www.forrester.com ©2007, Forrester Research, Inc.
1
Alan E. WebberSenior Analyst, Customer ExperienceForrester Research
Lessons Learned From 1,001 Web Site Reviews
2 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
↑ Customer Experience =
↑ Sales
www.forrester.com ©2007, Forrester Research, Inc.
2
3 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Customer experience
► An individual’s perception of your organization based on the collection of direct and indirect interactions
► How customers feel about you and your organization
∑n=1
(Pn - En)
Where:P = Perception of the nth interactionE = Expectation for the nth interaction
∞►
4 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
“Neo, sooner or later you're going to realize, just as I did, there's a difference between knowing the path and walking the path.”
- Morpheus (The Matrix)
www.forrester.com ©2007, Forrester Research, Inc.
3
5 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• What is a Web Site Review?
• What can we learn from data on 1,001 Web Site Reviews?
• What are the key insights from more than eight years of doing reviews?
• The future? Experience-based differentiation
6 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• What is a Web Site Review?
• What can we learn from data on 1,001 Web Site Reviews?
• What are the key insights from more than eight years of doing reviews?
• The future? Experience-based differentiation
www.forrester.com ©2007, Forrester Research, Inc.
4
7 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
What is an expert review?
• Also known as heuristic review or scenario review
Trained experts
. . . attempt to achieve
user goals
. . . and evaluate the experience
based on criteria
8 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Forrester’s Web Site Review process
1. Develop a description of the target users.
2. Identify specific goals that those users want to accomplish.
3. Analysts attempt to accomplish those goals.
4. Evaluate the experience across 25 criteria that span four categories: Value, Presentation, Navigation, and Trust.
5. Grade each criteria on a modified pass/fail scale:
• +2 (strong pass), +1 (pass), -1 (fail), -2 (strong fail)
(Read Forrester’s report “Best And Worst Of B2B Site Design, 2006”)
www.forrester.com ©2007, Forrester Research, Inc.
5
9 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Forrester’s 25 Web Site Review criteria
10 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• What is a Web Site Review?
• What can we learn from data on 1,001 Web Site Reviews?
• What are the key insights from more than eight years of doing reviews?
• The future? Experience-based differentiation
www.forrester.com ©2007, Forrester Research, Inc.
6
11 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Distribution of Web Site Review scores, versions 2-6
Source: Forrester’s 1,001 Web Site Reviews, versions 2-6
Num
ber o
f site
s
Number of sites passed: 35
12 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Distribution Of B2B Web Site Review Scores
www.forrester.com ©2007, Forrester Research, Inc.
7
© 2007, Forrester Research, Inc. Reproduction Prohibited
B2B Site Experience Lags B2C Site Experience
May 2007, “Lessons Learned From 1,001 Web Site Reviews”
© 2007, Forrester Research, Inc. Reproduction Prohibited
Top 10 Usability Failures On B2B Web SitesJuly 2007 “The Three Keys To Improving B2B Site Experience”
www.forrester.com ©2007, Forrester Research, Inc.
8
© 2007, Forrester Research, Inc. Reproduction Prohibited
Top 10 Usability Failures On B2B Web Sites (Cont.)July 2007 “The Three Keys To Improving B2B Site Experience”
16 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• What is a Web Site Review?
• What can we learn from data on 1,001 Web Site Reviews?
• What are the key insights from more than eight years of doing reviews?
• The future? Experience-based differentiation
www.forrester.com ©2007, Forrester Research, Inc.
9
17 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
No. 1: Scenario Design remains the key ingredientOur advice since 1999: Always ask — and answer — three questions:
2) What aretheirgoals?
3) How can you help them accomplishtheir goals?
1) Whoare yourusers?
18 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
No. 2: Good personas fuel great results
Composite representation of a target audience based on primary user research
• A model of key user attributes and goals
• Distilled from observing real people
• Presented as a vivid, narrative description
• Of a single “person”who represents a customer segment
• Used to guide the design of products, channels, and messaging
www.forrester.com ©2007, Forrester Research, Inc.
