dancingmango

Twelve tips for customer development interviews

In the past couple of years I’ve had the privilege of mentoring at the Lean Startup Machine in London. Saturday morning is when the teams first ‘get out of the building‘ to do customer development. It is easy to preach that mantra of getting out and talking to customers, but how do you do it?  How do you get the most of of a customer development interview? What do you say? Here are twelve tips that I’ve presented.

1. Go fish where the fishes swim

I recently heard this from an agency pitching social media work (take your proposition to social networks where your customers are, rather than assuming they’ll come to you) but the statement holds true for customer development. It’s not enough to get out of the building and hope to randomly find people that care. You’ve got to go to where your target market hang out, and better still, find them in a place where your questions will be relevant. If your idea is related to movies, go hang out around cinemas. If your idea is focussed on high end retail, there’s little value in talking to people outside a down-market outlet.

2. Have a plan

Be clear who you want to talk to. You may learn interesting stuff from talking to random people on the street, but how relevant is what they say to your proposition? How will it provide useful insight or validate your assumptions?

Once you’ve framed in your mind who you are going to talk to, be clear what you want to learn. This means documenting your hypotheses and crafting an interview checklist to test these against. The checklist may be on paper or in your head; it’s a list of areas you want to address. It’s purpose is to give you a clear and consistent framework to structure your questions around so when you complete the interview you’ll have data that will contribute to validating or refuting your hypotheses. It is not a list of questions, rather prompts to work with and keep you focussed.

For example, probing recent cinema experience may lead you to ask “tell me about the last time you went to the cinema”. Having the cinema experience prompt will help keep you on track and avoid the person deviating on their passion of rom-com movies.

3. Talking to strangers is unnatural

So you’ve got a plan and you are out prowling the streets. The first thing to do choose your target. Know who you want to talk to. Having created a persona may help paint a picture of what they might look like. Seen someone? If they are harried and clearly in rush you are wasting your time. Look for people who are waiting, people who don’t have purpose in their gait.

You’ve now got to do something totally alien to you. Approach a complete stranger, persuade them in a split second that you are friendly, (not interested in their money) and engage them in a conversation.

The opening move is simple. Smile! Have an opening line, for example say who you are, why you’ve stopped them “Hi, my name is John, “I’m building a new widget and would love to ask some questions about what you think about widgets”. Don’t start with “do you have a minute” because you want to be talking to them for more than a minute. Be succinct, practice before you go out and be prepared to be sidestepped. Once you’ve engaged them, have an opening question, maybe something general around the topic you are exploring before focussing into the pain points and problems they face.

4. Ask open ended questions

You don’t want them answering yes or no, you want them to answer questions with dialogue. This is easier said than done. If I ask you “do you brush your teeth twice a day”, there can only be one answer; yes or no. But if I say “Tell me about brushing your teeth” I don’t give you the opportunity to abruptly end the conversation, you have to talk.

Undoubtedly you will find yourself inadvertently asking a closed question and the response is an abrupt yes or no. Don’t worry, follow up by probing for an explanation of this response. For example ‘why do you say that?’ Why is a beautiful word, let it become your friend and ally. So good in fact, it needs expanding upon. Cue Tip Five…

5. Ask Why? (And other ‘W’ words)

Children’s minds are like sponges, they have an insatiable appetitive to learn and discover the world around them. As a parent this becomes obvious when they discover the effectiveness of ‘why’. Go back to your childhood ignorance and learn to love the word why again. It can be used to great effect, and is a core analysis tool for understanding the root cause of a problem. The “Five whys” is one of the techniques championed by the Lean movement. When you ask someone “why” there is an issue, their first answer will rarely be the underlying reason. You’ll get a superficial answer. To get to bottom of the problem you have to ask why repeated times. The Wikipedia entry describes the process well:

Problem: The car won’t start

1. Why? The battery is dead
2. Why? The alternator is not functioning
3. Why? The alternator belt has broken
4. Why? The alternator belt was beyond its useful service and not replaced
5. Why? The car was not maintained according to the recommended schedule
6. Why? Replacement parts are not available because of the extreme age of the vehicle

Solution 1. Start maintaing the vehicle based upon the reccomendeted service scheule (5th Why)
Solution 2. Purchase a different car that is maintainable.

