exhibiting a shared understanding of goals and interaction capabilities and providing this in a consistent way to support the brands we represent.

One could choose platforms and tools that effectively reduce the time it takes for you to develop the final experience with a component model based on UX best practices. For example, here at Adobe, we are working hard to maintain a domain model that is essentially pre-integrated with relevant technology services and infrastructure, and abstract this from the presentation layer such that you can reuse or strip away and replace at whim.  Not your whim, but that of your customer's oft-fickle hearts and minds.  In this way you can adapt to changes in contextual trends at the edges of your business, and put your new passion for contextography to work helping to sustain and grow your business.

I'm done. Listen for my feedback.

Martin Smith's Applause Machine - According to the designer, the machine was created “for when your ideas are great but no one else agrees.”

** Re: Contextography.  I honestly had no idea that someone else had made the word up before I did but Google was helpful in setting me straight on that.  Recognizing the definition potentially already in place actually helps me build on that to an expanded definition that is first of all both representative and inclusive of the user POV, and more importantly one that embraces all aspects of a digital environment, not only images of a fictitious one.  I should point out that more recently I have been made aware of a definition of this term that is similar to a bibliography for a paper or thesis - essentially tracking the context of sources.  I love that definition and my only regret was that I was not personally encouraged to add contextographies to my papers when I was a student many (many, many) years ago.

I have registered the domain Contextography.com to build a body of research and work in the areas of definition, research and analysis of both the art and science of context.  In parallel to that we will also be tracking the context conversation here - @contextography (sorry to any fans of @uxpectations, that chapter is now complete for me) and I will bring the first few months of this together for a talk on this subject at the upcoming Adobe Digital Enterprise Summit in October.  Register for VIP invite here.

Special thanks to Hank Barnes, Craig Randall and Jamie Anderson for additional insights and thoughts, and to the extended community for the inspiration and motivation to get this idea off the napkin.

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Tue, 17 May 2011 08:52:00 -0700 Top 10 Things That Are Not Killing Us http://bitpakkit.posterous.com/top-10-things-that-are-not-killing-us http://bitpakkit.posterous.com/top-10-things-that-are-not-killing-us

With recent news around all of the unavoidable and avoidable activities that are killing us, I thought it prudent to ponder a list of the Top 10 Things that are not killing us. Here they go, in no particular order, with absolutely no scientific backup (also a trend on a lot of health-related posts).


1) Being happy.
Several prominent authors who seem quite happy share their beliefs that being happy is actually very good for us. Choose the physiological or spiritual POV on this activity. Just smiling may be good enough.

2) Meditation or prayer. 
Being in touch with your spiritual self is critical to basic skills like self-awareness, confidence, empowerment and a healthy attitude (especially this last part). As long as you are not dropping on your knees in a war zone or meditating when you should be medicating this should be a sustainable priority.

3) Helping others. 
It's the little things that count. Do something for someone today, no matter how small.

4) Contributing to charity.
 No studies whatsoever indicate any harmful side effects of sponsoring charities or charitable events.

5) Eating healthy. 
Choose green, choose local, choose balanced.

6) Standing up. 
I would have said sitting up straight but apparently that still kills you.  It follows that if sitting is shortening our lives, then standing up within tolerable levels should not be any risk.

7) Great sex. 
I would have said "Being in Love" but that has actually caused some pain, confusion and even death in remote circumstances. For whatever reason, love is also not as popular on the internet as sex. And maybe not just great sex, but any sex perhaps. Assuming you are of an appropriate age, have no pre-conditions that will harm you from exertion, and like this kind of thing you should proceed at will, as available and where consent allows (of course). 

8) Updating your status. 
As long as you are not provoking war, political dissent or exposing your infidelity, social media has actually been proven by someone, somewhere, to be good for you.

9) Paying your taxes. 
I know from experience that not paying them on time can cause stress. Since death and taxes are both absolutes, you should choose this one annually in favor of the other.  If you need the money to cure a life-threatening disease, leverage your own ability to prioritize.

10) Celebrating success. 
While certain forms of celebration, or activities undertaken during celebration, may have adverse health risks, the simple act of acknowledging exceptional behavior or important milestones is an important part of creating positive memories about your life. You can only partake in this activity directly while you are living, so you should think up a reason now.

