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![“… due to poor
requirements definition”
“…of projects scrapped, or end
up being underwhelming”
“…in developer time spent on
avoidable rework”
“$600 billion spent on digital projects,
with billions wasted…”
30%
UP TO
67%
UP TO
50%
UP TO
[CNBC — Tech spending isn’t all it’s cracked up to be] [usability.gov — Benefits of UCD][IAG — Business Analysis Benchmark Report]](https://image.slidesharecdn.com/uxroi-vista-170125185852/75/UX-ROI-It-s-not-just-a-myth-38-2048.jpg)
![“Daisy increased [insert metric here] by
using observational studies in people’s
homes during dinner times and rapid
prototyping to innovate on a new product
that met the needs of modern consumers.”](https://image.slidesharecdn.com/uxroi-vista-170125185852/75/UX-ROI-It-s-not-just-a-myth-114-2048.jpg)
![Drastically improving self-service
A leading financial services firm managing over 1 Trillion dollars for
institutional clients and competing in a market of 7,000+ Registered
Investment Advisors (RIA’s) determined their digital self-service channel
was significantly underserving their RIA partners. RIA’s are making over 1
Million calls to the call center annually due to overly complex, confusing
and error prone online tools. The firm asked projekt202 for help and the early
results are encouraging.
The first digital self-serve enhancement pilot is returning far greater adoption/
participation rates than planned (60% using it versus the 35% planned), and
utilization of the online tool suite has spiked from a barely-used 1% before the
enhancements to over 50% by the pilot users. projekt202 helped the firm make
sense of the digital experience by determining how to clearly present over 200
online forms and to make the necessary actions associated with the key forms far
more straightforward and efficient, thereby lowering error rates.
… clearly present over
200 online forms
200… adoption,
exceeding the
expected 35%
60% … increase of online
tools
50%
“…the [projekt202]
strategy for the
design and product
is working!”](https://image.slidesharecdn.com/uxroi-vista-170125185852/75/UX-ROI-It-s-not-just-a-myth-138-2048.jpg)
Uploaded byJeremy Johnson
UX = ROI: It's not just a myth
Jeremy Johnson, VP of Customer Experience at Projekt202, emphasizes the importance of understanding customer needs through user experience (UX) design to drive digital transformations and ROI. The company has successfully delivered software solutions across various industries, collaborating with major organizations to enhance customer interactions and operational efficiency. The document highlights various projects, industry insights, and case studies showing significant financial returns tied to effective UX design and strategies.
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UX = ROI: It's not just a myth
- 1. UX = ROI IT’SNOT JUST A MYTH
- 2. Jeremy Johnson VP ofCustomer Experience .com
- 3. We have aunique and established methodology for understanding people in context — we reveal unmet needs — which drives everything we do. This leads to a crisp, clear understanding of the customer which shapes the design and development of new solutions and experiences. With over 14 years perfecting our approach we have the experience, teams, skills and scale to deliver sophisticated software solutions that improve any and all touchpoints across the user journey. We’re driving digital transformations DRIVING RESULTS EXPERIENCE DRIVEN & We’re working with some of the biggest and best organizations in the world, helping transform their experience and technology: — confidential — Mercedes-Benz Financial Services, Capital One, Samsung Electronics, The Container Store, Neiman Marcus and many more ...
