tag:econsultancy.com,2008:/topics/user-experience-and-usability Latest User Experience and Usability content from Econsultancy 2017-03-29T13:39:29+01:00 tag:econsultancy.com,2008:BlogPost/68940 2017-03-29T13:39:29+01:00 2017-03-29T13:39:29+01:00 Banks are using data access to disrupt their disruptors Patricio Robles <p>As The New York Times <a href="https://www.nytimes.com/2017/03/23/business/dealbook/banks-and-tech-firms-battle-over-something-akin-to-gold-your-data.html">detailed</a> last week, major banks like JPMorgan Chase and Wells Fargo are demanding new terms from tech companies that want to be able to pull data for their banking customers.</p> <p>Many fintechs rely on their users providing access to the data from their bank accounts, and use third-party intermediaries like Envestnet Yodlee and Intuit to access that data. Those third-parties have direct relationships with some banks and use scraping technologies to access data from others when users provide the credentials to their accounts.</p> <p>To date, there have been few rules and standards as to how the data pulled is used and big banks want to change that. According to Jason Kratovil, a VP at bank lobbying organization Financial Services Roundtable, "When you think about millions of customers handing over their bank-account credentials to third parties, who currently have no real oversight or examination of their security controls, you start to understand why our members get pretty nervous."</p> <p>But many fintech execs believe the concerns over security are an excuse to thwart companies banks see as a threat. Personal Capital CEO William Harris told The New York Times, "It’s pretty clear the real intent of the banks is to limit this data because it puts their business model at risk."</p> <p>Personal Capital, which was founded in 2009, is an upstart wealth manager. It offers free analytics tools that it says more than 1.3m users take advantage of to track their personal finances. If those users were unable to give Personal Capital access to their bank accounts, it wouldn't be able to pull in the data it needs to provide such tools.</p> <h3>Banks get aggressive</h3> <p>According to The New York Times, big banks are getting increasingly aggressive in their dealings with the third-party platforms that many companies use to access bank account data. In January, JPMorgan Chase and Wells Fargo struck a deal with Intuit "that will give Intuit more streamlined access to data from the banks, in exchange for new rules about how Intuit uses the data."</p> <p>Wells Fargo also demanded compensation "to help the bank cover the additional infrastructure costs involved in providing real-time access to data."</p> <p>Envestnet Yodlee, which competes with Intuit, has reportedly not yet come to an agreement with the banks and The New York Times says that the company is trying to push back on the banks' demands. As Steve Boms, Envestnet Yodlee's VP of government affairs sees it, "with data limitations, you are hindering the ability of millions of consumers to save more and optimize their finances." </p> <p>But it's not clear just how much push back is possible. Several banks have warned Envestnet Yodlee that if it doesn't agree to their terms, it could lose access to some of the data it is currently able to retrieve from them. </p> <h3>Ambiguous regulation and an uncertain regulatory environment</h3> <p>Unfortunately, the negotiations are high stakes in large part because it's not clear what banks are required to do or what consumers are entitled to.</p> <p>As The New York Times notes, in Europe regulators have basically decided that consumers, not banks, own the data from their accounts. In the US, Section 1033 of Dodd-Frank states that covered financial institutions, including banks, "shall make available to a consumer, upon request, information in the control or possession of the covered person concerning the consumer financial product or service that the consumer obtained from such covered person, including information relating to any transaction, series of transactions, or to the account including costs, charges and usage data. The information shall be made available in an electronic form usable by consumers."</p> <p>But the "electronic form usable by consumers" is ambiguous, and the Consumer Financial Protection Bureau (CFPB) that Dodd-Frank created, despite its push for greater openness on the part of banks, hasn't issued a mandate regarding this.</p> <p>What's more, new US president Donald Trump <a href="https://econsultancy.com/blog/68779-how-will-donald-trump-s-policies-affect-fintech/">has directed his Treasury secretary to review Dodd–Frank</a>, and spoke of repealing it during his campaign.</p> <p>Is the more aggressive negotiating stance that big banks are taking a result of the perceived favor they have with the new administration? If it is, fintechs should expect big banks to get even more aggressive if and when Dodd-Frank is dismantled and/or repealed.