I’m one of the lucky ones. I have a great doctor and good health insurance.
A boring generic healthcare company bought my longterm doctor’s group practice a few months ago. First thing they did was screw up the online patient portal, changing it from the poorly designed, barely usable mess I’d learned to navigate to a slightly more polished but somehow blander portal that instantly got hacked. In consequence, they seem to have hired an Internet security firm that advised them to make changes they apparently didn’t understand how to execute. Thus, sign-in was broken for two months. Doctors kept sending patient results to the site, but patients couldn’t access them, and nobody told the doctors. You’d try to explain the problem to a phone receptionist, but if it ever got to the doctor, it was likely phrased as “Another one complaining about the website.”
The site’s makers apparently weren’t informed of the problem for some time, and there was no way to find out who they were to contact them, since there was no contact information available until you signed in, which no one could. Healthcare in America, 2019.
Anyway, they seem to have fixed a couple of the nonfunctioning loops that would prompt you to create a new password and then not recognize that you had done so and prompt you to create a new password and then not recognize that you had done so and prompt you to create a new password and then not recognize that you had done so and…
So today I was able to create a password, almost get 2FA to work, and reorder medication I’d been doing without. Yay!
Designing usable websites is an undervalued art.
Beyond Engagement: the content performance quotient
Recently, Josh Clark, Gerry McGovern and I have been questioning our industry’s pursuit of “engagement.” Engagement is what all our clients want all the time. It’s the ? 1 goal cited in kickoff meetings, the data point that determines if a project succeeded or sucked wind. When our clients muse over their Analytics, they’re almost always eyeing engagement, charting its tiny variances with the jittery, obsessive focus of overanxious parents taking a sick child’s temperature.
Engagement is our cri de coeur. Our products, websites, and applications live and die by it. But should they?
For many of our products, websites, and applications, duration of page visit, number of our pages clicked through, and similar signs of engagement as it is traditionally understood may actually be marks of failure. If a customer spends 30 minutes on her insurance company’s site, was she engaged … or frustrated by bad information architecture?
For these products, websites, and applications, we need a new metric, anew and different ? 1 goal. Think of it as speed of usefulness; and call it content performance quotient—or CPQ if acronyms make you feel all business-y and tingly inside.
The content performance quotient is an index of how quickly you get the right answer to the individual customer, allowing her to act on it or depart and get on with her day. It is a measurement of your value to the customer. For many apps, sites, and products, the content performance quotient offers a new goal to iterate against, a new way to deliver value, and a new way to evaluate success.
For many sites, engagement is still a valid goal
To be fair as well as explicit, spending extra seconds on a web page, and browsing from one page to another and another, remains a desirable thing on deep content sites like A List Apart and The Washington Post?—?sites that encourage slow, thoughtful reading.
A List Apart isn’t a place to grab code and get back to your web development project; it’s a place to ponder new and better ways of designing, developing, and strategizing web content. And pondering means slowly digesting what you have read. The Washington Post isn’t a purveyor of ten-second talking points and memorable but shallow headlines—it’s a place for detailed news and news analysis. That kind of reading takes time, so it makes sense if the owners and managers of those publications peruse their Analytics seeking signs of engagement. For everyone else, there’s the CPQ. Or will be, once someone reading this figures out how to measure it.
There’s also a new design paradigm that goes hand-in-hand with this new goal: shrinking your architecture and relentlessly slashing your content. It’s an approach we’ve begun practicing in my design studio.
But first things first. What exactly is the CPQ?
The content performance quotient (CPQ) is the time it takes your customer to get the information she sought, and here, less is more—or better. From the organization’s point of view, CPQ can be the time it takes to for a specific customer to find, receive, and absorb your most important content.
Come to where the messaging is
Consider the Marlboro Man (kids, check the Wikipedia entry), a silent visual spokesman for Marlboro cigarettes, created by the Leo Burnett agency for an era when Americans expressed their optimism by driving two-ton be-finned convertibles along the new highways that bypassed the old cities and the old urban way of life.
