Business basics workshop

REDEFINING THE
VALUE OF EXPERIENCE
(STRATEGIC TOOLS
FOR DESIGNERS)
Nathan Shedroﬀ
California College of the Arts
nathan@nathan.com
@nathanshedroff
designmba.org

NATHAN SHEDROFF nathan.com @nathanshedroff
10:30 AM
9:00 AM
BREAK
EXPERIENCE STRATEGY
MEANING STRATEGY 
EXERCISES
DISCUSSION
SUMMARY
VALUE, STRATEGY
ENVIRONMENTAL & COMPETITIVE ANALYSIS
SWOT & POSITIONING
OPERATIONAL POSITIONING 
EXERCISES
10:45 AM
WORKSHOP SCHEDULE
1:00 PM

MY BACKGROUND

MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and
informative book on how interaction design in sci-fi movies informs interaction design in the real
world.... You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER
“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s
machine interfaces.”
ANNALEE NEWITZ
Editor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.”
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICE
CEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SO
www.rosenfeldmedia.com/books/science-fiction-interface/
MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
2011
2008 Edition
Dictionary of
Sustainable Management

MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
MBA IN CIVIC INNOVATION

DESIGN CAN TEACH
BUSINESS IMPORTANT
LESSONS

• Design research
• Qualitative context
• Reframing
• Prototyping
• Critique
• Agile & MVP are incomplete
• Create new Models
WHAT DESIGN CAN
TEACH BUSINESS:

WHAT BUSINESS
CAN TEACH DESIGN

MARKETS CAN
OPTIMIZE RESOURCES

5
5Saturday, May 7, 2011
NUMBERS ARE
IMPORTANT, NOT
SCARY

5
5Saturday, May 7, 2011
(BUT, NUMBERS
CAN’T MAKE THE
DECISIONS)

STRATEGY AND
TACTICS ARE
DIFFERENT

YOU CAN’T
PROTECT AN IDEA

STRATEGY

(Greek “στρατηγία”—stratēgia, “art of troop
leader; office of general, command, generalship”[1]) 
is a high level plan to achieve one or more goals
under conditions of uncertainty.
Strategy is also about attaining and maintaining a
position of advantage over adversaries through the
successive exploitation of known or emergent
possibilities rather than committing to any specific
fixed plan designed at the outset.
—Wikipedia
STRATEGY

STRATEGY IS 
A HIGH-LEVEL PLAN
(FOR ACTION)

DESIGN IS
A PLAN FOR ACTION
Charles Eames

STRATEGY IS 
ABOUT CONTEXT

TACTICSTRATEGY
Business Strategy
Product Strategy
Design Strategy
Business Plan
Product Strategy
Implementation Plan
Design Strategy
Design Methods

TACTIC
STRATEGY

TACTIC
Usability
STRATEGY

TACTIC
Usability
STRATEGY
Experience
Decision-Drivers

TACTIC
Operational Effectiveness & Productivity
Products & Services (Offerings)
Features/Performance
Price
STRATEGY
Intent, Goals, Mission, Vision, & Culture
Systems
Stakeholders (employees, investors, media,
communities, etc.)

TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of
(to begin with)

TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of
(to begin with)
THE ORGANIZATION
THE OFFERINGS

EXPERIENCE CREATES VALUE

VALUE

$ £ ¤ ¥
Photo: epsos (Flickr)

$ £ ¤ ¥
function
Photo: bengt-re (Flickr)

function
CLV = GC • - M •∑
i = 0
n
(1 + d) i
r i
∑
i = 1
n
(1 + d) i - 0.5
r i - 1
GC = gross contribution per customer
M = (relevant) retention costs per customer per year
n = horizon (in years)
r = yearly retention rate
d = yearly discount rate.
(Lifetime Customer Value)
Photo: southernfoodwaysalliance (Flickr)