10
19 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
No. 3: The ROI from a Web site redesign can be outrageous
Example for a manufacturer
Source: March 17, 2006, "The ROI Of Web Redesigns Made Simple”
20 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
No. 4: Online experiences need a cross-channelcontext
Results from 16 cross-channel reviews
Source: February 16, 2007, “Best And Worst Of Cross-Channel Design, 2007”
Source: December 18, 2006, "Best Practices In Multichannel Retailing"
www.forrester.com ©2007, Forrester Research, Inc.
11
21 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
No. 5: Excellent usability is necessary, but not sufficient
Source: November 20, 2006, “Humanizing The Digital Experience”
22 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• What is a Web Site Review?
• What can we learn from data on 1,001 Web Site Reviews?
• What are the key insights from more than eight years of doing reviews?
• The future? Experience-based differentiation
www.forrester.com ©2007, Forrester Research, Inc.
12
23 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
24 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Companies can compete based on customer
experience
www.forrester.com ©2007, Forrester Research, Inc.
13
25 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Companies are already doing it
26 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
B2B companies are too
www.forrester.com ©2007, Forrester Research, Inc.
14
27 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Customer experience needs to be embraced, not implemented
Treatcustomer
experience as a competence
Obsess about customer
needs
Reinforce brands
with every interaction
Experience-Based
Differentiation
28 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Experience-Based Differentiation
Typical customer-centric activities
Experience-Based Differentiation requires a significant change
Translate into requirements for all interactions
Drive marketing communications
Use of brand attributes
Customer experience embedded in core strategy
Actively support customer experience efforts
Senior executive commitment
CulturalOrganizationalFocus of changes
CultivatedMandated Employee involvement
Combination of products, services, and digital
interfacesProduct featuresDevelopment of
offerings
How customer accomplishes goals
How company interacts with customer
Key customer insights
www.forrester.com ©2007, Forrester Research, Inc.
15
29 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Principle No. 1: Obsess about customer needs
• Clearly identified target customer segments.
• Customer insights drawn from ethnographic and qualitative research.
• Customer needs examined across entire life cycle.
• Offerings defined across product and service boundaries.
30 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Principle No. 2: Reinforce brands with every interaction, not just communications
• Brand is well defined and widely communicated as a set of promises to customers.
• Promises are translated into requirements for interactions.
• Efforts are focused on moments of truth.
www.forrester.com ©2007, Forrester Research, Inc.
16
31 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Principle No. 3: Treat customer experience as a competence, not a function
• Leadership is involved, not just “bought-in.”
• Employees are engaged in, not mandated into, the process.
• Customer feedback drives continuous improvement efforts.
32 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
“B2B companies that expect to continue to differentiate purely on products are going the way of the dinosaur – soon to be extinct.”
CMO from Fortune 500 manufacturing firm
www.forrester.com ©2007, Forrester Research, Inc.
17
33 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Summary
• The B2B experience is lagging.
• Don’t forget to continuously ask and answer three questions:
» Who are your users?
» What are their goals?
» How can you help them achieve those goals?
• Differentiate based on the customer experience
34 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Alan E. Webber
+1 703.245.6657
www.forrester.com
Thank you
www.forrester.com ©2007, Forrester Research, Inc.
18
35 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Selected bibliography
• May 11, 2007, “Lessons Learned From 1,001 Web Site Reviews”
• March 30, 2007, “Best And Worst Of B2C Site Design, 2007”
• March 17, 2006, “The ROI Of Web Redesigns Made Simple”
• May 6, 2005, “Executive Q&A: Web Site Reviews”
• July 19, 2004, “Scenario Design: A Disciplined Approach To Customer Experience”
36 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Appendices
www.forrester.com ©2007, Forrester Research, Inc.
19
37 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Find the Web Site Review tools on the Customer Experience site
38 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Find the Web Site Review tools on the Customer Experience site
www.forrester.com ©2007, Forrester Research, Inc.
20
39 Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Download the Web Site Review scorecard and Reviewer’s Guide
Scorecard Reviewers Guide
INTERACTIVE CONVERSATION
Interactive ConversationsBreathing Life into Interactivity
A Web Analogy
2
3
SOURCE OF THE PROBLEMAn example from one of the best e-tailers on the planet…
4
5
6
7
8
9
SOURCE OF THE PROBLEM
A confusing, impersonal, unaware, unhelpful customer experience
Billions of dollars spent driving prospectsto marginally interactive brochures.