</p> tag:econsultancy.com,2008:BlogPost/68910 2017-03-27T12:04:45+01:00 2017-03-27T12:04:45+01:00 Why so many website relaunches fail (but shouldn’t have) Paul Randall <p dir="ltr">But this is 2017. Surely, we have better tools than ever to unearth what it is customers want. We’ve never been better equipped to test web pages before they are rolled out. So why do brands continue to make a hash of launching a new site?</p> <p dir="ltr">One basic reason might be the temptation to go for a big bang launch, complete with PR fanfare. Great if it works. But what if conversion rates suddenly drop through the floor? </p> <p dir="ltr">You won’t have enough usable analytics data to identify where the problems are so you’ll either have to make changes and hope for the best, or quickly restore the old site. When you can make a series of controlled and tested incremental improvements, why take the risk of the big bang relaunch? That’s the riskiest thing you could do!</p> <p dir="ltr">It’s interesting to compare the approaches of Google+ and LinkedIn when they relaunched. LinkedIn seemed to do a great job of annoying the hell out of some of its most important users by plonking the new version on their desktops without much warning (I'm referring to LinkedIn's previous relaunch here, not the one currently underway).</p> <p dir="ltr">These people shared, very publicly, what they didn’t like about the new version. As the roll-out gradually reached other users there was an expectation that they wouldn’t like what they were about to see – even though for most of us it turned out to be okay.</p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0008/5026/old_linkedin.jpg" alt="" width="700" height="622"></p> <p dir="ltr">Google+, on the other hand, went out of its way to keep users informed. Google ran the new and old versions side by side for several months and people could switch back and forth at will. By the time the new version was fully rolled out there had been changes based on the feedback and there was very little outcry.</p> <p dir="ltr">The BBC website is also one that seems to be in a constant state of development. It offers new options for keeping up with news, sports results etc., that you can try out, but always with the option of going back to what’s familiar. When new features are fully rolled out, users have been involved and everything is thoroughly tested.</p> <p dir="ltr">Surely this is a smarter way to approach website upgrades and relaunches. Compare this to CNN which, in a desire to ‘update and refresh’, launched a site that used more resources and made it harder for readers to find the news that interested them – users hated it. Or how about the legendary <a href="https://econsultancy.com/blog/6477-is-digg-digging-itself-into-a-hole-with-its-new-design">Digg.com relaunch that almost killed the business</a>.</p> <h3>Learn from your current site before relaunching</h3> <p dir="ltr">A classic mistake is to assume there’s nothing to learn from your existing site. Okay, it’s going to get binned. But you have thousands of customers using it every day providing data on what they want, how they want to do things and what they find difficult. You need to make use of that data.</p> <p dir="ltr">Yes, it does make sense to do usability studies even on a site you are replacing. That way you can focus on improving the parts people dislike, and keep hold of the things you know they like and use.</p> <p dir="ltr">And while you’re at it, talk to your customer service teams. They’ll have some excellent insights to offer on where people find the current website troublesome, as well at where there’s room for improvements to be made.</p> <h3 dir="ltr">What does your business need to achieve?</h3> <p dir="ltr">Every business has targets: the number of new customers, sales growth by product/service category, <a href="https://econsultancy.com/reports/customer-lifetime-value/">lifetime customer value</a>, cost of acquisition. How often do these business goals feed directly (and I mean <em>directly</em>) into your website redesign?</p> <p dir="ltr">It’s one thing to launch a new website because you need to increase sales by 20%. It’s quite another to identify exactly <em>how</em> the new site and the activities that feed traffic to it will achieve that goal. And it’s yet another thing to have the test data to show that the new site will deliver the conversions you need.</p> <p dir="ltr">Businesses rarely approach website relaunches with this degree of confidence. That’s because they don’t join up the dots between what the business needs to achieve and what the website is designed to deliver. And they rarely put those assumptions to the test before they launch. Result: disappointing return on the investment.