It was a time when Americans looked back on their historical westward expansion un-ironically and without shame. Cowboys were heroes on TV. Cowboys were freedom, the car and the highway were freedom, smoking the right cigarette was freedom.
On TV back then, when commercials had a full 60 seconds to convey their messaging, and nearly all were heavy on dialog and narration, Marlboro TV commercials were practically wordless. They showed a cowboy riding a horse. You saw him in closeup. You saw him in long shot. There were slow dissolves. There was music. There were no words at all, until the very end, when a suitably gravel-voiced announcer advised you to “Come to where the flavor is. Come to Marlboro Country.”
But it was in billboards along the highway and at urban entrance points where the campaign really lived. There was a beautiful shot of the cowboy doing cowboy stuff in the distance. There were four words: “Come to Marlboro Country.” One of them barely counts as a word, and you didn’t have to read any of them to get the message.
The billboards had one or two seconds to tell you everything, and they worked. At a glance, and from repeated glances over time, you knew that Marlboro was the filtered tobacco cigarette of the independent man who loved liberty. It was not the smoke of the neurotic urban dwelling subway rider (even if, in reality, that was the customer). Marlboro was for the libertarian in chaps. For the macho individualist with no crushing mortgage to pay off, no wife and kids to infringe on his horse-loving freedom. You got it all, without even knowing you got it. That’s performance.
Targeting convertibles on the information superhighway
In hindsight, it sounds ridiculous, but the super-fast storytelling worked: when I was growing up, Marlboro was what every child in my middle school smoked.
Remove the cancer and the other ethical problems from this story and hold fast to the idea of conveying information as close to instantaneously as possible. The geniuses behind the Marlboro Man achieved it by reducing their messaging to only what was needed—only what could be conveyed to a person passing a billboard at 60 MPH.
Your customer is not speeding past your messaging in a 1954 convertible, but she is speeding past it, and if you don’t optimize, she will miss it. For her to get your message, you have to work as hard as those evil ad wizards did. You must focus relentlessly on messaging (as well as design and site performance—but we’ll get into all that soon enough). Just as Leo Burnett cut their TV messaging to ten words, and their billboard to four, you must be willing to think twice about every word, every page. Mobile First taught us to focus above all else on the content the customer actually seeks. A better CPQ is what you get when you do that—particularly when you combine it with good design and optimal technical performance.
Most business websites contain dozens of pages that were made to satisfy some long-ago stakeholder. They are pages that nobody visits. Pages that do nothing to help the customer or advance the business’s agenda. Putting all that junk online may have made for smooth meetings ten years ago, but it isn’t helping your business or your customer. Our sites, apps, and products must do both.
Content performance quotient: the secret sauce
Lately in my design practice I’ve been persuading clients to create sites that might superficially appear less effective if you’re going by engagement metrics alone, but which are actually far more successful because they are more instantly persuasive. At my urging, our clients have allowed us to relentlessly cut copy and chop sections nobody looks at, replacing them with a few pages that are there to do a job. We are lucky to have smart clients who are willing to jettison hundreds of hours worth of old work in favor of a streamlined experience that delivers value. Not every client has the courage to do so. But more will as this idea catches on.
(By the way, don’t look for these projects on our studio’s website just yet; they are still in development.)
Serving only the content the customers actually need; streamlining and testing and fine-tuning the interaction to get the right customer to the right content precisely when they want it; wrapping the experience in an engagingly readable but also quickly scannable user interface; and doing everything in our power to ensure that the underlying web experience is as performant as possible—this, I believe, is the secret to increasing CPQ.
CPQ: the story so far
The idea of delivering much less (but much better) first occurred to me while I was looking over a fellow designer’s shoulder. My friend Fred Gates of Fred Gates Design is working on a project for a client in the nonprofit education space. The client’s initial budget was not large, so, to be fair, they suggested Fred only update their homepage. But Fred being Fred, if he was only going to design a single page, he was determined to deliver tremendous value on it.
