Awesome products address the most common curiosity of users

Awesome products raise the bar of customer experience by addressing the most common curiosities of their users. Not to be confused with the minimum viable product, the most common curiosity indicates the primary need of majority of your users when they are interacting with your product. X-RayForMovies

While designing new customer experiences, I’ve found it useful to observe human behavior and identify the most common curiosities of users. For instance, one of our recent products – X-Ray for Video on Kindle Fire HD – solves a common curiosity of almost all movie watchers – “Who’s that actor and where else have I seen him?”. Shazam raises the bar when it comes to music by addressing the most common curiosity – “What’s that song and who sang it?”.

Photo May 06, 10 47 24 PM

A few utility apps have mastered the art of addressing their users’ common curiosities. Google Maps is my favorite among them. Most users are curious to find out how far is a particular place from where they are and how long will it take them to get there. Google Maps addresses them by automatically showing distance and time in search results.

Photo May 06, 10 41 14 PM

When a product solves a universally applicable need, it inherently raises the customer experience. It is equally important to reduce friction in the interaction, so users do more of it. X-Ray comes up by just tapping the screen while watching a video, Shazam identifies a track by just tapping the screen to tag it and Google Maps automatically shows distance and time.

What is the most common curiosity of your users?

-Kintan

 

How to delight users?

Awesome products are useful, usable and delightful (in that order). While delight is the third order bit, it often ends up being the hardest to pull off. Apple is a master of  delight – from storefronts that mimic a sleeping person at night to tens of apps with a heightened sense of realism (such as Notes, PhotoBooth, Compass, Calculator and more). As a purveyor of delight, I first wrote about delightful products in 2010, but this post attempts to add some science to the art of creating delight.

Delight is best delivered subtly. Subtlety can be achieved with -

  • a witty, but honest use of words,
  • an uncanny attention to detail,
  • anticipation of user’s desires and
  • an element of surprise.

Witty words: Words can delight users, if used aptly. Airbnb’s iPhone app uses words to make their first use experience delightful. For instance, if a user hasn’t booked any trips, the app subtly nudges the user – “Search for that city you’ve always wanted to visit!” instead of showing an empty screen with an ad. I wrote about the power of words in the last post.

AirBnB

Attention to detail: Apple refers to this attention to detail as a ”heightened sense of realism” in the official design guidelines for iOS apps. One of my favorite apps – ness (instant restaurant recommendations) changes the background with a mouth-watering dish that represents the search term. For instance, searching for Indian food changes the background to a dish of Channa Masala or Chicken Tikka. Such attention to detail converts a user into a fan by offering unforgettable experience.

Ness Ness

Anticipating user’s desires: While it may sound tricky, anticipating user’s desires can be simplified by focusing on user’s primary intent on a particular screen. Google is the master of anticipating user’s intents – from “I’m feeling lucky” button since the very beginning to  suggestion search. Another app that skillfully anticipates user’s desires is Songza. It takes simple cues such as time of day, day of week, day of year, etc. to deliver delightful experiences. It eliminates the need for mental math for users by recommending playlists based on activities and moods suitable for a given time.

Songza

Element of surprise: Timing is critical, when it comes to delivering delight. Twitter Music’s iPhone app masterfully surprises the user at the least expected instance. For instance, when you long press the app icon to rearrange them on your screen, the wiggling icon creates an illusion of a throbbing boom-box speaker. TwitterMusic

Further, the app uses a clever animation when a user refreshes a page – nine dots first form an arrow and then a grid with disco lights. Users don’t expect these subtle animations, but get delighted by the surprise.

TwitterMusic1 TwitterMusic2

Such delights don’t make a product more useful or usable, however they make useful products more fun, sticky and awesome. Let’s build delightful products!

-Kintan

Awesome products connect with users through words

In addition to being useful, usable and delightful, great products converse with their users to form a interesting bond. Language, vocabulary and tone of this conversation informs the interestingness of this bond. Awesome product creators are also master story tellers and they tell powerful stories through their products. I’ve often felt connected to the stories of my favorite products and have curiously dived deeper to study the words used to tell these stories.

These ten brands use powerful and intriguing words in their copy.

  1. Google: I’m feeling lucky
    Google
  2. Pinterest : A few (million) of your favorite things
    Pinterest
  3. Path : Share life with the ones you love
    Path
  4. Macbook Air: Powerful enough to carry you through the day. With so little to
    actually carry.
    MacbookAir1
  5. Spotify: Soundtrack your life
    Spotify
  6. Chipotle: There’s a burrito in your iphone.
    Chipotle
  7. Nike Fuelband: Life is a sport. Make it count.
    Nike FuelBand
  8. Fab: Smile, you’re designed to.
    Fab
  9. Cupidtino: *pegged to the price of a venti mocha lite in Cupertino Starbucks.
    Cupidtino
  10. TrunkClub: Become the best-dressed guy in the room
    Trunk Club

What brands use words that stir your soul?

