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8 Quick Steps to Analyzing Visitor Preferences by Time and Day

By:
June 16th, 2015

Knowing when users are visiting a website can help companies better understand their audiences and make smarter marketing and business decisions. Knowing when users interact with your website allows you to gain a better understanding of how your users consume content and the priority of their tasks. By default, Google Analytics provides the day, hour, and minute of every session. However, the times are shown according to the time zone specified in the Google Analytics profile.

Meaning, if the GA Profile is set to PST, then the Hour of visit for all users will be converted to PST. So a user visiting at 1pm EST from New York will appear as a 10am PST visitor in the Google Analytics profile.
dayofweek-hour-sessions

 For companies with a nationwide or global presence, this representation of the time data isn’t very useful in understanding what time, from the user’s perspective, someone is visiting the website.

Fortunately, it is possible to obtain the local times of users’ sessions using either Excel or Google Analytics custom dimensions. But first, we’ll discuss why having this information is so valuable.

Why Should We Collect the Local Time of Users’ Sessions?

It is crucial to understand user behavior in order to optimize the website for its users and to achieve its business goals. Combining this data with other metrics in your analysis can help you identify trends among users who visit at a particular time of day.

Local User Time data can help answer questions such as:

  • Is the website reaching its target users?

Consider a Bank who offers services to other financial institutions. They have a lead generation website aimed towards working professionals, so they might expect their best leads arrive during regular business hours, since prospects would be reaching out on behalf of their companies. Heavy usage outside of these hours could indicate that the majority of their website users are not in their target group of users.

  • Are the most valuable customers visiting at a certain time of day?

The same Bank might identify that their best leads are visiting their website in the morning. They can use this knowledge to differentiate between future high vs. low value leads, and prioritize the early-morning visitors who are likely to be the most valuable. Knowing what time of day these users are visiting also indicates what might be a good time to follow-up with these new leads.

  • What are some ideas for new content?

Insight into a user’s daily routine is beneficial in crafting content towards those users. Combining local hour data with pageviews and time on page metrics can help you identify if users are viewing particular pieces of content at different times of their day. If a Hospital with a Blog used to promote healthy living sees a lot of late night visitors, they could consider writing articles like, “10 Tips to Get a Good Night Sleep.”

  • Can we use time of day data to differentiate and identify new demographics?

Users who view articles like “10 Tips to Get a Good Night Sleep” late at night could be insomniacs or new parents. By segmenting your analytics by users who exhibit this behavior, you can see if groups like “new parents” are valuable users (more engaged, buy more products, etc.). You can then target your content and services towards these valuable demographics.

  • How can we craft content to best serve our users?

If a Bank sees many users logging into their mobile banking app after their customer service center is closed for the night, they’ll want to make sure the self-service help content addresses the most common questions that would typically be addressed by the customer service center.

  • Should we extend business hours?

If a Hospital with branches nationwide sees a large portion of their users visiting their Urgent Care Locations page before/after their regular business hours, they could consider extending those hours to meet more of the demand.

Google Analytics Custom Dimensions Method

By creating custom dimensions for the user’s local time in Google Analytics, it becomes much easier to answer these questions. In this method, the general idea is to collect the local date and time from the user’s browser, which we’ll send to Google Analytics in the form of custom dimensions within an Event. We’ll keep track of whether or not we’ve sent this information using a first-party cookie so that we only send one Event with the Local Hour & Day custom dimensions per session.

To illustrate the results, we configured the local user time custom dimensions on the Extractable website. Now we can see the local time of our users who are visiting the Extractable Blog.

path-localhour-pageviews-uniquepageviews-aveduration

Here we can see that 9am is the most popular time for users to visit our blog. We’ll also note that users who visited during their 3pm hour remained on the Blog pages for almost twice as long as those who visited at 9am. This gives us some insight into our users behaviors during a given work day.

Steps to Setup Local Hour and Day Collection using Google Analytics

Below are the steps we took to configure Local Hour and Day custom dimensions on the Extractable website using Google Analytics and Google Tag Manager.

1)      Create “Local Hour” and “Local Day” custom dimensions in the Google Analytics profile. Make a note the Index numbers (ours are 11 and 12).

new-custom-dim-ga

2)      In Google Tag Manager, create 2 Custom JavaScript Macros: “localHour” and “localDayOfWeek”

localhour    localday

3)      Create a First-Party Cookie Macro “active_session”

 active_session

4)      Create a Custom HTML Tag “If Active Session get Local Day and Hour” that fires on the Rule that the DOM has loaded. For this Custom Tag, we also set the “Tag Firing Priority” to 1 to make it more likely for the tag to fire.

 html-script

5)      Create a Rule “Event GetLocalDayHour” to listen for the GetLocalDayHour Event.

