User experience requires more than just methods, it also requires strategies
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The rapid development of the Internet has created a large number of opportunities. You have plunged into the Internet tide with great dreams and unlimited enthusiasm, hoping to create a successful product with a killer user experience. You understand the principles of lean entrepreneurship , attach importance to the idea of user experience, invest a lot of money to promote products, but only win a small number of users. You suspect that there is something wrong with the user experience, so you can't wait to ask the designer to redesign the product's visual effects, the sooner the better. In fact, what you need is not only a brand new user experience, but more importantly a brand new user experience strategy. User experience strategy is not an isolated point, but an ingenious structure connected by numerous points. The user experience strategy needs to take into account the product touch points in the entire ecosystem, and continuously revise and iterate the product based on market feedback to form a closed loop and achieve business goals. It is quite difficult to change people's inherent behavioral habits. You need to use critical thinking to transform user needs and technical solutions into specific functional features. To achieve disruptive innovation, we need a framework to connect all the dots and build a powerful user experience strategy. Jaime Levy, a user experience strategist, defines this framework with a simple formula: User experience strategy = business strategy + value innovation + reliable user research + killer user experience design Here are the four principles that make up the framework for a UX strategy: 1. Develop business strategies to maintain competitive advantage Business strategy is the cornerstone of a company's core competitiveness, the basis for building products, and the key to maintaining competitive advantage. Michael E. Poter, the father of competitive strategy, pointed out three ways to gain competitive advantage: cost leadership, differentiation and focus. Nowadays, differentiation of user experience is becoming the killer feature of Internet products. For example, the real-name social networking pioneered by Facebook provides a differentiated user experience, which attracts a large number of users. After obtaining a large amount of user data, Facebook has created a new business model based on this: monetizing user data by providing precise targeted advertising. The business model describes the flow between the key parts of a company, and the Business Model Canvas is a tool to correctly understand these key parts. The Business Model Canvas contains nine essential parts: ● User group : Who are the users ? What are their characteristics? What are their needs and goals? ● Value Proposition: What value do we promise to bring (qualitative or quantitative)? ● Channel : How do we reach users? Offline or online? ● User Relationship: How do we acquire and retain users? ● Revenue source: How does the product make money through its value proposition? Will users pay for it? Is there another way? ● Core resources: What unique strategic assets are necessary to make a product successful? Is it content, capital, or patents? Is this advantage essential? ● Core business: What unique business model does the company provide? Is it to optimize an outdated business process? Or create a trading platform that brings together users? ● Key partners: What kind of partners and suppliers are needed to realize the value proposition? ● Cost structure: What is the most important cost in order to realize the business model? Will features be cut to reduce costs? Are there fixed costs that cannot be eliminated? The Business Model Canvas shows us the connection between business strategy and user strategy. User segments, value propositions, revenue streams, and acquiring and retaining users are all necessary to build a product’s user experience and are key to competitive advantage. The business model canvas advocates full cooperation between stakeholders and product teams during the research phase. Stakeholders have the advantages of information and connections, while the product team is responsible for determining the core business, user base, and value proposition. To adapt to the expansion of product scale and ever-changing market, the business model needs to be agile enough: ●For new products, the purpose of the strategy is to make the product match market demand as closely as possible in order to obtain financing , or to seize market share so that the user base becomes a competitive advantage. For successful companies, the purpose of strategy is to develop the company's core value proposition while keeping the company structure and internal processes stable. ●Business models or competitive advantages are different in the early and later stages of a product. Only through continuous and targeted experiments can you continuously expand your scale and maintain competitiveness, and continue to create value for users in a rapidly changing market. 2. Propose value innovation and provide better quality products at lower prices Value innovation means that your product disrupts or creates new behavior patterns. The Internet environment is ever-changing, and only frequent research, redesign, and remarketing can ensure that the product will not fade away. The book "Blue Ocean Strategy" proposes that value innovation means pursuing differentiation and low cost at the same time, which means providing users with newer products at lower prices. If this is not the case, what is the point of spending time and energy to create an Internet product that is not unique? There are a large number of competitors providing homogeneous products in the red ocean market. It is full of shark-level giants who fight for the same customer base and eventually turn their products into ordinary daily necessities through price competition. On the contrary, the blue ocean is an uninhabited place where you can break those unnecessary rules and create a unique blank market. A great example of a company that took advantage of a blue ocean market is Airbnb: Airbnb is a "community marketplace" that allows people to list all kinds of housing information, or find, sublet, and book unique properties around the world, from tree houses in Los Angeles to castles in France. Airbnb broke the traditional rule that there is no way to verify the information of landlords and tenants during the rental transaction, and moved the customary social etiquette of the real society to Airbnb, ensuring that both landlords and tenants abide by the rules and creating a user experience that focuses on quality and trustworthiness. Airbnb's value innovation lies in providing a better rental platform, minimizing the risks of transactions with strangers, and providing fair and reasonable prices. It ultimately achieves disruption by providing new value to online and offline users. 