(V/S)b = Enterprise Value / Sales ratio of the firm with the benefit of the brand name 
(V/S)g = Enterprise Value / Sales ratio of the firm with the generic product
Let's use as an example branded cereals maker like Kellogg (K) against a generic provider like Ralcorp (RAH).
Value of Kellogg brand name = (1.78 - 1.32)(13846) = $6,369 Million 
Thus, (6369/24200) or 26% of the value of the company is derived from brand equity.
{ (V/S)b - (V/S)g}* Sales
$ £ ¤ ¥
function
(BRAND)

meaning
identity
emotion
price
function

RELATIONSHIP
functional
financial
emotional
identity
meaningful

R
E
XPEIEN
E
C
R
E
XPEIEN
E
C
RELATIONSHIP
functional
financial
emotional
identity
meaningful

R
E
XPEIEN
E
C
R
E
XPEIEN
E
C
RELATIONSHIP
functional
financial
emotional
identity
meaningful
user
customer
audience
participant
employee
citizen
company
NGO
agency
brand
family
friend
stranger
user
customer
audience
participant
employee
citizen
company
NGO
agency
brand
family
friend
stranger

Photo: 36081663@N00 (Flickr)

Juabar

functional
financial
emotional
identity
meaningful

functional
financial
emotional
identity
meaningful
(Does this do what I need…?)

functional
financial
emotional
identity
meaningful
(…at a price that is worth it?)

functional
financial
emotional
identity
meaningful
(How does this make me feel?)

functional
financial
emotional
identity
meaningful
(Is this me?)

functional
financial
emotional
identity
meaningful
(Does this ﬁt into my world?)

functional
financial
emotional
identity
meaningful
(PREMIUM VALUE)
QUANTITATIVE
QUALITATIVE
= TOTAL VALUE

functional
financial
emotional
identity
meaningful
= TOTAL VALUE$1.1B
Instagram
(PREMIUM VALUE)
QUANTITATIVE
QUALITATIVE

functional
financial
emotional
identity
meaningful
(PREMIUM VALUE)
QUANTITATIVE
QUALITATIVE
= TOTAL VALUE$1.1B
Instagram
$86M

functional
financial
emotional
identity
meaningful
= TOTAL VALUE$1.1B
Instagram
(PREMIUM VALUE)
QUANTITATIVE
QUALITATIVE
$86M
$1.01B

THOSE COMPANIES
(AND PEOPLE) 
WHO FOCUS ON
TOTAL VALUE
CREATE MORE OF
IT, MORE OFTEN

THOSE COMPANIES
(AND PEOPLE) 
WHO FOCUS ON
PREMIUM VALUE
CREATE MORE OF
IT, MORE OFTEN

Photo: hypophyse (Flickr)

YOU ARE IN THE
EXPERIENCE
BUSINESS

YOU ARE IN THE
RELATIONSHIP
BUSINESS

THIS MAKES BOITH
EXPERIENCE AND
RELATIONSHIP
STRATEGIC

STRATEGY TOOLS

Your
Company
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
wholesalers
the
Environment
lobbyists
trade
associations
employees
distributors
regional
government
courts suppliers &
manufacturers
insurers &
reinsurers
shareholders
banks
investors
institutional
investors
competitors
Your 
Company
industry
UX ENTERPRISE

identity value
identity value
functional value
functional value
functional value
functional value
Researchers
Fact Checker
Editors
LEGEND
DIRECT
RELATIONSHIP
Celebrities
Athletes
Government
Officials
Sponsors
Advertisers
Partners
Suppliers
Heroes
Villians
Graphics Editor
Lighting Operators
Camera Operators
Audio Technicians
Writers
Producers
News Anchors
Local communities
Viewers Fans
Correspondents
Other News Guests
Network StaffAffiliated Networks
Live Reporters
Technical Director
CONSEQUENTIAL
RELATIONSHIP
VALUE PROVIDED
(POST VIEWING)
(DIRECTIONAL)
functional value
functional value emotional value
functional value
emotional value
NEWS BROADCAST TEAM
THE AUDIENCE
identity value
value
identity value
NEWS SUBJECTS
BUSINESS RELATIONSHIPS
TELEVISION NETWORK
functional value
functional value
financial value
identity value
functional value
financial value
functional value
emotional value
identity value
meaningful value
functional value identity value
functional valueemotional value
meaningful value
identity value
financial value
identity value
emotional value
meaningful value
STAKEHOLDERS MAP PREPARED BY
JAMILA SMITH | JASON CHAN | JUAN CORREA | RACHEL POSMAN | SERGIO SUAREZ