gtm-event-getlocaldayhour

6)      Create an Event Tag, “Event – User Local Day and Hour” that fires on the “Event GetLocalDayHour” Rule created earlier. In the Custom Dimensions section, be sure to use the Index numbers that correspond with the custom dimensions you set up in your GA Profile and the names of the Hour and Day Macros you created earlier.

event-user-local-day-hour gtm-custom-dim

7)      Test your configuration. Since the custom dimensions are sent with Events, you can use real-time tracking to verify that the information is being sent to Google Analytics. Here we can see that the “User Local Day and Hour” Event (which we set up in step 6) is firing as expected.

eventcat-user-local-day-hour

8)      Once the Event is functioning correctly, you can publish the Google Tag Manger Container. With this information we can create a custom report with this specialized information about our users.

local-day-of-week-report

By using Google Analytics to collect the Local Hour and Day data of your users, you’ll have another layer of insight into your users and their behavior that you can use to inform your business decisions and marketing efforts.

 

The Uberization of Banking

By:
June 5th, 2015

The financial services industry must rise to the challenge of disruptive technology and the expectations of enhanced digital experience models to remain competitive as the primary consumer interface for banking services.

This article was first published in The Financial Brand.

Technology innovation is always spawning new words, but it is rare that the name of a company becomes a verb. Google is clearly the most prominent example of this phenomena, but now it seems, at least in the business world, that Uber may be becoming a verb meaning to ‘radically disrupt’ an entire industry.

While Google grew out of the first ‘dot-com-boom,’ Uber is one of the largest companies to have grown out of the second tech boom. This time round, the boom is being built around two main themes, ‘apps’ and the ‘sharing economy’.

An interesting infographic has been making the rounds on social media, highlighting the success of new ‘sharing economy’ disrupters. The references, first discussed by Tom Goodwin on TechCrunch, illustrate how the middle men get cut out and how companies that take over the customer interface are the ones to gain.

“The new breed of disruptive companies are the fastest growing in history. Uber, InstacartAlibabaAirbnbSeamless, Twitter, WhatsApp, Facebook, Google are indescribably thin layers that sit on top of vast supply systems ( where the costs are) and interface with a huge number of people ( where the money is),” states Goodwin.

disruption-tom-goodwin-techcrunch

While this is a fun infographic to share with our more luddite friends, there are fundamental questions we need to ask to understand how these companies have been this successful. We might also ask what this means for innovating in the financial services industry.

To answer that question, we must first understand the attributes of both the industries they serve and their solutions, so we can see what is applicable outside of these spaces.

Article continued on The Financial Brand»

 

Six things I have learnt (so far) at NetFinance 2015

By:
April 28th, 2015

Simon Mathews speaking at NetFinanceFor the last couple of days I have been at the NetFinance 2015 conference in Miami. I was privileged to be able to speak on the first morning (the pic above!) on the challenges and opportunities of delivering digital customer experiences in financial services, but wanted to focus this post more on the things I’ve been hearing from the speakers and in conversations with digital and experience leaders at major banks and financial institutions, including USAA, BBVA, Citi, US Bank, Schwab and many others.

#1: The digital experience is front and center.

I started my presentation with a premise that delivering great digital customer experiences is central for Financial Institutions to thrive, and highlighted that recently banks had been on a buying spree, snapping up digital design firms (Capital one acquired Adaptive Path and BBVA, SpringStudio).

Across all the presentations and discussions these themes came out very strongly. In previous years a lot of the conversation was specifically on certain growth areas, such as mobile, technology integration or customer acquisition strategies. This year, it was really focused on, ‘how do we change how we do things to deliver a great customer experience on all devices and channels?’ And, repeatedly, speakers were seeing customer experience as a key differentiator for their brand.

Building on this trend, in an interesting case study, Rick Paster from Citi shared how working in a co-creation model with customers had led to a better prioritizing of features and hence design for Citi’s card customer experience.

#2 Customer expectations exceed the industry.

Another strong theme that emerged across multiple speakers was that customer expectations were already way-ahead of financial institutions’ ability to deliver digital experiences. Customers expect to be able to do most things online. They expect their FI to already know about them. They expect their experiences to be consistent on mobile, desktop, or in-person.  And for the call center to understand all the above.

Alejandro Carriles from BBVA argued that we should be not comparing to competitors, but against where customers spend their time online. So, more Facebook and less CompetitorBank. His question “When was the last time you saw that google.com was ‘down for maintenance’”?

#3 Omni-channel barriers are self imposed.

In moving to a seamless experience across devices and channels, speakers highlighted many issues that add friction for users. Why, for example, once you are a bank customer do you need to “enroll” for online banking, or to use the mobile app, when the bank already knows what it needs to know?

Gareth Gaston from US bank shared a number of fascinating omni / cross channel experience customer flows and challenged the audience using an airline example – once you have bought your ticket (online) you don’t need to enroll to use the kiosk at the airport.