- 4. • DIGITAL TRANSFORMATION •MOBILE SOLUTIONS • FLIGHT OPERATION CENTERS • CALL CENTER IMPROVEMENTS • RIDE SHARING OPERATIONS • INTERNET OF THINGS • E-COMMERCE • MOBILE RESPONSIVE WEB • RETAIL POINT-OF-SALE • AUTOMOTIVE UI • ANALYTICS DASHBOARDS • CRM SOLUTIONS • ERP SYSTEMS PROJECTS: INDUSTRIES: • AUTOMOTIVE • BANKING • CONSUMER • EDUCATION • ELECTRONICS • ENGINEERING • ENERGY • OIL AND GAS • FASHION • FINANCIAL (FINTECH) • FOOD AND BEVERAGE • GOVERNMENT • HEALTHCARE • INSURANCE • MANUFACTURING • REAL ESTATE • RETAIL • TECHNOLOGY • TELECOMMUNICATIONS • TRANSPORTATION
- 5. projekt202 is theleader in applying experience strategy and observational insights to the development of mobile, cloud, web and workplace software. The company is actively redefining the user experience (UX) and changing the ways people interact with technology around the world. Recognized by industry analysts for setting the standard for the way modern businesses develop software, projekt202 builds emotionally rich, resonant solutions that enable customers and end users to fully realize technology’s potential in today’s connected world. Customer Centric Software Development Understanding the problem is harder and takes longer than designing a solution.” “ Product Director at Luke Wroblewski—
- 6.
- 8.
- 10. “Design has asmuch to do with art as a lobster has to do with a carrot cake. If you truly want a career as a designer, you are going to need to speak about someone’s business and organizational goals. You’re going to have to learn how to analyze data, you’re going to have to learn how measure effectiveness.” Mike Monteiro https://deardesignstudent.com/10-things-you-need-to-learn-in-design-school-if-you-re-tired-of-wasting-your-money-64aaa0bc3994#.lllumpsd2 —
- 11. “Design may enhanceperformance but unless there are metrics to gauge that benefit, the difference it makes depends on conjecture and faith.” — Thomas Lockwood Thomas Walton https://www.amazon.com/gp/search?index=books&linkCode=qs&keywords=9781581156560
- 12. selling / evangelizing/ explaining / marketing I spend some amount of time… As a UX Designer…
- 13. 3%3%3% 10% 20% 61% Selling DirectingManaging Doing Reading blogs Shopping for watches “UX Designer”
- 14. Beginning: Selling toDevelopers & Product Owners Middle: Selling to Directors & VPs Top: Selling to SVPs & CEOs
- 15. YOUR VALUE =VALUE OF UX
- 16.
- 17. Developers & ProductOwners Directors & VPs SVPs & CEOs • Are you a threat to my job? • Will this slow me down? • Will this sabotage what I’m trying to do here? • Why should we involve customers/users? • Why should we prototype and test? • What is the ROI?
- 18.
- 19.
- 20.
- 21.
- 22. Designers are… for themillennials …
- 23. Designers are… for themillennials …
- 24. Explorers, using ascientific method — seeking to understand and provide context.
- 25. QUESTION HYPOTHESIZE EXPERIMENT OBSERVE & RECORD ANALYZE SHARERESULTS 1 2 3 4 5 6 SCIENTIFIC METHOD QUESTION EMPATHIZE DEFINE IDEATE PROTOTYPE TEST 1 2 3 4 5 6 DESIGN METHOD
- 27.
- 29. “89%of companies believesthat customer experience will be their primary basis for competition by 2016, versus 36% four years ago.”
- 30. “We at KleinerPerkins believe that design is a critical factor in launching a successful technology venture today.” - Design Partner, John Maeda http://www.kpcb.com/design/design-and-vc #DesignInTech
- 31.
- 32. 43 design organizations have beenacquired since 2004. Roughly half of which have been acquired within the last year. top VC-funded startups have designer co- founders. Up from 5 in 2015.9 25out of Design is adding value. #DesignInTech
- 33. design lead companies— years to $1 Billion valuation
- 34.
- 35.
- 36.
- 37. “Investing in userresearch is just about the only way to consistently generate a rich stream of data about customer needs and behaviors. As a designer, I can’t live without it. And as data about customers flows through your team, it informs product managers, engineers, and just about everyone else. It forms the foundation of intuitive designs, indispensable products, and successful companies. So what are you waiting for? Go listen to your customers!”