3. Conduct solid user research to verify that the value proposition is correct The value proposition is the sentence you most want to express about your product. Its main purpose is to express what benefits the product can bring to customers. For example, Snapchat is the fastest way to share information. You can share text messages, photos, videos, articles, and sketches with your friends in a short time. One of the main reasons for product failure is not understanding the value of the product. Stakeholders would rather believe in their assumptions like a dream without verifying them. They believe that as long as they make the product, users will naturally appear. But the reality is: Making any product is an adventure. "Validation" is the secret weapon of the Lean Startup. It is the process of determining whether a specific user group can find value in the product. You only need to develop the core features of your product (minimum viable product) and then see if it is what potential users want. The sooner users buy into your value proposition, the less risky your product will be. If users have no interest in your product, you should either switch user groups or find a pain point that can be solved by a different value proposition. Using the minimum viable product iteration requires the team to continue researching and validating before finalizing the solution. Once the pain points that need to be solved are verified, new features can be added and verified using the same verification method. This is known as the Lean Startup feedback loop: Create – Measure – Learn. Reliable user research is not just about observing potential users and building emotional empathy with them, it also requires direct communication with users and obtaining feedback to verify facts. You need to repeat the following steps until the product meets your needs. ●Step 1: Define your core customer base (a group of people with common needs or pain points). ●Step 2: Find the (biggest) problem faced by this customer group. ●Step 3: Create provisional personas based on assumptions (assumptions about core customer segments). ●Step 4: Conduct customer exploration to validate the initial value proposition. ●Step 5: Re-evaluate the value proposition based on the information available. 4. Create a killer UX design The so-called "user experience" refers to the user's feeling about the interactive interface during the entire process of using Internet products to complete a task or achieve a goal. Products with killer UX engage users by being new and differentiated from mediocre counterparts: ●They are more efficient than other products on the market; ●They solve pain points that users are not aware of; ●They create unprecedented demand. At the same time, products with killer UX design use the following 4 “secret weapons” to succeed: ● Mix. Product features blend the user experience of competitors and other related products. When using this comprehensive product to complete a certain function, you will have a better experience than existing products. (Party + Payment System = Eventbrite) ● Breakthrough. The product is based on the existing large platform and proposes new value propositions in certain details. ( Google Maps + Data Crowdsourcing = Waze) ● Integration. The product integrates previously fragmented user experiences into one simple yet critical product, like a one-stop shopping solution. (Vine and Instagram simplify the tedious process of taking photos and recording videos and then sharing them.) ● Connect. The product connects two independent user groups, allowing them to sit on opposite sides of the table and discuss business, making what was previously impossible possible, and then changing the lifestyles of both parties. (Host + Traveler = Airbnb) Products with killer user experiences succeed not because of luck or talent, but because of the smart application of the above principles. For example, Tinder, the most innovative online dating product, goes against the traditional dating model. Only two people who are interested in each other can be successfully matched and communicate with each other. Users can continuously swipe other members' profile cards within the range defined by distance, age and gender. Members can swipe left on the cards of people they are not interested in, and swipe right on the cards of people they are interested in. If the other party happens to swipe right on your profile card, both parties can send messages to each other through the app and make appointments to meet. Tinder is now trying to generate revenue through targeted advertising and paid membership models to provide users with richer features. Summarize: UX strategy is a way of thinking. Rather than executing a perfect plan according to a formula, it’s about studying the status quo, identifying opportunities, conducting structured experiments, failing, learning, and then iterating until you create a product that people actually want. Any simple copying or minor modifications to competing products is a waste of time. You need to focus on the core functions of the product, create key experiences, and combine business strategies to achieve product value innovation. Mobile application product promotion service: APP promotion service Qinggua Media advertising The author of this article @孙启玉 compiled and published by (Qinggua Media). 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