#4 Compliance is the boogeyman?

The financial industry is highly regulated and internal compliance controls on marketing and product delivery are critical. In the panel discussions it did not take long for internal compliance issues to be raised as a challenging in delivering digital experience innovation.  And, once that issue was raised, many more examples were then shared.  But, a few speakers suggested approaches that had worked for them in addressing this issue. Most of these focused on involving compliance teams in the creation process very early, bringing out their creativity in how to gain compliance, rather than the compliance team being just a final hurdle to jump in the innovation process. And, most speakers seemed to agree that once competitors had done something first, compliance tended to ease!

#5 Branches, maybe less important?

Accenture shared some of the findings from their 2015 North America Consumer banking survey. The full report is available here. One take away for me was that if a consumer’s local branch closed, 81% of those surveyed would not change banks. In 2013 that number was 48%.

In survey after survey, despite the fact that most customers rarely step into a branch, having branches is a key decision factor for customers. Hopefully this is the beginning of change in the importance of branches.

#6 Counterpoint, emotions are important in banking!

Jaime Punishill from TIAA-CREF in his presentation offered an interesting counterpoint to many of the discussions during the day – that the emotional element of most financial experience is low or non-existent. His argument was that we, as people, make decisions emotionally as well as rationally, and we should, as much as focusing on tasks and flows, focus on how the experience makes a user feel?

This is compelling. We are all human, and show great complexity in how we experience the world, and as designers we need to reflect this in our experience.

However, I’m not sure I want my bank balance to make me cry!

 

Are internal controls stifling customer experience innovation?

By:
April 21st, 2015

Today was a great day. We just launched a completely re-imagined digital experience for our client, a large regional US bank. The first phase was the public, customer acquisition-focused site and was delivered in a completely fluid, fully responsive design that works great on the smallest smartphone to the largest desktop.

So, a great day!

However, soon after launch, the emails and phone calls started flowing in, related to some problems in-branch staff and other employees were seeing. After digging into the web analytics we worked out what was happening. Some staff, including those in-branch had ‘lost’ the main menu and hence could not log in to the online banking and other authenticated tools.

Going deeper, the issue was simple, and slightly unexpected. The horizontal screen resolution on the desktop PCs they were using was just 1024 pixels—a more typical resolution for tablets (and even quite small for the modern crop of tablets)—and hence in the responsive design framework, they were being served up the mobile style ‘hamburger’ menu rather than the full menu.

If you were to go to a Best-Buy today it is impossible to buy a PC, laptop or monitor with that low a resolution and has been for years.  So, our client’s customer-facing employees are using computers that are either very old, or deliberately configured to older specifications.

We had a hunch that this was different than the technology their customers are using, but just how different? As it turns out, quite different.

Diving back into the analytics data, we looked at another dimension of the user’s technology, the web browser being used and its version number.  Mapping version numbers to the date that browser version launched (thanks Wikipedia!) we built the chart that follows.

It shows the percentage of external customers (in blue) & internal employees (in orange) based on which browser version they were using when they visited the site, grouped into the year of the launch of that version. The data includes all the major browsers (IE, Chrome, Firefox Safari, etc.).

Browser age

What we can see immediately is that internal employees are using much older browsers. While 43% of customers have a browser version launched since January 2014, only 5% of bank employees do.

The average browser age for customers is 1.9 years, while for bank employees its 4.57 years. To give that age some context, 4.57 years from today takes us back to Oct 26th, 2010, when the iPhone 4 was brand new, Katy Perry was #1 on the Billboard chart with ‘Teenage dreams’ and making headlines by marrying Russell Brand.

So, while I may joke with the thought that these browsers have lasted four times longer than Katy Perry’s marriage to Russell Brand, there is a deeper underlying problem that needs to be discussed.

While enterprises must manage their technology to support older applications and security, employees are experiencing their customer-facing applications and tools in a very different way than their customers.

In a service-orientated business, which is more-and-more being delivered mostly, or totally, online, employees are the facilitators and enablers of the customer experience combined seamlessly with the technology. If they are not able to put themselves in the shoes of their customer, to empathize with them, they are at a disadvantage in aiding and driving them to better outcomes.

Taking this argument further, how can all employees assist in driving innovation and new digital ideas if they are already disadvantaged in the experience they are using? We used to talk about the digital-divide in reference to social opportunity. I’m beginning to wonder if the digital-divide may be alive and well inside of organizations, helping limit the opportunity for organizations to innovate.

Now, back to my Katy Perry playlist on Spotify…

 

Overcoming survivorship bias in data-driven experience design

By:
April 16th, 2015

Survivorship bias in actionIn designing great digital experiences for our clients we bring into play multiple research inputs. Two of which, site analytics and comparative review, can have a potentially damaging Achilles Heel – survivorship bias.

What is survivorship bias?