- 38. “… due topoor requirements definition” “…of projects scrapped, or end up being underwhelming” “…in developer time spent on avoidable rework” “$600 billion spent on digital projects, with billions wasted…” 30% UP TO 67% UP TO 50% UP TO [CNBC — Tech spending isn’t all it’s cracked up to be] [usability.gov — Benefits of UCD][IAG — Business Analysis Benchmark Report]
- 40. …I hear ya,but… where’s that ROI?
- 41. “The biggest ROIa brand can have from investments in design, is a rapidly growing, loyal and motivated customer base.” http://www.designthinkingnetwork.com/forum/topics/evaluating-designs-roi Jan-Erik Baars-
- 42.
- 43. …I hear ya,but… where’s that ROI?
- 44. UX = ROI “IWANT TO KNOW HOW…”
- 45. Additional revenue viabetter experience which drive more customers & sales. MORE REVENUE https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1 Savings via improved processes, systems, via digital transformation. REDUCED COSTS Get to market with the right product or service faster, and hit the mark the 1st time. TIME TO MARKET Identify new concepts and revenue streams that leverage your brand in new services or products. NEW CONCEPTS
- 46.
- 47. TYPICAL WORKPLACE IMPROVEMENTSTYPICALCONSUMER IMPROVEMENTS - CONVERSION - ONBOARDING - USAGE - LOYALTY - ENGAGMENT - REDUCED CALL CENTER TRAFFIC - DOWNLOADS - EFFICIENCY - PRODUCTIVITY - EASE OF USE - TIME TO TASK - SUCCESS RATE - ACCESS TO INFORMATION - IMPROVED OPERATIONAL EFFICIENCY - INCREASED SALES - REDUCED TRAINING
- 48. TYPICAL MARKETING BENEFITSTYPICALDEVELOPMENT SAVINGS - HIGHER SCRUM TEAM VELOCITY - LESS DOCUMENTATION - REDUCED DEVELOPMENT COST - FOCUSED INNOVATION - REDUCED TIME TO MARKET - WELL DEFINED REQUIREMENTS - REDUCED RE-WORK - NPS - CUSTOMER INSIGHTS - MARKET PERCEPTION - MARKET SEGMENTATION - ANALYST RECEPTION - NEW PRODUCT CATEGORIES - DEEPER CUSTOMER UNDERSTANDING - UX SUPPORT IN AGILE TEAM - TARGETED CAMPAIGNS
- 49. ROI The project saved/ made us money The project improved a metric I did a project AS A DESIGNER…
- 50. Additional revenue viabetter experience which drive more customers & sales. MORE REVENUE
- 51.
- 52. IDEAS CUSTOMER EXPERIENCE JOURNEY MAPS PERSONAS CONCEPTDESIGNS USABILITY TESTING WORKFLOW DIAGRAMS PRIORITIZATION CONTEXTUAL INQUIRIES AFFINITY DIAGRAMS KANO SERVICE BLUEPRINTS
- 55. “Soon after implementingthe change, StubHub realized a 2.6% increase in conversion rate, which resulted in millions of dollars in extra revenue. Today, the “Go Button” is on every event page on StubHub’s website.” http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
- 56.
- 57. “Soon after implementingthe change, StubHub realized a 2.6% increase in conversion rate, which resulted in millions of dollars in extra revenue. Today, the “Go Button” is on every event page on StubHub’s website.” http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
- 59.
- 60. “Our StubHub platform,the largest ticket marketplace in the U.S., accelerated year-over year with GMV of $3.6 billion growing 13% and revenue of $725 million up 15%. During the year, we made a number of product and experience enhancements to the StubHub platform, which we believe contributed to StubHub’s strength.”
- 61. $3.6 billion &$725 million
- 62. “Soon after implementingthe change, StubHub realized a 2.6% increase in conversion rate, which resulted in millions of dollars in extra revenue. Today, the “Go Button” is on every event page on StubHub’s website.” http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
- 63. • They’re onlineonly! • 2.6% increase to GMV = additional $93 million • 2.6% increase to revenue = additional $18 million
- 64. “Through proper usabilitytesting and user experience practices, we were able to identify key issues — and with some minor improvements increased GMV by $93 million dollars over a single year.”