Don’t stop with the why though, there are a few more words that begin with W to introduce into your questioning.

Who… Who does it?
When… When do they do it?
What… What do they do? What is the trigger for them doing it?
Where… Where do they do it?
With… With whom do they do it with?

And How. How do they do it.

For each of these questions probe around their needs, wants and desires (see my post about customer value proposition for more insight into this).

6. Avoid hypotheticals, lengthy or creative descriptions

Imagine you wanted to know more about a brand, and you had your phone to hand and you’ve got our app on it and you take a picture of the brand – the actual item- and overl-layed on the picture is rich information about the brand – do you think that would be a good idea?

You are creating a hypothetical situation that has no relevance to the person, describing a need that they don’t have (as you ask the question), using language they don’t understand (‘ brand’), a description that means nothing to them (put an app on my phone and take a picture to display information… eh?) Ending with a closed question. They will either be polite and say “yeah! sounds great” (the most likely response given your passion and enthusiasm) , or “no, I can’t see myself using it” (and that response speaks volumes. They can’t see them-self using it. If you were to show them…)

7. Show don’t explain

Words are slippery things that are easily misunderstood. I often ask a group of people to, behind their back or under the table) tear a sheet of paper in half. Without fail almost everyone tears it like this.

I’ve torn mine like this.

Same words, same instructions, totally different result. Without something concrete or tangible to frame the product description against, your description could easily be misunderstood or misinterpreted. This is more likely when you are passionate about your product or service. You’ll find it easy to wax lyrical about it, probably framing its description around your personal experiences and assumptions of what is good (see above). They say a picture tells a thousand words. So use a picture to explore your concept. Build a prototype. A sketch. Use that to frame the questions. I’ve used post-it notes to simulate a mobile phone – screens are scribbled on each page and they are pulled off as the user moves through the experience.

8. Listening is uncomfortable

Listening is hard, especially in an interview when you need to be doing three things:

1. Receiving information
2. Making sense of the information you are hearing
3. Then asking the right follow up question.

Watch people in a conversation in the pub and you won’t see much of the first two of these happening. People hear a soundbite and get fixated on that, preparing to talk on that point rather than listening to all that is said. This is lazy listening. You need to be an active listener. What does that mean?

Listen & show you are listening. Nod your head, gently grunt uh-huh. Repeat what you’ve heard.

You said listening is uncomfortable. What do you mean by that?

9. Love the uncomfortable silence

Normal conversation is often just banter, a statement by one person, a retort by another. That’s easy. But it’s not listening. If you are really listening, it is OK to take time to absorb what you have just heard. Far better than cutting them off mid-sentance. Learn to love uncomfortable silences, it gives you more time to think. In fact, last the person your talking to feel uncomfortable with the silence – Let them break it, not you.

10. Keep them talking

Of course there are some people who are monosyllabic whose responses give little away. “Tell me about your most recent visit to the cinema” “I saw a film. It was OK”. That’s hardly a conversation. These responses can be off-putting and appear that the person is just not interested. Often they just need a little warming up. Luckily there are a bunch of prompts that you can use to probe deeper and open them up to your questioning:

• What do you mean by that?
• Can you explain that a little more?
• What else do you do?
• Why do you say that?
• How do you feel about that?
• What are you thinking

11. Stop them talking

Conversely you’ll find some people are yakerty yak and just don’t stop talking. Worse, they’ll take an initial idea and take it to places you have no interest in going. Ask them about their trip to the cinema and before long they are telling you all about the partner they went with and how they are no longer associated with them. You need to interrupt their flow in a friendly and endearing way. Don’t appear bored or agitated by their narrative, just nod, smile and then take control

That’s really interesting. You said earlier that…
I know what you are saying! [smile & nod]. Can we return to what you were saying about…
Can I please stop you there for a moment and go back to…

12. They (could be) a customer

At the end of the interview thank them for their time. There’s no reason why you shouldn’t ask for their contact details if you can promise to follow up with something. Give them a flyer, provide them with a URL, invite them to try your website. Remember, they could be a future customer, and having seen you (and liked you) they could become a passionate advocate for your product.