A type of selection bias, the basic premise of survivorship bias is that we tend to distort data sets by focusing on successful examples and ignoring failures, as they did not survive to be measured.

An often cited example was the work done during World War II on improving bomber losses due to enemy fire.  When bombers were returning from missions with heavy damage, say in their tail section, engineers were looking at this and suggesting that the tail needed to be reinforced. However, this analysis did not include the planes that had been shot down, which means that it could have been a potential weakness in say, the wings, that was causing the losses, and the tails were already strong enough. The engineers could only see the surviving aircraft and this biased their thinking.

We see survivorship bias often raising its ugly head in studies of human success. We all regularly see click-bait headlines and new inspirational books along the lines of “The 50 Habits of the Most Successful CEOs” or similar propositions. As we read, the study reveals that, apparently these 50 CEOs all eat oatmeal for breakfast. But, by looking at just the successful CEOs, we don’t see the full data set, including unsuccessful CEOs and everyone else on the planet that may happen to eat oatmeal for breakfast. This is a classic example of survivorship bias.

So, how does this play out in digital experience design?

The first challenge is data. We use data to look at the success of current experiences, such as the value of content on a certain page, or whether one call to action works better than another, etc.  Yet, what we are seeing today on a site or experience is the surviving content, design and interactions. Content could have been deleted during development, pages evolved over time, interactions tweaked. So, while we can see how that specific experience is doing at that time, we can’t see what might have been, because essentially we have just one survivor to review.

Survivorship bias also kicks in when looking at competitor and comparator digital experiences to benchmark against. Let’s say we are working with an airline, and we look at its direct competitors, we are not, by default, looking at competitors that may have failed in the past, gone bankrupt, merged, etc.  While it may be argued that we don’t want to copy failure, we can still learn a lot by understanding the widest range of customer experiences as possible.

A good example of this is from a past client in the direct-to-consumer software space. They were very analytics and data-driven, optimizing their main site continuously. When they saw that a comparison table was increasing conversion on a product category page, they started applying the table concept on many more pages. Unfortunately, these changes started to negatively impact overall site conversion. Just as with the CEOs and oatmeal example, they had focused on one success instead of looking at the full picture.

What can we do to avoid survivorship bias?

Survivorship bias is a natural human tendency and in digital experience design we are often dealing with incomplete data sets and research inputs.  So, the first step is to understand how we are prone to this type of bias and specifically challenge it using techniques such as:

  • Multiple data inputs: Find as many different inputs as possible for the design process. For example, contrast analytics data with primary user research.
  • Imaginary scenarios: Use alternate mental models to ask ‘what if’? As with our CEOs and oatmeal example, ask what if the CEOs had eaten eggs for breakfast? What would this have done to our conclusions, and hence, is the conclusion valid?
  • Understand context: For specific design elements try and pull in data and research inputs that help you understand the context. In our example of the comparison table on the product category page, context would say why this is a great idea – on that page, users are making a decision as to which one of multiple products to pick, so a comparison table works well. But, what is the context the user has in mind on a different page, and hence is the table useful there?
  • Increase data with testing. Where possible, eliminate the bias by running multi-variant testing on the experience. Don’t just test A/B scenarios, but test multiple versions completely to ensure the failures survive in the data set.

Now, I’m off to eat my oatmeal.

Image credit - IWM
 

11 Steps Toward Actionable Personas

By:
April 1st, 2015

I’ve got a dirty little secret – I don’t really like personas. This may be reasonable suspicion for dismissal from the User Experience club, but before you judge me too harshly, allow me to explain my position.

Point 1 — Personas eat up valuable time & attention

If you follow any classic program of HCI or UX training, personas were likely a significant part of your training. To fulfill the user-centered design process, the training says, you must first understand your user—who they are, what goals they have, and how you can motivate them. What better way to achieve that than to add a set of Personas to your project plan? By writing about our target audience, we will magically become empathic designers. We can embrace the audience segments, internalize their needs, design around their roadblocks, and generally do a better job of engaging them.

But here’s the reality—the Discovery phase for an agency engagement is one of the most time-intensive and attention-scattered portions of any large-scale, real-world project. There are piles of existing research, numerous stakeholder groups to interview, reams of analytics, survey data, marketing collateral and the like to pore through. As the metaphor goes, it’s like trying to sip water out of a fire hose. These documents and activities are invaluable but they’re dense – and finding the insights scattered among them takes serious time and energy. It’s also one of the first places that clients and project managers want to scale back when deadlines are tight.

What happens in these cases is often the creation of the persona-lite—a rapidly built document that lets the UX team feel like they haven’t sold their soul, and project management team feel that they’ve “checked the box.” These thin versions are not informed by direct customer research, and are therefore built on the usually false assumptions of the UX designer tasked with its creation.

Which leads to my next point.

Point 2 – The majority of personas are misinformed at best and misleading at worst.

