SXSW 2012 Mobile App Wireframes

SXSW 2012 Mobile App Designs

A couple of weeks ago, I found myself playing around with the official South-By-South-West (SXSW) mobile app, SXSW Go, on my Android device. Great memories came back to me as I viewed my schedule of events and recalled the unwarranted amounts of inspiration, fun and education I got out of SXSW 2011.

However, in playing around with the app, I noticed some opportunities where the User Experience (UX) could've been enhanced. As a result, I conducted some fundamental user research (looking to the app reviews on the Android Market and probing my mates who went to SXSW 2011 with me) and whipped up some high-fidelity conceptual wireframes for the SXSW 2012 app.

Before we begin, I'd like to thank @c0uP@pkattera, @reece_wagner & @jasehutch for their time in the process, either contributing ideas and insight or reviewing the concepts. I'm extremely appreciative to have these guys involved.

The wireframes below is just a preview of some of the thought that has been put into re-engineering the User Experience for the SXSW 2012 app. Only two user journeys have been explored:

  1. Schedule - The entire SXSW schedule (including the film, interactive and music festivals as well as the tradeshows)
  2. My SXSW - The user's customised shortlist of events they wish to attend

Significant thought has also been put into Places, Social and the Tradeshow, but that's for another discussion.

I'd love to hear your feedback and see what you think!

1. Splashscreen

SXSW 2011 / SXSW 2012 Mobile App Splash screens

2. Dashboard Navigation

Note: The SXSW 2011 app did not feature dashboard navigation. SXSW 2011 / SXSW 2012 Mobile App Dashboard Navigation

3. Schedule Interface

SXSW 2011 / SXSW 2012 Mobile App Schedule Interface 4. My SXSW Interface

SXSW 2011 / SXSW 2012 Mobile App My SXSW Schedule Interface

5. My SXSW - Talk Info

This screen is accessed when a user drills down into a specific talk from their My SXSW screen, which contains their customised/favourited list of talks.

SXSW 2011 / SXSW 2012 My SXSW Talk Information Interface

SXSW 2011 / SXSW 2012 Mobile App My SXSW Talk Info Session Notes Interface SXSW 2011 / SXSW 2012 Mobile App My SXSW Talk Info Feedback Interface

So what'd you think? 

Fear. Focus. Family.

This morning I was fortunate enough to be given the opportunity to speak at the Deloitte Inspiring Women's Event. The brief given to me was to talk about my career at Deloitte. Given that I'm still in the formative stages of my career, I chose to take a different angle and focus on the things that have moved me over the past 16 months, since joining Deloitte as a graduate, and the things that I value. As such, I talked about Fear, Focus & Family.

 

Here's my story:

[SLIDE 2] Gymnastics is a sport I’m fascinated by because it’s such a high risk sport - perfection is only millimetres from paralysis. If you follow gymnastics, putting talent aside, you’ll know that the success of any gymnast is inversely proportional to their level of fear. Gymnasts, who control their fear, master the most technically difficult routines and emerge with gold. In fact, the key to a gymnast’s success is that they courageously face their fears and they use it to rid themselves of self-doubt and to push themselves further than they could’ve ever imagined.

[SLIDE 3] This is a quote from my favourite gymnast, Nadia Comaneci. “I don’t run away from a challenge because I am afraid. I run toward it because the only way to escape fear is to trample it beneath your feet.”

We always think of fear being a negative construct. But today, I want to change your perception of fear. If there is one thing I want you to take away from this, it’s that you can use fear as fuel, a catalyst, and you can channel this energy to achieve and even exceed your own expectations. And Nadia is proof of this - at the age of 14, she became the first gymnast to score a perfect 10 in Olympics gymnastics history.

So ladies & gentlemen, fear has the power to immobilise. The choice is yours alone, whether you allow it to restrict you, or empower you.

[SLIDE 4] I’m a swimmer and I’ve always loved jumping into the pool and facing off with that black line. But swimming hasn’t just been about fitness for me. It’s been a humbling experience around learning to focus on what’s important. Back at high school, there was one event which all school boys died to compete in – the men’s 6 by 50M freestyle relay. I knew what time I needed to qualify for the team, but I struggled to hit it for a while. One session, my coach sat me down and she said, “All you’re thinking about is that qualifying time, but you’re forgetting what’s important – your technique. Re-focus on tucking that chin in on the dive, keep those hips high and make every stroke count. Gradually, the milliseconds came off and after a month, I qualified for the team, we went on to win the shield. And while I don’t have a lifetime of professional experience to speak from, I’ve taken this focus from the pool to the office. There’s one motto, which I’ve lived by since Day 1 at Deloitte.

