The field of user experience provides a wide range of useful methods that can help your Lean Startup Customer Discovery process. This presentation provides advice on how to find and engage prospects, and how to compile, make use of and test what you're learning.
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I'm out of the buiding, now what?
1. I’M
OUT
OF
THE
BUILDING…
NOW
WHAT?
Lean
UX
Residency
(LUXr)
March
16,
2011
2. GeGng
out
of
the
building
“Customer
Development
is
the
process
of
how
you
get
out
of
the
building
and
search
for
the
model.
Customer
Development
is
designed
so
that
you
the
founder(s)
gather
first
hand
experience
about
customer
and
market
needs.”
SteveBlank.com,
5/13/2010
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3. In
other
words…
“Go
speak
(in
person
if
possible)
with
living,
breathing
customers
to
determine
the
validity
of
your
assump^ons.”
“The
Entrepreneurs
Guide
to
Customer
Development,”
Cooper
&
Vlaskovits
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4. What
assump^ons
are
we
making?
Who
is
the
user?
Who
is
the
customer?
Where
does
our
product
fit
in
their
work
or
life?
What
problems
does
our
product
solve?
When
and
how
is
our
product
used?
What
features
are
important?
How
should
our
product
look
and
behave?
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5. What’s
a
user?
“There
are
only
two
industries
that
refer
to
their
customers
as
‘users’:
computer
design
and
drug
dealing.”
Edward
Tufe
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6. What’s
a
user?
User
=
“person
who
uses
the
product”
Consumer
products,
customer
=
user
Enterprise
products,
customer
≠
user
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7. Why
don’t
we
talk
to
users?
We’re
users
We
know
a
lot
of
users
We’re
smarter
than
our
users
We’ve
got
a
lot
of
other
important
things
to
do
Users
don’t
want
to
be
bothered
We
don’t
know
how
to
talk
to
users
We
fear
rejec^on
;(
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8. Remember,
it
starts
with
you!
People
who
are
good
at
Customer
Discovery
know
how
to:
• Put
themselves
in
the
customers’
shoes
• Understand
the
problems
they
have
• Listen
well
(less
talking!)
• Understand
what
you
hear
(not
what
you
want
to
hear)
• Deal
with
constant
change
Paraphrased
from
“ The
Four
Steps
to
the
Epiphany”
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9. Where
genera^ve
research
fits
The
eight
steps
to
Customer
Discovery:
Document
Customer-‐Problem-‐Solu^on
Hypothesis
Brainstorm
Business
Model
Hypothesis
✓ Find
Prospects
to
talk
to
✓ Reach
out
to
prospects
✓ Engage
prospects
✓
Phase
Gate
I
Compile
|
Measure
|
Test
Problem-‐Solu^on
Fit/MVP
Phase
Gate
II
Compile
|
Measure
|
Test
“The
Entrepreneurs
Guide
to
Customer
Development,”
Cooper
&
Vlaskovits
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10. FIND
AND
REACH
OUT
TO
PROSPECTS
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11. Where
do
you
find
users
to
talk
to?