One common cause of poor personas is their alignment to demographic data, which tends to instigate all of our worst stereotyping behavior. I call this the “Nuclear Family Fallacy” where we tend toward following established stereotypes. If the data says the largest demographic group is married and that group most frequently has two kids and most often our buyer is a woman, and that woman usually does not have full employment, then our personas are likely to reflect all of this. But it doesn’t reflect the reality. When we base our assumptions on stereotypes or data averages, we lose track of the uniqueness of real, human individuals.

Let me give you an example of how this plays out…

In a recent persona review, one astute client commented that our photos bore zero resemblance to the client marketing event he had attended the prior week. And it was true. The stock photos we used were filled with attractive, clean-cut, well-groomed individuals in awkwardly “professional” poses. While my personas were based on real customer interviews, those interviews were done over the phone, and I was making gross assumptions about how these professionals looked on the other end of the line. Plus, by turning to available stock photography that fit the visual style of the deliverable I was creating, I was unwittingly skewing the accuracy of my personas. Mea culpa.

It’s a simple example to prove a point, but it applies to every aspect of our personas. When we don’t know, we tend to make assumptions and those assumptions are just as frequently wrong.

Point 3 – Personas are frequently un-actionable.

Once you’ve created your personas, what do you do with them? It’s common practice for personas to be created, presented, and then tossed into the PowerPoint graveyard. Stakeholders can nod in affirmation—yes, you’ve captured the essence of our users—but it’s another thing entirely to build actionable personas adding value to the design process. They can be mildly interesting but still lack the depth and nuance that differentiate user groups.

It’s this differentiation that we are really seeking. For personas to become actionable tools in experience design, we need them to tell us how user group A is different from user group B, so that we can understand exactly what information, what tools, and what features we need to be creating, plus the behaviors our design needs to encourage or discourage.

At this point, you’re probably in one of two camps — either grumbling in reluctant agreement, or getting ready to skewer me for missing the point. But I’d like to make a counter-argument, and show how a recent project has changed my mind about the value of these elusive deliverables.

Counterpoint

Extractable was recently engaged by a large B2B client whose corporate clients stretch across Marketing, Legal, Accounting and other teams. The company had grown through acquisition and now managed a set of loosely connected websites. Compounding this was an intricate set of back-office business processes, long sales cycles, and well-entrenched incumbent vendors.

Our team quickly realized that a major stumbling block to design would be our own ability to comprehend the enormous complexity of the vendor-customer relationship, and that personas could serve as a bridge across the knowledge gap.  To unravel this complexity, we followed several strategies in creating our personas.

Preliminary Work

1. Build a framework. To drive home audience differentiation we created an “audience grid” that separated leadership decision-makers from end users, and separated buyers from the advisors they consulted. Each persona sat squarely in one portion of the grid.

audience_framework

Figure 1: Audience Matrix

2. Base personas on real primary research. Since our domain knowledge was small, speaking with real customers was essential to understanding the industry. Even if you can only get 4-5 customers to speak with, make every effort to do so. You can also supplement with transcripts from past interviews.

3. Determine the appropriate persona “type.” Are they behavioral? Psychographic? Demographic? For our client, we quickly perceived that the user’s role in the corporate structure is most indicative of their goals, motivations, and behaviors. By aligning to this structure, we create a common language among the team.

4. Don’t work in a bubble. A good approach is to tag-team the interviews and allow follow up time to discuss what you heard. Each interview should be discussed, dissected, and debated. It’s amazing how much more detail you’ll catch. Share the personas and gather as much input as you can, especially from subject matter experts.

Creating the Personas

5. Build in uniqueness and consider the corner cases. Personas should capture the essence of your audience by being as unique as they are. It will bring a degree of reality that makes the personas relatable and sparks rich discussion. Think of them as colorful composites of your interviews. Your SMEs can help validate which customer inputs represent a larger trend, and which are anomalies of that individual.

6. Look for key relationships. Nearly every purchase decision—from the simplest consumer product to the most complex B2B sale—involves more than one customer. Selling a smartphone—what apps does your target group want to share with their friends? By calling out these relationships in the persona you can surface important motivations in a realistic fashion.

7. Define the user’s goals & motivations. By examining the underlying situation for each user group, your personas will move into more actionable territory. You can focus on features later. For now, think about what’s driving the user.

8. Use real user quotes in your personas. It’s nearly impossible for stakeholders to challenge actual quotes from customers. And almost as impossible to write realistic sounding quotes. So resist the urge to fabricate user quotes, but do include real ones.

9. Call out opportunities. While you have the mindshare, it’s a good time to start brainstorming on potential opportunities. For B2B clients, we created a unique set of marketing opportunities to reach each persona. Even if you don’t fulfill the majority of them, you’ll have a record of good ideas.

10. Use photography, and spend time getting it right. It’s human nature to remember faces better than words. These photos will be instantly recognizable and persist longer than the fine detail of your text, especially to team members outside the immediate design group.