- 65.
- 66. Team of 3x $80k a year = $240k 5% of the year = $12,000 WITH THE COST OF THE CHANGES … THE ROI WAS XX%. Cost $12,000 < $18,000,000
- 67. 150,000% ROI(ROI =Net Profit / Total Investment * 100)
- 68. “The results: Thenumber of customers purchasing went up by 45%. The extra purchases resulted in an extra $15 million the first month. For the first year, the site saw an additional $300,000,000.” https://articles.uie.com/three_hund_million_button/?utm_source=visitorcentric
- 69. “Through proper usabilitytesting and user experience practices, we were able to identify key issues — and with some minor improvements increased GMV by almost $100 million dollars over a single year with less than $20k in investment.” increased revenue by $18 million (too low!) Had a 150,000% ROI (too high!)
- 70. Savings via improvedprocesses, systems, via digital transformation. REDUCED COSTS
- 71.
- 72.
- 73.
- 74.
- 75. 40 million computersa year… 5 million calls?
- 76. “It depends onthe length of the call, how much the call center pays each rep on average, how well that call center manages its staffing (a lot of overtime increases the average cost of the call). The call center I just worked at averaged about $4.50 per call, but I have worked at other call centers where it is over $10 per call, due to how long each call took (tech support).” https://www.quora.com/What-is-the-cost-of-an-average-call-center-call
- 77. For every callcut, that’s $10 saved. Self support anyone? 500K CALLS CUT? SAVE $5 MILLION.
- 78.
- 79. The cost toimprove < the return you get
- 80. Shave 5mins offevery call… SAVE $10 MILLION DOLLARS
- 81.
- 82. Give me $1million, and I’ll save you $10 million.
- 83. ROIShave time off everycall. Reduce calls to the call center.
- 84. “Through understanding ourcustomer’s needs via observational studies, we were able to prototype, design and launch an improved self support tool that reduced calls to the call center by 20% that saved over $10 million dollars the first year — at a ROI of 833%!” (ROI = $10,000,000 / $1,200,000 * 100)
- 85.
- 86. “Moving your businessto effective digital technologies…”
- 87. • “Going paperless” •Moving to cloud based tools • Connecting systems across businesses • Adding sensors to equipment Should = better experiences, more efficiency, less manual processes…
- 88.
- 89. We always startwith user needs. We are agile. We work to a set of Design Principles that guide us in everything we do. We believe in working openly, because making things open makes them better. https://gds.blog.gov.uk/about/
- 90. More than £600million of this year’s £1.7 billion figure was through the work done by GDS itself.
- 91. “…spend controls saved£391 million, encourage government teams to build better services for less, to disaggregate contracts, and build prototypes instead of writing long procurement documentation.” https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
- 92. • over 98%of driving tests are now booked online • 85% of self assessment filing is done through online channels • 12 million people have registered to vote using a new digital service £58 million cost < £600 million savings 1000%+ ROI
- 93. “The UK governmentsaved £600 million in one year at a ROI of more than 1000% by digitally transforming a number of services to better serve its citizens across the UK.”
- 94. Get to marketwith the right product or service faster, and hit the mark the 1st time. TIME TO MARKET
- 95. “…spend controls saved£391 million, encourage government teams to build better services for less, to disaggregate contracts, and build prototypes instead of writing long procurement documentation.” https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
- 96. “I’m also hopingvery much to see more validation of ideas. In other words, let’s stop just shipping features, crossing our fingers, and hoping they work. Let’s figure out how we can test whether we’re moving in the right direction before we commit six months and hundreds of thousands of dollars toward building something. I also think that we’ll continue to see more teams using qualitative research in conjunction with quantitative data.” http://blog.wootric.com/product-managers-stop-worrying-about-building-the-wrong-thing-on-schedule-a-qa-with-laura-klein/ - Laura Klein Build Better Products: A Modern Approach to Building Successful User-Centered Products
- 97.