10
A NEW APPROACH…What if instead of a landing page
your customers were greeted by a helpful advisor?
Run this: www.jellyvision.com/kitchen/computersales
11
The Interactive Conversation Interface
• Creates interaction that feels like a real person is just behind the machine
• Incorporates seamless pacing and personality though writing, performance and audio sequencing (vs. artificial intelligence)
• A form of mass communication for any platform
ANOTHER EXAMPLE
12
iCi EMPATHY
13
ConnectEDUwww.connectedu.net
HOW TO DO ITThe Jack Principles of the Interactive Conversation Interface
• A set of design concepts to allow users to forget that they are interacting with a machine and feel like the character in the computer is really talking to them– Maintain Pacing– Create the Illusion of Awareness– Maintain the Illusion of Awareness
1
1Google Confidential and Proprietary
Making Your Web Assets Work Harder for You
Jennifer HowardHead of B2B Markets, Central RegionOctober 1, 2007
2Google Confidential and Proprietary
•Users move fast – 8 second rule
•Traffic drivers and analytics tools evaluate your conversion path – not your landing page
•Most landing pages don’t do a good job of selling.
•Increasing landing page effectiveness can halve your acquisitioncosts.
*MarketingSherpa, Landing Page Handbook, 2005
Website Optimization - Why is it important?
2
3Google Confidential and Proprietary
Website Optimizer Product Benefits
• Free multivariate and A/B split testing application
• Works with all traffic to your website (not just AdWords traffic)
• Marketers have full control over the testing and creatives
• Intuitive, self-service application does not require consulting or professional services to implement
• Integrated directly into AdWords
• Works with all site analytics solutions
• Provides detailed graphical reports
4Google Confidential and Proprietary
Multivariate: Test Multiple Sections and Combinations
3
5Google Confidential and Proprietary
Multivariate: Test Multiple Sections and Combinations
6Google Confidential and Proprietary
Multivariate: Test Multiple Sections and Combinations
2 different headlines
x 3 different images
= 6 possible combinations
4
7Google Confidential and Proprietary
A/B: Or test whole pages
8Google Confidential and Proprietary
Landing Page with 5% Conversion Rate
5
9Google Confidential and Proprietary
Landing Page with 15% Conversion Rate
10Google Confidential and Proprietary
Landing Page with 8.3% Conversion Rate
6
11Google Confidential and Proprietary
Landing Page with 17.9% Conversion Rate
12Google Confidential and Proprietary
Gadgets
7
13Google Confidential and Proprietary
Five Pearls of Wisdom
1. Gadget Ads Are Not Just Rich MediaPosition as an evolution towards the componentized and sharable web.
2. The Creative Is Everything
Performance will vary greatly based on the design and concept.
3. Distribution Across Ad Networks Is More Powerful Than You Think
Use the custom placements team to help determine site selections.
4. Optimize with Cost Per Interaction (CPI)
Lower CPIs are a result of a high degree of interactions and a clear CTA.
5. Use the Flexible Power of Gadget Ad Technology
Maintain user interest by keeping content fresh, relevant and useful.
14Google Confidential and Proprietary
Increased sales by 40%
Don’t, Don’t, Don’t, Don’t Believe the Hype
Video and gadget ads are ONLY for “branding.”FALSE
Drove more qualified users
Source: http://adwords.blogspot.com/2007/05/case-study-using-video-advertising-to.html
8
15Google Confidential and Proprietary
Product Demonstration5Website Extension4
Can You Think of Others?6
Brand Engagement & Extension3Asset Connections Come to Life2Professional & User-Generated Content Converge1
Use These Kinds of Concepts
16Google Confidential and Proprietary
Website Extension - Peugeot 207 GTi
Opening Image Racetrack Video 360 Spin
Choose Color
Test Drive
• Automotive and lifestyle sites
• Over 2300 interactions
• Engaged user on averaged interacted 2.5 times with ad
1
Improving Customer Experiences:Tracking Customers
Panel:Is Your Website Getting the Job Done Right? At MarketingProfs Business-to-Business Forum, 2007 October 1, 2007
Prepared by User Centric:Robert Schumacher, PhDManaging Director
User Centric, Inc.