In-‐line
Web
recrui^ng
Conferences
and
industry
events
Special
interest
groups/user
groups
Market
research
firms
Craigslist
Friends
and
Family
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12. In-‐line
Web
recrui^ng
Ethnio
(www.ethnio.net)
Recruit
people
from
your
website
via
triggers
“Talk
to
us”
bu_on
Start
live
chat
session
Remote
viewing
(Morae
from
TechSmith)
Screen
sharing
and
recording
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13. Conferences,
industry
events,
user
groups
Master
the
“quick
hit”
interview
(1-‐2
ques^ons)
Divide
and
conquer,
debrief
as
a
group
Use
a
green
room,
designated
area
for
interviews
Collect
names
for
later
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14. Market
research
firms
Easier
for
“consumer”
than
“professional”
Can
save
you
^me
finding
and
scheduling
Good
for
out
of
state
or
interna^onal
recrui^ng
You
can
use
their
facili^es
You
don’t
have
to
adver^se
your
iden^ty
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15. Craigslist
Place
ad
in
“gigs”
or
“jobs”
area
Direct
people
to
an
online
survey
(SurveyMonkey)
Survey
results
can
be
valuable
in
themselves
Scheduling
is
hard,
pre-‐screen
for
availability
Experiment
with
different
levels
of
compensa^on
Going
rate
varies,
check
similar
ads
for
guides
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16. Friends
and
Family
You
already
know
their
context
Good
for
quick
impressions
Great
to
prac^ce
on
“friendlies”
Beware
you
don’t
talk
to
same
people
too
much
Don’t
forget
to
use
F&F
for
more
introduc^ons
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18. TOOLS
FOR:
Understanding
your
users
Effec^ve
interviews
Innova^on
Games
Five
users
every
Friday
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19. Tips
for
effec^ve
interviews
Iden^fy
who
do
you
want
to
talk
to
and
what
you
want
to
learn
Plan
your
interview
themes
as
a
team
Collect
ar^facts,
debrief
and
share
Use
your
visits
for
mul^ple
purposes
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20. Tips
for
effec^ve
interviews
Use
open-‐ended
ques^ons
to
encourage
conversa^on
Closed:
“What
did
you
eat
for
breakfast
today?”
Open:
“What’s
your
favorite
breakfast
and
why?”
Don’t
be
afraid
to
ask
“why”
a
lot.
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21. Tips
for
effec^ve
interviews
Iden^fy
the
need
behind
a
feature
request
“If
you
HAD
feature
x,
what
would
that
allow
you
to
do?”
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22. Sample
interview
flow
Warm-‐up
ques^ons
to
set
context
“Tell
me
a
li)le
about
yourself…”
Talk
about
real
events,
avoid
conjecture
“Tell
me
about
a
recent
6me
when
you…”
Show
demos/sketches
later
in
mee^ng
“Show
me
how
you
would
use
this
to…”
Express
apprecia^on
“ Thanks
for
your
6me!”
If
the
interview
went
well,
it’s
OK
to
ask
if
you
can
contact
them
again
later
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23. Innova^on
Games
Speedboat
Speedboat
Spider
web
Product
Box
Remember
the
future
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24. “Five
Users
Every
Friday”
Situa^on
Major
consumer
electronics
retailer
wanted
flexible
fast
implementa^on
of
Web
features
Agile
development,
UX
perceived
as
a
bo_leneck
Approach
Rapid
prototyping
and
user
feedback
Full
team
par^cipa^on
required
Results
Greater
confidence,
less
^me
wasted
Improved
team
understanding
of
user
needs
Source:
Tom
Ilmensee
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25. Weekly
research
tasks
Friday
Run
protocol
High
level
summary
Monday
Analyze
data
Create
findings
summary
Create
wireframes
Tuesday
Discuss
recommenda^ons
with
team
Iden^fy
immediate
and
long
term
research
needs
with
team
Create
high-‐level
test
plans
Wednesday
Prepare
protocol
Thursday
Prepare
ar^facts
/
prototype
Source:
Tom
Ilmensee
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26. Compile
|
Measure
|
Test
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27. TOOLS
FOR:
Synthesis
Ar^facts
from
fieldwork
Affinity
models
Personas
Workflows
and
conceptual
models
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28. Share
pictures
and
ar^facts
with
the
team
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29. Use
affinity
models
for
group
synthesis
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30. Good
user
research
=
stronger
personas
Well-‐researched
personas
help
your
team
make
be_er
decisions.
A
good
persona
descrip^on
defines:
Goals
AGtudes
Work
or
ac^vity
flow
Environment
Skill
level
Frustra^ons
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31. Specific
is
more
important
than
accurate
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32. Workflow
models
inform
good
sketches
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33. TOOLS
FOR:
Envisioning
the
solu^on
Stories/scenarios
Collabora^ve
sketching/Design
Studio
Prototypes
These
techniques
can
be
used
within
your
team
to
build
consensus,
and
with
customers
and
users
to
explore
and
validate
concepts.
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34. Using
scenarios
Scenarios
help
your
team
explore
and
develop
a
shared
understanding
of
the
desired
user
experience.
1 Set
the
stage
− Who
is
the
subject
of
the
story?
− What
does
this
person
want
to
do
and
why?