Good luck as you get out of the building. And maybe double up the twelve tips to twenty four, looking at Giff Constables twelve.

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Lean startup machine and the problem with parallel dating

Can you build a business in a weekend?  Can you take an idea, validate it through customer research and launch it to market in forty-eight hours?  Can you pivot in the process- realise that your proposition isn’t as compelling as you thought to your target market and either fail fast or change direction and build something even better?

Eric Reis has written about Lean Startup Machine in a blog that suggests you can.

Inspired, I travelled to NYC over the weekend to experience what Lean Startup machine is all about. I was blown away.

Here’s what happened.

The event kicked off at 6pm with networking then presentations on Lean startup and what it is all about.  Anyone who had an idea was given a minute to pitch to the group.  These were voted on and the best 12 ideas were selected.  People self selected the team they wanted to join – six per team.  The team I wanted to join had seven people, rather jet lagged I agreed to leave and move to an under-resourced team – at the time not my first choice of product to start up, but oh what fun it was to be.

First step was to document our hypothesis and assumptions. Our hypothesis was that men and woman who are active daters have problems with remembering / keeping track of their dates.  The customer value proposition was essentially a dating CRM system.  So I’m happily married so not the most obvious of product choices for me, but this is what the weekend was all about; coming up with a proposition and challenging it.  With a clear hypothesis, at midnight we hit the streets of New York to test it on our target market.  Interviewing people in the lines outside clubs and on the streets around we sought to understand whether there is in fact a problem.  We assumed that people date many partners at the same time and that they would be open to a system to help them manage their relationships.  Our hypothesis was partly proven, there’s clearly problem that is felt more by men than women.  Any solution would be targeted at men.   There are workarounds that men use, for example using fields in their phone address book to capture data such as place met, key features.  And the more ‘advanced’ parallel dater does indeed have a “little black book”.

To back up the qualitative data we built a surveymonkey questionnaire.  This would further validate the concept and capture insights into what data parallel daters need to remember their dates.  To drive traffic to the survey we planned on using Amazon Mechanical Turk to place ads on Craigslist personals through the night.  Unfortunately on Saturday morning both services had rejected us so the survey didn’t get as many responses as we’d have liked.

Our first Minimum Viable Product was a landing page using unbounce. A little more than twelve hours after the initial concept being pitched we had a product, live in the market.  BeBop was born (another variant was datingCRM was also launched to test the URLs and the effectiveness of the calls to action).

At this stage the product was a landing page and a call to action “I’m interested”.  Clicking on that took the user to a form that included an email capture address and an option to sign up to the free version and to be notified of the paid-for ‘pro’ version when it comes available.  This way we could judge if the idea would easily generate revenue.  (All the people who completed the form indicated an interest in the $5 a month version).  The idea was to drive traffic to the landing page using Google adwords, but google didn’t like us and this was denied as well.

With our learnings from the previous evening’s customer research we did some design thinking.  The team sketched up ideas of how we could solve the problem.  This exercise was repeated six times – people are precious of their first design, by the sixth they are clutching at straws and this is when left-field ideas can brew up.  And it did.  Why did the product have to be an application?  We’d seen some non-smart phones the night before; an iPhone on Android app would be of little utility to some of target market.  What about an SMS texting service.

Pivot.

The afternoon was spent building a texting service based upon the Twillio platform.  Customers could text their name to a number and they were signed up.  All they they need do is text the contact details of their date to the service and it would be stored.  They could retrieve it by sending a message “info: name” to get that contact texted back to them.  We included some gamification to encourage usage.

Saturday night and we hit the clubs and bars again.  This time putting the concept into the hands of potential customers as well as handing out cards with the telephone number.  More customer research.  More often than not our target market was with women, so it was hard to gauge interest.  One guy pretended to throw away the card when the girl he was with expressed shock at the concept – with a slight of hand he tucked it into his shirt pocket as he brought his hand back.