EXERCISE

THE SWOT ANALYSIS

Strengths Weaknesses
Opportunities Threats
(Fortalezas) (Debilidades)
(Oportunidades) (Amenazas)

Strengths:
• We’re us
• We’re great
• We know stuff
• We’re fast
• We’re easy to use!
Weaknesses:
• We work too much
• We care too much
• We’re perfectionists
Opportunities:
• Own the market
• Expand product lines
• Make more stuff
• License stuff
• Co-brand with Disney
• Create an “experience”
Threats:
• Others can get fast
• Others can be easy 
to use
• Someone gets to
Disney before us
• We don’t have a “big
data” strategy!

Strengths:
• We’re us
• We’re great
• We know stuff
• We’re fast
• We’re easy to use!
Weaknesses:
• We work too much
• We care too much
• We’re perfectionists
Opportunities:
• Own the market
• Expand product lines
• Make more stuff
• License stuff
• Co-brand with Disney
• Create an “experience”
Threats:
• Others can get fast
• Others can be easy 
to use
• Someone gets to
Disney before us
• We don’t have a “big

REGIS MCKENNA: 
CRUSH

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
! ?

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
! ! ?

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
!

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
# √

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
# √ # √ # √

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
!Qualitative
Research

Competitive
Analysis
REGIS MCKENNA: 
CRUSH
Environmental
Analysis
Positioning
!Design
Research

ENVIRONMENTAL
ANALYSIS
Social Issues: Customer Needs and Wants
Political Issues: Legal, Regulations...
Tech. Issues: Technology trends, opps...
Economic Issues: Market trends, opps...
Industry-Speciﬁc Issues: ???

ENVIRONMENTAL
ANALYSIS
Uncover Customer Decision Drivers so
you can use them as the basis of your
strategy.

ENVIRONMENTAL
ANALYSIS
In order to build Premium Value, these
decision drivers must explore qualitative
value!
This requires qualitative design research.

ENVIRONMENTAL
ANALYSIS
• Customers seek clarity
• Customers are afraid of technology
• RIM is out, HTML5 is in
• Customers want validation
• Customers worried about their future
• etc.

COMPETITIVE
ANALYSIS
• Clarity
• Fear of technology
• HTML5
• Validation
• Reassuring
X
X
X
X
√
√
√
√
X
X
X
X
X
√
X
X
X
√
X
X
√
√
X
X
X

• Clarity • Fear of technology
• HTML5
• Loan Help
• Reassuring

Opportunities
(Biggest
Strengths vs.
Biggest
Weaknesses)
Threats
(Biggest
Weaknesses
vs. Biggest
Strengths)
• Clarity • Fear of technology
• HTML5
• Loan Help
• Reassuring

Better
Worse
Smaller Bigger

Worse
Smaller Bigger
Better
Hey! A Blue
Ocean
Strategy!

For <target customers> that <need/
care about> , our <product, service>,
company> is a solution that <beneﬁt> .
Unlike, <our competitor> , our <product,
service>, company> is <unique
differentiator> .
POSITIONING
STATEMENT

POSITIONING
STATEMENT
For Professor Plum that needs to 
kill someone , our noose
is a solution that is silent .
Unlike, Miss Scarlett , our noose  
is purple
.