By focusing relentlessly on the objectives of the entire site, he was able to bring all the principal interactions and messages into a single performant homepage, essentially reducing a big site to a lean, fast, and more effective one.
Far from getting less, his client (and their customers) got much more than they expected.
Inspired by what my friend had achieved, I then proposed exactly the same approach to a client of ours. Not because their budget was a problem, but because streamlining was clearly the right approach … and a redesign is the perfect opportunity to rethink. When you repaint your living room, it gives you a chance to rethink your couch and divan. You’re most likely to consider changing your diet when you’ve begun a new exercise program. Clients are people, and people are most receptive to one form of change when they are already engaged in another.
Positioning CPQ as an aspect of technical performance is another way to overcome stakeholder skepticism. Lara Hogan has more on persuading peers and stakeholders to care about technical performance optimization.
We are a few weeks away from launching what we and the client are calling Phase I, a lean, performant, relentlessly message-focused web experience. But if we’ve done this right, we won’t have much to do in Phase II—because the “mini-site” we’re delivering in Phase I will do more for the company and its customers than a big site ever did.
I’ll be back with updates when we launch, and (more importantly) when we have data to share. Follow @DesignCPQ to stay on top of CPQ thinking.
Living in New York and working in media, I talk to nonprofit organizations a lot. Big or small, they all say the same. No matter how much work they put into their apps and websites, they just don’t get enough new members. No matter how many expensive redesigns they undertake, they still don’t convert. Why is this?
Generally, it’s the same reason any site with a great product doesn’t convert: the organization spends too much time and effort on the pages and sections that matter to the organization, and too little on the interactions that matter to the member. (“Member” is NGOese for customer.)
Of course there are sites that don’t convert because they have a crappy product. Or an inappropriately priced product. Or because their content attracts people who are never going to be their customers, and gets missed by people who might want what they’re selling. Or because their content attracts nobody. Failure has a thousand fathers, and most businesses fail, so the fact that a website doesn’t convert could mean almost anything. (To know what it actually means, you need data, and you need to watch users interact with it.)
But with nonprofit sites, the product is almost always great, and the person visiting is almost always interested. So what goes wrong?
Never mind the user, here’s the About page
What goes wrong is that nonprofit stakeholders are so passionate about their mission—a passion that only deepens, the longer they work there—that they design an experience which reflects their passion for the mission, instead of one which maps to a member’s mental model.
NGOs lavish attention on their About page and mission statement and forget to work on their members’ immediate, transactional needs. And this is true even for those members who are as passionate about the cause, in their own way, as the stakeholders are in theirs. In the wake of a hurricane, a passionate member thinks of your site in hopes of donating food or giving blood. But nothing on the site calls out to that member and addresses her needs. All she sees are menus, headlines, and buttons trying to lead her to what matters to the organization?—?namely, the things it says about itself.
How to satisfy the user and convert at the same time
First, decide what one single action you, as the organization, want the user to perform. Should they sign up for your mailing list? Make a donation? Keep it singular, and make it simple. One form field to fill out is better than two; two is better than four.
Next, put yourself in the member’s shoes. What does that member wish to achieve on your website? Have you created transactions and content that allow her to do what she came to do? Have you designed and written menus, links, and headlines that help her find the content that matters to her? Forget the organization, for now. Pretend the only thing that matters is what the user wants. (Because, ultimately, it is.)
Do these things, and weave your singular, simple conversion opportunity into each screen sequence with which your user interacts. To optimize your chance of success, place the conversion opportunity at the very point where the user successfully finishes transacting the business that mattered to her. Not before (where it is only a distraction). Not in another part of the site (which she has no interest in visiting). She’s a lot likelier to sign up for your mailing list after you’ve helped her donate food to her neighbors than she is to sign up in an unsolicited popup window.