[SLIDE 6] "Your company doesn't pay you to focus on your career. It pays you to focus on your client."  Now I’ve had mixed reactions from people saying that’s verbal flatulence to others confirming that I’m Asian, because if you read that, it’s all about value for money. But jokes aside, just as each stroke counts in the pool, I have made each engagement and each client count for me. All my observations, all my lessons from every engagement I’ve been on are logged in here, and I reflect on it constantly. And this culmination of learning and insight is like a lining up a set of perfect strokes.  Focusing on giving my best for the client and learning are important things for me. They may not be as important for you, so the question for you is “What is important for you? Are you focusing on it? And if so, are you making every stroke count?”

[SLIDE 7] The last topic I want to talk about is family. And there are two elements to family. Firstly, your client family, and secondly, our Deloitte family. Let me begin with the client family. That’s my previous client, the Global CCS Institute. That’s me. That’s my manager, Chrissy, and the rest of the people in the photo are our clients. This was probably the most revelationary experience I’ve had in understanding client advocacy. And it’s largely due to Chrissy. She’s the Oprah Winfrey of building client advocacy, she totally kicks butt, and if there’s one thing I’ve learnt from you, it’s to think of my clients as an extension of my family. I’d love to share the stories between ourselves and the client, but I’m afraid you’ll either misinterpret them or be grossly offended. But that’s the beautiful thing about it. Chrissy was able to move the relationship beyond just a sterile client-consultant model, to one that was so intimate and honest, where real friendships developed. Jason, the guy next to me got so sentimental in the last week, he was hounding me about my Facebook so we could keep in touch. Then on the last day, rather than shaking hands, he wanted to bum tap as a farewell. Now in my mind, that’s an all new level of client advocacy. So the takeaway for you is when you leave this room, and when you go to your clients this morning, think about how you can go beyond the standard client-consultant model build that meaningful relationships with them.

[SLIDE 8] The other element to family is the internal Deloitte family. And I’m talking to you about this, because our family is something I deeply value. I think I’m blessed to say that I look forward to work everyday because I work with a bunch of pretty cool people. And I’m pretty sure its fair to say that my walk just to my desk would probably take me 5-10 minutes every morning. And that’s just non-harbour side. We’ve been performing extremely well in the market, and we’ve been recruiting like mad. But that uniquely positions us to revamp our culture. How do you want to shape the future Deloitte? Do you want to work with strangers from 9-5? Or do you want to work with friends from 9-5 who you can chill out with and have a drink with after work? What family do you want?

[SLIDE 9] So in conclusion, face your fear, focus on what's important and build your family.

Freshly Baked @Foursquare Ideas – Explore events

Freshly Baked Foursquare Ideas - On Exploration Read Part I of the Freshly Baked @ Foursquare Ideas series.

This is Part II of the Freshly Baked @Foursquare Ideas series. In this post, we focus on exploration...particularly around events.

Exploration (or discovery) is core to Foursquare's model. You only have to view the homepage (...Find your Friends. Unlock Your City) or play with the latest 3.0 update (which features an Explore tab) to realise the value that's been placed on exploration.

Currently, users explore via direct search or through filters (food, coffee, nightlife, shops and arts & entertainment) and the Foursquare recommendation engine returns a list of locations to the user. But whilst searching for locations is an effective means to explore a city, it's just one angle, one approach.

Imagine if Foursquare were to partner with an events network such as Plancast or Yahoo Upcoming. This would add a new dimension to a user's experience of exploring their city. No longer would users just explore by locations (already added in the Foursquare ecosystem), but by upcoming events (e.g. art exhibitions, flea markets, food markets, live music gigs, etc) as well.

Imagine this:

  1. You're in New York City and you have nothing planned for Sunday.
  2. You load the Foursquare app to explore what's happening.
  3. You're presented with a list of events on Sunday along with their opening hours and tips.
  4. You see that the Brooklyn Flea Market is open till 5pm, at Williamsburg, Brooklyn. You also notice that four of your Foursquare friends have already been there.
  5. Finally you read the tip, "Check out the bank vault whilst you're there...you'll be in for a treat!".
  6. You add this to your to-do list, throw on a jacket and head out to check the markets.

Exploring by events...A simple, yet a new and powerful way to explore a city. No longer will you miss out on an event of interest to you. No longer will you have to read another pocket-size pamphlet or visit another external website to list upcoming events. The beauty with this solution is that the entire exploration experience from planning to physical check-in is all contained seamlessly within one convenient environment for the user: the Foursquare app.

