Web directory, archive
Search web-archive-uk.com:

Find domain in archive system:
web-archive-uk.com » UK » F » FOOLPROOF.CO.UK

Total: 613

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Service Design Network sketchnotes 2014
    Mark Levy Global Head of Employee Experience with Airbnb titled A World Where We can BELONG ANYWHERE Levy s talk focused on the importance of employee engagement as well as how his team is working to bring together the global hosts and guests in order to create a sense of community Levy believes that in order to create a great customer experience the business also needs to provide an excellent employee experience You can t deliver a great customer experience unless you are working in one Levy highlighted various ways in which service design and collaborative thinking has helped his team to tackle this challenge Step 1 Ask AirBnB employees what would make their work experience better Step 2 Collate results Feedback included designing their own work environment free meals Bring Your Dog To Work Day and black tie Fridays Step 3 Implement ideas Step 4 Measure employees satisfaction rate Listening to employees and actually implementing ideas strengthens team moral and improves the business culture which Levy believes has played a big in AirBnB s growing success over the past 6 years Richard Newland s presentation titled Bridging the gap between intent and execution by creating brilliant customer experiences highlighted some really interesting points around client and agency relationships both of which he has experienced in his career after transitioning from client side to consultancy Newland provided 4 basic rules to ensure organisations can drive change internally to ensure that customers experience a seamless and a brilliant experience no matter the touch point Rule 1 Businesses need to find the right design partner and work closely to achieve an agreed vision Rule 2 Both parties must follow the brief as a result the brief must to clear and concise and the phases deliverable and final output must be understood by

    Original URL path: http://www.foolproof.co.uk/thinking/service-design-network-sketchnotes-2014/ (2016-02-14)
    Open archived version from archive

  • M&S fall in online sales highlights the risks of replatforming
    least a solution to minimise the disruption and make it as easy as possible would have to be found M S have said that the site was designed with the customer right at the heart and that it was thoroughly tested with customers prior to launch But you have to ask whether customers really told M S that they wanted more promotional content at the expense of being able to search for and filter products effectively And also whether the customer research M S did do was plugged into the design process in such a way that it could truly inform and influence the information architecture and signposting used on the site Unfortunately M S is learning in a very public and expensive way that designing customer experiences based on consumer insight is a specialism and that the many tried and tested tools of the user experience industry are not enough in isolation to ensure a redesign will work commercially As experience designers we understand that customers have a highly developed sense of what separates a good experience from a bad one But they feel it intuitively rather than understanding it rationally It takes more than just task based testing sessions to identify the complex emotional factors which influence buying behaviour just as much as rational factors such as price and product features Experience design demands a deep understanding of both The problems at M S could and should have been avoided There is simply no need to expect a new site to take six months to bed in which is what the directors of M S are telling shareholders Yes there will always be a period of discovery for users and even a certain amount of relearning of the new site s functionality But if a site has been

    Original URL path: http://www.foolproof.co.uk/thinking/ms-fall-in-online-sales-highlights-the-risks-of-replatforming/ (2016-02-14)
    Open archived version from archive

  • In praise of improvement
    rather blunt definitions Invention Creating new things or methods Innovation Using existing things or methods in novel ways or in new contexts Improvement Making existing things or processes better It s easier now to see innovation relative to its two close cousins invention and improvement Innovators take someone else s invention and apply in one of two ways Either they create an entirely new product or service for an audience or market unrelated to the original invention SMS text messaging is a classic example of this invented to allow telecoms engineers to send short messages to each other but converted into world changing commercial service for customers Or they apply it to an existing situation to solve a known problem Apple didn t invent the multi touch screen but they saw the opportunity to make a vastly better mobile phone Why is this hair splitting important Well because while very few of us feel like we are qualified to be innovators everyone who has a job knows that they get paid to improve things Improvement is a game we can all play Which suggests that if we really want to drive creativity and innovation we should probably start by giving a bit more help and encouragement to people whose job it is to improve things Creeping up on innovation If you are really trying hard to improve something you ll often look around for technologies or ideas being used in a different context but which could be applied to your problem Technically you ve stopped improving and you ve moved on to innovating But in your world you re just doing a bloody good job of improving the thing you re working on Instead of making little improving nudges you might now be looking at a great big hairy improvement which will have everyone applauding and get you written up in Fast Company Your innovative thinking for it will now be called that will be hailed by one and all but most people will miss the point that you arrived at your innovation because you were engaged in improving something Rather than outsource creativity and innovation to special teams or external consultants most companies could be getting more out of a resource they have in abundance employees already being paid to improve things To succeed in this businesses should stop drawing a hard line between improvement and innovation People and teams tasked with improving products or services should be given more time resources and encouragement to explore more ambitious improvements I don t have data but I d wager that most innovations in recent history have come from people who were trying to improve something not from people with Innovation in their job title Innovation with a capital I is like big game hunting It s risky You might return with a big trophy or you might come home with nothing Improvement if it s done with an open mind and a good understanding of the problem you are trying