Sunday morning and we reviewed the results.  Some vanity metrics – 150 cards handed out, around 50 meaningful conversations with more customer validation, 15 sign-ups and 7 messages sent.  Was this success?  Hard to tell.  We’d also built a basic MVP android app that we launched Sunday morning and the next step is to test this MVP with customers (the issue we had is that our target market is best found at night so customer testing in the daytime would be hard).  We talked about pivoting again and exploring taking the product to a wider market – do people with non-smart phones have problems managing richer contact details other than just a name and number?  One girl who’d seen the datingCRM product said that she’d use it for that.  But by now time had run out to test this new idea.

Three thirty on Sunday afternoon and each team had six minutes to present with three minutes of questions.  We were first.  It went well.  But how did we do?  We came third overall and joint best MVP.  But it wasn’t the competition it was about, it was more the experience.  It was a real privilege to work with such talented and smart people.  David Young-Chan Kay, Yan Tsirklin, James Washington and Mikhail A. Naumov were an awesome team to work with.  More than that, the whole NYC startup movement is infectious and inspiring.

It didn’t end with our presentation.  There were some other, awesome startups with even better stories that were hatched over the weekend.

One team started with a hypothesis around supporting people hook up with mentors to help them choose the right career path when they were starting out or unsure of the path they are on.  The concept bombed with both the target market and mentors.  In an hour of desperation they realised there was a common theme they were hearing.  People love to bitch and moan.  And thus on Saturday night jobstipation was born, an anonymous place to vent fury and angry about your workplace.  When they presented, ideas of monetisation and tying the concept back to their original ideas were suggested.

The team that won the weekend worked on the hypothesis that teachers spend a lot of time prepping classes, that they spend a lot of time searching for decent materials on the web and that they’d pay for a service that would provide them with quality teaching materials.  Research with teachers validated the assumption that teachers spend a lot of time (thirty hours a week) preparing for lessons.  But the idea that they display economically rationale behaviour was refuted.  Teachers would not pay for the service.  But their principals might.  Pivot.  The team asked the teachers for examples of lessons they have hassle preparing for – geometry was one example.  So they built an MVP that demonstrated searching for quality geometry resources.  They trawled the web to find the information and on sunday morning called the teachers again and showed them the website they’d built.  It may have been ’smoke and mirrors’ but it worked.  The teachers loved it sufficiently to recommend the concept to their principals – the people with money who would pay for it.  All this in a weekend.

Smart meters. What will happen Vs. what could happen

Smart meters are the Next Big Thing at the Energy companies.

Over the next 11 years every household in Britain will receive Smart Meters, one for gas and one for electricity. This project will be one of the largest infrastructure projects to have taken place since the Second World War.

So says NPower.

I’m going to get a Smart Meter? Whoppeeedo!

Whilst the idea is compelling to the companies themselves, I don’t see them answering the question “so what” in a particularly compelling way.  They try, talking about “providing you with much more information on your energy consumption allowing you to be more fuel efficient and save money”, but really. So what?

(This calls to mind a quote from Jurassic Park where the Jeff Goldblum character says “Yeah, but your scientists were so preoccupied with whether or not they could, they didn’t stop to think if they should”.)

Just because I can control my boiler from my iPhone when I am away from home…. well why should I? What is the point? What is the customer need that smart meters are fulfilling?

That is not to write off smart meters. But what else could they do? What new business models could they inspire?

How about introducing gamification to the way people monitor their energy consumption.  What if the customer could win recognition as being the most energy efficient in their street?  What if gamification could be used as a reward for more energy efficient behaviour?  What if it enabled people to trade their energy usage within their social network?

Lot’s of big ideas but I don’t hold my breath so see anything innovative coming to market anytime soon. Marketing departments may dream of such things but I don’t see them gaining traction when IT are tasked with rolling out functional requirements for mundane, pedestrian and unimaginative use cases.

Yet might there be a different way?

Dear Energy Provider. What if you carve out a niche within the larger smart meter project to build a test and learn capability? A capability that can rapidly develop ideas and take them to market as experiments, product betas. A place where technology is less of a concern than the idea. Many of the usual non-functional requirements can take a back seat as you take the concept to consumers. a place where the idea has to prove itself cheaply for real, or fail fast.