2 Tell
the
story:
− Imagine
the
ideal
user
experience
− Describe
informa^on
and
ac^ons,
not
controls
3 Evolve
to
become
more
detailed
and
specific
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35. Sample
scenario:
about
Peter
PETER
is
a
serious
bike
commuter
• Owns
several
bikes
(mountain
bike,
recumbent),
doesn’t
own
a
car
• Biking
is
his
main
form
of
transporta^on
• Bikes
are
his
hobby,
he
loves
to
look
at
and
learn
about
bikes
• Carries
lots
of
stuff
when
he
rides
(computer,
books,
groceries)
• Rides
in
all
weather,
needs
to
get
to
work
clean
and
not
too
sweaty
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36. Sample
scenario:
Peter’s
scenario
• Peter
is
a
regular
customer
at
Mike’s
Bikes.
He
learns
that
there’s
a
new
urban
cargo
bike
available
and
he’s
curious
to
check
it
out.
• When
Peter
gets
to
the
site,
it
recognizes
him
and
shows
him
what’s
new
since
his
last
visit.
He
can
see
there’s
a
street
bike
he
started
to
configure
on
his
last
visit,
but
he
doesn’t
want
to
work
on
that
now.
• He
easily
finds
the
new
cargo
bike
he
came
to
see.
• He
learns
about
the
cargo
bike
by
reviewing
some
technical
informa^on
about
gear
ra^os
and
then
watches
a
video
of
the
bike
in
ac^on.
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37. Sample
scenario:
Peter’s
scenario
• He
is
interested
in
the
cargo
bike,
but
wants
to
talk
to
someone
who
owns
one.
He
reaches
out
to
the
Mike’s
Bikes
community
to
ask
a
ques^on
and
quickly
gets
an
answer.
• He
configures
the
cargo
bike
with
some
op^onal
equipment
he
might
want.
He
can
see
an
adjusted
total
price
as
he
works.
• Happy
with
what
he
sees,
he
makes
an
appointment
to
come
into
the
shop
on
Saturday
to
see
both
bikes
he
is
considering.
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40. Mix
well
and
repeat
frequently!
Method
Benefits
5-‐users
every
Friday
Introduce
“ritual”
of
talking
to
people
regularly
Conversa^onal
interview
Pa_erns
of
use
Behaviors
and
mo^va^ons
Pain
points
and
opportuni^es
Innova^on
games
Mental
models
Shared
team
understanding
Lo-‐fidelity
prototype
Validate
and
evolve
concept
Reac^on
to
naviga^on/structural
elements
Hi-‐fidelity
prototype
Reac^on
to
visual
look
and
feel
Test
branding,
messaging
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41. Recommended
reading
Inspired:
How
To
Create
Products
Customers
Love
Marty
Cagan
Designing
for
the
Digital
Age:
How
to
Create
Human-‐Centered
Products
and
Services
Kim
Goodwin
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42. Recommended
reading
Prototyping,
A
PracIIoner’s
Guide
Todd
Zaki
Warfel
The
Back
of
the
Napkin
Dan
Roam
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43. Recommended
reading
InnovaIon
Games:
CreaIng
Breakthrough
Products
Through
CollaboraIve
Play
Luke
Hohmann
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44. Photo
credits
and
resources
5:
“What’s
a
user?”
h_p://www.edwardtufe.com/tufe/advocate_1099
22:
Photos,
Lane
Halley
23-‐34:
“Five
Users
Every
Friday,”
Tom
Ilmensee,
Alyson
Muff
h_p://www.computer.org/portal/web/csdl/doi/10.1109/AGILE.2009.45
27:
Photos,
Lane
Halley
28:
Photo,
Lane
Halley
30:
Photo,
Flickr:
dtsato/582640684
31:
Photo,
Flickr:
jazzmasterson/275800917
34:
Photo,
Flickr:
ques^on_everything/2267542126
Scenario:
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37:
Photos,
Lane
Halley
38:
Photo,
Lane
Halley
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45. Thanks!
Let
me
know
if
this
was
helpful…
Lane
Halley
lbh.inc@gmail.com
twi_er:
thinknow
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