</p> <p dir="ltr">With clear goals and certainty about the weak areas on your current site you can focus the development priorities more productively. Are your current below-target sales because people struggle to select the right products, or because too many shoppers abandon carts before completing a purchase? It certainly helps to know.</p> <h3 dir="ltr">What user experience do you want to create?</h3> <p dir="ltr">You’ve collected data and insights on current issues. You’ve blended these with the business goals you need to achieve. The next step is to define a user experience that will satisfy customers and deliver your goals.</p> <p dir="ltr">What, exactly, do people need to do on your site? How are you going to make this simple, enjoyable and rewarding?</p> <p dir="ltr">Draft a succinct and crystal clear statement for each key page across the website that defines the main objective(s) for your new, improved customer experience. Refer back to this constantly as you design and build the new solution to ensure you’re still focusing on your primary objectives.</p> <h3 dir="ltr">What does your brand stand for?</h3> <p dir="ltr">A website redesign is an excellent opportunity to revisit your fundamental brand values. What do you stand for? What is it that particularly appeals to your customers?</p> <p dir="ltr">What needs do you meet, what value do you create, and why do you do it better than your competition? What emotional drivers decide how visitors will act? Do they want to picture themselves as being more healthy, successful, in control, influential or contented? Or are they looking for something else?</p> <p dir="ltr">This analysis will guide colours, imagery, typography, content and vocabulary. Your insights will help you create more powerful CTAs and better performing landing pages.</p> <p dir="ltr">Here’s a great example of some content guidelines we recently came across from the team at uSwitch:</p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0008/4825/Screen_Shot_2017-03-17_at_15.32.32.png" alt="uSwitch tone chart" width="790" height="274"></p> <p dir="ltr"><em>uSwitch tone chart guide: <a href="https://ustyle.guide/language/tone.html">https://ustyle.guide/language/tone.html</a> </em></p> <h3 dir="ltr">Making it real</h3> <p dir="ltr">So now you’re clear about what your target audience think of your current website; you understand how the new site needs to perform, and how it needs to support visitors on their journey to becoming customers. What now?</p> <p dir="ltr">Wireframes let you test the structure and navigation against defined user journeys. How obvious will each step be? Are there too many steps? You can design the prompts and help users will need at each stage. You can make better informed decisions about content, headings and CTAs.</p> <p dir="ltr">Design visuals start to build a realistic picture of the look and feel of the new site that you can test against the business objectives and brand values.</p> <p dir="ltr">Everything you design can, and should, be tested before launch on a variety of devices. There are great tools out there for usability and A/B split testing that will take the risk out of your new web pages. </p> <h3 dir="ltr">The testing never stops</h3> <p dir="ltr">Launch isn’t the time to put your feet up. It’s a time to dive into the data and see whether all the hard work is paying off. It’s a time to be plotting tests and optimisation efforts to keep the metrics improving and to squeeze even more value out of your investment.</p> <p dir="ltr">The digital world moves quickly. Technologies emerge, and your customers will be trying to outdo your user experience. Plan how you are going to stay ahead in the long term.</p> tag:econsultancy.com,2008:BlogPost/68905 2017-03-21T14:16:17+00:00 2017-03-21T14:16:17+00:00 BNP Paribas looks to transform its customer experience, not its services Patricio Robles <p>As Digiday's Tanaya Macheel <a href="http://digiday.com/marketing/bnp-paribas-putting-human-advice-robots/">details</a>, the bank is launching a new digital investment tool for its high net worth clients, but it isn't jumping on the robo-adviser bandwagon <a href="https://www.americanbanker.com/news/bank-of-america-to-build-its-own-robo-adviser">like many other established financial institutions</a>.</p> <p>Instead, BNP's new myAdvisory tool, which will be available through the firm's mobile app, offers "message-based financial advice...based on clients' portfolio and risk preferences" and gives clients the ability to trade via live chat.</p> <p>Humans are intimately involved in the tool's functioning. A team of advisers will be automatically alerted if something happens which might have a significant impact on a client's account. This can then be escalated to BNP's relationship managers who will message the affected client with advice.