August 31, 2010

This Too, Shall Pass … How to Design for Technology Destined for the Junk Heap

In case you haven’t heard, soon there will be no books (to be replaced by the iPad and Kindle), no phones (to be replaced by Skype & Google Voice), no watches (well, wait, those might come back if our cell phones are going away), and no PCs. Which is not to mention the Web is dead and blogging is over so I have no idea how you are reading this unless you are an antique collector.

Picture 15
 

To some degree, the hyperbolic “end of” claims are laughable – when I read them I hear the dramatic “War of the Worlds” announcer voice in my head. But trends do point to an underlying truth. Things change. Life goes on. Yet, nothing is being abandoned at the rate that the predictions would you lead you to believe. Except perhaps, the new technologies that are supposedly replacing everything.  

No matter what happens, I bet the life span of smart phones and social networking sites will be significantly shorter than printed books  (currently in their  539th year of existence), bicycles (enjoying their 4th resurgence of popularity in the past 192 years), and eating utensils (the spoon dates back to Paleolithic times).

Not only do new technologies fade more quickly than the things they claim to supplant, but they go through more design iterations and changes before they die.

This cycle can be maddening for designers – that cool site you created for the Web a few years ago needs to adapt for the smartphone and iPad … and no sooner will you be done with that than something new will come along.  

The question is not how do you keep up with technology, but rather how do you ensure your ideas are so good that they transcend technology?  

The answer is relatively simple, but nearly impossible to adhere to: don’t design for technology and what “can be done,” design for people and what they desire and need.

Ask yourself if the concept or design is meeting an inherent human need (communication, information, entertainment) or simply exists to use a new technology or feature. The most common example of those who fall into the “because we can” trap is companies that have a Facebook page with nothing more than a wall and some “friends.” There is no underlying strategy or concept behind their Facebook presence other than “we need a page, quick.” 

On the other hand, companies like Pepsi get it. Their refresh project isn’t inspired by or dependent upon on a certain interface or feature. It taps into a greater human desire to improve the world and support those who are trying to do it. It doesn’t matter if you access the Pepsi refresh project on the Web or through Facebook or an application. What matters is the concept, not the technology supporting it.

If your concept was determined by the technology’s perimeters or capabilities, chances are it too will have a short life cycle. Take one of the worst iPhone apps ever developed, “Hold On.” Hold on tests how long you can press a “hold button.” This game did not and could not exist before the iPhone.  It was “inspired” by the fact that one can press a button on their phone – that does not tap into a basic human desire to be entertained or challenged.

Mzl.ptaehaqi.320x480-75
 

On the other end of the spectrum, Scrabble® is a brilliant example of a concept that transcends technology -- from cardboard to social networking sites to smart phones to the iPad, generations have enjoyed the game. No matter the device, we will figure out how to play Scrabble on it. Why? Because it is fun, challenging, and has a social aspect.

Mzl.dkbickmj.320x480-75
 

Maybe there will be a bookless, radioless, bikeless world some day. At first blush it sounds like a cold and automated place I would not want to live in. But I guess I could be happy as long as there were still good ideas, nature and other people. And Scrabble. The rest is not so important. 

August 23, 2010

We've Come a Long Way

I’m about to celebrate a birthday, which got me thinking of milestones in general. In the immortal words of Ferris Bueller “Life moves pretty fast. You don't stop and look around once in a while, you could miss it.” So that is why I thought I’d take a trip down memory lane in the internet and mobile industry to recognize really how far we have come.

In the Beginning
Fry was on the forefront of e-commerce, launching Godiva.com in 1994. Like everyone else out there starting out in the e-commerce realm, we learned as we went. Designs were fairly basic back then as evident from this Godiva site from 1996.

Godiva_96 Remember the blink tag?

This text is blinking. Isn't it cool?

And animated .gifs?

Dogrun2

These were new and great things at the time.

And there were so many browsers, the first being NCSA Mosaic followed by many I’ve never heard of with unique names and a few that are still with us today: Mozilla (Firefox), Internet Explorer, Opera.

How We Grew

Over the last 16 years we’ve come pretty far, and seeing just how far makes us truly appreciate where we are, and really wonder about where we can go. Here are some milestones:

1994
  • The White House launches its Web site
  • The Netscape Navigator browser was introduced
  • Pizza can be ordered online from Pizza Hut’s Web site.
  • First Virtual, the cyberbank, opens
  • Iomega introduces the Zip drive launched with capacities of 100 MB ( later increased to first 250 MG and then 750 MB). These were a great replacement to those floppy disks.

