The No.1 challenge facing executives (71%) is understanding behavior or impact of the new customer @altimetergroup https://t.co/1hB0x1vrte
RT @altimetergroup: What’s the catalyst for #digitaltransformation? 55% of those surveyed say #CustomerExperience leads the change:… https://t.co/a15gx3m53f
RT @muriel_becker: #mobile research lets you marry survey data with behavioral data at scale #mrx #newmr https://t.co/sH6aNql0ROSeptember 25th, 2016 by Ben Claxton
— Muriel Becker (@muriel_becker) September 19, 2016
from Twitter https://twitter.com/nativeye
RT @nativeye: nativeye: Mobile research for innovation http://t.co/oXPsJR3T2O My slides from @researchthing talk on remote researchSeptember 25th, 2016 by Ben Claxton
— nativeye (@nativeye) July 29, 2015
from Twitter https://twitter.com/nativeye
We’ve recently pushed a couple of updates to the dashboard.
1. Dashboard look & feel
The first and most obvious is an update to the dashboard look and feel. We’ve evolved the palette and increased the element / font size to generally make the dashboard cleaner and easier to read.
2. Updated ‘create assignment’ flow
The second major update is a rethink of our ‘Create assignment’ flow. Following feedback from the estimable folks at Foolproof, we’ve implemented a simpler flow that reduces the ‘cognitive overhead’ – in other words, makes people think less – when setting up an assignment. We’ve designed the assignment setup path to be much more linear and with more intuitive steps.
Let us know what you think!
When designing a diary study to do ux research, user research or customer experience research, it is handy to have the ACEO model in mind as a guide.
ACEO stands for:
• Activity - what are people doing?
• Context - what is the context of their experience?
• Emotion - what is the emotional impact?
• Outcome - what is the result of the experience on the user/customer?
These are the four main elements of any individual experience. Structuring your exploration along these lines of enquiry will help you fully understand what is happening and why.
Let’s look at these in a bit more detail:
Quite simply what are people doing or trying to do relating to your product or service at that moment in time? This is an easy task to start with and will form the basis for the rest of your enquiry.
What is happening at the time that might add a different meaning or interpretation to what people are doing? For example, what is their goal at that particular point? What frame of mind are they in? What other external factors are colouring their experience?
Daniel Kahneman tells us that emotional peaks are the things that stick with us most, that make an experience a memorable experience.
And research for the advertising industry shows that if people feel nothing, they do nothing. The IPA found that emotional communications are 12 times more efficient in driving market share. If it’s action we want then we have to make people feel.
So we need to ask: what emotions are people feeling? How strong are these and what is driving them?
Which leads us to our final element: outcome. We are not interested in user experiences out of idle curiosity – we need to know from a business perspective what this experience adds up to – either on its own and together with other experiences.
Only by tracking the outcome can we work out whether the experience was effective against any given goal and if and how it could be optimised.
Here we need to ask: what did people do next? Was this as a result of the experience? What was the influence of this experience on perceptions of the product / service / brand?
So there you have the ACEO model: Activity - Context - Emotion - Outcome, a four point framework for structuring your experience research diary studies.
Understanding the customer experience has never been so important – or so challenging
Customer experience is today’s competitive battleground – designing a great experience makes the difference between business success and failure. But in order to design it, we first need to understand it – uncovering the needs, behaviours and contexts that shape any given experience.
The explosion of channels and touchpoints has made this task that bit harder, vastly increasing the number of possible journeys and experiences. Our job now is to piece together these fragments into one comprehensive story.
However, with the problem comes the cure. Mobile diaries are the coming together of traditional diary research and smartphone technology. Together they allow you to pull together a picture of people’s experience – without you having to leave the office.
Mobile diaries are a great way to address this challenge
Diary studies are a way of researching people in their natural environment – no need for artificial conference rooms or usability labs. They also help overcome recall issues – participants are asked to record things as they go rather than recall individual experiences days, even weeks after they happen.
Mobile technology amplifies this, making the data collection process easier, the geographic reach wider and the costs lower. Plus people carry their mobile phones with them everywhere, giving researchers the opportunity to get closer than ever to the point of experience.
Sign up for Mobile Diary Bootcamp
Mobile Diary Bootcamp will teach you how to run a successful diary study from end to end.
What you’ll learn:
- when to use mobile diaries
- how to design your study (2 parts)
- how to recruit and manage participants
- how to effectively analyse your data
- running mobile diaries with other research techniques
We’ll send you 1 email per day for 6 days.
Sign up today – it’s totally free.
Or click here nativeye.com/mobile-diary-bootcamp
Anyone who has tried to get traction for an innovation – whether startup or internal initiative – will recognise the challenge. You have a view of a better future for your customers, if only you can convince them. Sticking doggedly to your grand vision on the one hand may not bring along enough people to achieve market success, while being too customer-centric limits your potential and fail to deliver the game-changer.