</p> <p>April Rudin, CEO of The Rudin Group, a wealth management marketing firm, says that myAdvisory creates perhaps the first "mobile wealth management" solution and observes that the offering "demonstrates that BNP has changed the experience instead of changing the products or services they offer."</p> <p>For the bank, that distinction was key, as BNP wanted to make its advisory services available to high net worth clients anytime, anywhere, but didn't want the increased digital convenience it offers them to eliminate the value of personalized, hands-on service they pay for and expect.</p> <h3>Lessons for other financial services players</h3> <p>There's a lot that other financial services firms can learn from BNP's approach.</p> <p>First, myAdvisory was developed based on feedback from its clients and will give the clients who provided feedback access before a broader roll-out. That doesn't guarantee the success of myAdvisory, nor does it mean that BNP won't face continued disruptive forces in the wealth management space. But it was wise of the firm to consult with its clients first because if it hadn't, it might have developed an offering that didn't meet their needs and, worst of all, might have developed an offering that eliminated attributes of its service that clients value highly and help differentiate it from competitors.</p> <p>Second, the myAdvisory offering demonstrates the importance of customer segmentation. As noted, in the wealth management space, more and more established financial institutions are building and launching robo-adviser offerings.</p> <p>While there might very well be a market for robo-advisers in the high net worth segment of the market, it would have been unwise for BNP to <em>assume</em> that it needed to push a robo-adviser offering on its high net worth clients instead of, say, making some changes to how it serves them.</p> <p>By segmenting its clients and seeking ways to better meet the needs of clients on a segment-by-segment basis, BNP is more likely to find ways to adapt and innovate without taking on far more risk than it has to.</p> <p>Finally, BNP's approach is a reminder that innovation and better customer experience doesn't necessarily require cutting-edge technology. Complex algorithms, <a href="https://econsultancy.com/reports/marketing-in-the-age-of-artificial-intelligence/">artificial intelligence</a> and the like might be sexy, but it's important for financial institutions to remember that these don't always deliver value, and in some cases, they can even destroy value.</p> <p><strong>Further reading:</strong></p> <ul> <li><a href="https://econsultancy.com/blog/68549-how-will-fintech-lenders-cope-with-an-economic-downturn/">How will fintech lenders cope with an economic downturn?</a></li> <li><a href="https://econsultancy.com/blog/67392-how-fintech-niche-brands-continue-to-disrupt-the-financial-search-market/">How fintech &amp; niche brands continue to disrupt the financial search market</a></li> </ul> tag:econsultancy.com,2008:TrainingDate/3218 2017-03-21T12:37:34+00:00 2017-03-21T12:37:34+00:00 Usability and User Experience <p>As acquiring traffic becomes more and more expensive, making sure your website is user-friendly is essential. This course aims to detail the standards for, and benefits of, a user-centred design approach. You’ll examine key areas where usability is of paramount importance, including best practice for navigation, page layout, forms and error messages, as well as the impact on checkouts and conversion.</p> tag:econsultancy.com,2008:TrainingDate/3216 2017-03-21T12:35:31+00:00 2017-03-21T12:35:31+00:00 Usability and Persuasion in E-commerce <p>Usability and persuasion techniques are proven to increase e-commerce conversion rates. From search and navigation through to product pages, shopping bag and checkout, this course will arm you with a wealth of insights that you can begin using on your own e-commerce customer experience.</p> tag:econsultancy.com,2008:TrainingDate/3185 2017-03-21T11:49:18+00:00 2017-03-21T11:49:18+00:00 Mobile UX (User Experience) & Marketing <p>Mobile rules the world – we now spend almost 2x as long online with our smartphones than on laptops and desktops.  </p> <p>Our 1-day Mobile UX (User Experience) &amp; Marketing training course offers research-based, practical best practices to help you make the most of this massive opportunity.  </p> <p>You’ll also engage in lots of interactive exercises based on real-world examples to make sure that you’re getting the most out of the day!</p> tag:econsultancy.com,2008:TrainingDate/3154 2017-03-21T11:00:00+00:00 2017-03-21T11:00:00+00:00 Creating Superior Customer Experiences <p>When the competition are a click away differentiation can be hard. Competing on price is a fools game and erodes margins. If you want to stand out from the crowd the experience you provide customers is everything.</p> <p>This course will show you how to create an outstanding customer experience whatever type of site you run. Customers who are more engaged and more loyal. Customers who will take action and convert.