    Iomega_zip
1995
  • Remember CompuServe, America Online and Prodigy? They started providing dial-up internet access
  • The Vatican got on board with Vatican.va
  • Java was launched by Sun Microsystems
  • The domain name tv.com sold to CNET for US$15,000
1996
  • The first mobile phone with Internet connectivity was the Nokia 9000 Communicator, launched in Finland
    Nokia_9000_Communicator
  • Hotmail and Craig's List get online
  • Restrictions on Internet use around the world start to develop:
  • China: requires users and ISPs to register with the police
  • Germany: cuts off access to some newsgroups carried on CompuServe
  • Saudi Arabia: confines Internet access to universities and hospitals
  • Singapore: requires political and religious content providers to register with the state
  • New Zealand: classifies computer disks as "publications" that can be censored and seized
1997

  • The term “weblog” was formed (later shortened to “blog”)
  • The first prominent use of Flash animation was by Ren & Stimpy creator John Kricfalusi when he launched The George Liquor Program, the first cartoon series produced specifically for the Internet
  • The domain name business.com sold for US$150,000

1998
  • Google Opened its doors in CA
  • Open source software comes of age
  • The American Registry for Internet Numbers (ARIN) is established to handle administration and registration of IP numbers to the geographical areas currently handled by Network Solutions (InterNIC)
  • The first major news story to be broken online was the Bill Clinton/Monica Lewinsky scandal, which was posted on The Drudge Report after Newsweek killed the story

1999
  • Napster was invented. Remember the freedom of sharing music? At one former place of employment there was a whole network drive devoted to shared music. 
  • E-commerce becomes a new buzzword
  • Welcome MySpace.com
  • Wi-fi is standardized

2000
  • That darn Love Bug virus entered the internet
  • The dotcom bubble burst
  • IBM began selling the first USB flash drives with a storage capacity of 8 MB, more than five times the capacity of the then-common floppy disks. Today the flash drive comes in all types of shapes and colors.

    Flash_drives
2001
  • Welcome Wikipedia. Always to be taken with a grain of salt, yet always high on search results and able to quickly provide a good summary of just about anything.
  • Napster contends with some serious court battles
  • .biz and .info are added as domains

2002
  • Goodbye to Napster. That was a sad day.
2003
  • The birth of Spam, causing the CAN-SPAM act, intended to help individuals and businesses control the amount of email received
  • Welcome iTunes and an abundance of music that could be purchased for $.99

2004

  • Podcasts are born
  • Facebook (only open to college students at the time) and Flickr make the scene
  • The term "social media" and "Web 2.0" were coined

2005

  • YouTube.com is born, making watching people’s most hilarious videos easy to do
  • Multi-touch technology begins to appear in handheld devices, tablet computers and netbooks
  • .jobs, .mobi, and .travel begin accepting registrations
2006
  • There are more than 92 million websites online
  • Twitter came on the scene

2007

  • Legal online music downloads triple to 6.7 million downloads per week
  • The iPhone is launched, without Flash
  • Hulu is launched as a joint venture between ABC, NBC, and Fox to make popular TV shows available for viewing online
2008
  • In a move to challenge Google's dominance of search and advertising on the Internet, software giant Microsoft offers to buy Yahoo for $44.6 billion
  • The first year national candidates took full advantage of all the Internet had to offer to promote themselves

2009

  • YouTube serves 1 billion videos per day

2010

  • The iPad expands the reach of touch screen
  • Android becomes available on more and more browsers and phones

Where We Are Now

  • Touch screen and mobile devices are becoming prevalent and with it the meaning of online is changing
  • Will HTML5 spell the demise of Flash?
  • Mobile payment is becoming a reality
  • The process of building a Web site involves more research to learn about the customer and how they will be accessing the site

And that Godiva site, and many others that were around in 1994, look a lot different, and better, now.
Godiva_10

Where We Can Go

Albert Einstein said “If at first, the idea is not absurd, then there is no hope for it”. I’m sure a lot of the things we can easily do today on our smartphones and online seemed absurd just sixteen years ago. So where we will be in another sixteen years holds much possibility. There is much speculation about what we’ll be able to do in the future, particularly around our homes being pretty smart. Will it truly all be here in sixteen years? Only time will tell.


Multiple sources informed the above timeline. Where conflicts existed the majority of sources citing one date ruled.

August 16, 2010

The Psychology of Mobile

Can mobile make you the ideal parent? The best athlete? The most talented artist? You bet. Matt Rehkopf explores how mobile devices could be transforming us into the person we want to be in this cerebral post.

Smartphone usage is booming. Almost 1 of 4 mobile consumers owned a smartphone in the first quarter of 2010.1 The adoption of the mobile Internet has outpaced that of the desktop Internet, reaching 57 million users in just 9 quarters.2 And in five years, more people will access the Internet via smartphones than desktop computers.3 So, what is fueling this mobile explosion? Why are smartphones so popular? And why is it that people have become so connected to these devices? After all, it’s just a phone, right? 

I believe that the rise of mobile has more to do with its impact on our state of mind than a desire for the newest gadget, and that the answer to its growth may lie in the work of the 20th century American psychologist, Abraham Maslow. Maslow is most noted for his theory on the levels of human needs, known as the Hierarchy of Needs. The lower level needs are the basics, like food, shelter, safety and well-being, while the middle levels are more complex, like family, friendships, self-esteem, and respect for others. The top level is what he refers to as “self-actualization,” where people reach their full potential.4


800px-Maslow's_Hierarchy_of_Needs.svg Maslow's Hierarchy of Needs


Maslow argued that people could ascend to the next level of need as each prior level is satisfied. Is it possible that the huge draw to mobile could be its innate ability to help people address these needs? Let’s examine each level and the role mobile might play in stepping people up the hierarchy.