Web Metrics – The StoryWhere customers visit,Where they come from, andWhen they visit
But they can’t tell you …
Why Customers VisitIf They Are Satisfied
2
User Centric, Inc.
Automated User Testing
You’ve got questions that Web Analytics can’t answer…
Who’s coming to my site?
How do customers really use the website?
Do different customer groups use the site differently?
What are the roadblocks to success and satisfaction?
Why don’t customers buy more, sign-up more, respond to ads?
Where do we stand compared to the competition?
How do people use multiple websites over a period of time to address their needs?
User Centric, Inc.
Basic Approach – Automated User Testing
Measure behavior and ask questions while user surfs– Customers opt-in– Measure behavior (navigation, clicks, mouse movement, scrolling)– Ask questions (before, during, and after surfing)– Variety of ways to report the data – depends on your needs
Easy customer participation and invitation– Recruit from your site, no plug-in required (1 session, 1 site, today)– Or, recruit from panel and use plug-in (many weeks, many sites)– Multiple ways to invite customers to opt-in
Large “N“ research
Complementary to other approaches– Usability testing, surveys, analytics (e.g. Omniture)
3
User Centric, Inc.
Types of Automated User Testing
True Intent / Experience Report – No tasks
Benchmarking – Your site and one or more competitors with tasks
Variant testing – Which design variation is best: success and satisfaction
Industry monitor – Behavior and opinions of a customer segment in a market space over time. e.g. How do Latin Americans consume business news?
User Centric, Inc.
Automated User Testing – Searching
How do customers use Search?
Which elements or rather functions stimulate or obstruct purchase processes?
Questions
425 respondents were recruited offline.– While surfing they could report feedback
LEOtrace™ recorded all of the customers' actions as well as the pages they visited.
– As a result valuable indications regarding optimization measures could be generated.
Method and Implementa-
tion
4
User Centric, Inc.
Automated User Testing - Example
Idea: Automated-
Testing
Website-usage at home in the "natural environment"
Real involvement
"Natural" tasks (just what people actuallywant to do)
Ability to "observe" and "measure" (not only "ask")
User Centric, Inc.
Automated User Testing - Process
Online-recruitment via layer
Invitation, data privacy statement
Short pre-exploration
Remote-Session
In-between-feedback
Post-exploration
5
User Centric, Inc.
Customer Goes to Website to search for information on Java
Customer Gets Invited to Participate in Panel
Clicks Link and Gets Instructions
User Centric, Inc.
Instruct the Panel and Get Crucial Customer Data
Gather Information About the CustomerPanel Instructions Appear
6
User Centric, Inc.
Collect Data
Customer Goes Back to Searching…Tracking is
“ON”
Customer’s Can Also Choose to Provide
Feedback at Any Time
When “Done”Click Here
User Centric, Inc.
Close with Survey and Turn Off Tracking
Customer Completes Post Tracking Survey
Customer Completes Post Tracking Survey
Back to Site…Tracking is
“OFF”
7
User Centric, Inc.
Automated User Testing – The Guts
Participants
UsabilityExpert
Recalls all recorded actions of the respondents
Survey Server
Give free and scaled feedback
WebsiteProxy-Server
Natural use of the target web site
Retrieves the participants' comments and evaluations
Passes inquiries on to
An adjustment of the remote tool regarding the target website is necessary for the version without Plug-in.
User Centric, Inc.
So What Do You Learn?
8
User Centric, Inc.
Individual Customer Behaviors
User Centric, Inc.
Rolled Up Customer Behavior
Timeline of all pages visited for each customer
All customer feedback and
analytics filtered by demographic
data
9
User Centric, Inc.
Overlays of Clicks by Page Areas
User Centric, Inc.
Automated User Testing - Heatmaps
10
User Centric, Inc.
Automated User Testing – User Experience Scorecard
User Centric, Inc.