Thank you, Captain Obvious
All the above suggestions are obvious common sense, and have been known since transactional web design was in its infancy in the 1990s. And yet, because of organizational dynamics, internal politics, and our getting so close to our own material that our eyes go out of focus, we forget these simple ideas more often than we use them—and fail when success is so easy, and so close to hand.
Big Web Show ? 159: If You Can’t Stand the Heatmaps, Stay Out of the Conversion, with @nickd
NICK Disabato (@nickd) and I discuss heat maps, conversion rates, design specialization, writing for the web, Jakob Nielsen, and the early days of blogging in Episode ? 159 of The Big Web Show – “everything web that matters.” Listen and enjoy.
Authoritative, Readable, Branded: Report from Poynter Design Challenge, Part 2
THIS year’s Poynter Digital Newspaper Design Challenge was an attempt by several designers and pundits, working and thinking in parallel, to save real news via design. In Part 1 of my report from Poynter, I discussed the questions driving the challenge, and talked about the design work done in response to it by my colleagues Kat Downs Mulder, Mike Swartz, Lucie Lacava, and Jared Cocken. Here in Part 2, I’ll discuss my own work and the approach we took at my studio. But we begin with a quick look back at the past designs that brought us to this point:
Experiment ? 1: The Deck
During the past decade and a half, as both a publication designer and a publisher, I watched in horror as our publications became reader-hostile minefields of intrusive ads, overlays, and popups. The first thing I tried to do about this (besides removing the web equivalent of chart junk from my magazine) was to offer an alternative approach to advertising via The Deck, an ad network I cofounded with Jim Coudal of coudal.com and Jason Fried of Basecamp (formerly 37signals). The Deck permitted only one appropriately targeted ad per each page of content viewed. As primary instigator Jim Coudal put it:
A buy in The Deck reaches the creative community on the web in an uncluttered, controlled environment, far more valuable than a standard banner or a single text ad among dozens of others.
Jim, Jason, and I hoped that our cost-per-influence model would replace the CPM race to the bottom, and that our quasi-religious use of whitespace would be widely imitated by the smartest publications online.
But that didn’t happen. Advertising just got more intrusive. The Deck succeeded as a small business supporting a network of interesting small publications, but not at all as a primary influencer on the direction taken by advertising that supports web content.
Experiment ? 2: Readability
Then about seven years ago, my friend Rich Ziade and his engineers created Readability, an app that sat between you and the ugly site you were trying to read, the way screen readers sit between visual websites and blind web users. Readability grabbed an article page’s primary content, removed the junk, and replaced the cluttered and illegible layout with a clean, readable page inspired by the clarity of iBooks and Kindle, which were just taking off at the time.
Rich released Readability 1.0 as open source; Apple immediately absorbed it into the Safari browser, where it continues to provide Safari’s built-in “reader” mode. (Safari’s “reader” mode was Apple’s first step in decluttering the web and returning it to the people who use it; “content blocking” would be the second step.)
Moreover, Readability 2.0, released by Rich’s then-company Arc90 the following year, added automatic payment for content creators slash publishers, as I explained at the time to anyone who would listen. Had Readability been allowed to continue the experiment, content monetization might have been less of a problem than it is today, and publication brands (the notion that it matters who publishes what we read) would be in exactly the same pickle they’re in anyway—except that readers would get their news in Readability’s attractive and customizable format, instead of from Apple News, Facebook, and the like.
I used to go around the world on lecture tours, warning my fellow designers that if we didn’t figure out how to declutter and compellingly brand sites, apps like Readability would do it for us. I still go around on lecture tours, but I’ve moved on to other issues. As for Readability, it was killed by a digital lynch mob after one powerful blogger, misunderstanding the motivation behind it, issued the digerati equivalent of a fatw?. But that’s another story.