Level 5: The Physiological Needs

The needs at this level are the basics: food, water, sleep, and a stable living condition. Mobile seems well-suited to address these:

  • Google Maps can help you locate places to eat, drink, and relieve yourself.
  • Yelp! can help you find exactly the type of food you want, at the price you want to pay, in an area that is near you. The reviews help you to stay away from places that might not meet the need very well.
  • MobileCoupons.com helps you pay less for these needs.
  • FourSquare allows your friends to help you find places you otherwise might not have.
  • Hotels.com helps you to find places to stay for a night, and apartments.com helps to find someplace to stay for a while.
  • Match.com helps you find someone to share it all with.

For these physiological needs, mobile gives us a sense of control, or appearance of control, over our environment. Having access to this information anywhere anytime provides that level of homeostasis that seems to be the root of this need level. It seems that mobile can assist in meeting the basic needs of life.

Level 4: The Safety Needs

The needs at this level are related to our personal safety, financial security, health & well-being. Mobile helps in these ways:

  • Google Maps can help you if you are lost.
  • Sex Offenders Search application helps to ensure that you are aware of those around you.
  • AtHome Camera helps you keep an eye on your home while you are away.
  • Weather.com can send you text messages when bad weather is about to ruin your day.
  • Banks often allow us to monitor our accounts, and set up text alerts when funds are running low.
  • MyNetDiary helps us stay healthy by allowing us to track our workouts and diet.
  • WebMD puts the entire medical library in our hands for any surprises.
  • Pandora’s customizable music channels keep your spirit healthy.

For these safety needs, mobile is a life saver. How can you not feel secure when you can find out where you are at, what is around you, what is ailing you and more, all from something that is in your pocket or purse? It’s not that you couldn’t have asked someone on the street for directions, or get your mother-in-law’s advice about that bump on your daughter’s arm, it’s that mobile allows us to get this information from well-known sources that we might trust more.


Level 3: The Love/Belonging Needs

Now that the physiological and safety needs have been met, it’s time to work on interpersonal relationships:

  • Texting and email allow you to stay connected with family and friends.
  • Video calling wipes away miles and lets you nurture your relationships when you cannot be there in person.
  • ShutterFly lets you share the important moments of your life and enrich your relationships.
  • Flixster helps you find movies for date night.
  • Forums and blogs help you collaborate and build bonds with groups of people with similar interests.

Simply put, mobile provides additional channels of communication with the people that are close to us. Mobile enables more ways to stay connected and strengthen our relationships with others.


Level 2: The Esteem Needs

Things get a little trickier at this level. Esteem needs are connected to the normal human desires to be accepted and valued by others, to be proud of one’s accomplishments, and to be free and independent. Mobile can address these needs as well:

  • Large numbers of MySpace friends definitely gives you a boost to your self-esteem.
  • Posting your status on Facebook provides a level of respect by others, even if only slightly perceived.
  • Sharing stories and news from other sites on Twitter gains you recognition and a sense of contribution.
  • Social networks in general allow you to have more “simultaneous” friends than you have ever had, providing a boost to self-esteem and acceptance.
  • iMovie can make you into an indie filmmaker.
  • AllRecipes can help you become an expert chef.
  • Shazam will let you amaze your friends by knowing the name of every song that is played.
  • Undoubtedly, all that you can do with all the websites and applications available anytime anywhere can give you more freedom, independence, and confidence than ever before.

Mobile provides us the ability to contribute to our social communities in ways that were not possible just a few short years ago. Mobile lets us learn anything anywhere anytime. What can beat that? 


Level 1: Self-Actualization

Reaching this level, Maslow argues, means having the ability to become everything that one is capable of becoming: the ideal parent, the best athlete, the most talented artist. Whatever you want to be. Mobile got you here. It’s up to you what you become.

When in history has one piece of technology been able to accomplish so much? Is it a wonder that 80% of iPhone users want the next iPhone, and 70% of Android users want the next Android?5 Who would give up a device that helps us meet so many of our basic needs and has the ability to help us meet our full potential?

So, if you have been wondering why you love your smartphone so much, the reason might be deeper than you think.

Matt Rehkopf is Senior Information Architect at Fry.

References:

  1. Digital Media Wire. Report: 23% of U.S. Mobile Users Own a Smartphone. June 2010.
  2. Morgan Stanley. Economy + Internet Trends - Presentation from Web 2.0 Summit. October 2009.
  3. GigaOm Network. Mary Meeker: Mobile Internet Will Soon Overtake Fixed Internet. April 2010.
  4. Wikipedia. Maslow's hierarchy of needs. August 2010.
  5. Nielsen Wire. iPhone vs. Android. June 2010.


August 09, 2010

Mobile Commerce -- Retailers, Whatcha Waitin' for? (or, Macy's 'n Me Go Mobile)

Industry analysts told us a few months back that trends indicate within the next three to five years more online shopping would be done by mobile phone than by traditional e-commerce storefront. I can see this. In my off-work hours, I rarely boot up my laptop anymore. Besides phone calls and texting, my smart phone is my go-to device for responding to emails, browsing online, even checking weather at the lake before loading up my kayak.

But I had not yet used it to actually purchase a product. Then I learned that Macy’s has joined the several hundreds of retailers going after the mobile market in 2010.  In late July, they launched their new mobile site.

So, what do I need most … a crock pot to replace the one lost in the divorce, or a coffee maker to replace the one that randomly leaks all over my kitchen counter?