11. Be honest about your product. If your project goal is to gain more customers, you need to appeal to those prospects that aren’t an easy sell. Be upfront about the areas where your product is less compelling, and you’ll have a more actionable persona.

Ernie_Persona

Figure 2. Sample persona. (And thanks to Ernie Chan, our persona model)

The Takeway

Obviously, the point of all this is not to say that personas should be stricken from the record. Precisely the opposite. They’re an irreplaceable tool in the user-centered design process – when done well.

If you want to learn more about how Extractable can help you in the Discovery process, drop us a line. We’d be happy to chat.

 

Using Content to Shine a Light on Clean Energy

By:
March 3rd, 2015

Silicon Valley rivals Apple and Google recently announced their (separate) commitments to major renewable energy projects[1]. Apple announced an $850M deal to purchase solar power from a plant based in Monterey, CA. Not to be outdone, Google revealed its plan to purchase power from a wind farm 100 miles away in the Altamont Pass.

It’s exciting to see these iconic brands very publicly demonstrate their commitment to clean energy. Given their enormous consumer-facing businesses, it’s interesting to consider the impact of their example on people contemplating their own energy use.

Regardless of the often-heated debate around climate change, there’s no question we’re seeing increasingly easier consumer access to viable forms of clean energy. Perhaps the most visible instance of this is home solar panels, which companies like Sunrun, SolarCity, and Sungevity promise will generate long-term cost savings with environmentally responsible technology.

As profound as the announcements by Apple and Google are, it will take more than a few press releases and social media posts to measurably influence people’s thinking about clean energy choices – especially when it’s the energy fueling their homes.

Marketers have a tall order in seeking to upend people’s established beliefs about public utilities and motivating them to act when the subject matter is marred by connotations about cost and viability. With these conditions, effective content strategy, planning, and execution can be the difference between facilitating legitimate consideration and falling flat before awareness has been cemented.

In delivering intelligent, relevant, and actionable information about clean energy options, there’s an opportunity to elevate the situation beyond simply addressing questions and concerns and transcend to empowering people to make environmentally responsible decisions for their future.

Facing this difficult marketing challenge, here are five ideas for using content to intelligently and effectively communicate the value and ethos of clean energy technology to consumers:

  1. Take an “Outside-In” Approach: Design content to be easily digested by someone who might not understand the technology, or who could easily stumble over the jargon rife in government and utility-sponsored incentive programs. Rather than simply stating a singular point of view, showcase peer thinking via surveys, as well as expert commentary from academics for those who are interested in learning about the science behind the technology.
  2. Involve the Audience: Simple activities like quizzes are effective at getting people to identify and recall important concepts. When dealing with a technology that is the subject of considerable skepticism, it’s imperative to ensure accuracy and clarity of facts as consumers cement their awareness and understanding of the options available to them.
  3. Embrace Localization: There are differences in clean energy installation availability and incentive programs across states and local ordinances creating potential for confusion. Matching users with content that is specific to their location helps eliminate this risk and streamlines the transition from consideration to action.
  4. Get Visual: Studies have shown people remember 10% of what they hear, 20% of what they read, and 80% of what they see and do. Graphical and pictorial representations can go a long way in helping people connect actions and results. Showing people the cost-savings and environmental benefit can help to reinforce the value of the technology.
  5. Continually Optimize: To ensure continued relevancy and accuracy, a content calendar can guide the selection of new and existing assets and help when planning to update or archive outdated content. This further reduces the risk of confusion from outdated information and ensures people are equipped with the most valuable insights for making a commitment. Content calendars can help take advantage of changes due to seasonality and ensure consistency with the product roadmap as it evolves.

You can see these five ideas in action on the website Extractable designed for Energy Upgrade CA—a state initiative to help Californians take action to save energy and conserve natural resources, help reduce demand on the electricity grid, and make informed energy management choices at home and at work. You can get the details on how we approached the opportunity and developed the strategy to deliver amazing results in our Energy Upgrade CA case study.

Before content can be amazing, it has to be useful. Given the competing messaging that exists around the cost and benefits of home solar installation, there’s a distinct need to help people understand the facts about clean energy and their own energy use.

Starting with home solar installation, there’s an opportunity to educate consumers about the collective power of individual, environmentally responsible decisions. With tech titans like Apple and Google providing a very visible commitment to clean energy practices, the moment is ripe for effective content marketing to drive home the point for consumers.


[1] http://www.ibtimes.com/apple-inc-google-inc-sign-major-renewable-energy-deals-wind-solar-energy-costs-plunge-1814778

 

Welcome to Round 1 Creative Strike That! Creative Check-In

By:
February 20th, 2015

That was how I introduced my last creative presentation. Let me explain.