Unofficial #11 - Creating a top ten list that fits somewhere in the stack of useless internet journalism that is amusing for short periods of time.

Disclaimer: I have no definitive proof of anything nor do I actually believe anything I have ever read in a Top 10 list.

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Mon, 16 May 2011 14:29:00 -0700 The hidden empire. http://bitpakkit.posterous.com/the-hidden-empire http://bitpakkit.posterous.com/the-hidden-empire

72 slides on how Amazon controls e-commerce. faberNovel provides a wake-up call for CEOs to challenge their business model and directly embrace opportunities and address threats created by current market shifts.

Amazon.com: the Hidden Empire
View more presentations from faberNovel

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Fri, 01 Apr 2011 07:13:00 -0700 UX in a box http://bitpakkit.posterous.com/ux-in-a-box http://bitpakkit.posterous.com/ux-in-a-box

For some time now a cross-section of business, research and technology teams have been working on a way to get great UX into a box with one primary goal - that it can be effectively un-boxed and put to work. A variety of different approaches were taken and in the end we settled on one workable option, but first let's explore the outputs of the lengthy and expensive consulting and brainstorm process:

  1. Put the actual designers in a box and ship them.  This proved inhumane and not a good use of designer's time while they waited in the box.
  2. Put a lot of different designs in a box.  This was was proven financially successful by Microsoft, Corel and countless others in the clip-art heyday.  No further comment on this.
  3. Put a DIY design kit in the box.  The problem with this approach, while it could be construed to provide actual value, was that the outcome was still unpredictable.
  4. Capture color, process, ideas, requirements and user needs and put those in the box and pray.  This has been tried in variations by a lot of folks already and unfortunately produces inconsistent results.

In the end, we decided to put design-thinking DNA in the box and to make sure that there was enough to go around.  Through direct injection and osmosis, firms can leverage this DNA across multiple projects forever.  In addition to providing a steady stream of maintenance and support revenues, this also accomplishes the much-needed requirement for teams to fundamentally rethink how they enable self-serve and customer service touchpoints through great design. 

Finally, this guarantees that the initial investment will pay out for years to come as organizations constantly improve on the UX based on changing user requirements and evolving form factors and interaction models.

Unfortunately, we are currently stuck on pricing - we know it is somewhere between free and priceless and the business and marketing teams are polarized on this issue now. 

As soon as we resolve this, we will have more information. If you would like to participate in a pre-release program, grab a pencil, a napkin, a few user profiles and a design buddy and head down to the pub for an April Fools Friday cocktail and some of that tomorrow's soup you love so much.

As part of our ongoing research to see if there are better approaches, the plan is to capture and document the next 30 days of UX discussion around the web and mine, visualize, share, thread and thematically digest the current UX conversation.  Please participate by continuing to talk about UX and if you like join the conversation directly by using the hashtag #30DaysofUX (#UX is a perfectly fine alternative of course). We are not trying to co-opt the conversation and we know it goes beyond 30 days, but this is an opportunity to capture, mine and better understand it - who is driving it, what the current themes are and where the conversation is going.  Our thesis is that it's going outside the box.  More to come...

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Fri, 11 Mar 2011 09:42:00 -0800 The cure for writer's block - get some backup. http://bitpakkit.posterous.com/the-cure-for-writers-block-get-some-backup http://bitpakkit.posterous.com/the-cure-for-writers-block-get-some-backup


Typewriter soundplay brought to you by Funny Jokes

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Sun, 06 Mar 2011 10:06:22 -0800 The satisfaction/loyalty disconnect #cem http://bitpakkit.posterous.com/the-satisfactionloyalty-disconnect-cem http://bitpakkit.posterous.com/the-satisfactionloyalty-disconnect-cem

Irving Stackpole uses the example of considering a seniors' community to explore the different factors affecting loyalty and satisfaction. There is growing realization and acceptance that these two traditionally connected themes may be correlary but are still exclusive.

Amplify’d from www.stackpoleassociates.com


There is a frightening disconnect between measured satisfaction and customer loyalty. For many years, senior living managers have performed customer satisfaction surveys to measure how happy various customers and consumers are with their communities. These surveys have taken many forms, but the results have been remarkably similar - customers and consumers seem quite satisfied, or happy. Another fact, however, is that satisfied customers are not predictably loyal - too often they walk away to another senior living community. Why? And if happy customers walk away, why bother trying to find out if they're happy in the first place?