I plug in www.macys.com to my Blackberry’s browser and I’m automatically directed to the mobile site. It loads in seconds. 

In topmost view: Macy’s brand imagery and site search. It’s running the same promos as the e-commerce site, and allows me to shop by category, top-rated product, sale items, and by brand. It’s also possible to check a Macy’s wedding registry via mobile.

Hoping to speed checkout, the first thing I do is sign in to my account.  When I can’t quickly find my desired crock pot by category, I use site search. I can sort search results by best sellers and by price. There it is – a Rival 4-qt crock pot, sale-priced at $27.99.

Capture10_19_59I view a larger image and easily return to the product page. I note the product’s customer rating and read through customer reviews. I could email this product information to a friend or share it on Facebook, Twitter, or MySpace. I click to add it to my shopping bag and – oops – the mobile site hiccups with a 404 error.

But after a few seconds of poking around, a click on Shopping Bag at the bottom of the screen brings me my desired results. All good. Ready to check out.  The Macy’s mobile site offers Express Checkout, which takes me directly to Order Review assuming all billing, shipping, and credit card information from my account profile.
 
I click Place Order. The confirmation immediately displays. Still using my phone, I switch over to check my email and there’s the Order Confirmation in my in-box as well. Later, I can use my smart phone to check the status of my order, too.

Easy-peasy. And FAST. Just as the mobile experience should be.

 

Fry Clients are Going Mobile, Too

According to industry reports, retailers are now expecting their e-commerce vendor to present an integrated platform for their e-commerce and m-commerce channels.  With the latest release of OCP 3.4, Fry is doing exactly that.  The mobile functionality recently integrated into the OCP platform targets the iPhone, Blackberry, Droid, and Palm operating systems. In an integrated and seamless manner, mobile customers enter the retailer’s e-commerce site URL and are auto-directed to the mobile-optimized site.

Several Fry clients are already implementing the OCP mobile feature in time for Black Friday. They will join hundreds of other retailers exploiting the mobile channel for the 2010 holiday shopping season. We cannot wait to see the results!

 

Need More Convincing?

Check out this compelling mobile-commerce data from Internet Retailer:

* Amazon's mobile channel reportedly produced $1 billion in sales for the last 12 months. Read more.

* At the end of 2009, eBay reported $600 million in mobile-channel sales, confirming for many the importance of m-commerce and setting the trend for the growing number of mobile-channel retailers to follow in 2010. Research into retailers’ mobile strategies finds that 92.9% display product images, 82.1% showcase featured products, 80.4% offer keyword search and 76.8% let customers buy. 50.5% offer image zoom, 46.4% offer store locator, and 37.5% feature customer reviews. Read more.

* The mobile channel is growing in importance for the travel industry as well as retail, according to Nielsen Co. research.  In a year’s time, Travelocity customers using mobile devices and apps to access information, book flights and hotel rooms, and rent cars increased 32%. Read more.

*M-commerce sales are expected to double this year from 2009, hitting $2.4 billion. Read more.

* As more shoppers use mobile sites, consumer expectations rise for speed and flawless performance across various devices (iPhones, Android, etc.). Mobile checkout must be FAST. Read more about 1-click checkout to reduce cart abandonment.

* According to Forbes Insights, of those retailers who’ve implemented a mobile channel, 62% report mobile-channel returns are being met or exceeded. Read more.

* Although it’s expected that numbers of retailers offering mobile channel will rise significantly in time for this year’s Black Friday, industry experts warn retailers to pay attention to the basics, including stock availability, production stability, and site load time. Read more.


 Heather Kerr is a Senior Project Manager at Fry.

August 02, 2010

Oblique Strategies and the "Wow" Factor

Oblique_strategies_web

Are you looking for that "wow" factor, that differentiator that will set your site apart and make you the envy of the competition? New York Creative Director David Bivins outlines a technique for coming up with powerful and innovative ideas.

Thirty-five years ago, musician Brian Eno and artist Peter Schmidt published a deck of cards they called Oblique Strategies. Each card in the deck has a phrase or instruction that is intended to be followed or interpreted when the user faces a dilemma or otherwise can't move forward in a creative endeavor. They've been famously used by David Bowie, Coldplay, Phoenix, and even written up as a tool for culinary inspiration in Gourmet magazine. I put a stylish edition of them in my year-end gifts blog post, too.


Here are some random cards I've just pulled from my deck:
  • The inconsistency principle
  • Make an exhaustive list of everything you might do and do the last thing on the list
  • Define an area as 'safe' and use it as an anchor
  • Don't stress one thing more than another
  • Abandon normal instruments
Some of the cards are more specific to music, and some seem to make little sense at all (at least to me), but they can all be interpreted in some way, and there are no real rules.

I'm not suggesting that you use these cards to assist in the redesign of your e-commerce site (though I'd love to hear about it if you have!), but I was reminded of the cards recently when I worked with Kevin Messing, Fry's Executive Creative Director, on an exercise for our joint creative and user experience group summit. In this exercise, we divided into groups, and each group had a challenge related to a fictional e-commerce site it was designing:

  • Select something for purchase without using an "add to bag/cart" button
  • Sort search results without using drop-down menus
  • Search a shoes-only site with 1 million SKUs without using the standard refinements on the results page

While these aren't the same as Oblique Strategies by a long shot, the intention is similar--to jolt people out of the usual way of thinking about things.