- 98. “Finance teams recognizethat most products fail at an astonishing rate, and make projections accordingly. Making a financial case for digital prototyping must rest on the premise that any initiative that has an unpredictable outcome (i.e. there is a chance it can fail) is by definition an experiment.”
- 99. “Developing a productwithout user research is essentially one expensive experiment which, according to aforementioned industry benchmarks, has a 90% chance of not paying off (at least without modifications post-launch).”
- 100. “Remember that ourhigher order objective is to validate our ideas the fastest, cheapest way possible. Actually building and launching a product idea is generally the slowest, most expensive way to validate the idea.” http://svpg.com/dual-track-scrum/
- 105. Delivering software ismore than just writing code — we’ve found that blended teams understand how design and development work together and are key to any successful project. The right teams, with modern practices around design systems, prototypes, business context, automated testing, and modern architectures make us on average 40% faster than traditional development teams. COLLABORATIVE TEAMS ARE YOU MOVING FAST ENOUGH? Benchmarked against offshore and internal teams, our blended teams of strategist, designers and developers work together to understand user needs, translate those needs to design and then blended with developers, take that investment to launch. 40% FASTER TRADITIONAL DEVELOPMENT TEAM PROJEKT202 DEVELOPMENT TEAM 40% VELOCITY GAIN OVER PROJECT LAUNCH • Pattern libraries / Design Systems • Working with mock-ups and prototypes • Design / Dev integration • Rapid, just-in-time iteration • Understand business context • Work in many different stacks • Devs do automated testing • QA automation and device testing • DevOps / CI / CD / Automated testing • Modern architectures like Microservices, REST, SPA, etc. VS.
- 106. 1:10:100“…from $1 investedin UX, you save $10 in fixing issues during development, and $100 if the product has been already released.” http://nearsoft.com/blog/how-to-make-100-for-every-dollar-you-invest-in-ux-3/
- 107. Identify new conceptsand revenue streams that leverage your brand in new services or products. NEW CONCEPTS
- 109.
- 110.
- 111.
- 112. “In the shorttime it has been on the market, Daisy Squeeze ranks among the top 10 sour cream items in sales. In a recent customer survey, 60% of Daisy Squeeze users said they would recommend the product to a friend—20% more than the average.” https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
- 113. 1. Did itcannibalize sales or increase sales? 2. What was the increase to sales? Revenue? 3. Did it increase the overall share of the market?
- 114. “Daisy increased [insertmetric here] by using observational studies in people’s homes during dinner times and rapid prototyping to innovate on a new product that met the needs of modern consumers.”
- 115. Why are observations sopowerful?
- 116.
- 117. Many well-known companies havepublic stories how they involve users and customers early and often. Many times following customers home to get to the “why” that’s needed for deep customer understanding.
- 118. IDEAS CUSTOMER EXPERIENCE JOURNEY MAPS PERSONAS CONCEPTDESIGNS USABILITY TESTING WORKFLOW DIAGRAMS PRIORITIZATION CONTEXTUAL INQUIRIES AFFINITY DIAGRAMS KANO SERVICE BLUEPRINTS
- 119. “The average lifespanof a company listed in the S&P 500 index of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today, according to Professor Richard Foster from Yale University.” http://www.bbc.com/news/business-16611040
- 120. Disruption + Surveys ANOTE ABOUT
- 121. “BlackBerry is alsowell positioned for future growth. World Wide Worx MD Arthur Goldstuck recently revealed that 24 percent of consumers claim that their next handset will be a BlackBerry, well above the 3 percent for Apple’s iPhone.” 2011: http://mybroadband.co.za/news/cellular/19774-blackberry-vs-iphone-vs-android-in-south-africa.html
- 122.
- 123.