An interesting aside, the way that Mumsnet have developed a community site that attracts 25k per day:

Essentially, we started with a blank piece of paper, viewing ourselves as a platform provider, with the understanding the site had to be developed in collaboration with mumsnetters at every stage.

The most important factor has been letting the community direct progress and listening to what they want – almost all innovations, new site and product developments at Mumsnet are derived from members suggestions.

This happens on a day-to-day basis: we view the site as an ongoing beta or focus group. Most recently this has led to our ‘Off the Beaten Track’ section, covering sensitive issues which which users’ requested not to be indexed by Google. Their feedback and suggestions have also been instrumental to the design of our soon-to-launch mobile app.

What if, instead of rolling out Smart Meters to customers and extolling the virtues of how good the pedestrian things they do are, what if the energy providers derived new product innovations based on the smart meter technology through their customer suggestions.

And thinking more radically, what if they unlocked their data that the smart meters provide and let the community develop innovations (as with the UK government’s Open Data initiative).  There’s lots of new business models, new ways of working. But again, I don’t hold my breath for anything inspiring anytime soon.

Minimum viable mobile app

I was recently challenged by a product owner on how you can deliver a minimum viable mobile app.  Her concern was that she only gets one shot at launching her app on the app store, customer feedback is gold dust and the last thing she wants is to launch a half baked product that will result in a low customer rating.  Good stuff may come later, but if the first tranche of customers rate the product poorly, the product has already failed.

This is a valid concern, however when you review product feedback that consumers give, it is usually around the experience they have with the product shipped, i.e. issues with what it does, rather that what it does not.  Go to the app store and look for apps with really bad reviews. People complain that an app isn’t usable, is buggy, is hard to use (or is just plain ‘bad’). They don’t complain that it doesn’t have features.

Jason furnell recently blogged about the launch of the REA iPhone app. This was built with close collaboration between designers and developers, launching a Minimum Viable Product Minimum Delightful Product  that after a week was #1 in the Top Free Lifestyle Apps Category.

Getting the basic product right and introducing new features ‘enhancements’ later is preferable to releasing a fully featured product that fails to delight.

Act like a startup

I recently presented at the AOP Forum on secrets of product success.  Twenty minutes to get through sixty two slides was fun; part of me tells me I need to slow down, be more considered and reduce the messages I want to get across.  Another part of me just says meh!

I ended the presentation with the below takeaway slide that is worth replaying here.  I believe that product owners need to start thinking more like entrepreneurs and their seedling product ideas more like start ups.

Think big: Start with a big picture, a vision, where you want to get to. This should be unconstrained thinking, divergent thinking before converging on the specifics.

Start small: Easier said than done, but this is the getting to a minimum viable product.

Fail fast: Get stuff to market quickly, test with your consumers and be ready to fail. If you fail early you fail cheaply. Realise that you have customers, users who are already passionate advocates of your brand. Take them on the journey of development with you. You not assume that everything you need to take to your customers must be polished and perfect. Don’t underestimate the positivity than can be accrued by engaging users in the development process

Grow success: Do not see the end of the project as the end of road. Getting to a first release is only the first step. Successful product owners will be engaged in a virtuous cycle of continuous design and continuous delivery. They can come up with an idea, a new feature and get it in to production in hours, or days rather than months.

Letting go is the hardest thing

Tim Brown from IDEO gave the audience at his TED Talk a simple exercise. He asked the audience to draw a picture of the person sat next to them. He gave them a minute to do so. He then asked them to show their pictures. “Sorry” was the stock reaction as the sketches were revealed. They had an inhibition on showing their work. When it comes to creativity, as we move beyond childhood we take on board inhibitions and feel more uncomfortable sharing our creative efforts unless we perceive them to be ready or any good. Getting a visual designer to share her work in progress is a challenge. We fear what others will think if our “deliverable” is not ready, is not finished or polished. We fear setting expectations, we fear disappointing, we kill our creativity with fear.