</p> tag:econsultancy.com,2008:BlogPost/68898 2017-03-17T09:39:50+00:00 2017-03-17T09:39:50+00:00 Seven retailers that use live chat to improve customer service Nikki Gilliland <p>In fact, <a href="https://econsultancy.com/blog/63867-consumers-prefer-live-chat-for-customer-service-stats/" target="_blank">92% of customers feel satisfied</a> when they use a live chat feature compared to other modes of communication. And with <a href="https://www.forrester.com/report/Contact+Centers+Must+Go+Digital+Or+Die/-/E-RES122341" target="_blank">55% of US adults</a> also likely to abandon a site if they can’t find the answer to a question, live chat can be an effective key way of keeping customers happy and more likely to make a purchase.</p> <p>Offering immediacy, one-to-one interaction and potentially resulting in greater levels of customer satisfaction – here are a few examples of online retailers utilising the technology.</p> <h3>ModCloth</h3> <p>ModCloth is well-known for its tone of voice, however it’s just as friendly when it comes to customer care. With its live chat functionality, consumers can chat one-to-one with staff – or a Modcloth ‘advocate’, as they’re also known.</p> <p><img src="https://assets.econsultancy.com/images/0008/4693/Modcloth_live_chat.JPG" alt="" width="780" height="640"></p> <p>The fact that the service includes a photo and the first name of the person makes it much more personal – users really feel like they’re talking to a real life person rather than to a faceless brand. Similarly, this also serves to emphasise the brand’s customer-centric reputation. </p> <h3>Nikon</h3> <p>While fashion retailers might use live chat to drive the path to purchase, technology brands like Nikon use it to speed up the customer care process. After all, with <a href="https://blog.zopim.com/2014/11/13/infographic-theres-a-chat-for-that/" target="_blank">42% of people</a> saying that not having to wait on hold is one of the biggest benefits of using it, the immediacy of the service is key.</p> <p>For brands that have a commitment to customers when products go wrong, live chat can be utilised to troubleshoot common issues, also saving on the hassle of sending back products for repair.</p> <p>Nikon is a great example of this, offering help and advice on how to fix specific problems with its cameras.</p> <p><img src="https://assets.econsultancy.com/images/0008/4694/Nikon_live_chat_3.JPG" alt="" width="780" height="764"></p> <h3>Canyon Bikes</h3> <p>While many retailers might offer live chat, it’s often buried within a website’s help and support pages. In contrast, mountain bike retailer Canyon Bikes puts the service front and centre on its homepage.</p> <p><img src="https://assets.econsultancy.com/images/0008/4695/Canyon_Bikes.JPG" alt="" width="780" height="497"></p> <p>Not only does this instil an instant sense of trust – reassuring people that help and information is at hand throughout the path to purchase – but it also ensures that customers are less likely to abandon their journey due to difficulty in finding it.</p> <p><img src="https://assets.econsultancy.com/images/0008/4696/Canyon_live_chat.JPG" alt="" width="672" height="578"></p> <h3>Warby Parker</h3> <p>Eyewear brand Warby Parker also puts live chat at the forefront of its customer service, promoting it alongside email and telephone help. </p> <p><img src="https://assets.econsultancy.com/images/0008/4697/Warby_Parker.JPG" alt="" width="760" height="607"></p> <p>However, with live chat resulting in <a href="http://www.maruedr.com/live-chat-tops-customer-service-league-table-thanks-to-high-satisfaction-and-low-customer-effort/">73% satisfaction levels</a> - the highest for any customer service channel - compared with 61% for email and 44% for phone, it’s likely to be the service that consumers are drawn to the most.</p> <p>This mainly looks to be due to its time-saving nature, providing instant results in comparison to calling up or writing out an email.</p> <p><img src="https://assets.econsultancy.com/images/0008/4698/Warby_Parker_live_chat.JPG" alt="" width="780" height="545"></p> <h3>Nordstrom</h3> <p>Nordstrom ensures that its online customer service covers all bases by separating its live chat service into categories such as 'designer specialist' and 'beauty stylist'.</p> <p>Even better, its live chat stays open 24-hours a day, seven days a week. Not only does this improve levels of customer satisfaction, but it also helps to prevent customers from being disappointed and potentially abandoning a purchase due to an unavailable service.</p> <p><img src="https://assets.econsultancy.com/images/0008/4701/Nordstrom_live_chat.JPG" alt="" width="780" height="523"></p> <h3>Toys R Us</h3> <p>While I am including Toys R Us on the list, this is not necessarily a good example of how to use live chat online. This is mainly because the service looks to be automated, sending consumers pre-programmed answers based on the query they select.