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Spis treści

UX for Business eBook -- spis treści

• Preface
  • Will You Risk It?
  • How Did We Get Here?
  • Everybody Has a Plan Until They Get Punched in the FaceMike Tyson
  • OK, Cut to the Chase: Whats the Secret?(How This Book Is Organized)
  • Wait, Go Back. What Was That About Money?
  • Why Should You Believe Anything I Write?
• The What
• The Right Thing
  • How Do You Know Youre Designing the Right Thing?
  • UX Is a Process: Humans Are the Constant
  • UX Is a Process: Business Is Always Different
  • The VDP Framework for UX in Real Life
• Value
  • V = Value
  • User Needs + Business Needs = Value
  • Value Is User First, Business Second, and Always Both
  • OK, but Seriously, What Is a Business Model?
  • Value for the User, Not Lingo for the UX People
  • Efficiency: Do More with Less
  • Entertainment: Good Feelings
  • Value for the Business: Efficiency
  • Value for the Business: How Does It Grow?
  • Great. So, What Are You Making?
  • Let the Business Model Guide You
  • Value Summary
• Diagnosis
  • We Tried That; It Didnt Work
  • Allow Me to Introduce Diagnostic Design
  • Imagine a Doctor
  • Now Imagine Like a Doctor
  • Take a History: Context Is Everything
  • Ask Basic Questions First: Who, What, When, Where, Why
  • Identify Symptoms
  • How Do Symptoms Change Over Time?
  • Make a List of Symptoms
  • Find Clusters of Symptoms
  • Formulate the Problem
  • Test to Confirm (Ideally, with Real Users)
  • Hypothesis + Positive Test Result = Diagnosis
  • You Are the Doctor; Your Designs Are the Patients
  • Diagnostic Design Comes with a Lot of Big Benefits
  • Diagnostic Design Is Battle-Tested
  • On a Personal Note...
  • Diagnostic Design, in Summary
• Probability
  • Dont Be Lucky; Be Smart
  • All Things Being Equal, What Will a User Click?
  • Probability Intuition: You Cant Do the Second Thing Before You Do the First Thing
  • Effort and Time Both Work This Way
  • Incentives (Motivations) Also Work This Way!
  • Yeah, but Who Would Do That?
  • UX Is a Numbers Game
  • Data + Understanding Probability = Insights
  • More Users, More Predictable
  • Probability Is How We Optimize
  • Design Is Redesign: Your Second Try Is Often Luckier Than the First
  • There Is a Lifetime of Nuance to This
  • Probabilistic Design, in Summary
• VDP: Put It All Together
  • Make It Work, Make It Right, Make It Scale
  • Value, Diagnostics, and Probability Work Together
• Quick Detour: Advice
  • Most Advice Is Bad Advice
• A Simple Button
  • A Button Is One of the Simplest Things to Design. Or Is It?
  • Its Just a Button. How Hard Can It Be?
  • Is a Button the Right Answer?
  • Take a History: What Does This Button Do?
  • Constructive Buttons Add Value
  • Constructive Buttons Need Higher Probability
  • Special Buttons: Constructive Buttons That Are Make-or-Break
  • Destructive Buttons Reduce Value
  • Destructive Buttons Need Lower Probability
  • Appropriate Friction
  • Ethical Note
• A Modal
  • No Button Is an Island
  • Constructive and Special Modals Need Higher Probability
  • Destructive Modals Need Appropriate Friction
• A Page
  • Lets Combine a Few Design Clusters into a Whole Page
  • Take a History: What Does This Page Do?
  • Take a History: A Lead Generation Page
  • Take a History: Pricing Page
  • You Know Too Much
  • Prioritize the Clicks You Prefer
  • Scrolling Is Navigation
  • Protip: Looking Versus Seeing
  • It Is Hard to Stop Scrolling!
  • Visual Hierarchy
  • Use Visual Hierarchy to Control Probability
  • Design Good Comparisons
  • Be Ethical When Youre Designing Choices
• A Flow
  • One Type of Information Architecture: A Flow
  • Conversion
  • Take a History: What Is the Purpose of This Flow?
  • Design Is a Two-Way Conversation
  • A Flow Includes Time
  • Design Each Flow for What It Does
    • Optional or Required?
    • Get the Valuable Stuff First!
    • How Familiar Are the Questions?
    • Speed or Accuracy? 
    • Information or Conversions?
    • How Necessary or Valuable Is It, for the User?
    • Easier Steps or Fewer Steps? 
    • How Often Will the User Do This Flow?