Our users want the most features
possible in a fast , inexpensive
application delivered in the cloud .
MADLIBS OF UX

Where to start:
• Who is your customer really?
• What is their life life, what do they need,  
what do they want?
• What value is being provided to them and  
what kind of value can you realistically  
provide?
• How can you differentiate yourself based  
on this value?
• What’s it going to take to be successful?
• Are you ready? Is it worth doing?

EXERCISE 1

YOUR COMPANY OR
CLIENT OR A
CHALLENGE:
• Outline an education strategy
for your company(model,
messaging, solutions)
• Outline a services strategy for
your city (model, messaging,
solutions)

ENVIRONMENTAL ANALYSIS
LIST: the top 5 issues in each area:
• Customer Needs and Desires
• Political/Legal
• Technological
• Economic
• Industry-specific
(What are driving change and decisions?)
Note: This must come from research!
CRUSH technique, Regis McKenna

ENVIRONMENTAL ANALYSIS
RANK: which have the most impacts
on customer decision-making and
relationships?

COMPARE: how do you rate (on these)
vs. competitors? (0-5)
COMPETITIVE ANALYSIS
YOU:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP 1:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP 2:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP X:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5

COMPARE: how do you rate (on these)
vs. competitors? (0-5)
COMPETITIVE ANALYSIS
YOU:
0
5
3
5
1
COMP 1:
3
4
0
1
4
COMP 2:
0
1
5
3
3
COMP X:
5
3
4
5
5
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5

Issue 1
Issue 3
Issue 5
Issue 2
Issue 4

Issue 1
Issue 3
Issue 5
Issue 2
Issue 4
Issue 1
Issue 5
Issue 4

POSITIONING
For <type of customer/audience>
that <need/care about...>,
our <product, service, company>
delivers <biggest opportunities>.
Unlike, <list weak competitor(s)>,
our <product, service, company>
delivers <biggest strengths>.

BREAK

INTERNAL ANALYSIS
LIST: the top 5 issues in each area:
• Operational Effectiveness
• Resource Effectiveness
• Revenue/ROI ($) Effectiveness
• Production/Manuf. Effectiveness
• Delivery/Sales/Support Effectiveness
• Network/Partnership Effectiveness
(What are driving change and decisions?)

The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Business Model Generation, Alexander Osterwalder
businessmodelgeneration.com

EXPERIENCE 
STRATEGY

INTENSITY
Reﬂex
Habit
Engagement
INTERACTION
Passive
Active
Interactive
DURATION
Initiation
Immersion
Conclusion
Continuation
VALUE
Meaning
Status/Identity
Emotion/Lifestyle
Price
Function
BREADTH
Product
Service
Brand
Name(s)
Channel/Environment (Space)
Promotion
Price
TRIGGERS
Sight
Sound
Smell
Taste
Touch
Concepts
Symbols

Every sensorial decision is a trigger:

color, texture, smell, taste, typeface,
sound, music, voice, pattern, icon,
symbol, interaction, layout, concept,
temperature, expression, etc...

MEANING STRATEGY

WHAT’S MEANING?

VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Does this do what I need...?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

...at a price that’s worth it?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

How does this make me feel?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Is this me?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Does this ﬁt into my world?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:
Deﬁnitions: makingmeaning.org

Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:
OUR VALUES ARE DERIVED
FROM OUR CORE MEANINGS

CORE MEANINGS
VALUES/IDENTITY
EMOTIONS
PRICE
FEATURES (PERF.)
TIME
COST
ENERGY

MEANING IS THE DEEPEST
CONNECTION YOU CAN MAKE
WITH A CUSTOMER/USER/
AUDIENCE

ALL DESIGN IS THE PROCESS 
OF EVOKING MEANING

MEANING
STRATEGY

WHAT MEANINGS DO YOUR
CUSTOMERS PRIORITIZE?
Customer
Meaning
Priorities
MEANING STRATEGY

