After a completing a couple of research studies for business applications that incorporated a digital assistant, I’ve come to realize that the user base is quite different from the consumers that personal digital assistants like Alexa, Siri, etc. are marketed to. Consumers appreciate the user delight that these devices try to incorporate into their lives as well as their utility. However, when I interviewed people about incorporating using them in their business applications I got a completely different response—even though these same people use and enjoy digital assistants personally.
The discovery of user zeroIn the discovery phase of a project, I was brought in for a qualitative research effort on a company product that had never had true UX or research oversight. The product team had “advisory boards” with some customers and annual satisfaction surveys and thought they were doing user research. They insisted that I include one member other advisory board. I resisted but, in the corporate world, you don’t always get your way. During my discovery research session with him, it became clear that his usage and needs in the current app far exceeded the rest of the users I had interviewed. In fact, he was to only one that was happy with the direction of the app and used all the bells and whistles the product team had added over the years. I would go so far as to say that the app seemed tailored to him. I had discovered “user zero.” Like patient zero in viral outbreak scenarios, user zero was the source of all the clutter and feature creep in this application that made it difficult for the rest of the user base to complete their work without frustration and workarounds.
So, how did they get there?As I mentioned earlier, the product team worked for years without proper UX and research capabilities.
- They had identified two user types—a basic user and a managerial type user. Our user zero was lumped into the latter group. He should have been the basis of a third group identified as super users.
- Without understanding their users’ workflow, they just kept offering features to the advisory board and creating what they liked. With just one round of research, I was able to map out the three different users’ workflows so that the Interaction designers could create appropriate experiences for each user group to match their workflows.
Understanding the difference between marketing research and user research
I believe the heart of the user zero problem lies in a misunderstand of what marketing research can do and what it cannot.
Marketing research tells you what is happening but provides no context or reason. User research is about why something is happening, or not happening. Both types of research have their value and are generally compatible together. The problem starts when you’re using only one or the other. Below is a small sampling of each type of research.
What is a Virtual Design Wall?
A virtual design wall is basically a UX intranet site where your product/project team can view all the UX deliverables. It can be as simple or complex as needed by the product owner and stakeholders.
My virtual design wall process evolved over four years. When I started working on the American Airline’s self-service kiosk (as a UX team of one), I suddenly found myself overwhelmed with the sheer volume of requests from my immediate and extended product team. The only reasonable way to deal with it was to make all my deliverables available on a UX intranet. It works so well that I’ve included that in my process since.
It’s easy to lose sight of the big picture when you’re wading through user research. The pain points, user personas, survey data, etc… can be shouting so loudly that you forget the point of it all. So I invented the “In A Perfect World” statement to bring it all home in my user research presentations.
I’ve already covered this experience as a customer but now it’s time for me to step back and look at the situation as a user experience and usability professional. I’m usually on the user research and interaction design side of SAAS but the enterprise-level, systemic failure across all UPS customer service channels could not be ignored in this incident.
I don’t know about you but I’m completely over arguing with developers about correctly implementing the company’s branding. This is coming from someone who used to be a creative director and responsible for creating and enforcing the company’s brand standards. Don’t get me wrong, those arguments still need to happen. I just don’t want to be the one having them anymore.