Three theories may explain this situation:

  1. Customers of high vulnerability services (such as senior housing) don't tell the truth about their level of satisfaction;
  2. Satisfaction and loyalty are not correlated in the markets for these services;
  3. Service dissatisfaction is not the only reason for disloyalty.

There is good evidence that each of these provide at least part of the explanation, and can be helpful in guiding what to measure and how.

Regarding surveyed persons telling the truth, little can be done, although there is some evidence that having an outside person, vendor or agency perform the measurement is useful. Surveyors often must work harder to obtain negative responses through one-on-one interviews, for example. What is clear, however, is that the survey respondents who provide negative responses are offering the surveyor precious information. It is my experience that negative responses are too frequently either dismissed with a roll of the eyes, or rationalized away to the margins. It is human nature to take pride in, and therefore be defensive about, our work, but this human quality does not serve the management of senior living communities in this circumstance.

Model Value Map

The relative importance placed on features and price change with time. Of importance to measure, therefore, on a regular basis, are the relative satisfaction with, and the perceived value of, a communities' services. How can we do this?

Shoppers for, and consumers of, high vulnerability services evaluate these services in a highly comparative manner. Perceived satisfaction alone does not predict buying behavior or loyalty. By asking shoppers and customers to make comparisons of competitive positions in both service areas and price, it is possible to create a far more useful and predictive model.

Read more at www.stackpoleassociates.com

See this Amp at http://amplify.com/u/bt6va
via Amplify.com

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Sat, 05 Mar 2011 09:49:23 -0800 The pencil, the pen and #UX wireframes http://bitpakkit.posterous.com/the-pencil-the-pen-and-ux-wireframes http://bitpakkit.posterous.com/the-pencil-the-pen-and-ux-wireframes

Great examples of different styles of sketches from a bunch of reasonably famous projects - interesting to note the differing levels of detail and also the similarities to the actual final projects.

More and more after the jump...

Amplify’d from inspirationfeed.com

5 Years of Firefox

sketched wireframes 21 25 Examples of Wireframes and Mockups Sketches

iPad app sketch

4575190482 751d1d26741 25 Examples of Wireframes and Mockups Sketches

Viget Labs Wireframes

Viget Labs Wireframes 25 Examples of Wireframes and Mockups Sketches

Early Ember Sketches

sketched wireframes 121 500x368 25 Examples of Wireframes and Mockups Sketches

OnlyJames Wireframe Sketch of Article Detail

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Fri, 04 Mar 2011 04:13:00 -0800 Nielsen visualizes the smartphone market http://bitpakkit.posterous.com/nielse-visualizes-the-smartphone-market http://bitpakkit.posterous.com/nielse-visualizes-the-smartphone-market

Nielsen has posed the question "Who is winning the US smartphone battle?" and has answered it in two ways. Then the company put it all into a nice chart to help you understand, which you can see below.

The first answer is Google's Android, if we're looking at smartphone OS market share. The second is Apple's iPhone tied with Research in Motion's BlackBerry, if we're looking at smartphone manufacturer market share.

Let's look more closely at the numbers. Android has 29 percent share (broken down into 12 percent for HTC, 10 percent for Motorola, 5 percent for Samsung, and 2 percent for Other). Both iPhone and Blackberry have 27 percent. Microsoft, HP, and Symbian are not a threat, yet.

(If anyone knows of a higher res source for the image that is not a content farm, please share)

Amplify’d from www.techspot.com
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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Tue, 22 Feb 2011 12:54:46 -0800 Text up. Voice down. The message is the interface. http://bitpakkit.posterous.com/text-up-voice-down-the-message-is-the-interfa http://bitpakkit.posterous.com/text-up-voice-down-the-message-is-the-interfa

A few folks have asked me where I got the stat I dropped when I got to
the message is the interface" part of my #AdobeUX keynote in Barcelona. It's from Neilsen. Technically I was under - think I said 3,000 texts per month and its actually closer to 3,500.