- 124. “People in everydaylife don’t really know what they need—they just tell you what they *think* they want. People don’t always do what they say, and they rarely know how they’ll act in the future.” http://blog.invisionapp.com/dont-design-what-users-want/ asking vs. observed behavior
- 125. 1. People willtell give you an aspirational view of themselves. 2. People are poor at predicting their future behavior. 3. Some behavior is sub-subconscious. 4. People are swayed from moment to moment by unexpected in influences. 5. People want to fit in.
- 127. Customer experience (Cx)professionals know that the rst step on the path to delivering good experiences is doing research to understand their customers. Yet many fail to recognize that it’s easy to draw false conclusions — and that doing so is even more dangerous than being ignorant. in this report, we warn Cx pros about the most common pitfalls and explain how to adapt your practices and mindset to avoid them — and get the insights you need to succeed. Build Real Customer Understanding How To Avoid Research Pitfalls And Achieve Insight Instead
- 131. Major Airline FlightOperations Launch projekt202 partnered on a relaunch of a critical flight operations system and during beta saw up to 15% improvement in on-time performance — which saved numerous hours over legacy systems. For an airline, hours equals millions of dollars in savings across a number of groups. — confidential — … millions of dollars in savings Millions Successful Launch in the Flight Operations Space Major Airline Flight Operations Launch — confidential — …applications delivering up to 15% improvement in on-time performance upto15% …upgrade across 6 applications 6 The problems were complex. A growing US airline with over 40,000 employees and 3,000 daily flights. A fleet of 700 aircraft carrying 100 million domestic and international passengers a year. Add a merger, an expanded network, and raised load factors. And, add two separate technology platforms. It all added up to one large and very complicated system. The design and development of a new Web-based optimization tools gave airline staff a powerful, central resource for tracking aircraft ground movements; managing gate assignments, restrictions and closures; reacting to and recovering from unexpected operational events; and more. With projekt202’s approach of iterative validation and continual interaction with the airline employees they got the dual benefit of making key improvements early and often, while keying in the employees to the upcoming improvements.
- 132. Major Airline FlightOperations Launch projekt202 partnered on a relaunch of a critical flight operations system and during beta saw up to 15% improvement in on-time performance — which saved numerous hours over legacy systems. For an airline, hours equals millions of dollars in savings across a number of groups. — confidential — …applications delivering up to 15% improvement in on-time performance upto15% …upgrade across 6 applications 6… millions of dollars in savings Millions Successful Launch in the Flight Operations Space Hit the ROI first! Scale of problem solved. Project details. The problems were complex. A growing US airline with over 40,000 employees and 3,000 daily flights. A fleet of 700 aircraft carrying 100 million domestic and international passengers a year. Add a merger, an expanded network, and raised load factors. And, add two separate technology platforms. It all added up to one large and very complicated system. The design and development of a new Web-based optimization tools gave airline staff a powerful, central resource for tracking aircraft ground movements; managing gate assignments, restrictions and closures; reacting to and recovering from unexpected operational events; and more. With projekt202’s approach of iterative validation and continual interaction with the airline employees they got the dual benefit of making key improvements early and often, while keying in the employees to the upcoming improvements.
- 133. Kevin Green Digital TransformationOfficer • What’s the per minute cost of a delayed flight to the airline? $65.43 per airlines.org • What is the average length of a flight delay? 57 Minutes in 2014 per rita.dot.gov • What percentage of flights are delayed daily? 21% per rita.dot.gov • What’s the full cost of the delay per flight? $3,729.51 • How many flights for this airline are there a day? 3,900 per website • What is the total daily cost of delays? $3,054,468.69
- 134.