Search Study - Background
1844 people clicked the “Participate” link. (We know each search term used)
425 (~ 23%) gave demographic data (Frequency, Role, Purpose)
100 Used the Pos/Neg buttons – have qualitative data
325 (~18%) hit the “Done” button on the feedback bar
65 (~4% of 1844 or 15% of 425) completed the final questionnaire.
11
User Centric, Inc.
A Peek at the Findings…Framework: Web Analytics tell “what” not “why”
– Because we have session data we can follow user around– Web Analytics provides “points”, not whole trajectory through the UI
A couple of learnings…– Search terms of three or more terms yielded lower satisfaction ratings– Users searching for technical assistance issues also had lower satisfaction
ratings
How do you know?– Customers report on what they are searching and– We can examine their click path and follow through their experience and tie to
rating and qualitative feedback
So what did we do?– Issue was with user interface users went to wrong location
• Change user interface in wrong locations to add “road signs” because you know where customer went and why
User Centric, Inc.
Automated User Testing - Comparison
Obtain valid, high-quality data in the private or work environments of respondents
Detailed analysis ranges from click-paths and heat maps over silent movies on to the log files of competitors' pages.
Automated User Testing is suitable for international target groups that are regionally scattered and/or difficult to reach, such as B2B.
Inexpensive testing including great samples is possible.
Advantage compared to
Lab-Tests
12
User Centric, Inc.
So Let’s Switch Gears
+
User Centric, Inc.
What Can Eye Tracking Do For You?
13
User Centric, Inc.
Why Do Eye Tracking?
Why eye tracking?– Gives insight into customers’ cognitive processes– Provides more information than observable behavior (e.g., clicks)– Provides more objective information than self-report
Eye tracking applied in a variety of projects including:– Commercial and informational Web sites– Major search engines and portals– Product packaging– Medication labels– Email and online advertising
Eye Tracking at User Centric
User Centric, Inc.
Eye Tracking Clients
Eye Tracking at User Centric
14
User Centric, Inc.
Eye Tracking Lab
Moderator(administers tasks & controls the eye-tracking software)
Tested interface/stimuli
Tobii 1750 remote eye-tracking systemand 17”monitor
Infrared camerasintegrated into the monitor (track participant’s eye movements)
Participant
Eye Tracking at User Centric
TEST ROOM
User Centric, Inc.
Basic FactsEye tracker captures location of the eyes when user is looking at a stimulus
Most common type of eye movements “Saccadic eye movements”
Saccadic eye movements consist of:– Saccades (“jumps”)– Fixations (“stops”)
Assumption: fixation = attention
Introduction to Eye Tracking
15
User Centric, Inc.
What Can Eye Tracking Tell You…and How?
Introduction to Eye Tracking
Cognitive processing demands or Customer mental workload Pupil diameter
If you want to know about the… Then measure the…
Prominence or perceived importance of an area
Percentage of users fixating on an area, the order of 1st fixation on an area, or number of visits to area
Layout effectiveness or visual search demands
Number of fixations before target found, time to 1st fixation on targetOr scanpath complexity
Information clarity or density or information processing demands Fixation length
Informativeness of an area or customer interest in the area Number fixations on an area
User Centric, Inc.
Applications of Eye Tracking
16
User Centric, Inc.
ComparisonsEye tracking provides additional measures to assess and compare alternative designs:
– Us vs. competition– Design vs. redesign (before and after)– Redesign concepts– Design with and without element X
This assessment can help us choose the design which:– Ensures that users notice all key areas– Facilitates the most effective and efficient search (i.e., users can find things and
can find them easily)– Facilitates the most effective and efficient information processing (i.e., users can
easily understand information presented)– Poses the lowest cognitive processing demands on the users
Applications of Eye Tracking: For Comparisons
User Centric, Inc.
Example: Compare Attention Allocation on Key AreasYou are considering changes to your homepage
– Suppose: • You’ve added new branding, new product info, and new ad space• Creative has come up with five new concepts • But…
– How do you know which will ensure that customers notice the new information?
– Task: • Your friend emailed you a link to this Web site and you decided to see what
the site is about
– Measures: • Percentage of customers fixating on area• Number of visits to a page area• Order of 1st fixation on area
Applications of Eye Tracking: For Comparisons
17
User Centric, Inc.