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Tue, 08 Feb 2011 08:11:41 -0800 Android - don't be messin' with the li'l green dude. http://bitpakkit.posterous.com/android-dont-be-messin-with-the-lil-green-dud http://bitpakkit.posterous.com/android-dont-be-messin-with-the-lil-green-dud

Will be interesting to see how the Verizon/iPhone deal plays out here.

Amplify’d from news.cnet.com

Android has now surged past Symbian to become the world's top smartphone platform, says a report out today from research firm Canalys.

Global shipments of Android-based phones hit 32.9 million in the final quarter of 2010, pushing Nokia's Symbian down to second place with 31 million smartphones shipped.

The beneficiaries of the demand for Google's mobile operating system were the vendors themselves. Respectively, LG, Samsung, Acer, and HTC watched their sales volumes jump 4,127 percent, 1,474 percent, 709 percent, and 371 percent from the last quarter of 2009, according to Canalys. Together, HTC and Samsung accounted for almost 45 percent of all the Android phones shipped in the fourth quarter of 2010.

Looking at the other smartphone systems, third-place Apple nearly doubled its fourth-quarter iPhone shipments to 16.2 million from only 8.7 million a year ago, though its market share dipped a bit to 16 percent from 16.3 percent. BlackBerry maker Research In Motion saw its shipments rise to 14.6 million from 10.7 million the prior year, but its slice of the market dropped to 14.4 percent from 20 percent.

Canalys global smartphone rankings, Q4 2010

Android proved the hottest platform in the United States with shipments of 12.1 million units, almost three times the number for RIM's BlackBerry devices. Microsoft's new Windows Phone 7 mobile platform launched too late in the fourth quarter to enjoy the surge in holiday shopping, says Canalys, leaving the company with a 5 percent share of the U.S. market, down from 8 percent in the year-ago quarter.

"The U.S. landscape will shift dramatically this coming year, as a result of the Verizon-Apple agreement," Canalys analyst Tim Shepherd said in a statement. "Verizon will move its focus away from the Droid range, but the overall market impact will mean less carrier-exclusive deals, while increasing the AT&T opportunity for Android vendors, such as HTC, Motorola and Samsung."

The smartphone industry as a whole shipped 101.2 million units in the fourth quarter, a jump of 89 percent from a year ago. That helped boost shipments for all of 2010 to slightly under 300 million, a rise in the annual growth rate of 80 percent from 2009.

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Mon, 07 Feb 2011 05:32:32 -0800 #AdobeUX sessions from Barcelona and NY http://bitpakkit.posterous.com/adobeux-sessions-from-barcelona-and-ny http://bitpakkit.posterous.com/adobeux-sessions-from-barcelona-and-ny

Great capture of two partner events with presentations from Forrester, Adobe, SapientNitro, CapGemini, EffectiveUI and more

Amplify’d from engagewithadobe.com

Recordings of Adobe Partner Community Day in Barcelona 2011.

January 25: Partner Comunity Day 1

  Play Slides
Introduction #AdobeUX
Ben Watson		PlaySlides
The You Experience
Corey Glickman, Cap Gemini		PlaySlides
CMO Challenges Today: How to Electrify Customer Interactions
Kevin Cochrane		PlaySlides
CEM, selling the value of CEM
Sydney Sloan		Play 
Sneak-Peek and Introduction to Adobe's CQ5.4
David Nuescheler		 Slides
Adobe Omniture’s Customer Experience - Partner Opportunity
Andy Stringer		 Slides
CEM product strategy
Erik Larson		PlaySlides
Building Consumer-brand Relationships across Marketing, Commerce and Customer Service
Dr Matthias Ott		Play 

January 26: Partner Comunity Day 2

  Play Slides
Partnering with Adobe
Ed Van Siclen		PlaySlides
Adobe & Partners in EMEA
Stephan van Herck		Play 
Building a Marketing Technology Platform
Dr Cleve Gibbon, Cognifide		PlaySlides
Adobe Flash Platform and LiveCycle Roadmaps for UX
Duane Nicknull, Michael Chaize		PlaySlides
Government Solutions, Selling better efficiency and the value of Citizen Experience Management
Gilles Polin		 Slides
Adobe Online Marketing Suite, Optimising Online Interactions
Chris Journeay, Omniture		Play 
Managing Customer Processes, Content and Apps
Ben Watson		Play 
Final Session
Play 