</p> <p>So, even though the ‘Ask Emma’ service appears to be a real person, it’s actually not.</p> <p>This is a dangerous move, as instead of improving the customer experience, it could potentially harm it – leading users to feel frustrated and even duped if they realise <a href="https://econsultancy.com/blog/68458-why-chatbots-are-an-important-opportunity-for-retailers/" target="_blank">‘Emma’ is a bot</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/4699/Toys_R_Us_Emma.JPG" alt="" width="615" height="401"></p> <h3>Goldsmiths</h3> <p>Finally, Goldsmiths is a good example of a brand going one step further and making use of live chat with sound and video as opposed to just text.</p> <p>The jewellery retailer recently introduced this feature in order to mimic the personal service that it offers in its physical stores. With consumers potentially preferring an in-store experience – and therefore avoiding shopping on the website in the past – this is a great way to <a href="https://econsultancy.com/blog/68023-think-retail-how-brands-are-targeting-the-phygital-generation/" target="_blank">fuse the physical and digital</a> experience and encourage online purchases. </p> <p><img src="https://assets.econsultancy.com/images/0008/4700/Goldsmiths_live_chat.JPG" alt="" width="780" height="574"></p> <p><em><strong>Related articles:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68546-social-media-customer-service-six-important-talking-points/" target="_blank">Social media customer service: Six important talking points</a></li> </ul> tag:econsultancy.com,2008:BlogPost/68887 2017-03-14T14:56:56+00:00 2017-03-14T14:56:56+00:00 Ethical CRO: The end of dark patterns Paul Randall <p dir="ltr">In an attempt to increase the numbers, psychological tricks which affect user behaviour in a negative way are being used to mislead an unsuspecting audience.</p> <p dir="ltr">Although not technically illegal they are certainly unethical. Businesses need to be aware of the long-term risks posed by knowingly misleading customers for short-term gain, both in terms of UX and brand reputation.</p> <h4 dir="ltr">Dark patterns</h4> <p dir="ltr">Harry Brignull coined the phrase in 2010 and ever since has received hundreds of examples with the hashtag #darkpattern. His website: <a href="https://darkpatterns.org/">https://darkpatterns.org/</a> holds a collection of just some of them.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">How can designers sleep at night, when they no longer allow users to say "No"? <a href="https://t.co/R4659wBYyM">pic.twitter.com/R4659wBYyM</a></p> — Micah Scott (@scanlime) <a href="https://twitter.com/scanlime/status/832729043761967104">February 17, 2017</a> </blockquote> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">What it looks like when companies are on their way out of business-Legally mandated unsubscribe link colored white <a href="https://twitter.com/hashtag/ux?src=hash">#ux</a> <a href="https://twitter.com/hashtag/darkpatterns?src=hash">#darkpatterns</a> <a href="https://twitter.com/zynga">@zynga</a> <a href="https://t.co/3XZ04teBK3">pic.twitter.com/3XZ04teBK3</a></p> — Mark Bailey (@themarkbailey) <a href="https://twitter.com/themarkbailey/status/833775152424816642">February 20, 2017</a> </blockquote> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Really, <a href="https://twitter.com/STN_Airport">@STN_Airport</a>, you need to coerce your customers into subscription? <a href="https://t.co/GJ8Y2SLGPt">pic.twitter.com/GJ8Y2SLGPt</a></p> — Sebastian Deterding (@dingstweets) <a href="https://twitter.com/dingstweets/status/833248153507860480">February 19, 2017</a> </blockquote> <h4 dir="ltr">Why dark patterns work</h4> <p dir="ltr">It's easy to understand how people can be affected by these.</p> <p dir="ltr">When we are tired, or hungry we pay less attention to our surroundings - it’s almost like being on autopilot. Sites with a high cognitive load require lots of mental effort, so reducing this is a good thing. But when you aren’t giving your total attention you can misinterpret what you see and read.</p> <p dir="ltr">When we are shown a left arrow and a right arrow, in Western cultures we have learnt that the right arrow is the next step. This is learnt at a very early age and has become second nature. This example comes from <a href="https://www.zsl.org/ticket/zsl-london-zoo">ZSL London Zoo</a>:<a title="ZSL London Zoo" href="https://www.zsl.org/ticket/zsl-london-zoo"><br></a></p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0008/4652/zsl_blurred.jpg" alt="" width="700" height="428"></p> <p dir="ltr">If the right arrow is also green (another convention for ‘next step’) we automatically assume this is the thing we need to do next. We may not even read the text on it anymore, and this is where designers can exploit our ingrained behaviours.