Having worked in the digital experience world for the past decade (and a bit), I’ve not seen as many changes in the “creative process” as I’m seeing today. Loosely, the creative process has traditionally followed a waterfall approach, which usually starts with strategy exploring what the client needs from a business standpoint. They then hand off their findings to the user experience team who interprets them and creates wireframes that are then handed off to the visual creative team. There’s more “handing off” than an Olympic relay race.

 

That was then.

Today I’m seeing a major shift towards the “agile” approach to projects. I have to admit that initially I did everything possible to thwart the agile approach as it doesn’t give the “visual creatives” nearly enough time or information to produce the best work possible. And I strongly believe that, in its purest form, it never will.

But luckily there are options beyond pure agile…

At Extractable we’re using a modified agile approach. Instead of the client seeing the first conceptualization of the site as a creative comp with the strategy and content presented simultaneously (i.e., agile approach), Extractable uses a slight waterfall approach. This gives teams time to gather enough information and/or create enough assets to hand off to the next discipline. As the project moves forward with user flows, content and designs get more locked down, which enables more overlapping and more developer involvement. This allows us to leverage the advantages of the agile iterative process without the accompanying level of risk. Feedback and changes can be incorporated in small manageable batches rather than having to retrofit an entire experience after it’s in development.

And the best part is:

Although there is a waterfall process here at Extractable, it is extremely redacted. As a result, the process fosters an environment where teams can effectively collaborate to deliver an initial creative presentation that is highly evolved. A key collaborator in this process is the client—in fact, they’re potentially the most important contributor. After all, the client knows his/her business better than anyone else (usually). That’s why our initial creative presentations are more akin to a workshop. In this way, we engage the client in the creative process and this collaborative environment leads to more honest and timely feedback. Having more fluid creative check-ins is the antithesis to “big reveals” where the Extractable team goes off and works for two to three weeks and then returns with finger crossed that the client is happy with the results.

This is just a small example of the changes that are happening. Along with new presentation and prototyping tools, technology is also streamlining the process and further narrowing the gap between creative designs and developed product. Contact us if you’d like to learn more about our process.

 

The Top 10 Characteristics of Great Digital Agency Project Managers

By:
February 11th, 2015

I read a compelling blog post recently that outlined the top 10 traits of a great PM. I think the author’s insights are right on. He mentions many of the characteristics I look for when I am growing my own project management team, and traits I hope to find in my clients’ project managers with which I regularly interface. The post sums up qualities of a strong PM in any industry, any company, anywhere.

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I’ve been doing project management, and managing project managers, in digital agencies for a long time, and I’ve come to find that there is a unique set of qualities required for even a great project manager to be truly successful working on digital projects in an agency environment. So I decided to put together my own top 10 list:

1. Balance the needs and desires of your client with the needs and desires of your team.

Great agency PMs (not just digital ones, actually) need to be Janus-like in many ways. On one hand, you need to make sure your clients’ expectations are being met, that they feel taken care of and that everything is under control because you’re communicating with them every step of the way and they’re delighted with the work. So you need to crack the whip on your team to make sure they deliver. On the other hand, in order to deliver that quality work on time and within budget, you need to make sure your team is feeling taken care of, that you’re communicating with them every step of the way, and that you’re removing obstacles to help foster creative thinking. So you need to hold your clients to the constraints of making fast and firm decisions, and not pushing the boundaries of scope. Project managers who not only “get” this delicate balance, but can also practice it with prowess every day, are a must-have for successful digital projects and programs.

2. Appreciate your geeks.

Your technical resources are the ones that are going to make sure that all of the great strategy, design and creative thinking can actually come to fruition. If you operate in a “stuff rolls downhill” capacity and put unrealistic burdens on your developers to deliver the moon in a tiny timeline or budget, everyone will end up being disappointed with the compromises that have to be made. Your technologists should be a part of the strategic and the creative process from the beginning, and their inputs during those phases of the project should’nt just be welcomed, they should be cherished.

3. Learn the language of technology so you can speak confidently and authoritatively about it to clients and designers.

Inviting your engineers to be an intrinsic part of your project from the beginning doesn’t mean that they’ll want to be, or should be, the only person who can answer technology-related questions from your clients and team members. Understanding terminology, some best practices, and common scenarios in digital builds, and being able to respond to some level of technical inquiry, will make you a stronger leader on your project.

4. Be good at quality assurance.

You can schedule as many internal reviews, QA cycles, and copyedits as you like, but as the PM you are the ultimate filter between what your teams are delivering and what your client sees. You’ve got to have an eye not just for detail, but also for those little things that could pass QA muster but that you know would drive your clients crazy. In order to be a good client advocate, you must actively contribute to the quality controls on a project.

5. Be willing to get your hands dirty.

I have never project managed a single website build where I did not end up doing at least some content entry. I’ve found myself making some quick fixes to wireframes, doing a bit of massaging to HTML, and writing functional requirements documentation. Were any of these things technically “my job” at the time? No, but when you’re there in the trenches with your team, you need to be willing to throw off the poncho and dive into the mud when necessary.