    • Are You Just Getting Input, or Are Users Making Choices?
    • Is It Long?
    • Are There Legal, Financial, or Security Risks?
  • How Should We Measure a Flow?
• Quick Detour: Redesign
  • Design Is Redesign
  • Reasons to Design More Than One Version of the Same Thing
  • Should Everything Be Responsive?
  • Consistency Isnt Always a Good Thing (Functional Inconsistency)
  • Brand Isnt UX
  • A/B Testing Is Science, Not Guessing
• A Structure
  • Another Type of Information Architecture: Structure
  • Build Structure Around Value, Not Semantics
  • Probability Should Define the Structure
  • Dont Stop Yet! Leaving Is Still an Option.
  • Analytics: Diagnose Structures as a System
  • A Three-Screen Banking App
  • We Also Need Settings
  • Diagnosis: This Is an Efficiency App
  • Probability: Make It More Efficient
  • Another Structure: A Three-Page Portfolio Site
  • Is a Portfolio Efficiency or Entertainment?
  • Diagnosis: Users Only See One Project?!
  • Probability: Why Only That Project?
  • Why Does a Loop Work?
  • Little Loops Become Big at Scale
• A Simple Business
  • Lets Start with an Ecommerce Site
  • Understand the Brand!
  • Value 1: Browsing and Finding Products
  • Value 2: Buying Products
  • Aim for Perfection
  • Be Quantitative and Qualitative
  • Think About More Than One Visit
  • Think in Comparisons
  • Use Probability to Sell More
• Content-Heavy Products and Services
  • Content Is the Purpose
  • Revenue Without Conversion
  • Page Views as a Priority
  • Time-per-Visit as a Priority
  • Diagnosis: Balancing User Value and Business Value
  • Conflict: User Value Versus Business Value
  • Another Conflict: Paywalls Versus Ads
  • Observe Long-Term Trends
  • Probability: Your Best Content and Users
• A More Complicated Structure
  • Most Real Products and Services Are Not Simple
  • When a Site Is Big, Structure Is Very Important
  • What Should Be in the Main Menu?
  • Information Density
  • Put the Business Value Near the User Value
  • Dont Get That Backward!
  • Navigate All the Things: Shortcuts Are Powerful
  • Search, Menus, Scrolling, Dynamic Content...Its All One Thing
• Search as Navigation
  • Search Is Just a Sophisticated MenuOr Not
  • Google Is the Internets Main Menu
  • Bad Search Can Be Worse Than No Search
  • Good Search Can Add a Lot of Value
  • Search Is Hard to Predict: Data Is Your Friend
  • Search Should Have a Purpose
  • Probability: Order Things with Data
• Marketing-Driven Versus Revenue-Driven Products
  • Too Much Agency Work Can Warp Your Sense of Value
  • Brand Value or Business Value?
  • The Purposes Are Different
  • The Real Difference Is in the Inputs and Outputs
• Quick Detour: Competitive Advantages
  • Real Competitive Advantages Are Long-Term
• A Marketplace
  • Complex Products and Services Are More Than the Sum of Their Features
  • Supply and Demand as Products
  • Marketplaces Make Money in Specific Ways
  • Diagnosis: How Do Users Look for Each Other?
  • Diagnosis: What Percentage of Users Find a Match?
  • Diagnosis: What Else Do Users Need to Make a Decision?
  • Cheaters Gonna Cheat
  • Probability Kills a Lot of Marketplaces
  • Marketplace Design Should Increase Probability, Radically
  • Probability Is in the Nature of a Marketplace
• B2B Software: SaaS, PaaS, Etc.
  • What Is B2B?
  • B2B Versus B2C Versus B2B2C
  • B2B and B2C in General
  • Welcome to Sales-Driven UX!
  • Buyers Versus Users
  • What Are You Selling, Really?
  • Design for What You Really Sell
  • Self-Service Versus Sales
  • What Does the Company Buy to Make What the Customers Buy?
  • Revenue Models: How Customers Pay Is Make-or-Break
  • Impulse Purchase or Highly Considered Budget?
  • Protip: Design Around Credit Card Limits
• Social Networks and Communities
  • Users Are the Product
  • Human Connection as a Feature
  • Free Things Can Make a Lot of Money...Eventually
  • What Are Network Effects, Really?
  • Virality Multiplies All of Your Choices Exponentially
  • A What-Not-to-Do Example: Clubhouse
  • How You Monetize Determines Your Problems
  • Social Incentives Are Powerful Weapons
  • Dont Wave That Thing Around; Its Loaded!