</p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0008/4654/zsl_focused.jpg" alt="" width="700" height="428"></p> <h4 dir="ltr">The difference between influencing user behaviour and tricking people</h4> <p dir="ltr">The grey area comes when you aren't tricking people into doing something, but using clever psychological nudges to do so. Countdown timers if used appropriately can inform customers that placing an order before 10pm can get Next Day delivery. This is displaying relevant and meaningful information.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Snapchat's <a href="https://t.co/jIJ8qMwKGo">https://t.co/jIJ8qMwKGo</a> has a fake time-pressure countdown in their checkout. It's just a looping animation. <a href="https://t.co/YmWqvQJzt0">pic.twitter.com/YmWqvQJzt0</a></p> — Harry Brignull (@harrybr) <a href="https://twitter.com/harrybr/status/837597399082217472">March 3, 2017</a> </blockquote> <h4 dir="ltr">‘Why’ - The missing metric</h4> <p dir="ltr">When you hear of a site with a 2% conversion rate, the natural question is "what happened to the 98%". Numbers only tell you how many people didn't complete a task. Crucially, it won't tell you why they didn't convert.</p> <p dir="ltr">Research needs to be undertaken to uncover and remove fears, uncertainties and doubts that can lead to someone leaving a site before completing a task. It’s easy when you see thousands of visitors to lose sight of their individual needs and think that the same technique will work on all of them.</p> <h4 dir="ltr">You can improve user experiences and conversion rates without misleading visitors</h4> <p dir="ltr">I recently worked on a big redesign for a utilities company where the use of forms was getting out of hand. Forms on the homepage, in popups — all in the aim to generate leads!</p> <p dir="ltr">While gathering some feedback through usability studies it was found that forms everywhere gave the complete wrong impression. People saw the forms, but they just felt the company was too ‘grabby’ in wanting their visitors' details.</p> <p dir="ltr">So, by removing all but one of the forms and creating a simple user journey with compelling content, form submissions went up by 18%.</p> <p dir="ltr"><img src="https://assets.econsultancy.com/images/0008/4655/flogas_screenshot.jpg" alt="" width="700" height="433"></p> <p dir="ltr">Just because you want to improve leads or sales doesn’t mean you have to do it at the expense of your user experience.</p> <p dir="ltr">This wasn’t an easy sell either. Convincing clients to remove things is a rarity but the truth is that adding gimmicks isn’t sustainable in the long term, and the negative press that comes when you get called out on it isn’t worth thinking about.</p> <h4 dir="ltr">Where do ethics sit: the company, or the designer?</h4> <p dir="ltr">The User Experience Professionals Association (UXPA) has a <a href="http://uxpa.org/resources/uxpa-code-professional-conduct">code of conduct</a> which looks to address professional conduct between a UX designer and their client. There is also <a href="https://ind.ie/ethical-design/">Ethical Design</a> outlined by ind.ie which focuses on the efforts and rights of human beings.</p> <p dir="ltr">But neither of these focus on the responsibility a website has to its audience. These standards are typically held within a company but the truth is that some businesses (i.e. budget airlines) have a reputation for using dark patterns during the payment process, and negative experiences will ultimately not help long-term growth and customer advocacy.</p> <p dir="ltr">Should companies agree to an ethical code of conduct on the web, and support others which do so? Have your say in the comments below.</p> tag:econsultancy.com,2008:BlogPost/68889 2017-03-14T14:26:58+00:00 2017-03-14T14:26:58+00:00 Wetherspoons launches ‘Order and Pay’ app: Is it any good? Nikki Gilliland <p>While a few restaurant chains have introduced similar apps before, it’s a bold move by Britain’s biggest pub chain, with the potential to change service in its famous watering holes forever. But will it catch on? More to the point, is it any good? Here are my thoughts. </p> <h3>Ordering made easy</h3> <p>The premise of Order and Pay is exactly as it sounds. In a nutshell, it allows you to peruse the menu, order and pay without the need for any interaction with staff. </p> <p>It’s very simple to use. When you download the app, it will automatically detect your location, allowing you to select the Wetherspoons you are in or view a list of pubs nearby. </p> <p><img src="https://assets.econsultancy.com/images/0008/4613/Spoons_1.png" alt="" width="250">  <img src="https://assets.econsultancy.com/images/0008/4612/Spoons_3.png" alt="" width="250"></p> <p>You can then view the food and drinks menu, before selecting your table and what you would like to order. With the option to pay via PayPal or debit card, checking out is fuss free, and an automatic system takes any discounts or offers into consideration on your behalf.