Experiment ? 3: Big Type Revolution
In 2012, inspired by Readability and frustrated by the industry’s determination to make ever less legible, ever more cluttered sites full of tracking and popups and everything except what readers need, I bet big on large type:
This redesign is a response to ebooks, to web type, to mobile, and to wonderful applications like Instapaper and Readability that address the problem of most websites’ pointlessly cluttered interfaces and content-hostile text layouts by actually removing the designer from the equation. (That’s not all these apps do, but it’s one benefit of using them, and it indicates how pathetic much of our web design is when our visitors increasingly turn to third party applications simply to read our sites’ content. It also suggests that those who don’t design for readers might soon not be designing for anyone.)
Writing in Forbes, Anthony Wing Kosner saw the future in my initially crude experiment:
If you want to know where the web is going, one clue is to look at the personal sites of top-tier web designers. And one trend that just bubbled to the surface is large body type—the kind you don’t have to command-plus to read.
Not to brag (okay, too late), but he wasn’t wrong. It was the future.
(Also, I’m fairly sure I wasn’t the only designer at the time who reacted against tiny type and cluttered anti-user layouts by stripping pages down to only their most necessary elements, and boosting the type size to enforce a more relaxed reading posture. The idea was in the air.)
An uncluttered page focused on the reading experience (reminder: big type and plenty of whitespace) is now the default at several leading news publications. But many smaller publications, struggling just to survive, have not kept up. And so we have a perfect crisis:
Publications that do not encourage reading, loyalty, or repeat visits are struggling to survive at the very moment real news is under attack from an authoritarian president. What to do?
My response to the Poynter Design Challenge
There are many ways to respond to an existential crisis like the one facing most news publications. You can rethink the relationship between reader and publication. Rethink the job of the publication. Make news work more like a lifestyle app. Make it more immersive. My colleagues followed those paths out brilliantly (as described in Part 1).
But I went for the low-hanging fruit. The thing any publisher, no matter how cash-strapped, could do. The thing I had seen working since I started yelling about big type in 2012. I went for a clean, uncluttered, authoritative, branded page. Authoritative because this isn’t fake news. Branded because the source matters.
The easiest, fastest, most readily attainable path to clean, uncluttered, authoritative, branded design is through typography.
Any publication can be readable
Any newspaper, however poor, can afford better typography. Any newspaper with a designer on staff can attain it, if the paper stops treating design as a lackey of marketing or editorial or advertising, and sets designers free to create great reading experiences.
In my work, which is still underway (and will continue for some time), I focused on creating what I call “reader” layouts (and probably other designers call them that too; but I just don’t know). Layouts that are branded, authoritative, clean, uncluttered, and easy to read.
I played with type hierarchies and created simple style guides. Most of my little pages began as Typecast templates that I customized. And then Noël Jackson from my studio cleaned up the HTML and CSS to make it more portable. We put the stuff up on GitHub for whoever wants to play with it.
IN a world where newspapers are dying and half the public believes fake news, what online news experiences need is design that is branded, authoritative, and above all, readable:
Branded, because we need to convert the current hummingbird model (where readers flit from flower to flower) back to the idea that your news source matters—and that it is worth your time to return to a source you trust.
Brand helps the social-media-driven seeker notice that they’re returning time and again to a certain resource, facilitating a mental model shift back toward destination web browsing. When every site looks the same, it’s easy to see all content as equal—all spun from the same amorphous mass. A strong brand, which is individual to the given newspaper, can cut through that amorphousness, which is the first step in building (or rebuilding) loyalty.
Authoritative, because combating fake news means visually cueing the reliability of a particular source—one staffed by real journalists and editors, with real sources in real countries. In the coming years this will be more important than ever.
Readable, because an informed public needs to grasp stories that can’t always be reduced to headlines or sound bytes. Readability means even longer articles actually get read, sometimes even all the way through. Readability requires a combination of typeface, type size, leading, measure, hierarchy, contrast, etc.—as well as the introduction of visual information, both to break up the flow of text, and to further illuminate what is being said.