    Original URL path: http://www.foolproof.co.uk/thinking/in-praise-of-improvement/ (2016-02-14)
    Open archived version from archive

  • Get your staff on board with new technology
    from customers was neutral or curious as most people knew very little about NFC or the act of tapping their mobile for data exchange Many staff members we spoke to also had little knowledge about the NFC capabilities around them and many were visibly uncomfortable at being asked We visited a museum and saw no guests attempt to use their mobiles with the NFC tags that were scattered around the exhibitions We asked about the tags at the information desk and they replied that the technology was outdated and that they thought a particular brand of phone was needed to use them In a restaurant which had an option for mobile payment we asked a staff member what it was and if we could try it Our waiter was clearly uncomfortable about the question and replied that we would need to install an app He had never tried it and wasn t sure which app it was He then made excuses and left the table We downloaded the app and ventured on to find out how to use the payment system In the meantime our waiter came back to check on the table saw that we still had our mobiles out and hurriedly turned around Only once we had made the payment our new app allowed us to do this without his help did he come back to bring us our receipt The payment system was working flawlessly and was very convenient but we had to figure everything out for ourselves both in the museum and the restaurant By including the staff in the design process they could have both become active ambassadors for its use and could have provided valuable feedback about how this fits into the space between them and the customers So get your staff involved when

    Original URL path: http://www.foolproof.co.uk/thinking/get-your-staff-on-board-with-new-technology/ (2016-02-14)
    Open archived version from archive

  • UX strategy at UX Brighton
    terrifically passionate and opinionated leader in the UX community Here s my presentation It frames UX strategy in the context in which I mainly work with Foolproof clients large multinational corporations and why I think UX professionals have an opportunity to take a leading role in the formation of customer experience strategy I really enjoyed the session and will definitely be drawing upon some of the lessons and learnings from both Jason and Leisa Thanks to Patrick Sansom and Danny Hope at UX Brighton for arranging such a rewarding event and also for the beer If you re having trouble viewing this presentation you can view it here on Slideshare What is UX strategy What is UX Strategy Tim Loo UX Brighton from Tim Loo 0 0 0 0 Related content Here s a selection of other articles you may like from the frontiers of user experience or view all in Thinking UX Strategy The Brand Experience Gap By Foolproof What is user experience strategy By Tim Loo Redesigning business culture and thinking around the customer By Tim Loo Brand marketing Experience design UX strategy Tim Loo I m the Strategy Director at Foolproof and head up our Experience Strategy

    Original URL path: http://www.foolproof.co.uk/thinking/ux-strategy-at-ux-brighton/ (2016-02-14)
    Open archived version from archive

  • Banks that love you back
    day switching advantages Now all that s beginning to change When the Current Account Switch Service was introduced in September last year the effort of switching an account was removed as the bank guarantees to transfer all your details over for you within a week They also make sure that if any direct debits or payments are missed due to the switch they foot the bill According to the Payments Council the amount of customers who switched in the last quarter of 2013 increased 17 compared to the same quarter the year before There have now been around 600 000 switches since the scheme was introduced Now the issue of hassle is being addressed the remaining obstacle is the perception that all banks look the same leaving customers wondering who to switch to Creating meaningful value Banks need to understand that if they want to attract the right customers they must look longer term Pursuing the outdated strategy of using incentives such as introductory interest rates one off cash payments and cash back initiatives is of no interest to high value customers who are likely to be more lucrative in the long term Similarly with all banks beginning to offer cashback or marginal rates of interest the value is being diminished so before long all banks will once again appear to be the same Instead of attracting customers only to watch them be lured away by a deal from a competitor banks should focus on creating and maintaining loyalty with the customers that they already have Our research shows desirable customers are much more likely to be interested in the simplicity of the customer experience and the quality of the service To create long term loyalty and then the real jackpot advocacy banks need to offer a brand promise that