Showcases

  Play Slides
Deloitte Trade Document Aggregator
Harry Tysmans, Deloitte		Play 
eOGS: Electronic Official Gazettes Solution
Seidor Javier Fernandez Banares, Francisco Jimenez, Seidor		Play 
CEM 4 CRM, iDA MediaFoundry
Ronny Van de Maele, Gert De Gelder		Play 
SQLI Group, Flex Business Services
Yohan Founs, Edouard Bataille		Play 
NBSurvey Tony Lysak
Ben Page, Netbuilder		Play 
E-KickOff for football associations
Ronny Van de Maele, IDA MediaFoundry		Play 
Ensemble, TaskJournal Solution
Andy Johnson, Raj Popat		Play 
ISA: Field Service Client for insurance agents
Markus Humberg, EPA Connect		Play 
Pictures

Recordings of Adobe Partner Community Day in New York 2010.

August 24:

  Play Slides
The State of Customer Experience
Megan Burns, Forrester		PlaySlides
Crafting the climate for UX innovation
Jonathan Anderson, UX Magazine		PlaySlides
Adobe Flash Platform roadmap for UX
Christophe Coenraets , Adobe Systems		PlaySlides
The Art of Storytelling
Christian Saylor, Universal Mind		PlaySlides
Intuitive, contextual composition with LiveCycle Mosaic
Joe Sanfilippo, Adobe Systems		PlaySlides
The ROI of User Experience
Anthony Franco, President, Effective UI		Play 
3D Methodology and Experience Oriented Architecture:
Bringing Technologists and Designers together
Steven Webster, Adobe Systems		PlaySlides
Panel discussion: Best Practices UX for a Social Enterprise
Ben Watson, Adobe System		Play 

August 25: Adobe & Day Software

  Play Slides
CMO Challenges Today: How to Electrify Customer Interactions
Kevin Cochrane, Adobe Systems		Play 
Introduction to Acquity Group and Adobe's Latest Acquisition - Day
Andy Peebler, Acquity Group		Play 

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Sun, 06 Feb 2011 11:36:55 -0800 Customer Experience Show - Episode 45 http://bitpakkit.posterous.com/customer-experience-show-episode-45 http://bitpakkit.posterous.com/customer-experience-show-episode-45
Chatting about the various customer experience initiatives I am involved in...

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Fri, 04 Feb 2011 07:54:29 -0800 The ROI of UX http://bitpakkit.posterous.com/the-roi-of-ux http://bitpakkit.posterous.com/the-roi-of-ux

I spend a lot of time defending the ROI of user experience. From a macro perspective we work in an industry that spends around $1 trillion a year on custom software projects and applications. Roughly 15% of those projects fail even when they are undertaken using an agile methodology for a variety of reasons including:

1. An unreliable team
2. Weak leaders
3. Poor stakeholder communication
4. Reqs and specs are incomplete or too abstract
5. Focused on success/outcome instead of learning
6. Retrospects are not implemented
7. Team members and stakeholders are hiding
8. Lack of best practices
9. Lack of metrics to measure against
10. Inefficient use of time
11. Scope creep
12. Not having the right experts at the right time.

UX and design thinking plays a fundamental role in correcting many of the above behaviors and patterns. It starts with playing a role in helping to define a project and its outcomes, shapes the delivery of the actual parts of the technology in terms of who does or uses what and finally gives us measurable improvements in terms of adoption, training and other aspects that are fundamental to the final drop.

Dr. Susan Weinschenk of Human Factors International postulates the 3 of the top reasons that all projects fail are directly tied to UX, and breaks it down in plain language and pictures in the video below, pointing to measured ROI which we can extrapolate into 8 high value categories as follows:

- opportunity cost or loss resulting from unintended behaviors
- sub-optimal conversion rates
- abandoned registration due to complexity or reg-wall
- reducing support costs associated with complex interfaces or processes
- decreased training costs for new application rollout
- more use resulting in repeat customers and process optimization
- less development time (impact to bottom line)

Amplify’d from www.youtube.com

http://www.humanfactors.com/ROIposter... - Download a PDF poster of the ROI of User Experience animation featured in this video.

About this video:

In this animated video Dr. Susan Weinschenk demonstrates how user centered design results in significant return on investment (ROI).