So we are uncomfortable at letting others into our personal creative process. Now take this to the organisation, to the enterprise and creative genocide is abound. Like the Head of Digital who had 130 different stakeholders to socialise the Organisation’s new website designs with. Enter the HiPPO. The Highest Paid Person’s Point Of view. And with a few of those on board you get design by committee and design mediocrity. Or the client who refuses to engage with customers or end users in the early stages of the design process in fear of what they might think. A fear of setting expectations, a fear that their competitors might see what they are up to. Killing their creativity with fear.

Letting go is the hardest thing. But it can also pay great rewards.

On 27th October people coming out of arrivals at Heathrow airport were greeted by singers and dancers and general merriment. As an ad campaign for T-Mobile by Saatchi & Saatchi it was inspired, creative but not without risk. All the members of the public filmed had to sign a release form, agreeing to their being used in the ad. What if they didn’t? But they did. Whilst meticulously planned, the success of the ad is in the general public. T-Mobile got over any fear they may have had of the unknown and let go of the product to let the crowd create. It’s an uplifting piece, and successful too; their youTube page has had over 5.5 million views. And to the bottom line? The ad saw a 12% rise in sales the week after airing.

Is success best measured by tickboxes or delight?

Product owners get hung up on the features, a shopping list of requirements rather than considering what is actually important to their customers.

Imagine it is 2007, there is no Apple, you are a new entrant developing a product that will go head to head with Nokia’s flagship phone the N95. You are the product manager who is responsible for the success of the product. You are focused upon beating Nokia; you’ve made it your business to intimately know the N95, you can recite the list of features it has from memory. You have a meeting with your design team and they break the news. They tell you the spec they have come up with.

“Let me get this straight” you say. “You are telling me that the phone you are proposing we take to market will have no Card slot, no 3G, no Bluetooth (headset support only), no decent camera, no MMS, no video, no cut and paste, no secondary video camera, no radio, no GPS, no Java…”

“Yup” the team say.

How do you feel?

Ditch the feature list that you’ve fixated upon in your quest to beat your competitors flagship product?

Only the brave would avoid the tick box mentality and strive for feature parity as a minimum requirement. Would you really throw out 3G, GPS and a decent camera; the real innovations in the market place?

The first generation of iPhone was released in June 2007, three months after Nokia’s flagship handset the N95. On paper, when you compare the phone features side by side, it is a sorry looking list. As a product manager would you rather have the iPhone or the N95 on your resume?

Below and here [SlideShare] is the story in pictures.

The tyranny of nice

My first English lesson with Mrs Sullivan aged nine. She was one of those teachers you remember. An awesome teacher.

“Nice” she told the class, “nice is a word you will not use”.

The word “nice” was forbidden in her classes. And woe betide anyone who described their weekend as nice, or their birthday present as nice (probably an Action Man or Scalextrix or if you were really lucky a Raleigh Chopper or Grifter).

It is a lesson I learned and kept close to my heart today:  Nice is mediocre, saccharine, inoffensive, meaningless, ordinary, without passion, expression or meaning. “Nice” is a faceless word. “Nice” is something that the left brain aspires to and the right brain shuns. Nice is an anathema to the artist, to the designer. Nice doesn’t provoke, it doesn’t inspire. Nice is instantly forgettable.

“Have a nice day”.

Shit NO! (this deserves swearing – see the passion that Mrs Sullivan infected in me; what a teacher!) That’s “have an ordinary day”. It’s not a differentiated day. I don’t want to just have a nice day. I want to have an awesome day, a magical day, a memorable day!!

And the same with experiences and products.

Disneyland isn’t nice; it’s memorable and magical (despite the fact that you spend most of your day there queuing). Do you think that Steve Jobs would be happy if someone called the iPhone ‘nice’?

Nice is for Microsoft. It is for engineers to aspire to. Nice is not art, nice is not design, elegance, simplicity or beauty. Nice is dull mediocrity.

And yet nice is something that corporate software doesn’t even begins to strive for. There’s no place for nice in software methodology. Think Scrum; nice is rarely even a nice to have (it’s gold plating). Tell me Scrum Masters, in your zeal to deliver “business value”, ship the “minimal viable product”, I bet you’d be happy with what you deliver being considered nice.  F@@k that. Your projects fester in a world of mediocrity,  in a quagmire of backlog; picking off stuff to do, focussed on features and functions rather than customers goals and a desire to delight.