So next time you're working on improvements to search, or redesigning your category page, consider getting a small group together and dropping in an impossible requirement--a theoretical monkey wrench that will get your minds working and new ideas flowing. You might be surprised with the results. Our team actually came up with several really good ideas, and we're definitely going to be using this technique much more often going forward.

If your team has an innovative way for creating ideas, please leave a comment. I'd love to hear about it!

- David Bivins

July 22, 2010

Private Sales, Group Buying….What’s next for innovative selling models?

Move over, social media, innovative pricing models are stealing the buzz lately. And the valuations.

Private sales – seems like everyone’s got one now – I get daily emails from RueLaLa, Gilt, Shoebuy, and Wineshopper touting VERY SPECIAL 24-HOUR DEALS JUST FOR ME! Goldman Sachs projects it to be a major revenue generator. And it’s a convenient way for branded manufacturers to conduct close-out sales without upsetting the brand marketing team or partner retailers. I haven’t landed any great deals personally, but still see it as a good beta that will improve with better filtering and personalization, and the inevitable merchandise category expansion. I’m guessing we’ll see private sale affiliate relationships emerge as well.

Ruelala_screen

Group buying is also on fire. Groupon.com will win based on first-mover advantage and strong investor backing, but the model isn’t defensible, and has already birthed over 90 regional and national competitors. Given that Groupon takes 50% of the revenue that their deals garner (yes, I said 50% of revenue….not margin), I’m guessing they’ll still be able to amass significant cash and extend their model into peripheral offerings.

Groupon_screen

Decreasing auction pricing is interesting as well. Dubli.com has been marketing this idea for years, but has wallowed in rumors that it’s a scam. More straightforward, Biddees.com has started with a far simpler model – gift cards. Pay $0.99 to see the current price of a gift card, decide quickly whether to buy it, and with every skipped sale the price decreases. I wonder whether the deals will diminish as they scale – the more bidders, the higher the probability you’re bidding against someone less thrifty than you. Regardless, another great beta for what’s likely to come.

My bet is that we’re moving towards dynamic marketplace pricing.

When I bought some salsa bowls in a Puerto Vallarta street market for about half the amount the vendor originally wanted, we had reached the perfect price – I felt like I got a great deal, and I’m assuming that he made (at least) his minimum margin else he’d have walked. Of course I started low and worked my way up to the point where he accepted – but it was successful because we were communicating real-time. He could see what I was willing to pay.

Traditional retail pricing doesn’t work that way, though. The seller suggests a price, then drops the price every week/month/season to clear out inventory. But what if buyers could enter their desired (better yet, committed) price, and the seller could see true demand – a grid of how many people were willing to buy a product at what price? The seller could run an algorithm every night that would pick off just those sales that were profitable enough at that point in time. Big seasonal shipment hitting the distribution center next week? Accept some lower price sales to free up space. Open-To-Buy running above plan? Accept only full retail this week. Basically, leverage real-time customer input to shift from promotional cadence towards dynamic pricing. At a minimum, retailers would gain valuable input for price-setting, and would also get visibility to unmet demand.

We’ll see what happens. In the meantime I’ll keep wading through daily deal emails until I actually find one.

Bob Chase is VP of Consulting Services at Fry.

July 13, 2010

OCP 3.4 Introduces a Mobile Storefront

Last week, Fry's Product Development group released Open Commerce Platform (OCP) version 3.4. A primary area of focus for the release was its introduction of a mobile storefront. Rather than a mobile application that users have to download to their device(s), the storefront is a mobile-optimized web site. It is designed for use on the handful of smartphones that hold the majority market share, including the iPhone, Blackberry, and Android-based devices such as the Motorola DROID and HTC EVO.

Using the same tools they already use to manage their "regular" web site, site administrators can also manage the content of their mobile site. While some things are specific to the mobile site and managed separately, much of the content is shared. For example, the product catalog is common to both sites which display the same category structure and product information, just in ways that are tailored for the two "targets." Promotions are also shared, though there are ways to make them site-specific.

Browse and Navigation

The site's navigation features offer shopping utilities (e.g. Search, Store Locator, and Order Status) and a mobile-optimized way to browse the catalog hierarchy and products.

Blog - Mobile - Browse

Product Details

The product page displays information in a mobile-friendly layout and allows shoppers to add the item to their cart or share it with friends through various social networks.

Blog - Mobile - Product

Shopping Cart

The shopping cart provides a summary view of a shopper's order, allows them to edit the contents of that order, and seamlessly transitions into the checkout process.

Blog - Mobile - Cart
Checkout

Checkout is simplified process -- consisting of billing, shipping, and payment steps -- that enables mobile shoppers to easily and quickly make their purchase.

Blog - Mobile - Checkout
Chris Barlow is Fry's OCP Product Manager.

July 06, 2010

Sort by and Refine by: What's the difference and how it can make browsing for products easier.