The trick of course if navigating a third way of market-driven innovation that meets people’s unarticulated and unmet needs – giving them the thing they didn’t even know they wanted but from which there’s no going back.
The following are some personal experiences from the last 3 years of launching and growing a mobile research platform – a tool that seeks to transform the market research industry. The examples are specific but hopefully the lessons are relevant to anyone trying to get their innovation off the ground.
Mobile – the next frontier in market research
When asked at the recent Insight Innovation Exchange in Amsterdam when the time of mobile market research is coming, Ray Pointer of Vision Critical replied, “About 18 months ago”.
This anecdote gives you some insight as to a market that has been hotly tipped for a while now but is still waiting to catch fire. (that said Survey Monkey recently reported that they had seen x14 increase in their mobile traffic in the last 3 years).
The case for mobile is various but includes: massive smartphone penetration and usage, an intimate and ‘in the moment’ channel, the richer data made possible by smartphones’ communication, multimedia and location functions. This all adds up to a new way of engaging and learning from customers. At nativeye we talk about doing research that doesn’t feel like research.
Predicting real need is hard but vital
Prior to coding a single line we put together a clickable prototype and received strong encouragement to proceed. However those nodding heads we had initially were not necessarily our first customers. In fact, some are only starting to buy now, 3 years on. Possibly there was more we could have done to validate need, but there are a whole host of other factors beyond your control that dictate when people are ready to buy.
A clue to validating real current need is to look at whether people are already trying to solve the problem right now. They might be using other products, hiring people or inventing workarounds to try and do the thing that your product does.
Find your tribe
Some people resist just change (including new technology). This is certainly the case in the market research industry. Either because it requires effort to learn new techniques or because people feel threatened by it (which is probably justified if you are an Amazon warehouse picker). David A. Aaker advises innovators to ‘beware the pessimist’ that will attempt to derail innovation projects based solely of their irrational fear of the new (interesting to note that he also mentions to be aware of the over-optimist).
Some people you’re just not going to win over. The best you can hope for is to quickly identify them and move on. For others to try something new the Benefit must > Pain. Pain comes in many forms – the mental effort to work out where your product fits, the risk of an untried approach, bugs in a new product.
However, some people are much more inclined to give something new a whirl – the benefit to them being the potential transformation of their day-to-day. These people are like gold and will be your champions. I think Seth Godin provides the best advice here which is, “find your tribe and grow out from there.”
Learn to explain innovations in terms people currently understand
Of those that do embrace technology, many initially consider it in old frames of reference. Initially nativeye was seen as a mobile survey tool. Common questions included, “How will I get all the survey questions I want on a screen that size?” This made our spirit sink somewhat as we didn’t see nativeye this way – we saw it as a two-way customer channel that captured people’s experience in unprecedented richness and timeliness.
It’s sometimes frustrating when trying to push things forward only to be pulled back into old frames. But if your product is truly transformational and you can get people to try you out, then this should bubble to the surface and they will tell others of their great experience. In the MR world a tool has to deliver on old measures such as ‘response rate’ before people will countenance the new stuff. It’s a reality that you have to navigate this while still not losing track of the larger potential.
Don’t sell features, solve jobs
Clay Christensen talks about innovating by solving the jobs people want to do. Selling in these terms also makes your proposition much more compelling whereas only talking about features leads you to sell yourself short. This is why about 18 months in we started selling “relevance”. This is the bigger benefit that helps bring people on board by speaking language they can understand. As a customer, I don’t know if I want a ‘mobile research platform’ or to ‘open up a channel to my customers’ but I certainly want my brand to stay relevant to its customers.
Ben Claxton is the founder of nativeye, a mobile research platform that helps your business stay relevant. http://nativeye.com/
Our video capture task is live and already capturing 30-second clips of people’s experiences, thoughts and raw, unfettered emotions.
In the Internet age of YouTube, Vine and Instagram, video is a natural part of people’s cultural language. It’s great to see the nativeye community taking to it so well.
If you haven’t already, you can try nativeye today http://nativeye.com/trial
Proving once again that everything comes back around, BBC4′s series The Fabric of Britain threw up a nice little historical parallel to modern trends in tech design.
Back in early Victorian-era Britain, design powers-that-be were concerned about wallpaper and its unedifying effects on the British public. Considering the naturalistic and trompe l’oeil images of the day to be troubling, Parliament appointed Gothic-revivalist Augustus Pugin to spearhead a re-introduction of flat patterns, more suitable to walled surfaces, and more befitting of a household of the Empire.
How long until 3D makes a come back again?