  • Why Algorithms?
  • The Probability of Content Creation and Consumption
  • Why Most Companies Kill Their Own Communities
• Games and Gamification
  • Deep Game Design Is Beyond the Scope of This Book
  • Games Are Entertainment, Not Efficiency
  • Quantified Feelings: Games in a Nutshell
  • Gamification
  • The First Taste Is Free
  • Difficulty Is a Feature
  • Match the Business Model to the Structure of the Game
  • Diagnosis and Probability Depend on the Game
• Internal Tools
  • Captive Users
  • Understand What Makes Money, Not Just User Requests
  • Internal Tools Should Increase Your Capacity
  • Avoid the Temptation to Prioritize Yourself
  • Protips: Reliable Symptoms
  • Data Without Significance: Not Enough Users
• Machine Learning, AI, and Data Products
  • AI Is the New Black
  • Think: New Speed, Not New Knowledge
  • Data Doesnt Always Mean AI
  • Data for What?
  • Data Quality Is a UX Problem Too
  • Visualizing Data
  • Controlling and Confirming Bias
  • If You Arent Comfortable with Numbers, Dont Take the Job
  • User Research About Data Is Data!
  • Does Anybody Even Want the Truth?
• Ecosystems
  • What Is an Ecosystem?
  • Probability Still Defines Structure!
  • VDP Still Applies!
  • Strategy: What Kind of Ecosystem Do You Need?
  • Brand Ecosystem
  • Ecosystem Value Can Be Very Indirect
  • A Note About Strategy
• Meta Design: Design According to Your Problems
  • Your Process Isnt One Process. Be Flexible.
  • Only Consider Solutions You Have Researched First
  • Dogfooding: The Best Research Method Nobody Uses
  • Dogfooding Should Be Uncomfortable
  • Dont Pass the Buck
• How to Prioritize
  • VDP Is a Great Way to Prioritize Your Work
  • The Value of a Feature
  • V Then D Then P
• Design in Different Situations
  • Designing with No Budget
  • Designing with a Huge Budget
  • Designing with a Tight Deadline
  • Designing with No Deadline
  • Designing with Total Freedom
  • Designing with Strict Limitations
  • Designing with Painful Legacy
  • Designing for Growth Versus Revenue
  • Designing from Scratch
• VDP Cheat Sheet
  • Value Creation
  • Diagnostic Design
  • Probability
• The Who
• Company Culture Versus You
  • Its Not You, Its Them (Probably)
  • How Do I Persuade Stakeholders?
  • You Dont Have to Explain Everything
  • Choose the Hill You Want to Die On
• Working in Different Companies
  • UX at Startups
  • UX at Big Companies
  • UX as a Team of One
  • UX in a Big Team
  • UX at Regulated Companies
  • UX at Public Companies
  • UX for a Famous Brand
• Quick Detour: Documents
  • Why I Havent Focused on Documents in This Book
  • Everybody Focuses on Documents!
  • Some Quick Notes About Communicating with Documents
• Working with Different Stakeholders
  • Everybody Cant Do UX
  • The Benefits and Conflicts of Working Together
  • UX Versus Sales
  • UX Versus Marketing
  • UX Versus Product
  • UX Versus Key Performance Indicators (KPIs)
  • UX Versus Developers
  • Why Coders Love Agile and UX Designers Dont
  • UX Versus Customer Support
  • UX Versus UX
  • UX Versus UI
  • UX Versus Project Managers
  • UX Versus Finance
  • UX Versus Leadership
• Working with Users
  • User Research in Real Life
  • Your Biggest Results Will Come from Good Research
  • I Often Start with Data, Not Users
  • Why Complicated Methods Are Usually Worse
  • The Exception: High Volumes of Users
  • Accessibility
  • Protip: Make Users Comfortable First
  • Observation
  • Surveys
  • User Tasks
  • User Interviews
  • Focus Groups (and Why They Suck)
  • Dont Help Users
  • Everybody Lies
  • User Testing with External Services
  • A/B Testing
• Working with Yourself
  • We Are Human
  • How to Convince Stakeholders: Another Perspective
  • The Right Thing Versus Your Favorite Thing
  • Make Things Easier for Users, Not Yourself
  • Discovery Versus Research
  • Research Theater Is Bad for Everyone
  • Treat Causes, Not Symptoms
  • You Can Have Too Much Empathy
  • A Paying Customer Wants a Stupid Feature. What Should We Do?
  • Pragmatism Should Always Win
  • No Research and No Strategy = Random Decisions
  • Design Like You Own the Place
• Index