-Kintan

Finite state models of a customer’s behavior

Product experiences that map existing human behavior are often successful, as customers do not need to change behavior to be able to use them. Based on this hypothesis, I’ve used finite state models as tools to inform my choices while designing new products. These models identify distinct states that a user passes through while completing a task. Let me use the finite state model of a typical leisure traveler to illustrate various products and services that are geared towards specific states.

A traveler goes through three main states for any given trip. After discovering and deciding where to travel, she finds the best deals and books transportation, accommodation and activities. She often shares her opinions, feelings, photos, videos, reviews, etc. for that trip with her friends and fellow travelers. She uses multiple services and interacts with many friends and strangers through each state during the trip. In most cases, transaction only occurs when a user transitions from “Discover” to “Travel” state as shown in the state diagram below.

StateModelOfATrip

Discover: Travelers often discover and decide their destination through one of the following channels:

  1. Social Discovery: Many travelers end up discovering new destinations through social networks such as facebook or Google+ and from day to day conversations with their friends. Once they’ve decided their destination, they proactively end up asking for advice from credible friends. While most users rely on in-person conversations or using the social networks directly, some have started using services such as Gogobot, Trippy, Chalo.io, etc. to discover destinations and activities. As per the latest report on Social Media in Travel 2011 by PhoCusWright, referrals from Facebook to hotel websites are converting at a higher rate than referrals from traveler review websites. Facebook’s higher conversion rate provides some provocative circumstantial evidence that travelers may be engaging in travel planning and shopping activites on the social network.
  2. Q&A: From TripAdvisor to Quora, travelers rely upon one of tens of generic and travel- specific Q&A services to get destination-specific questions answered. While there are many travel-specific Q&A sites and mobile apps such as Bootsnall, gtrot, WAYN, igougo, etc., TripAdvisor is the unanimous leader for finding answers to almost any travel- related questions.
  3. Destination Reviews: While many sites such as TripAdvisor, igougo, Tripsay, Lonely Planet, Fodor’s, etc. offer destination reviews, travelers have started relying more on hotel reviews offered by online travel agencies. Such reviews play an important role in a traveler’s purchase decision.
  4. Travel books, magazines, blogs and TV shows: Some travelers get inspired to travel to certain destinations based on an article they may read in a travel magazine or a travel show they may have watched on TV. Many travelers still buy travel books from leading publishers such as Lonely Planet, Fodor’s etc. to learn more about new destinations.
  5. Search engines and filters: Both Google and Bing offer travel-specific vertical search. Additionally price-sensitive travelers often use vertical search engines, filters and aggregation services offered by companies such as Kayak, Hipmunk, SideStep, etc.

Travel: The second state entails booking the trip and managing itinerary.

  1. Deals and booking: Travelers use a combination of leading travel search engines and online travel agencies to find the best deals and book them. Customers often pick one travel agency over another or purchase directly from the airline, hotel or rental car company on the basis of two main criteria – price and convenience.
  2. Trip management services: While most leading travel agencies offer basic itinerary management and on-trip alerts, lately customers have started adopting services such as TripIt and Trippy that aggregate multiple itineraries and offer comprehensive yet simple ways to manage a trip.

Discuss: The final state often loops back to the “discover” state through social discovery.

  1. Reviews and ratings: Travelers often express their opinions about a destination and rate hotels they’ve stayed in and services that they’ve used after a trip. While most travelers express their opinions on social networks, many take the time to leave a review on the online travel agency’s portal or one of the travel advice websites.
  2. Share photos, videos and notes: Many travelers share their notes, photos and videos from trips with their family and friends via email, social networks, blogs, etc.
  3. Plan a new trip through social discovery: Seeds for travelers’ next trip are often planted during or right after their current trip. Based on their interactions with friends and fellow travelers, they often discover new destinations for their next trip.  Typically, a traveler connects and interacts with one or more of the following:
  • Friends who have been to the destination they’re traveling to
  • Friends who stay at the destination they’re traveling to
  • Fellow travelers to the same destination
  • Friends who want to visit the destination they are traveling to

The travel industry has products and services that specialize in each state as well as some large incumbents such as Expedia, Travelocity and Priceline which offer services for each state. Finite state models have helped me stay focused on the customer’s core needs while building new products and I continue to use them. What is the finite state model of your customer’s behavior?

-Kintan

First impressions are critical controllable inputs for new products’ growth

Usefulness of a product during its first use by a customer is the most critical controllable input for a new product’s adoption and growth. Many new products (especially games) coerce the user to take an action such as signing up or connecting with a social network, without paying any regard to that user’s goals. Although such products may achieve short term goals of activating a user or increasing their count of new user registrations, they tend to lag in long term engagement, stickiness and loyalty from their customers. After studying first time user experiences of over forty new consumer products over the last eight months, I’ve noticed that products with a compelling first time experience tend to grow faster.

A new product’s first time use experience can be measured by its effectiveness in solving my needs as a user. In most cases, needs of a first time user are simple and obvious. For instance, Youtube clearly addresses their first time customer’s need to watch a video and Pandora addresses their first time customer’s need to play music. How would you feel as a customer if Youtube required you to sign up for an account before you could watch your first video?