Related news keeps readers reading
Additionally, this branded, authoritative, readable content needs to become (to use an ancient word) sticky: through a combination of editing and algorithms, related content must be presented at the appropriate time in the reading experience, to engage the visitor in continued reading.
Currently two publications—nytimes.com and medium.com—achieve all these goals better than any other publications on the web. One is the newspaper of record; the other is a vehicle for anyone’s content. Yet both really do the job all newspapers will need to do to survive—and to help the Republic survive these next years. I particularly admire the way both publications surface related content in a way that practically demands additional reading.
Design won’t solve all the problems facing newspapers, but it will help. And unlike more “immersive” approaches such as WebVR, original full-screen imagery, and original embedded video, the basics of solid, readable design should not be out of budgetary reach for even the most cash-strapped news publisher—budget being a problem for any business at any time, but especially for newspapers now.
In my studio, we’ve been pondering these problems for content sites of all types (not only newspapers). At the Poynter Digital Design Challenge next month, I hope to share designs that nudge the conversation along just a bit further.
“You don’t get to decide which platform or device your customers use to access your content: they do.”—Karen McGrane, Content Strategy for Mobile
“When a person tells you that you hurt them, you don’t get to decide that you didn’t.”—Louis C.K.
“Discomfort with others’ burdens has no place in good design.”—Mica McPheeters
“Historically, teams simply have not been trained to imagine their users as different from themselves—not really, not in any sort of deep and empathetic way.”—Sara Wachter-Boettcher
“USER CUSTOMIZATION” on the web hearkens back to the deluded old days of portals, when companies imagined you’d start your daily “net browsing” session by “logging on” to their website’s homepage. Customization was among the chief (largely imaginary) inducements for you to return to their “start” page and not others.
The thought was that changing the fonts and color scheme would make their page feel more like your home. After all, Windows 3.1 users seemed to enjoy switching their home computers to “Black Leather Jacket” or other personalized settings—if only as an escape from the computer environment at work, where their bosses enforced a rigid conformist look and feel, and dictated which software and fonts were allowed on your workstation. Surely, the thinking went, pioneering web explorers would demand custom accommodations as plush as those found in the best-selling operating system.
MySpace … and beyond!
This fetish for pointless customization—customization for its own sake—persisted through the MySpace era, where it actually made sense as an early mass offering of page owner personal branding. Its descendants are the WordPress, Tumblr, and Squarespace themes that create a professional appearance for the websites of individuals and small businesses. This is a positive (and inevitable) evolution, and a perfect denouement for the impulse that began life as “user customization.”
But, except on a few quirky personal sites like Jeremy Keith’s adactio.com, where sidebar customization widgets live on as a winking look back to the early days of personal content on the web, user customization for its own sake has long been out of favor—because experience, referrer logs, and testing have long shown that visitors don’t bother with it.
Perhaps that’s because people don’t really visit websites any more. They drop in quickly on a page found by search or referred by social media, scan quickly and incompletely, and leave, mostly never to return.
When you use Google, Bing, or Duck Duck Go to find out what a knocking sound in your radiator or a pang in your gulliver might mean, you scan for the information you sought, find it (if you’re lucky), and leave. The notion that most sites could get you to come back by offering you the ability to change fonts or colors is self-evidently absurd. Why bother?
Readability and font customization
Ah, but there’s another kind of user customization that I’m hoping and betting will make a comeback: a subtle, inclusive sort of customization that doesn’t exist for its own sake, but rather to serve.
Our glowing, high-density screens are great for watching Westworld, but a bit too bright and backlit for prolonged reading compared to the paper they’re intended to replace. But screens have one advantage over printed books (besides storage and portability): namely, they offer accessibility features a printed book never could.