Below is just a sneak preview of the Foursquare Events prototype I've been developing. I've viewed the 'Events' feature as an entirely new Foursquare product offering and have thought through some of the workflows.

What do you think?

Foursquare Explore Feature - Designed by Jordan Sim

Freshly Baked @Foursquare Ideas - Check into transporation, not just locations

Freshly Baked Foursquare Ideas - Part I Currently, Foursquare allows users to check into one location at a time. A local cafe. A new kitsch bar. A grubby metro station.

But what if Foursquare supported check ins to more than just locations? What if Foursquare supported check ins to major modes of transportation. A flight. A cruise liner. An interstate train.

What I find interesting about this idea is that it opens up a new dimension to Foursquare. No longer are you bound to just one location at any one point in time. By checking into a major mode of transportation, you're now interacting with an object that ties multiple locations together  - your origin and your destination. I think this could have major business implications as it could enable Foursquare to widen its service offerings in the future to both the consumer and business markets.

Let's look at checking into major modes of transportation as an example. Users are already doing this - they're just treating it as another legitimate location. How many times have you seen some flight/cruise/train code, an AA33, a QF108 or an OA815 (only if you're in LAX), already entered in Foursquare? Whilst confusing at times (surely checking into the airport tarmac isn't legitimate) it does confirm one thing: people are already familiar with checking into modes of transportation. From a UX perspective, it's somewhat reassuring to know that this behaviour is already part of a user's mental model of Foursquare.

My own personal user journey for this use case would look like:

  1. I'm at JFK and I check into flight AA33.
  2. Foursquare confirms this is the JFK -> LAX bound flight.
  3. I am able to read up on LAX and am presented with useful data about my flight (e.g. whether it is on time or delayed, departure gate, etc.) and my destination location: LAX. In this case, I would expect to be presented with data such as the location of airline lounges, transfer gates, customs offices, rest rooms. I may even be presented with the different forms of local transport (train/bus/cab) and estimated rates (e.g. the cab fare from LAX to Downtown LA). And all this occurs in addition to the tips functionality that exists on the current Foursquare platform. Imagine how powerful and relevant this would be for travellers!
  4. LAX is 'cached' on a quick-access list, so when I land and get mobile coverage, it immediately pops up for a rapid fire check in.

In this simple example, it is clear that the user group that is benefitting is the consumer group. They're benefitting from the useful and relevant data...and this occurs because we've shifted focus from a single location to an object (a mode of transportation) that ties multiple locations together simultaneously.

But what about the business group? I can feel people itching to know how this service could be monetised. I think this service is perfectly aligned with the travel guide industry - and if the recent Guardian article on Foursquare is anything to go by, it appears that Foursquare is perfectly lined up to enter this particular industry. But rather than competing against the travel guide giants, I'd recommend partnering with them (at least for the short term). Lonely Planet (@lonelyplanet) is infamous for it's PDF guides of cities, and it's pre-planned sight-seeing routes. Foursquare could be leveraged as a distribution network for Lonely Planet.

Just imagine this: Foursquare confirms that flight AA33 is bound for Los Angeles. You've never been to LA before, so Foursquare offers a $10 mobile guide to Los Angeles with all of the travel hot spots laid out on the map within the native Foursquare mobile app. Pretty neat huh? Foursquare could charge a retainer fee for being the distribution network and a percentage cut of every transaction made. Obviously, issues will have to be ironed out with pushing travel guides only when its relevant (i.e. only when users are travelling for holidays). This is just one minor example of a new revenue stream for Foursquare just by focusing not on a single location, but an object (a mode of transportation) that links multiple locations together simultaneously.

I've calculated that since the start of 2010, I've averaged at least one flight a week with business. I also know I've  personally added my weekly flights as locations on Foursquare (for both points and mayorship purposes). Crowley (@dens), please don't hate. I've seen other commuters check into my faux-locations too! But if randoms and I are checking into these faux locations...doesn't this mean something?

So readers, I'd be keen on hearing your thoughts. Do you think this functionality would be useful? What other travel-related functionality would you like to see on Foursquare? Drop me a comment below with your opinions!

Junior Masterchef: The brilliance behind the Channel 10 & Coles strategy

Junior MasterChef Australia image

Those who know me well know that I’m serious about my food. Being Malaysian, food is core to my culture and identity – many gatherings (both family and social) occur around a dining table packed with a wide variety of food. “Makan makan” is what we say, meaning “Eat! Eat!”