Corporate
Meaning Priorities
Customer
Meaning
Priorities
WHAT MEANINGS DOES YOUR
ORGANIZATION PRIORITIZE?
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
WHAT MEANINGS DO 
YOU PRIORITIZE?
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
WHAT MEANINGS DO YOUR
COMPETITORS TRIGGER?
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Strategic Focus
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Security
Accomplishment
Security
Wonder
Security
Community
Accomplishment
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Security
Community
Security
Accomplishment
Security
Wonder
Community
Wonder
Security
Accomplishment
Security
Wonder
Security
Community
Accomplishment
Security
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Accomplishment
Beauty
Accomplishment
Enlightenment
Community
Wonder
Security
Wonder
Accomplishment
Community
Accomplishment
Community
Wonder
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Beauty
Accomplishment
Duty
Enlightenment
Security
Harmony
Accomplishment
Accomplishment
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Security
Accomplishment
Security
Wonder
Security
Community
Accomplishment
Security
Security
Community
Security
Accomplishment
Security
Wonder
Community
Security
MEANING STRATEGY

CORE MEANINGS
VALUES/IDENTITY
EMOTIONS
PRICE
FEATURES (PERF.)

WE NEED BETTER
TOOLS TO
UNDERSTAND
TOTAL VALUE

WE MUST COLLECT
MORE & NEW 
INFORMATION

NEW BUSINESSDESIGN THINKINGWAVELINE

State of Mind:
• Emotions
• Memory
• Mental Models > Core Meanings
• Perceptual Biases
• Behavior Responses > Triggers

Product
Service
Event
Product
Product
Service
Service
Product
Product
Product
Product

Accomplishment
Surprise
Wonder
Curiosity
Fear
Anticipation
Gratitude
Excitement
Relief
Security
Freedom

© SCANSION 2014Consumer Experience Waveline
Waveline
Opportunities Opportunity 1 Opportunity 2
Touchpoints
EXPLORATION SETUPPURCHASE
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Confusion
Anxiety
INTENSITY
T I M E
2
1
2
1
Beauty
Wonder
Ideal Consumer
Experience Waveline
Customer Segment 1
Customer Segment 1
Customer Segment 1
Computer crashes
All the touchpoints
are important
Retail confusion
around products
Which computers
have integrative
features
Struggling to setup
WiFi
The excitement of
a new computer
Explaining the key
touchpoints during
exploration
PC Learning
Experience
Video
Getting diverse
opinions
Exploring the
touchpoints
PC Learning
Experience
Powerpoint

3-5 min news
Home
7AM 8 9 10 11 12
ScCommute
wifi+m
+
10 sec

Parents/Family Travel Do itSchool Find out how
Learn & Develop Awareness Register to Vote
Dad annoyed,
doesn’t want to
be interrupted
when he reads
the newspaper
Watches dad
read newspaper
Attend to parents
Election Day party
Starts using
facebook
Sees campaign
ads on lawns
Brother comes
back from
Sees
ads o
look i
Reads her
name in the
local paper
Read about
Ebola on FB
Reads about have
Ebola on FB will be
contained
Friends didn’t
do well either
on assignment
Talk to friends
whose parents
rent reacted
the same cay
Friend blocks Jill
on FB
Parents upset of the
presidential candi-
date who won
Studies Government
5yh grade and does
poorly on assign-
ment
Government class
teacher gives her
C- on current events
assignment
+
0
-

OUR FOCUS

Jury duty is a form of forced engagement that involves many touchpoints
Jurors endure varying emotional intensity throughout the process; it is mostly
negative but there are a few key areas of positivity, especially toward the end
INTENSITY + PRIMARY TOUCHPOINTS
JURY DELIGHT | MEANING STRATEGY | EXPERIENCES STUDIO 18
Jury Assem
bly Room
Society
M
edia
School
Jury Assem
bly Room
Verdict Voting
Card
Verdict
Video
M
anual
Adm
in
Staff
W
aiting
Room
Clerk
Courtroom
Jury Box
Judge
Court Staff
Lawyers
Defendant
Plaintiff
Evidence
W
itnesses
Other Jurors
Sum
m
ons Letter
Autom
ated
Phone
System
Parking
Courthouse
Security
Paym
ent check
Society
M
edia
SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT
4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK
DISMISSEDNOT CALLED IN
1 DAY - 2 WEEKS