</p> <p><img src="https://assets.econsultancy.com/images/0008/4614/Spoons_menu_2.png" alt="" width="250">  <img src="https://assets.econsultancy.com/images/0008/4615/Spoons_9.png" alt="" width="250"></p> <h3>What are the benefits?</h3> <p>Wetherspoons describes its app as an ‘innovative solution’ for everyone from families to large groups of mates. If you are dining with children, for instance, you won’t have to leave them alone at the table. Similarly, it also takes away the need to navigate a packed pub with a massive tray of drinks.</p> <p>Of course, it also provides you with a great excuse to be lazy as well as to avoid any social interaction with employees. Naturally then, some have suggested that it will bring a sad end to the inherently social experience of going to the pub, where queuing at the bar is part and parcel of it all - just like Wetherspoons' sticky carpets or its gut-busting breakfasts.</p> <p>On the flip side, there’s the argument that it can only improve the experience for customers. We can all relate to waiting ages to be served or trying to locate a soggy menu – why risk that scenario when you can avoid it entirely? While the technology can only take you so far - with service still reliant on staff once the order has been taken - there’s no doubt that the technology facilitates a much more streamlined experience in the initial stages.</p> <p>One of the biggest benefits is also the fact that it draws greater attention to what you are actually ordering. For example, you might go to the bar and order a glass of wine and a main meal without thinking much about price or nutritional info. With the app, however, you are presented with the various prices, sizes, calories and optional extras before checking out.</p> <p>Granted, if you're eating in a Wetherspoons, you probably don't care <em>that</em> much, but it could still help some customers make more considered and better informed choices.</p> <p><img src="https://assets.econsultancy.com/images/0008/4616/Spoons_14.png" alt="" width="250">  <img src="https://assets.econsultancy.com/images/0008/4617/Spoons_15.png" alt="" width="250"></p> <h3>What other features does it offer?</h3> <p>The Order and Pay aspect of the app is undoubtedly its main draw, however it has a few additional features that are also worthy of a mention.</p> <p>First, it includes a reorder option that conveniently lets you order the same again – pretty handy when there are lots of you. Secondly, a comprehensive allergen and nutrition menu lets you view detailed information at a glance, although it's not really mobile optimised.</p> <p><img src="https://assets.econsultancy.com/images/0008/4618/Spoons_10.png" alt="" width="250">  <img src="https://assets.econsultancy.com/images/0008/4611/Spoons_6.png" alt="" width="250"></p> <p>There's also a decent amount of information on top of the actual menu, including an ‘about’ section on the specific pub you’re in, as well as its contact details and opening times. You can build a list of your favourite Wetherspoons, too, which is a feature that regulars are sure to appreciate.   </p> <h3>Will it catch on?</h3> <p>There’s no doubt that the Order and Pay app is something of a novelty – its introduction is likely to be met with intrigue by many of Wetherspoon’s younger visitors. However, it has to be said that it isn't actually that useful for the fit and able customer. Instead, it’s more likely to help people who have trouble carrying drinks or queuing up for long periods of time – perhaps an older demographic that, ironically, will naturally be less likely to use it.</p> <p>Regardless, by simply taking away the hassle of queuing, it may well to appeal to all generations. </p> <p>With bar staff also still ready and willing to take orders at the bar, it’ll be interesting to see whether customers will use the technology once the novelty has worn off.</p> <p><em><strong>More about apps:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/68872-five-excellent-features-of-uswitch-s-energy-switching-app/" target="_blank">Five excellent features of uSwitch’s energy-switching app</a></em></li> <li><em><a href="https://econsultancy.com/blog/68729-a-review-of-litsy-the-social-media-app-for-book-lovers/" target="_blank">A review of Litsy: The social media app for book lovers</a></em></li> <li><em><a href="https://econsultancy.com/blog/68688-four-key-features-to-appreciate-about-google-trips/" target="_blank">Four key features to appreciate about Google Trips</a></em></li> <li><em><a href="https://econsultancy.com/blog/68206-ubereats-vs-deliveroo-a-comparison-of-the-app-user-experience/" target="_blank">UberEats vs. Deliveroo: A comparison of the app user experience</a></em></li> </ul>