- 135. Radically Improving Sales projekt202helped this national event ticket retailer double revenues by increasing conversion rate by 54% with a relaunch of an improved purchase path. With over $5 billion in sales, and over 100k events, every step of the digital experience matters for this national event ticket retailer. projekt202 worked to improve the retailer’s digital channel — their web, mobile, and tablet interfaces resolving key barriers within the buyer’s journey. … conversion rate was increased by 54% 54%… results doubling revenues. 2x … over 100k events 100k
- 136. projekt202 helped reducereturns of a remote control for a technology accessories company by reducing the set-up time by 90%, and store returns to 1% turning around a poorly- performing product. This was a departure from metrics that showed customers were returning products at a rate of 30% because of a set up time that took over three hours. Through our observational understanding of customers needs in the home we were able to enhance the experience to match those needs — combined with an updated experience design, key metrics were greatly improved. After the improvements the product won numerous industry awards. Rethinking the Experience … reduced the set-up time by 90% 90% …. reduced store returns to 1% 1%
- 137. projekt202 helped thisinternational retailer get to 1.5 million loyalty customers in just over six months. With half their of sales now coming from these loyalty members — this was a game changer. With over 70 locations in the US and shipping to customers in more than 96 countries, retailer engaged projekt202 to help pilot and launch this new loyalty program across their stores to better serve customers, and gather a deeper understanding of their shopping behavior. The first launch was a pilot program for customers to enroll in the loyalty program or retrieve member information at the register. projekt202 was able to roll out this solution across a subset of locations using an Apple iPad with a custom developed point-of-sale solution. After a successful pilot, this solution was then further developed and launched across all stores at the point-of-sale. projekt202 was able to extend the program online with a companion website with extended functionality. … 1.5 million loyalty customers 1.5m … half of sales coming from these loyalty members 1/2 … in just six months 6mo Major Retailer Loyalty Program Launch
- 138. Drastically improving self-service Aleading financial services firm managing over 1 Trillion dollars for institutional clients and competing in a market of 7,000+ Registered Investment Advisors (RIA’s) determined their digital self-service channel was significantly underserving their RIA partners. RIA’s are making over 1 Million calls to the call center annually due to overly complex, confusing and error prone online tools. The firm asked projekt202 for help and the early results are encouraging. The first digital self-serve enhancement pilot is returning far greater adoption/ participation rates than planned (60% using it versus the 35% planned), and utilization of the online tool suite has spiked from a barely-used 1% before the enhancements to over 50% by the pilot users. projekt202 helped the firm make sense of the digital experience by determining how to clearly present over 200 online forms and to make the necessary actions associated with the key forms far more straightforward and efficient, thereby lowering error rates. … clearly present over 200 online forms 200… adoption, exceeding the expected 35% 60% … increase of online tools 50% “…the [projekt202] strategy for the design and product is working!”
- 139.
- 141. 100 devs each save2 hrs per week = $388,800 annual savings* 100 devs each save 30 min per week = $97,200 annual savings* 100 devs each save 5 hrs per week = $972,000 annual savings* 100 devs each save 1 hr per week = $194,400 annual savings* Time saved when art direction isn’t needed Time saved from rework Time saved when components are compatible Time saved when assets are accessible $1,652,400 annual savings or 21.25%time saved yearly Heath Stallings Director of User Experience at projekt202
- 142. “52% reductions incalls due to account recovery — $560k support cost reduction in one year!” Dawn Ressel Experience Design Manager, Intuit
- 143. Additional revenue viabetter experience which drive more customers & sales. MORE REVENUE https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1 Savings via improved processes, systems, via digital transformation. REDUCED COSTS Get to market with the right product or service faster, and hit the mark the 1st time. TIME TO MARKET Identify new concepts and revenue streams that leverage your brand in new services or products. NEW CONCEPTS
- 144.
- 145.
- 146.
- 147. from “I didthis” to results!
- 148.
- 149.
- 150. “Why should I keepyou around?”
- 151.
- 152.
- 153. Jeremy Johnson VP ofCustomer Experience www.jeremyjohnsononline.com
- 154. We wrote thebook on helping businesses gain insight from their customers and users — insights that lead to effective, successful launches. Designing Software for People: Application Development in the Experience Age experience.projekt202.com