Strugeon law and market maturity, Kano model

Article Description: Mobile Plus user experience: Perfect storm.

Strugeon Law

Many important brands have a user experience vulnerability on the mobile platform. For example: Coca-Cola launched the "My Points" campaign, the buyer by printing in the bottle inside the promotional code redemption. However, the experience of redemption through mobile phones is not well designed. When users visit the Redemption Web site using a common mobile browser, they can only see a flash plugin that is not open. Even some companies have been promoted through mobile platforms, such as two-dimensional code and advertising, but they are not ready for the experience of mobile phone access.

Both internet-based and mobile based applications are likely to conform to the Strugeon law-when someone asks Strugeon: Why 90% of science fiction is rubbish? He replied, "Because 90% of everything in the world is rubbish." But we can choose the time to fall into this rule.

The Strugeon law tells us that it is easy to make rubbish, and it is not easy to do good things. But we face a choice. Often simple solutions usually produce rubbish.

People are tired of the bad things because they are all in the good user experience, not 90% of the rubbish.

The maturity of the market

The mature cycle of the market: from the beginning of technology, to the function, and then to the user experience. This pattern always appears repeatedly.

The maturity of the market is to point to the higher requirements of user experience and design. As the market matures, the comprehensive experience is more important than the new function.

Word Perfect has more than 1700 features at its peak. Microsoft Word has more than 70 features at the time of its initial release. This makes it easy to use when it is just released.

When a new technology fills a void (satisfying a need), companies are racing to launch new features. There was a lot of useless functionality coming out soon. So the user no longer care about the function, they care more about the simple solution.

The mature market pushes us into the user experience, keeping us away from features and technology.

Functional enterprises tend to be slow in their transition to a user experience because they need to acknowledge that most users do not use the full range of features they offer.

Comparison of tasks and experiences

6 Flags is an amusement park, which focuses on encouraging users to play as many rides as possible, with 48 rides on the map of the amusement park. The Disney amusement park did not mark all the items, why? 6 Flags Consider the task, Disney takes into account the gap between each task, that is, the comprehensive experience. Disney's approach consumes money, requires more training, and takes time, but the result is a comprehensive experience.

Ubercab has reconsidered the experience of calling a taxi, especially since it is difficult to call a taxi. It has radically changed the experience of taxi calls through geographic positioning, mobile compatibility and maps on mobile phones.

The result of focusing on the task or experience is becoming more and more obvious. The design that focuses on experience is becoming more and more dominant.

Kano mode

Kano asked: What is the right time to be worthy of our customer satisfaction?

Kano mode: Tell me what makes you happy and what just satisfies the most basic needs?

The Kano model has two axes, one for user satisfaction (pleasure and frustration) and another for investment.

Theoretically speaking, the greater the investment, the higher the satisfaction of the user. When market maturity is at the stage of functional competition, we tend to introduce more features to get more returns. When the market is in the user experience competition stage, we must go further.

The most basic requirement: no matter how much effort we make, it is very difficult for us to get over the bad and neutral evaluation. The user expects everything to be good. The most basic expectation is the function that must exist.

Create excitement: That is, after basic requirements are met, we can do a little something to please the user.

Google Docs's mobile version seems to be made up of all website features, but not really. It can only read and not share documents. The inability to share documents is tantamount to destroying the most basic requirements. Users feel frustrated and unhappy.

Over time, the tricks used to create excitement have become basic needs. We want to use the same function as the website in the mobile phone application.

Perfect storm

The four forces mentioned above create a perfect storm.

It is not easy to build an effective user experience team in such a perfect storm. We want this team to create a good user experience, we need different skills in the team, such as: Write copy, information architecture, management design process, user research. Also need to understand: technology, ROI, social media, marketing, web analytics, business knowledge, narrative story scenarios, etc.

The skills needed are growing and team members are growing. We can no longer divide everyone's work, and require each of us to have more than one skill.

Invest according to Strugeon law

Focus on the user experience rather than technology and functionality

Take into account the gap between each task of the user

While looking for excitement, ensure that the user's basic needs are met

Build your user experience vision. For example: Is it not everyone in the team who can describe the experience of using people to use your design for five years? Technology is always changing, but the integrated experience is not.

Establish channels for collecting feedback. Feedback: "In the last six weeks, have you spent at least two hours watching others use your website or competitor's website?" "This is the most effective way to improve the user experience, because others will experience good places and inadequacies when using your site."

Encourage what you learn at risk. Corporate culture: "Have you rewarded this employee for the past six weeks by creating a major failure design?" "Because failure is also our chance to learn."