Sort by and Refine features, especially on apparel and accessory sites, are features customers have come to expect as they search and browse for products. The User Experience Group at Fry recently completed its annual features and functionality audit. Based on an evaluation of 129 sites sourced from Internet Retailer’s Hot 100 and Fortune 500 retailers with transactional e-commerce sites, we found the adoption rate for ‘refinements’ over all e-commerce categories has reached 58% and is growing. (read more of the highlights)

During some recent client work we were tasked with making recommendations on the best way to set up, assign attributes to and present Sort by and Refinements options to the customer. As part of the effort, we looked at the e-commerce landscape to determine what the popular attributes were and how they were being presented to customers.

Sort By:

Let’s start with Sort By.

Sort By: Takes a list of products and re-orders them by a common characteristics. In reviewing e-commerce sites, some of the more popular terms that came up included the following: 

Sort By Type:

Defined

Price low to high

$ to $$$

Lowest Price

List from lowest price to the highest price.

Price high to low

$$$ to $

Highest Price

List from highest price to lowest price

A to Z

Name

List in alphabetical order from A to Z

Z to A

List in reverse alphabetical order from Z to A

Highest Rated

Product Rating

Review Ratings

Best Rated

This sort feature is typically integrated with the site’s product review tool and sorts the products that receive the highest rating at the top from tools such as PowerReviews or BazaarVoice. Continual research shows consumers want to know what other customers are saying about products, so this is a popular sort by we saw consistently across sites. 

New

New Arrivals

What’s New

The value for which a product should be classified as “newer” than another product is typically custom to your business rules. Some clients flag a product as “new” if it’s only been on the site for 30 days, 45 days, etc.

Depending on the type of product you sell, this sort by option could make sense.

Popularity

Best Sellers

Top Sellers

Some sites have the ability to create a sort by option based on sales volume. In other cases where that functionality isn’t available, this ‘sort by’ becomes more subjective and is managed manually. Similar to ‘highest rated’ this shows what customers are buying -- something consumers do care about.

Staff Picks

 

Similar to product reviews, Staff Picks is a sort we’re seeing on more sites. Consumers care about what people like them are recommending. (Our colleague recently wrote how store employees can improve your online presence.)

Featured

Recommended

The ubiquitous “featured.” Typically managed manually and can mean different things on different sites. A way to feature products and in some cases, the default view when customers arrive on a page of products. If you go this route, make sure you define what 'featured' actually means so you can maintain consistency across categories. 

Availability

Depending on your site, this could mean different things. Does availability mean “ships within 24 hours” or “available to pick up at a store” or “not on backorder”?

You’ll need to define this before you use it, and make sure there’s information for your customer so that they know what it means. Possibly adding a term to the title could help give it some context. (i.e., In-Store Availability)

Sale

Sorts to the top products that are on sale. Depending on your audience you could even take it one step further and add ranges. (i.e., Sale Price low to high)


Typical placement for Sort by is at the top of the page, right above the product listings. Typical presentation we saw is via a dropdown box

In some cases, it makes sense to offer that dropdown at both the top and bottom of the pages, depending on how many products you showcase on a page. 

And always give customers the ability to get back to that default sort by feature.  

Sortbydropdowns 


Refinements:

Refinements (aka Narrow by, Browse by, Shop by): takes a characteristic and filters out products that don’t have it.

Tools such as Endeca, Lucene, and Celebros offer retailers the ability to set up refinement attributes based on their customers' search patterns. 

Refinement Type:

Defined

Price

Look at your product catalog to determine the price ranges to apply. Does it make more sense to offer a broad range? (i.e. “Up to $50, $50 to $100) or a narrower price range (i.e. “up to $10, $10 to $20, $20 to $30). Once that’s determined you can set up a series of price ranges, allowing customers to narrow their search down by what they can afford or the price range they’re willing to purchase in.

This is a characteristic that can also make a good Sort by. The key is to understand your customers' search pattern to determine in which context to use it.

Size

On apparel sites, shopping by size makes sense. It allows the customer to narrow down, quite quickly, the available products in the size they’re looking for.  

Color

Material

Same as size, a customer doesn’t want to view a range, but may be searching for one color or material in particular. What makes this refinement even more powerful is when you can do a visual refinement and show the actual color and/or material swatches. 

Brand

When brand name matters, offering brand as a refinement attribute is a popular way to help shoppers narrow down choices to get at what they want.

Features

Specific to your product type, breaking out features of that product in ways that makes sense and in ways that customers care about. For instance, sleeve length, neckline, style. 

Designer

Another refinement we’re seeing on more apparel sites is the ability to refine by designer.

One of the important things in refinement presentation is to give the customer the ability to clear the refinements if they so desire.

Nike.com allows customers to clear a refinement within the drop down they’ve originally selected from.

Clearrefinements 

Like.com uses Visual Refinements to offer customers the ability to refine by Color and Material.

Visualcolor Visualmaterial 


Target.com offers unique refinement options based on the products. For dresses, style, sleeve length and neckline make sense. 

Target 


Presentation

In reviewing other Apparel and Accessory sites the presentation styles varied.

Some sites preferred to mix the two metaphors, so to speak, offering the Sort tool and Refine tool in the same general area. 

Designbyhumans.com allows customers to sort by price while narrowing down their choices by color, size and artist within the same area at the top of the page. Just as important, the ‘reset’ or ability to clear those selections is clearly called out.

Designbyhumans 

Bluefly.com’s presentation separated the two tools, with refinements running down the left navigation while Sort by ran across the top. This appears to be a popular presentation across a lot of sites that we viewed.