I once received an architecture book written by an important scholar, but I was never able to read it, because the layout was terrible: the type was too small, the leading too tight, and (most of all) the measure far too wide to be readable. If an ebook version had been available, I’d have purchased it; but this was before the mass market availability of ebooks, and the tome is now out of print. I own it, but I shall never be able to read it.
It wouldn’t be a problem with an ebook, because all ebooks offer readers the ability to alter the contrast and the basic theme (white text on black, black text on white, dark text on a light background); all ebooks offer the ability to adjust font size; and most include the ability to change fonts. Why do Kindle and iBooks offer this flexibility? Because it helps readers who might otherwise not be able to read the text comfortably—or at all. This isn’t customization for its own sake. It’s customization for the sake of inclusion.
The grey lady and user customization
Now notice who else provides some of this same inclusive customization function: the mighty New York Times.
People in our industry tend to repeat things they’ve heard as if they are eternal verities—when the real truth is that each digital experience is different, each person who engages with it is different, and each device used to access each experience brings its own strengths and limitations.
A font size widget may smell like the pointless old-fashioned “user customization” to be found on half the unvisited sites in the Wayback Machine, but it is the very opposite of such stuff. Even mighty responsive design benefits from offering a choice of font sizes—because there are just too many complications between too many screen sizes and device features and too many pairs of eyes to ensure that even the best designer can provide a readable experience for everyone without adding a simple text size widget.
Most of the sites we’ve designed in the past few years have not had a text size widget, but I believe this was due to our privileged assumptions and biases, and not to the reality of the needs of those we serve. Going forward on client projects at studio.zeldman, and in my publications like A List Apart, I hope to correct this—and I hope you will think about it, too.
AT HOME, sick with a cold and bored, my daughter buys a single packet of “My School Dance” in a freemium iTunes game. The manufacturer charges her (well, charges me) for ten packets. This same “accidental” 10x overcharge happens across three different games by the same manufacturer in the span of about an hour.
American Express notifies me of the spurious charges, but won’t let me dispute them until they are “posted.” I spend half an hour on the phone with a very nice gentleman at Amex learning this. Why would Amex notify customers about a charge days before they can do anything to resolve it? I don’t know. And I don’t ask the gentleman on the phone. His job is hard enough.
A few days pass. Amex “posts” the false charges and emails me with a link to resolve the problem on Amex’s “dispute a charge” web service.
Amex’s “dispute a charge” web service “encounters an error” when I try to use it to resolve the problem.
This happens every time I try. I try for three days.
So I call Amex, but I can’t resolve the problem because I don’t have the card in my wallet.
So I head to iTunes, where I should have gone in the first place, and click through two or three generations of iTunes “Report a Problem” interfaces: visually different generations of iTunes software, with different user paths, all still being served by Apple. Generations of iTunes software that, when they fail, link to other generations of iTunes software, which also fail.
I click and click my way through five years of iTunes interfaces.
Finally I find an iTunes page where I can manually “Report a problem” for each of the 27 false charges. (Three of the charges, remember, were legitimate. I’m willing to pay for the three items my daughter intended to buy. But not 30.)
If one software product overcharges your kid by a multiple of 10, that could be a software bug. When three products from the same manufacturer all do it, that’s not a bug, it’s a deliberate attempt to defraud families, by overcharging on purpose and hiding behind the opacity of iTunes’s purchase reporting. Simply put, the manufacturer is dishonest, and figures iTunes’s support section is impenetrable enough that you’ll eventually give up trying to get a refund.
But they didn’t count on my tenacity. I’m the Indiana Jones of this motherfucker. I have studied maps and bribed natives and found my way to the hidden iTunes refund page that actually, sometimes, works.
On this page, I inform Apple of the fraud 27 times, in 27 different boxes. Each time, after reporting, I click a blue button, which generally returns an error message that iTunes was unable to process my request. So I enter the data and click the button again. It’s only 27 boxes of shit. I’ve got all the time in the world.