Let me highlight an effective first time use experience by a relatively new service – Lovely, the apartment rental discovery service. As a first time customer on Lovely’s website or iPhone app, my goal is always to find apartments for rent in a location of my choice. Lovely makes it simple, easy and fast for a first time customer to search for an apartment with cost and location preferences and contact the landlord to schedule a showing without prompting or requiring to sign up for a free account. After solving the customer’s need of connecting her with a landlord, Lovely requests the user to sign up for a free account so it can serve her better in future.

Home page of livelovely.com Search for apartments

Search results on a map

Picking the apatment

Contact the landlod

I signed up for a free account and I’m sure majority of their first time users must be doing the same. The case would have been different, had Lovely would have asked me to sign up before finding me an apartment or even before letting me contact the landlord.

Let’s build products that solve customer’s needs in the first time use. Please share examples of exceptional (or worse) first time use experiences that you have encountered.

Onward,
Kintan

Reimagine the obvious

I admire Gauri Nanda from Nanda Home for reimagining the obvious – a mundane alarm clock. Snooze buttons in an alarm clock defeat the purpose of an alarm clock, especially for the occasional over-sleepers like me. Gauri redesigned the alarm clock and called it Clocky. By outfitting wheels to it and enabling the clock to jump off the bedside table and hide in the morning, Gauri forces the user to wake up to find the ringing clock. Alarm clocks were designed ages ago and wheels were designed even before. It takes an unencumbered perspective to re-imagine existing designs and exponentially enhance the user experience.

© 2010 nanda home inc. | clocky ®

Many objects and systems around us suck. Let’s attempt to reimagine them. Why can’t we bid on flight tickets? Priceline attempts to handwave at the problem by simulating a close-door bidding, but fails gloriously at it. Why can’t the microwave oven know how long to run for, based on what’s kept on the heating tray inside? Can’t my pack of pop-tarts come with a QR code/RFID that can be read by  standard microwave ovens such that the oven knows to run for 30 seconds as soon as I put a pop-tart in the oven? Can’t my jeans beep, if I forget my wallet? If I put eggs and milk at the same place in the fridge, can’t the fridge order them automatically from Amazon Fresh, as soon as they’re about to deplete?

I’m attempting to reimagine the way in which movie showtimes are displayed on mobile devices. All major apps IMDb, Fandango, Flixster, Moviefone, etc. display them in the same old vertical grid. That sucks and can be remaimagined.

What are you attempting to reimagine?

-Kintan

Delta between thought and action

On my comfortably long flight from San Francisco to Dubai last week, I got a chance to reflect upon things I’ve learned since my last trip to the subcontinent. Amongst many things across various personal and professional realms, the highest order bit was obvious – delta between thought and action determines the impact one can have.I define this delta as the difference between the moment when a new thought strikes your mind to the moment you act upon it. The smaller the delta, more thoughts one can act upon. There is a fine line between acting hastily versus quickly. I’m referring to the latter. While it is important to think and analyze before investing meaningful resources on any idea, how quickly one can transform the thought to action indicates his or her expertise. 

One of the core leadership principles that Amazon.com cultivates amongst its leaders is “Be right a lot.” This trait, often considered a barometer for one’s judgement, is highly sought after at Amazon, because leaders are required to decisively execute on a “lot” of ideas. Last year, our small team at IMDb shipped five products in nine languages that directly impacted over 30 million users worldwide and started working on three additional gutsy products slated to be launched this year. Following factors helped us keep the delta between thought and action minimal and instill a strong bias for action:

1. Become an expert – be in the top 1% in your craft: Develop subject matter expertise such that no one can do it half as good as you can. Over the last year, our team developed expertise in building mobile products on multiple platforms mostly by building those products, but also by attending conferences, talking to industry experts and hiring the experts. This engineering expertise helped us quickly prototype a ton of ideas and see them in action, so that we could make product decisions based on working prototypes as opposed to wireframes. Roger Federer or Sachin Tendulkar doesn’t think before hitting every shot. Right shots are second nature for them. Building similar expertise dramatically shrinks the delta between thought and action.

2. Stick to your decisions: Stand by the decision, despite short-term setbacks. Often, there were instances when we were operating on incomplete information and several folks rightfully questioned our decisions. It was important to not waver from the critical path to success, even with incomplete information. For instance, shipping our iPad app at launch without having access to a real iPad was a bet and we were operating on incomplete information. Once we decided to ship an iPad app, we stuck to it despite early setbacks in the iOS SDK an it paid off. We repeated it when we shipped the IMDb experience on Windows Phone 7 later that year and that paid off too. When there isn’t a lot of data to support the decision, it may get tempting to waver at the first setback. It is important to resist that temptation. While decisiveness plays a critical role in shrinking this delta, it ultimately boils down to conviction in one’s ability to execute on an idea.

3. Ship: Given a choice between shipping and not shipping, ship!

As I said, this post is a note to self and while it may seem preachy, it isn’t intended to be. As an entrepreneur, I often measure the delta between my thoughts and action and then challenge myself to shrink that delta by at least half.

What’s the delta between your thoughts and action?

-Kintan