Having said this, writing about Junior Masterchef seems like a natural fit. However, I wish not to focus on the food nor the amazing talent of these inspirational kids, but the brilliance of the strategy behind the partnership between Channel 10 and Coles Supermarkets. As a budding online/digital strategist, I find myself thrilled by what’s been plated before me.

The beauty of airing Junior Masterchef is the execution a smartly thought out retention and attraction strategy for Channel 10. If we think about Channel 10, its core audience is 18-49 year olds. Junior Masterchef, from a retention angle, preserves and deepens this existing audience loyalty to the Masterchef brand and thus, to the Channel 10 Network.

From an attraction angle, however, I think Channel 10 has been able to widen its target audience and attract a new market segment – kids between the ages of 8-13. Kids can relate to Junior Masterchef because the content and contestants are contextually relevant to them. According to a 2010 study commissioned for Marketing Week (UK), 91% of children between the age of six and 10 believe a product is cool because their best friend does. Tactically, this means that Channel 10 has been able to effortlessly attract more eyeballs from this new market segment, meaning more targeted advertisements, meaning more revenue for Channel 10.

The true beauty, however, is the strategic implications of Junior Masterchef on viewership and Channel 10's retention and attraction lifecycle. Channel 10 has placed its brand to be front of mind in the youth market (and potentially front of mind when they age). How? Junior Masterchef caters for kids now, but Masterchef will also cater for them when they are older. Channel 10 knows it has this new audience; it doesn't need to create this audience. Therefore, all it has to do now is funnel the relevant products (television shows) at the appropriate times (the different age brackets as the kids mature) to ensure audience retention . Basically it's a really effective cross-sell, that also attracts more eyeballs and significantly deepens brand loyalty.

But Channel 10 isn’t the only one laughing its way to the bank. By partnering with Channel 10 on the Junior Masterchef series, Coles Supermarkets has been able to strengthen kids as serious consumer audience. This in turn has one significant impact: it has changed the nature of the average basket composition.

Junior Masterchef educates kids on new types of food as well as kitchen utensils and new cooking gadgets, effectively shifting a kids mindset into thinking more about higher valued goods. A $3.00 packet of M&Ms is still cool, but a chocolate mousse with espresso brulee and orange mint salad (just look at all of the ingredients that need to be purchased) is way cooler. Coles has successfully transformed the mindset of kids from lower valued goods to higher valued goods, and in turn, transformed the average basket composition into larger-sized, higher valued baskets. After all, kids don't pay the bill (and can always leverage public tantrums if they don't have it their way). Don't believe me? "Globally, the 'tween' market of children aged between six and 13 spends an estimated $328 billion of their own money and influence another $2 trillion of parental spend each year" (Browne, 2010). And Coles has even catered for the stricter parents who won't give into the decadent ways of their children. That's with Curtis Stone and his $10 deal. So if kids can't have the chocolate mousse with espresso brulee and orange mint salad, they can have the $10 cherry cheesecake with golden crust. On a relative scale, its much cheaper - and $10 isn't too high an expense to incur. As such, it ensures that kids at least contribute $10 to the average basket size. It’s absolutely brilliant!

It will be interesting to see Coles' next piece in its strategy to capitalise on its traction with the youth market. If it were me, I'd consider having a Curtis Stone equivalent only within the youth market. Kids at that age are so impressionable. What's better than having an equal, like-minded kid talk (and sell) directly to another kid?

As Kaye Mehta, founding member of the Coalition on Food Advertising to Children, once said:

The process of...marketing and children promoting products to other children, it's clever but it's insidious

Junior Masterchef, and the partnership between Channel 10 and Cole Supermarket, is a huge milestone for the food and hospitality industry in Australia and I'm excited by what's to come in the future.

Let me know what you think and drop me a comment below.

What we wish for...

What We Wish For Logo

I recently caught up with a friend who was helping her soon-to-be-married sister organise the gift registry. It was a nightmare...well, at least, much more than what I'd have ever anticipated. The fundamental problem was that no bricks-and-mortar store, which offered gift registry services, stocked all the products the soon-to-be-married couple wanted. My brain ticked over, and I was instantly reminded of an online gift registry service called WhatWeWishFor.

Co-founded by a mate of mine, @jwswj, WhatWeWishFor is a relevant and practical solution for all couples looking to get married as it allows them to set up an online registry for any gift they want! :)

Here's my brief interview with WhatWeWishFor on what they are & what they do:

1. What is 'What We Wish For' all about?

WhatWeWishFor is an online gift registry service focused at the wedding market. Users create a personalised website that includes a registry listing all the gifts they want. Their guests then contribute money to those gifts. Users then withdraw the money and buy the items from where ever suits them. Here's an example.