The page tells me that only two refunds went through. Every other request ends with an error message saying iTunes could not process my request, and encouraging me to try again later.
Instead, I leave the page open, and, about ten minutes later, I manually reload it. When I do so, the display updates—I guess this generation of iTunes software preceded “Ajax”—and I learn that most of my refunds have gone through.
So the software actually works about 33% of the time, even though it indicates that it only works 5% of the time. Remember that wait-ten-minutes-then-randomly-reload-to-see-if-anything-changed trick. It’s the sign of excellently designed consumer software.
I’ve put over two hours of my time into this. Going on billable hours, I’ve probably lost money, even if I get all my overcharges refunded. But there’s a principle here. Several principles, actually. Tricking kids is wrong. Stealing is wrong. Building a beautiful front-end but neglecting customer service is wrong. Mainly, I’ve just had enough of 2016’s bullshit.
Focusing relentlessly on accessibility helps us think of extreme scenarios and ask questions like “how can we make this work eyes free?” and “how can we make this work with the least amount of typing?” Most importantly, it leads to deeper design thinking that solves problems for everyone who uses our sites and products.
A Map For The Blind
One of my favorite examples from Derek’s presentation had to do with a map. A Canadian city was expanding geographically to encompass some of the surrounding suburbs. The city’s website was charged with letting all citizens know about the change. The web team did what you or I would probably do: they created a map that clearly showed the old and new city limits.
Unfortunately, this visual map was by definition inaccessible to blind citizens, so the city brought in Derek and his colleagues to design an equivalent experience for the unsighted. Derek’s team and the web team pondered typical solutions—such as laborious written descriptions of the city’s shifting geographic borders. But these were not user-friendly, nor did they get to the heart of the problem.
Maybe creating a verbal equivalent of a visual map wasn’t the answer. Derek’s team kept digging. Why was the map created in the first place, they asked. What was the point of it? What were users supposed to take away from it?
It turned out, people wanted to know if their street fell within the new city boundaries because, if it did, then their taxes were going to go up.
Solving for a map wasn’t the point at all. Allowing people to find out if their home address fell inside the new city limits was the point.
A simple data entry form accomplished the task, and was by definition accessible to all users. It was also a much quicker way even for sighted user to get the information they wanted. By solving for an extreme case—people who can’t see this map—the web teams were able to create a design that worked better for everyone.
Tomorrow I’ll be back with another top takeaway from another AEA San Francisco 2016 speaker. The next AEA event, An Event Apart St. Louis, takes place January 30-February 1, 2017.
Gerry shared example after example of cases where most of this stuff didn’t matter at all to the person using the site or service, and drew the commonsense—but too rare in the corporate world—conclusion that if we spend our time making stuff that matters to our organization instead of stuff that matters to our customer, we will lose our customer. (“Nobody reads your annual report.”)
One of my favorite takeaways from Gerry’s session was about performance, but not in the way you probably think. Gerry pointed out that, in organizations, we are always measuring our own performance: how quickly did we turn that project around? Did we launch on time? Instead of dressing up our navel gazing with analytics that are about our tasks, we should measure our customers’ speed. How quickly do our sites and products help our customers achieve their goals? How can we identify and remove additional obstacles to completion, so our customers achieve their goals faster and faster?
We need to manage speed on the page, not just the speed of the page load. Manage the customer’s time on task. We won’t become customer-centric until we change our metrics—focusing on customers’ time to complete tasks, not on internal speed, and not just on the mechanical speed of page load—although page load speed (and perceived page load speed) are also terribly important, of course, and are part of improving the customer’s time to complete their task.
“If you solve the customer’s problem, they’ll solve your problem.” When you understand your customer’s top task, and focus relentlessly on helping them achieve it, you build a relationship that works for organization and customer alike.
Tomorrow I’ll be back with another top takeaway from another AEA San Francisco 2016 speaker. The next AEA event, An Event Apart St. Louis, takes place January 30-February 1, 2017.