There is not one universal UX strategy that is completely effective for every company. In fact, all businesses must carefully consider how to implement a proper UX strategy around their business and industry. Therefore it is imperative the UX strategy starts on a high level and take the overall business strategy in to consideration.
As the UX strategy is being developed, some of the really important questions that need to be addressed include:
• How important is UX to our company?
• How can we strategically position our UX, given our role in the marketplace?
• Do we have the necessary resources to build out the selected UX capabilities?
Industry can be a major determinant of the level of user experience needed. Online retailers, for instance, would likely want to consider a higher level of spending in UX since their online presence is the main vehicle for interacting with their customers. A local electrician, on the other hand, typically don’t need great UX since they often secure most of their work through referrals from existing clients and sites like Angie’s List. For the handyman, it’s better to focus on the in-person customer experience than creating a hearty digital user experience.
Furthermore, different UX needs may exist for companies within an industry segment. For example, it may be more important for Uber to have good UX than for yellow cabs since Uber relies on in-app sales whereas yellow cabs simply pick people up off the street, with no online interaction.
This is not to say that developing a strong UX is not important for companies, rather that it’s a matter of allocating resources appropriately based on the company’s core competences and position in the marketplace. I believe that many companies underspend on UX as a whole, but even more importantly, they are spending money on UX resources inefficiently because they don’t understand how the UX strategy fits into the larger picture.
A major differentiator for McDonalds is its ability to find locations for new restaurants – a capability they have built up over time. Burger King, on the other hand, tends to follow McDonalds’ lead and expands to locations nearby new McDonalds spots. While there are drawbacks to Burger King piggybacking off of McDonalds’ strategic decisions, they can also enjoy the benefits of freeing up resources and spend elsewhere. Being a follower is not always a bad strategy, if the company can focus their efforts in another business area. In addition, it requires thoughtful consideration about how the UX strategy and team is developed in the company to leverage their position in the marketplace.
For some companies, this means they should abandon their attempts of pushing the boundaries of designs and accepting a follower role. Still we see many companies contracting design agencies to create something “new” and “better” than much larger competitors. For me, this is a puzzling proposition. A company with one-tenth the market cap as Amazon accepts the reality that they would be facing a large uphill battle in replicating Amazon’s delivery and distribution system, but for some reason, with UX, they still seem to believe they can become industry leaders.
Of course, for smaller company with big UX aspirations, there are tactics that can optimize UX spends and build up the necessary capabilities. For those looking to be leaders, such tactics may include properly assessing budgetary allowances for exploratory research and constantly iterating off prior designs through consistent user experience testing. Research is also important for those not seeking to become industry leaders in UX, only that these research efforts may want to start by looking at the UX of high-powered websites in order to understand which elements works best and which do not.
With a better understanding of their place in the market, companies can optimize a vision for their UX strategies. After determining whether to be a UX leader or follower, other things such as budgetary spending and team compositions can be considered.
© David Juhlin and www.davidjuhlin.com, 2016