6. Understand that there is no single digital tool that solves all problems.

Find the best-of-breed set of tools that help you do your job. Microsoft products, Google Drive, online chat, time tracking software, status reporting tools, project communication hubs, project review sites, and countless other tools are needed, and you need to be comfortable using them all. I’ve yet to find (or hear anyone else who has found) the magic bullet of a single online project management platform that does it all.

7. Consume digital media regularly and stay abreast of trends.

If you are going to work in the digital media space, you need to avidly and regularly use the types of sites and applications you are designing and building for your clients. This will help you be a more strategic member of the team as well as be a good first line in answering client questions and concerns.

8. Ease your clients’ fear of the unknown.

While you live and breathe digital on a daily basis, many of your clients do not. Re-platforming, or moving offline properties online, or even having to learn how to use a new content management system, can be daunting for your clients – and not just for the marketing folks, but the IT teams as well. You’ve done this before, you’re the pro, and it’s your job to ease your clients into these new digital tools with finesse.

9. Appreciate, but don’t take unfair advantage of, the flexibility of digital media.

I used to joke that a website isn’t carved in stone but rather is an ice sculpture. Unlike a TV commercial or a billboard, you can make a lot of types of changes to a website fairly easily. But it’s easy to fall into the trap of “we can fix that during the build” or “we can come back to that after launch.” As the PM it’s your job to ensure that the strategy we set out with actually gets delivered on launch day.

10. Work on the “client” side at least once in your career.

If you work at a digital agency, you are moving a mile a minute. You are used to an incredibly fast pace, to making dozens of decisions a day, to moving ahead with lightening speed and adaptability along the way to do whatever it takes to get the job done. In all likelihood, most of your clients do not work in an environment like that, which can feel stifling or frustrating to your drive to plow ahead. The best digital PMs have spent some time on the “corporate” side, and can appreciate the intricacies of having to operate within a large, multi-tiered organization. With that insight, you can both bring a better understanding to your client’s roadblocks, as well as provide some tested solutions for getting past them.

If you need guidance from an amazing digital project management team, who just happens to have a phenomenal team of strategy, UX, content, creative and technology specialist on our roster of resources, please contact us so we can help you make your next website initiative a reality.

 

Empowering Customers with Online Banking

By:
February 4th, 2015

Customers demand that a financial institution have online and mobile banking as a minimum requirement. These expectations are even higher among millennials, of which 88% do their banking online and half use their smartphone to bank.*

The online channel is no longer just transactional, though. According to the EY Global Consumer Banking Survey, approximately half of customers are somewhat or very interested in receiving financial advice through financial management tools.**

How do you create an online banking experience that offers baseline ease of use for common tasks and additionally provides financial guidance?

At Extractable, we have seen dashboards as extremely successful in meeting diverse customer needs upon login. Dashboards, as a way of representing information, have numerous benefits. They offer:

  • Easy access to common tasks for task-driven customers as well as an overall summary of key financial metrics for customers interested in monitoring overall health
  • Consistent placement of key metrics for frequent visitors and positioning of changes in these key metrics for infrequent visitors
  • A modular structure that enables easy personalization and scalability across screen sizes

The core of the benefit of dashboards though, is that they expose customers to a wider breadth of information than they may be aware of, or otherwise focused on. By putting several key metrics together in the same interface, dashboards empower customers to come to new conclusions about their financial health.

What is even more powerful is when the financial institution takes that a step further and offers conclusions and guidance based on those same key metrics.

How do you measure if your dashboard experience is successful?

A great dashboard can be measured by the click map (where people click on the dashboard) and click path (how the dashboard affects where customers visit next on the site).

The click map of a successful dashboard experience is extremely de-centralized, with customers clicking into diverse modules (as shown below).

healthy-click-path

This indicates that customers can find triggers for common tasks, which may differ greatly by customer segment. The click path will be similarly de-centralized with low abandonment rates throughout the path. This means that customers are clicking into and staying engaged with new metrics that they may not have been aware of before.

What’s next?

The great thing about dashboards as an entry point is that they are easy and quick website refreshes. The first page someone sees when she logs in to online banking can significantly impact her impression of the overall customer experience. Additionally, the findings about how customers use dashboards can inform the rest of an online banking redesign.

At Extractable, we get our thrill partnering with financial institutions to empower customers to greater financial health. Read the case study on how we did it with the Newport Group, a leading retirement services firm.

*http://thefinancialbrand.com/40208/millennial-branchless-and-alternative-banking-survey/
**http://www.ey.com/Publication/vwLUAssets/EY_-_Global_Consumer_Banking_Survey_2014/$FILE/EY-Global-Consumer-Banking-Survey-2014.pdf