About Dr. Susan Weinschenk:

Dr. Susan Weinschenk has over 30 years experience as a consultant worldwide and is Chief of UX Strategy, Americas at Human Factors International. Her areas of expertise include persuasive interface design, neuropsychology, user centered design, and generational differences.

Dr. Weinschenk has a Ph.D. in Psychology from Pennsylvania State University. Susan has published 4 books on user experience. Her most recent book, Neuro Web Design: What Makes Them Click?, published by New Riders, is in its second printing.

http://www.amazon.com/Neuro-Web-Desig...

She is a highly rated workshop and keynote presenter.

Read more at www.youtube.com

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Thu, 03 Feb 2011 08:53:35 -0800 7 '11 customer trends http://bitpakkit.posterous.com/7-11-customer-trends http://bitpakkit.posterous.com/7-11-customer-trends
Amplify’d from www.fastcompany.com

We all know that time and attention are scarce resources today. But what impact does this have on customer buying behavior in today's markets? Here's my take on 7 trends driven by Time-onomics that will play a prominent role in 2011:

  1. Demand for Instant Evaluation Metrics Explodes: Whether it's a new product, business acquaintance, or employee, consumers want to size things up quickly. The demand for better filters to triage time and attention will increase with consumers looking to recommendations from social networks, social scores (e.g. Klout, PeerIndex, Twinfluence), product reviews, and location-based services. Marketers will need to devote more resources to managing their social and algorithmic influence architecture in order to land sales.

  1. The Inattention Economy Expands: Information overload continues to escalate. To cope, people seek ways to minimize demands on their attention. Rather than getting louder and annoying customers, many savvy companies are reducing attention requirements of their offerings, for instance through automatic subscriptions, system defaults, or attention-free offerings (e.g. robotic vacuums, automatic bill pay). Such businesses will profit handsomely from repeat customers too busy to hassle with evaluating alternatives. Learn more about the Inattention Economy here.

  1. Time Wars Continue to Escalate: The battle for a share of scarce customer time and attention by Internet, media, and on-line and off-line commerce providers will continue to rage in 2011 and beyond. Why? Because more time means more money. Expect Facebook, Google, Comcast, Apple, Disney, Walmart, Samsung and others to continue treading on each others domains in an effort to capture more precious minutes. Of course, thousands of others will try to use social gaming, social commerce, and mobile technologies to try to carve out a piece of the customers' 24 hours for themselves. Every business will begin to devote more resources to managing the many new intermediaries to customer time and attention that are springing up (for example, a consumer packaged goods company launching in-game promotions with a social gaming company like Zynga).

  1. On-The-Spot Pricing Takes Hold: Over the holidays, the use of mobile tech to access coupons and competitive pricing while in stores exploded. Getting a customer into the store isn't a win anymore. Meanwhile, Groupon and others with daily deep-discount offers became fashionable. In other words, competitive barriers continued to collapse, and pricing power fell another notch. Marketers will need to adapt to instant price and feature comparisons everywhere and deploy more creative on-the spot promotion and pricing strategies.

  1. Instant Gratification Rules: Customer impatience is at an all-time high. Any transaction, set-up time, delivery, customer service request, or transition that doesn't move as fast as the customer's perception of value and need will be abandoned. Customers really don't care about a company's disparate departments, systems and databases. YP.com's new tagline says it all, "Click Less, Live More."

  1. Triggers and Habits Matter: As I have shared in prior posts, almost half of peoples' days are routine and habitual. Research has shown that stress increases habitual behavior. Companies need to consider how to either insert a new offering into an existing routine or how to create truly disruptive value that justifies breaking an old and building a new habit. Triggers grease the skids for new product or service adoption. I've written about triggers here.