Bring it on Mrs Sullivan. Nice has no place in the English Language. Bring it on, Agile + Experience Design. Nice has no place in software development.

Can you banish nice from your lexicon; go beyond nice and seek delight?

I don’t want to have a nice day, I want to have a memorable day.

I don’t want to have a nice product, I want to have an awesome product.

I don’t want to have a nice experience. I want to have a memorable experience.

…And if I’ve designed an experience and the only word you can use to describe it is ‘nice’ then I consider myself a failure.

Are you prepared for the dip?

So you are refreshing or rebuilding your website.  You are introducing new functionality and features, and sweeping away the old. You’ve done usability testing of your new concepts and the results are positive.  Success awaits.   You go live.   And it doesn’t quite go as you expected.  You expect that the numbers and feedback will go on an upward trajectory from day one, but they don’t.  What you should have expected is the dip.

In October 2009 Facebook redesigned the news feed.  Users were up in arms, groups were formed and noisy negative feedback was abound.  A couple of years back the BBC redesigned their newspage, “60% of commenters hated the BBC News redesign“.  Resistance to change is almost always inevitable,  especially if you have a vocal and loyal following, you can expect much dissent to be heard.  What is interesting is what happens next.  Hold your nerve and you will get over this initial dip.  We’ve seen a number of projects recently where this phenomenon occurred; numbers drop and negative feedback is loudly heard.  But this dip is ephemeral and to be expected.  The challenge is in planning for this and setting expectations accordingly.  Telling your CEO that the new design has resulted in a drop in conversion rate is going to be a painful conversation unless you have set her expectations that this is par for the course.

Going live in a beta can help avert the full impact of the dip.  You can iron out issues and prepare your most loyal people for the change, inviting them to feedback prior to the go-live.  Care must be taken with such an approach in the sample selection o participate in the beta.  If you invite people to ‘try out our new beta’, with the ability to switch back to the existing site, you are likely to get invalid results.  The ‘old’ version is always available and baling out is easy.  Maybe they take a look and drop out, returning to the old because they can.  Suddenly you find the conversion rates of your beta falling well below those of your main site.  Alternatively use A/B testing and filter a small sample to experience the new site.  That way you will get ‘real’ and representative data to make informed decisions against.  Finally, don’t assume that code-complete and go-live are the end of the project.  Once you are over the dip there will be changes that you can make to enhance the experience and drive greater numbers and better feedback.

Pillars of a compelling experience

This is a model I often see in organisations when it comes to their web presence.  A product owner comes up with a commercial proposition, marketing work up the content, IT build the functionality and it is goes live.  With this model, no-one actually owns the customer experience.

Worse, this little temple model is repeated across different commercial propositions so you end up with something that is not very joined up.  I’ve blogged about this lack of joined up thinking before.

Now let’s construct a model where the roof of the temple is a compelling customer experience.

What are the ingredients of this new temple model?  It is still going to be founded upon commercial propositions, but they are going to be overlaid by a culture of test and learn.  That is a willingness and ability to experiment; to realise that what you have developed is never final and is always evolving.  It is about taking the learnings of experiments to inform and improve the experience, or to rapidly refine or kill propositions that just do not work.

Then we have the five pillars.  I describe these in a paper I wrote ages back (pdf here, google books here).

Unfortunately these pillars tend to sit within organisational silos; content and personality are ‘owned’ by  marketing, functionality by IT, and operational excellence (that’s all about fulfilling on the customer promise and beyond) is a mixture of IT and operations.  Usability is a ‘funny one’ in that might sit alone, sit in marketing or sit in IT.  But ultimately it is best placed to direct the horizonal filter of Quality Control.  Quality control is not an additional layer of bureaucracy, rather a cultural component that all the pillars feed into.  It is about ensuring consistency and meaningfulness of the experience.  It is about balancing the commercial needs of the product, with the marketing needs of the message and the delivery capability of IT.