Bluefly 

In some cases, some sites choose not to offer Sort as a tool at all.  Dillards.com lets customers refine and narrow down by price, color, brand and lifestyle but there’s no way for customers to reorganize and re-sort products.

Dillards
 

In order to make your own determination on how best to present Sort By and Refinement tools, the most important first step is to understand your customer and their search and browse behavior. Next is understanding your product catalog. From there you’ll be able to narrow down, as it were, to which of the two tools to offer (most often it makes sense to offer both) and which attributes to apply to each of them. Using analytic tools such as Omniture, Coremetrics, Google Analytics, and WebTrends can provide you with ways to measure and track which tools your customers are using and how. And as always, it’s best and important to review your analytics from time to time to help improve your customers' overall shopping experience.


Alex Thanasenaris and Nancy Tomaro are Information Architects in the User Experience Group at Fry, Inc. 

 

 



June 28, 2010

So Much Information … So Little Time

As the song goes, “Breaking up is Hard to Do,” but I think these days, "Keeping Up" is even harder.

I recently witnessed how easily people become distracted in social settings with their phones, emails, text messages, and Facebook and Twitter posts. I wondered if people thought it was rude to see others texting while talking, but more importantly I thought about how easily we can get distracted by the overload of information we have to process every day.

At a dinner event, I also noticed that three out six people at the table were checking their emails on their phones, responding to a text message, or checking their Facebook posts. One of the other three who was not checking her phone became a little annoyed that we were all out to dinner and we were not having a normal conversation, rather we were interacting with others who weren’t even there. She asked, what’s the point of getting together if we can’t focus our attention to those who are at the table? We all agreed and decided to shut out the rest of the world for a couple of hours, at least.

As a result of these and other behaviors, my interest in how we manage information overload grew. It wasn’t so much about the use of mobile devices; it was more about how other forms of communication can invade our space besides the traditional “talking” that we are so used to. Now we are constantly checking email, answering phone calls, texting, blogging, and searching the internet for answers to the questions we must have answered right away. We are multi-thinking and multi-tasking, and sometimes when we are having interesting conversations with the people in front of us, our minds may be wandering to what else is happening outside of that moment.  

With great amounts of information, comes great responsibility, but with extreme access to information, comes very little time to manage it all. I’ve also noticed that I am having a hard time fitting everything into my life; I can’t seem to find the balance with work, family, and friends. So sometimes I have to sit back and look at the bigger picture, to figure out what exactly is taking up so much time?

It can’t be the traditional mediums of television or radio, I don’t even know what’s on anymore, but I do rely on the Internet to keep me up with the latest music, or that show I may have started to watch last fall, and how convenient that I can tune in and out anytime I want. I do find myself thinking or researching for work when I’m at home, and thinking about home responsibilities when I’m at work. I also know all about the iPhone, and how great is it that I can access my work emails, personal emails, text messages, and check Facebook and Twitter -- all from one device, at anytime, not to mention all the apps, internet, and the news I must keep up with, and oh yeah, I can still talk too, if I have to.

I am used to my two worlds intersecting. I have worked in the technology field since the mid-1990s; I have adapted to all the trends, and have seen all the ups and downs. I have also accumulated a wealth of information during that time. So to keep myself sane, I’ve tried to organize, compartmentalize, and archive in many ways, so I have burnt CDs and DVDs for storage and backup purposes, I have folders and subfolders on my work and home computers with relevant articles, documents, research work, project work, favorite links, archived emails, and reports, anything that I think I may need later. But, of course, with the overwhelming amount of new information that surfaces every day, it has been a rare occasion that I ever go back to reread anything.

A New York Times article (Lost in E-Mail, Tech Firms Face Self-Made Beast) says that managing the influx of information and interruptions on a daily basis is hurting productivity and an “attention fracture” has been created. But, I wonder, with so many of us who work in the technology industry, just trying to stay current is a project in itself. So, where do we draw the line? Don’t all avenues of information, whether personal- or business- related, intersect with each other and collide? Can you really blame me for wanting to know the latest information regarding technology? It does make for productive project work and interesting social conversations.

As I tried to further research the problems associated to information overload, the resulting information literally became a tangled web. Google gave me over 16,000,000 search results. It used to be a matter of, can we trust this information and is the data accurate? Now, it’s a matter of having the time to sort through the excessive amount of information and figuring out what is useful, now. Wikipedia states that general causes of information overload include:

  • A rapidly increasing rate of new information being produced
  • The ease of duplication and transmission of data across the Internet
  • An increase in the available channels of incoming information
  • Large amounts of historical information to dig through
  • Contradictions and inaccuracies in available information
  • A lack of a method for comparing and processing different kinds of information
  • Pieces of information are unrelated or do not have an overall structure to reveal their relationships

I also found that there is an organization dedicated fully to promoting solutions to email overload and interruptions. The Information Overload Research Group (IORG http://iorgforum.org/) helps people understand how to manage information overload and provides communication tips to everyday challenges. They also provide a list of resources (links, documents, research) that can be helpful to understanding the issues with information overload. 