  1. Connecting Life Dots: To date, most mobile apps have been point solutions and behavioral efforts have been based on "in the moment" interest or on a social graph. The next step, which we'll begin to see in 2011, is integrated applications that predict where customers will go next, and align with the way customers multitask with multiple technologies. This involves connecting the many pieces of a customer's life into cohesive customer ecosystems. We'll see more efforts such as J&J's SymCare Personalized Health Solutions, Cisco Videoscape, Nike+ GPS, Vail Resort's EpicMix app and automatic pantry replenishment services to serve the "just-in-time" consumer. Building such customer ecosystems involves integrating historically disparate virtual and physical categories, disparate industries and disparate technologies.
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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Thu, 03 Feb 2011 05:21:48 -0800 10 brands that went down in 2010 http://bitpakkit.posterous.com/10-brands-that-went-down-in-2010 http://bitpakkit.posterous.com/10-brands-that-went-down-in-2010

Tough times...gotta stay relevant and it helps if you're squeaky clean.

Amplify’d from www.openforum.com
It was a tough year for some major companies. Many of the largest closed their doors in 2010, some after being in business for more than 150 years. Media outlets, car manufacturers, and grocery chains all felt the sting of bankruptcy or worse.

Below is a list of 10 large and established brands that folded in 2010. Most suffered from not being able to keep up with the changes in technology, and others simply grew too fast for the current economic climate.

1. Blockbuster

2. Canwest

3. Newsweek

4. Pontiac

5. A&P

6. Mercury

7. Hollwood Video

8. Saturn

9. Uno Chicago Grill

10. Hummer

Glen Stansberry is the co-founder of Howdy, a way for small business sites to improve site conversions. You can find more of Glen's business insights on Wise Bread, the leading personal finance community dedicated to helping people get the most out of their money.
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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson Thu, 03 Feb 2011 05:11:12 -0800 Consumers don't see Facebook and Twitter as brand engagement platforms - 'Liminal' from @razorfish http://bitpakkit.posterous.com/consumers-dont-see-facebook-and-twitter-as-br http://bitpakkit.posterous.com/consumers-dont-see-facebook-and-twitter-as-br

Brands on the other hand are flocking to these platforms often in experimental outreach programs and in other cases in concerted and (somewhat) organized efforts that span brands, employees, agencies and more.

My take on this is that social media engagement itself has to have a reason - it's not just the engagement but the reason for engagement. Is it about helping your customers learn more about your products and services? Is it another outpost for customer service? Are these things that consumers are going to feel comfortable sharing publicly?

Our team has spent a lot of time thinking about this - about SocialCRM, about using social in our own efforts and about which of those efforts is productive. I am fortunate to work for a company that is embracing this and willing to try new things and organize effort around activities that make sense to have a social component. For me the reality is that these are only part of the story because even if we were to randomly get lucky in the social space and get to everyone that is 'following' us we would still have to work through a multitude of other engagement points and channels. This is also true of our customers and partners.

The best approach is going to be to get this integrated into the other things that you do. Treating it as an experiment or side project makes it even harder to integrate down the road. Accept that we live in a multi-channel world and a multi-screen universe and that each one has strengths and weaknesses, but more importantly that each one needs to be able to 'see' the other.

I am no psychologist but I suspect that there is something else at play as well. Social media is social and we don't hang out with faceless friends. If we did hang out with faceless friends we would feel very awkward engaging with them on a regular basis. But I'll let the PHd-types sort that one out.

Now the study / article from Razorfish and MediaPost.

(I have noted that Razorfish attributes the management of it's Twitter account to real people that you can also engage with)

Amplify’d from www.mediapost.com

While marketers have flocked to social platforms like Facebook and Twitter, consumers still don't view them as important ways to engage with a brand, since they don't meet their expectations. Most people still prefer to connect with brands through more traditional methods, such as email, company Web sites or word-of-mouth.  

That's among the key findings from a new report from Razorfish titled "Liminal", based on its own primary research, customer data from a study for Virgin America and social network data compiled by online tracking company Rapleaf on 100,000 consumers. The goal was to look at customer-relationship management more from a consumer's standpoint than a marketer's to understand how people choose to interact with brands.

Across the board, consumers cited "feeling valued" as the most important element of brand engagement. "This demonstrates that both the hipster who DMs a company on Twitter and a boomer who sends a letter in the mail both ultimately want the same thing. Thus, companies should worry less about building out numerous channels and touchpoints and more about ensuring each customer interaction communicates value," advised Razorfish.

Read more at www.mediapost.com

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]]> http://files.posterous.com/user_profile_pics/24239/bitpakkitlisten.gif http://posterous.com/users/10Eg1eL5EUp Ben Watson bitpakkit Ben Watson