Merely Interfaces don’t Define a Great User Experience

January 22, 2020 in Cultivate, Design

For a layman or even the amateurs, the concept of excellent user experience is often limited to design-driven ideas and following the set rules and patterns defined by the industry and standardized by the experts.

Yet, there is much to beautiful and useful user experience than simple interfaces, colors, and navigation, etc.

Apart from the basic and classic concepts of design, here are a few items that will constitute a great user experience and will help you design a better product:

  1. Are your notifications troubling the users and doing nothing else?—if your strategy is to annoy users with emails, SMS or even push notifications; you are not providing great user experience.
  2. Keep the process simple, easy, and visible. In every product, there are few discouraged actions like deleting the account or even changing the payment method, but if you keep them obscure and users find it difficult to find those links or buttons, you are not providing great user experience.
  3. Customer support is also a crucial aspect of great user experience. As designers working in a good organization, you should be in continuous contact with the customer service department so that you could be on top of the issues faced by real users.
  4. Ask the marketing department if they have some features that are appealing more to the clients and some features that they don’t like.

Conclusion

Excellent user experience is a combined effort of all the departments of an organization and should never be limited to colors, navigation, and typography. Yes, these elements are essential but not exclusively responsible. As an organization or a business manager, it is necessary to make everybody understand this and pitch in feedback and inputs so that the designers could work on creating a useful product or feature.

Why Global Launch of Your Startup Might Not be the Best Idea

March 2, 2018 in Cultivate, Startups

Suppose you are launching a food delivery startup and are targeting one city. You will have better chances of collaborating with local restaurants, eateries and cafe’s and able to deliver the orders in a specified location.

Once you know the loopholes, the problems and issues faced in collaboration, late and failed deliveries, customer feedback, and customer retention strategies, you will know that you are ready to launch similar operations in another city or maybe expand it to another state.

However, had you launched a nationwide food delivery operation, you may have run into multiple problems and might have to wind up your game.

The mantra of success for any business lies in creating adaptors or clients who are able to sustain your business and help you grow therefrom. A dedicated launch catering to a smaller clientele is always preferred rather than going global without any actual business done and issues faced and resolved.

Even if you go global or national and taste success early on, you are bound to have serious troubles because the growth would not be sustainable. There’s always a pattern of adoption of your product or services that you will see, and you better stick to it to avoid shocks at various intervals.

Even if you take the examples of the bigwigs of in the ernet who have now achieved global success and market-share including Facebook, Google, etc., you will notice they started from smaller territories, product or feature range, and grew on slowly. Like many other giants, Facebook bought a lot of startups which threatened its business model or added a value to its customers—Instagram and WhatsApp are two such examples.

So, if you are a startup and are planning to go national or global within 3 months of the launch, better hold your reins and gain experience from a smaller and controlled launch. Implement those learnings as you grow and you will have better chances of succeeding and fewer chances of failure.

Can Customer Feedbacks Stop the Product Death Cycle?

January 23, 2018 in Cultivate, Startups

The stories of almost all the successful businesses are often familiar, though the industry that they operate in may differ, and even the size may differ. There is an undercurrent of development and ultimately decline paths that they share and also the business trends that run common.

As a business manager or an owner of a business, you must have heard about the term ‘product death cycle.’ After peaking in your business, the demand for your products slows down, and you take feedback from your existing customers to make it more appealing till the market dies down completely.

The crucial question is: “Can asking customers to provide feedback about what features they would like to have in your product actually save your product?”

The answer is ‘no’.

You will end up spending your precious time and resources on creating or infusing new features in your product but there would be hardly any upward change in the demand.

What can be done?

The situation demands to go back to your start point. What did you do ab initio to make your business successful? What was the factor that set you apart from your competition? What did you offer to your customers that they could not stop buying your product?

Draw those strategies and methods on a paper and compare them to what you are missing in the current scenario.

Don’t focus too much on the current set of your customers—think what you can do to capture new customers. Maybe, think it as a new life cycle for the product.

Always be ready to adopt innovation and change. If you are not ready to adopt change, you are staring point-blank at the disaster. A few patches here and there and some cosmetic fixes might not do the trick for you. Think afresh and start with the same zeal that made you successful at the beginning of your business.