Email is definitely a contributor to information overload. How many times have we been overwhelmed because we have to sift through hundreds of emails every day?  Not only do we have to manage work email, but personal email as well. We probably thought that using email to receive newsletters, coupons, or store ads would be easier to manage, and although it is definitely easier on the environment, it has become a time-consuming exercise. Unlike sifting through the paper mailers at home, in which we can see them, recognize their purpose, and make the decision immediately if we need them or not, with email, we have to identify quickly what each email is for, read it, archive, or delete it, and we can only hope we didn’t accidentally delete an important one.

With the increased amount of information that we receive through new technological devices, managing our time can only become more challenging. Of course we are interested in everything we read, see, and hear and we want to know things quickly and easily. We want to be able to tell others about the things we learned, how could we not want to be a part of this ever-evolving and interesting world? I am definitely a person who wants to absorb everything and have everything at my fingertips. Unfortunately, the problem lies in how to balance everything else in our lives and have time for it all.

Angela Salgado is a Sr. Information Architect for Fry, Inc.

June 21, 2010

How Fry played the iPhone 4 lottery

This wasn’t the first time I ever suffered needlessly to get a seat at the table.

There was the time I scaled a roof to land in front of a line for Duran Duran tickets in 1984 and another time where I had to be the tenth caller to win tickets to the first screening of Return of the Jedi. And we won’t even get into what I had to do to secure the last case of Wonka bars.

Well, here I am 25 years later, and this week Apple and AT&T gave Ticketmaster and Mr. Wonka a run for their money as pre-ordering the new iPhone became more of a hunt for the Golden Ticket than a reservation process.

Goldenticket

Being that my boss will most likely read this, we won’t discuss how much time I spent trying to get my pre-order through on Tuesday (I was working hard, I swear!). I put my eggs in the Apple website basket, clearly an error on my part since I didn’t actually get a confirmation until 9 p.m.

A Morgan Stanley analyst wrote to investors this week citing an AlphaWise survey that suggests more than half of all iPhone users plan to upgrade to the new iPhone. An informal Wall Street Journal survey of 8,000 readers (and iPhone owners) said 62 percent of current iPhone users expected to upgrade. Apple said more than 600,000 iPhone 4 pre-orders were taken on Tuesday making it the largest pre-sale event in the company’s history.

Not to channel Carrie Bradshaw (I know she’s annoying), but I couldn’t help but wonder…are we all insane? What would drive busy professional adults to suffer through errors and timeouts, temporary order suspensions and security breaches just for a new phone?

I never had a doubt that I would upgrade. My contract was about up and my 3G phone is missing limbs as you can see. Besides, I wanted an Oompa Loompa now!

  Photo
I feel validated in my decision to suffer, but what about the rest of you? I asked other Fry employees (and a few friends) about their pre-order experiences. I won’t use names, because like me, they were also working very hard on Tuesday.  Here are some of their answers:

  • "The trick was to do it from the Apple Store app!!! I did mine on there." Why didn’t I think of that?
  • "The real trick is to buy Android.  Just as capable, none of the hassle!" I set myself up for that feedback.
  • "I got mine but did suffer through several attempts during the day (um during my lunch…not on company time) and finally got an order though at 9:45 pm CT. I had to have it shipped to my house because in store pickup was no longer available." Very close to my experience minus the lunch hour part.
  • "Unsubscribe." Uh oh, someone working.
  • "I tried yesterday and could not get thru so I gave up. But I did try this morning and had no problem. I also like that they waived my $18 upgrade free for pre-ordering. But even today I was unable to do it through the AT&T site but through the Apple site." I didn’t get a waived upgrade fee. I’ve been robbed of time and now money.
  • "I stood in line and was able to order mine quickly in person." What a crazy idea, go to the actual store!
  • "I think there are two key issues. 1) There were only two sites to buy it and they were both down, and 2) I had the strong feeling that someone else was getting my phone! Which proved true with my July 6 delivery date. Grrrrrr."  It was me, I took your phone.
  • "I did not order the new phone but you can quote me on the fact that my feelings about Apple and Obama are the same, 'I expect more and am continually disappointed but remain loyal.'" I hear you, I’ve got the oil spill blues.
  • "I must have cut Steve Jobs off accidentally on I-280 recently, because they seem to have me on a black list. Tried everything, no luck". Seems plausible. Steve knows all.
  • "Epic. Epic Fail. The word hasn't been invented yet that this Fail will become." Bitter. Sounds like someone got the July 14 ship date.
  • "I just bought one of those 1980 cell phones off eBay. Did not have to stand in line, shipping was free, no apps, no touch screen, and the reception is terrible - but it works great as a doorstop." Sadly, I bet this guy gets fewer dropped calls than I do.

So there you have it. Seems many of my coworkers and friends were craftier than I was, and it appears most of us survived to see upgraded phones by mid-July. Other unpublished comments included seized opportunity to rave about non-Apple phones and some even asked me not to create corporate spam. That's the spirit!

Finally, for those still wondering why we were so compelled, I think the last contributor to the thread summarized it best.

The desperation shows that our iPhones have moved beyond being a gadget or a simple phone. It’s become a lifeline and who doesn’t viscerally need to know they have the best possible lifeline available?

Well said.

Jennifer Wilkinson is Fry’s manager of alliances and sales channel development. She can't wait to do this all over again at activation time June 24.