Compare Attention Allocation on Key Areas
Applications of Eye Tracking: For Comparisons
AREA C: New Product Intro
AREA B: Ad Space
AREA A: New Branding
KEY AREAS OF INTEREST
100%
62%
77%
CONCEPT 3
45%
73%
82%
CONCEPT 2
100%
45%
82%
CONCEPT 4
45%
77%
77%
CONCEPT 5
100%
92%
100%
CONCEPT 1
Areas fixated by at least 80% of users.
B A
C A
AA
A
B
B
B
C
CC
C
B
User Centric, Inc.
Applications of Eye TrackingFor Individual Evaluations
18
User Centric, Inc.
Individual EvaluationsOn a per design basis, eye tracking can help:
– Assess decision making processes– Diagnosing search and labeling efficiency– Determine search strategies and user expectations– Explain ineffective or inefficient interaction (usability issues)
Applications of Eye Tracking: For Individual Evaluations
User Centric, Inc.
Assess Decision Making ProcessesWhen multiple relevant targets are present, how do users decide where to click?
Online search example– Which search results are
considered prior to the click?
– Which elements of a result matter the most? (Title? Description? URL?)
Online retailer example– Task: Purchase a gift for …
on … .com– Which options do users
consider and which do they miss/ignore before deciding where to click?
Applications of Eye Tracking: For Individual Evaluations
19
User Centric, Inc.
Diagnosing Search and Labeling EfficiencyTask: You are building a home for a customer in Pennsylvania who wants to keep their heating & cooling costs low in their new house. Find a part of this website that demonstrates how Company products address this issue.
Applications of Eye Tracking: For Individual Evaluations
User Centric, Inc.
Diagnosing Search and Labeling EfficiencyThe white rectangle shows where the Built on Science link is located. It received minimal attention, and no clicks.
Applications of Eye Tracking: For Individual Evaluations
20
User Centric, Inc.
Diagnosing Search and Labeling Efficiency86% of the participants clicked on US Residential first.
However, none of the participants tried clicking Built on Science. The terminology did not resonate with them.
Participants were looking for the term "energy" and eventually selected the Energy Saving Center.
Other places that participants searched for this information include:
– THERMAX
– WEATHERMATE
– Choose the Right Insulation
– Story of Styrofoam
– Performance at the Core
"Built on science – I don’t know what that means. I imagine it is scientific background on the insulation."
-P6, builder
Unassisted Task CompletionStruggled Task CompletionFailure
Applications of Eye Tracking: For Individual Evaluations
User Centric, Inc.
Determine Search Strategies and User ExpectationsIf there is a specific target, how do users look for it?
Where did they look first/second?
Helps determine whether placement of elements matches user expectations and if not, where they should be moved.
Example– Task: Purchase a gift
card– User expects the link to
be either on top of the page or at the bottom
Applications of Eye Tracking: For Individual Evaluations
Gift Card
21
User Centric, Inc.
Explain Ineffective or Inefficient InteractionEye tracking can help explain why certain usability problems occurred.
Example– Very few users were able
to chat on AIM without downloading it
– Did they not see the “AIM Express” link?
– Eye movements revealed that users saw it. They must have not known what the label meant.
Packaging example– Why do users not know
what’s in the box? Do they miss the info or do they read it, but without comprehending?
Applications of Eye Tracking: For Individual Evaluations
52
AIM Express
User Centric, Inc.
Eye Tracking: SummaryWe use eye tracking in combination with other techniquesWe do not use eye tracking to impress but to answer questionsThere are inherent limitations of the methodUser Centric has created guidelines on appropriateness of use
– When to use eye tracking and when not to use it– What measures are appropriate for what type of problem– What does eye tracking data mean when combined with other data, etc.
Applications of Eye Tracking
22
User Centric, Inc.
Robert M. Schumacher, Ph.D.+1.630.376.1180
www.UserCentric.com
Services: Usability Testing User Experience Design Eye Tracking
Industries: e-Commerce, Telecom, Travel, Finance, etc.Areas: Web, Software, Small Screen Devices, MedicalOffices: Chicago & Beijing
Thank You!