A customized waveline deliberately evokes positive meaning throughout the
jury duty experience
• Path follows a classic narrative arc, is ﬂexible, and depends on behavior to determine outcomes
• Cohesive “story” builds intensity and maintains a consistent rhythm of experience
IDEAL WAVELINE
VALIDATION
COMMUNITY
TRUTH
DUTY
JUSTICE
NOTIFIED
SCHEDULING
IMMERSION
PRE-SUMMONS
APPEAR
WAIT
SELECTED TRIAL
DELIBERATE
VERDICT
POST
DISMISSED
POST

CURRENT vs IDEAL
INITIATION ENGAGEMENT CONCLUSION
SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT
4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK
DISMISSEDNOT CALLED IN
1 DAY - 2 WEEKS
NOTIFIED
SCHEDULING
IMMERSION
PRE-SUMMONS
APPEAR
WAIT
SELECTED TRIAL
DELIBERATE
VERDICT
POST
DISMISSED
POST
With the new waveline, even people who do not serve on a case ﬁnd the
experience meaningful
• All three personas are satisﬁed

State of Mind:
• Emotions
• Memory
• Mental Models > Core Meanings
• Perceptual Biases
• Behavior Responses > Triggers

Product
Service
Event
Product
Product
Service
Service
Product
Product
Product
Product

Accomplishment
Surprise
Wonder
Curiosity
Fear
Anticipation
Gratitude
Excitement
Relief
Security
Freedom

Everyday,IntheOrdinaryWorld
CalltoAdventure
Refusal
MeetingWithTheMentor
CrossingTheThreshold
Tests,Allies,andEnemies
ApproachToInmostCave
Ordeal
Reward(SeekingTheSword)
TheRoadBack
Ordinary World Extraordinary World

Start(walkintothestore)
End(walkoutofthestore)

Start(wantorneedsomething)
End(boughtit,usedit,ﬁnallyuseditup)

End?
Heardaboutit--orsomethingelse
Sawitorsomethinglikeit
Foundone,touchedit
—probablysomeoneelse’s
Wentonline
Wentintothestore
Sawanadvertisement
Boughtit
Usedit
Repairedit
Leantit
Replacedit

CustomerDies
Heardaboutit--orsomethingelse
Sawitorsomethinglikeit
Foundone,touchedit
—probablysomeoneelse’s
Wentonline
Wentintothestore
Sawanadvertisement
Boughtit
Usedit
Repairedit
Leantit
Replacedit

Curiosity
Surprise
Resolution
Accomplishment
Wonder
Redemption
Challenge
Frustration
Accomplishment
Relief
Respect

Customer
Media-
Touchpoint
Time Indicator
Role1Role2Role3Role4
Waitress
Cook
Manager
+
–
+
–
Fail Line
Emotions
Media-
Touchpoint
Media-
Touchpoint
Media-
Touchpoint
TableReservationOnline
00:00
15:00
00:00
02:30
03:30
07:00
08:00
09:00
15:00
35:00
35:30
37:00
38:30
41:00
50:00
50:30
01:15:00
01:17:00
ConfirmationbySMS
Enterrestaurant,shortwait
atreception
OrderAperetiv
Givenmenu
Aperetivcomeswithextras
Guestissurprised/deligted
Foodisserved
Correctdishserved
Guestissatisfiedagain
Wrongsidedish.
Guestcomplains
Waitressgreetsguestand
leadsthemtotable
Waitresstakesthefood
order
Foodordersentthroughto
kitchen
Messageanddishsentback
tokitchen
KellnerstreichteinenTeil
derRechnung
MealPrepared
Chefagitatedandother
mealspushedlateinorder
tore-doside-dish.
Communication
failureinkitchen
Correctside-dishprepared