    Original URL path: http://www.foolproof.co.uk/thinking/banks-that-love-you-back/ (2016-02-14)
    Open archived version from archive

  • Designing for the online haggle
    the shopping experience itself may lack the emotional rewards of landing a bargain Online shopping is still largely built in the western style It s a fixed price take it or leave it help yourself from the shelf and take it to the check out and pay now kind of experience So where is the interaction Where is the culturally important face saving sense of having got a good deal Where are the alternative payment options that would convert more buyers In an environment where the price asked is never the final price it would be easy for people to believe they can get a better price by going face to face rather than buying online So how can ecommerce retailers create the sense of best price One way is for retailers to integrate into their sites the opportunity to enter into a dialogue with potential shoppers For example China s equivalent to eBay is Taobao which is a huge collection of small traders and retailers running their own stores on a central platform But Taobao also provides an instant messaging platform WangWang which enables traders and buyers to communicate and bargain over the goods on offer and reach their own agreements on the price paid Another way for consumers to feel they are getting a negotiated deal is to join Group buying sites like Groupon and these are also growing fast in Asia One of the biggest is again in China called Lashou and seems to satisfy the desire to get the best price There are also other examples where social networking sites or instant messaging platforms have been adopted in Asia by shoppers and retailers to engage in negotiation on the purchase of goods So whilst there s no denying that fixed price shopping habits are growing you

    Original URL path: http://www.foolproof.co.uk/thinking/designing-for-the-online-haggle/ (2016-02-14)
    Open archived version from archive

  • The user experience of enterprise technology
    very simply Schwartz argues that too much choice leads to decision paralysis The entire history of human factors engineering demonstrates that most really good information is about presenting the clarity that comes from less People make surprisingly good decisions based on very little information The trick for designers is to ensure that the little they do have is the right information What of the cost to businesses then Well quite aside from the huge cost of procuring and integrating an enterprise system once plumbed in these technologies quite literally become part of the DNA of an organisation I m not pretending for an instant that designing good user experience for complex organisations is easy or even cheap However the required investment in user centred design is likely to be a fraction of the overall cost of implementing a system Given that the alternative can mean years of institutional inefficiencies upfront investment in user experience doesn t seem such a bad idea now does it I do have some constructive things to share about enterprise UX and will do so in a follow up blog shortly 0 8 165 0 Related content Here s a selection of other articles you may like from the frontiers of user experience or view all in Thinking Risk of mobile for B2B enterprise orgs By Rob Gillham Jobs to be done theory and experience design By Philip Morton The challenges of B2B User Experience By Rob Gillham Brand marketing Business to business 0 8 165 0 What do you think 10 comments Nail on head Rob excellent article Chris on 06 Mar 2014 I was recently working on a transformation project where one of the names mentioned in the article had been implemented across the organisation The system can be customised in profiles so that if I work in sales I only see the relevant screens in support I see the ticketing screens etc This had not been done and as a result everyone saw everything When I asked why this was not done I was told it was a requirement but it had been given a very low priority so maybe implemented sometime in the future I was dumbfounded and apparently the only person there who thought this was insane When I pointed out how long it took for one person to hunt through all the available screens and tabs EVERYTIME they used it then multiplied that by how many people in the org there were understandably gasps What amazed me is that a lot of people had complained about this but over time they had been told they would get used to it so many times they started to put up with it Craig J Willis on 07 Mar 2014 Nicely stated although the question of Whose experience is it anyhow comes to mind The purchaser The system integrator The installer The person who actually uses the access portal or product The help desk person Of course the correct answer is all and

    Original URL path: http://www.foolproof.co.uk/thinking/the-user-experience-of-enterprise-technology/ (2016-02-14)
    Open archived version from archive


web-archive-uk.com, 2017-12-15