INITIATION (EXPECTATIONS)
STATE OF MIND (CONTEXT):
TOUCHPOINT ECOSYSTEM: PRODUCT, SERVICE, EVENT, NAME, IDENTITY/SYMBOL
MEDIA: SOCIAL, ETC?
LOCATION
ENGAGEMENT
TIME > > >
ACTUAL
DESIRED
EXPECTED
PLANNED
INTENSITY
DESIRABLE>>><<<UNDESIRABLE
Trepidation
Anticipation
Boredom
Frustration
Anger
Hope
Relief
Frustration
Contempt

MEDIA: SOCIAL, ETC?
LOCATION
ENGAGEMENT
TIME > > >
ACTUAL
DESIRED
EXPECTED
PLANNED
INTENSITY
Accomplishment Wonder Creation Validation Trust

MEDIA: SOCIAL, ETC?
LOCATION
ENGAGEMENT
TIME > > >
ACTUAL
DESIRED
EXPECTED
PLANNED
INTENSITY
Accomplishment Wonder Creation Validation Trust
Feature Service ProductPromotion EventWebsite Feature

Qualitative Research
Techniques:
Interviews
Careful Surveys
Shadowing
Laddering
Games, etc.
Book: The Meaning of Things
by Mihaly Csikszentmihalyi

Design Research
editor: Brenda Laurel
Chapter 1
https://books.google.dk/books?id=xVeFdy44qMEC&pg=PA16&lpg=PA16&dq

FREEDOM COMMUNITY

JUSTICE ONENESS

Flavor
Bright/
Saturated
Hard,
Artiﬁcial,
Natural
Curvaceous/
Smooth,
Solid,
Sharp/Pointed
Loud,
Simple/Clear,
Musical/Melodious,
Mechanical
Musky,
Bright,
Alcohol,
Forest/Plants
Meaty,
Salty
Accomplishment Triggers
SoundColor Materials Form Aroma

Flavor
Primary Hard Complex Loud Forest/Plants Sweet - Sugar
Community Triggers

Flavor
Muted/
Desaturated Plastic Porous Natural/Organic
Natural,
Floral
Salty
Harmony Triggers

LIST: top 5 core meanings for each group
MEANING STRATEGY
CUST.:
________
________
________
________
________
ORG:
________
________
________
________
________
YOU/
TEAM:
________
________
________
________
________
COMPET:
________
________
________
________
________

MEANING STRATEGY
Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder

LIST: top 5 core meanings for each group
MEANING STRATEGY
CUST.:
________
________
________
________
________
ORG:
________
________
________
________
________
YOU/
TEAM:
________
________
________
________
________
COMPET:
________
________
________
________
________
WONDER
ACCOMPLISHMENT
HARMONY
DUTY
FREEDOM
SECURITY
WONDER
ACCOMPLISHMENT
COMMUNITY
BEAUTY
BEAUTY
HARMONY
REDEMPTION
TRUTH
JUSTICE
ONENESS
JUSTICE
CREATION
SECURITY
ACCOMPLISHMENT
√
√ √
√
√

TAKEAWAYS
• Qualitative and Quantitative
• Numbers tell only part of the story
• Strategy is derived from design research
• UX can (and should) play a role
• Leadership is communicating vision
• Relationships and value are built  
through experience
• Everyone is in the relationship business!
• Everyone is in the experience business!

DISCUSSION

THANK YOU
nathan@nathan.com
@nathanshedroff
designmba.org
MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and
informative book on how interaction design in sci-fi movies informs interaction design in the real
world.... You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER
“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s
machine interfaces.”
ANNALEE NEWITZ
Editor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.”
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICE
CEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SO
www.rosenfeldmedia.com/books/science-fiction-interface/
MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
2011

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