2. When did 'What We Wish For' begin?

Kate, Jay and I started working on WhatWeWishFor in September 2008. After 9 very long months we launched on Friday 29th of May 2009.

3. What's your unique point of difference in the market?

We have a few differentiators which we believe put us well and truly above our competitors. These include:

  • Service -  We'll help guests create their sites and are available whenever they have questions.
  • Pricing - Many competitors hide fees by charging guests who make contributions. We won't do that.
  • Customer Experience - We spent 9 months making our tool simple to use so that our customers feel confident and comfortable.
  • Adaptability - We are learning and adapting our site everyday to make it better for our customers.

4. How big is your community?

We serviced over 2,100 customers in the first year of business. In the last 6 months payments through the site have increased by 390%. Over 4,000 unique gifts have been uploaded to the site.

5. Favourite customer/community-related story since launch?

We've had lots. But we have noticed a lot of people are listing puppies as gifts they'd like to receive. That's kinda cool!

6. What do you have in store for 2010?

Lots of new designs, ongoing amazing support for our customers & a couple of secret new features.

So if you're looking down the barrel of marriage any time soon, I highly recommend you check out WhatWeWishFor and play on their site.

IKEA: E-Commerce will be game changing

IKEA logo There are three words I often associate with the IKEA brand: cheap, innovative & stylish. Every customer knows that these characteristics are deeply etched into IKEA’s product design and development philosophy. Only some customers know that these characteristics are communicated through IKEA’s digital offering – for example, last year, they launched the Facebook Showroom Campaign. In my opinion, advertising agency, Forsman & Bodenfors, have devised a world-class creative strategy for IKEA by leveraging the cost-free Facebook platform, specifically, the photo tagging and comments functionality, to create mass brand buzz. As a corollary, IKEA is now positioned as being more mature in social media as well as a conversational, engaging brand.

However, social media is only one piece of the digital channel puzzle. Another piece is online retail, or e-commerce, and to date it’s still missing. There are reasons why an online retail channel hasn’t been pursued just yet– all unknown to me. Perhaps it’s that their current distribution model can’t handle a multi-channel offering without significant process re-engineering. Perhaps it’s that they don’t have any serious competitors in the online market. Or perhaps their research shows that customers don’t need it (which I highly doubt). Either way, I believe e-commerce should be part of IKEA’s digital strategy and should be the next big offering from IKEA.

Here are some reasons why:

1. The current in-store customer experience is painful

I’ve commonly heard that the in-store experience quickly degrades from being fun and exciting to long and boring. Why? Because of the physical store layout, which is uni-directional. All customers are funnelled down one path and have to pass through all showrooms before they can exit. The path to cross-sell/ up-sell couldn't be any more obvious, let alone anymore painful. An e-commerce solution would assist in diluting this negative customer experience by offering customers with a new channel (that’s flexible and multi-directional) that they can peruse around. Cross-selling/up-selling would also be present, but subtly displayed to the user as recommendations.

2. The digital channel empowers the customer

One characteristic the digital space has over the in-store experience is the ability to tangibly model, in real time, your dream home or office. In the digital world, the customer is empowered. Everything is available at the tips of your fingertips...literally. IKEA provides a downloadable CAD 3D-modelling application (PC’s only – sorry Mac fans) which gives customers full expression to DIY. Install a cabinet...move a heavy shelf...that's just two clicks. Don't like it? Click. And it's all blown away. This highly immersive, visual, tangible and somewhat realistic experience cannot be provided to customers in the real world currently. Imagine being able to buy all of your furniture in a hassle-free, express checkout once you’ve modelled your dream home or office.

The only change I'd make to the downloadable 3D-modelling application is to remove it and replace it with a web application. This way, IKEA wouldn't be isolating the Apple-using market (which by consumer behaviour shares similar characteristics to IKEA customers - innovative & stylish). I would also consider other technologies, other than Flash, to develop this new web application (once again, so as not to isolate the Apple market). However, having said this, I do realise that the user experience should not be dictated by the technology stack.

3. IKEA shoppers are cult-like

IKEA shoppers love IKEA products. They love to talk about what they’ve purchased and recommend their favourite items to their friends. All you have to do is look at IKEAFANS.com [http://www.ikeafans.com/] There's a real cult following for IKEA products (not as disturbing as Apple, but still somewhat formidable). With an e-commerce capability, I would tap straight into this cult energy. Imagine being recommended a product by a friend on the IKEAFANs.com forum and being able to directly purchase that product within the forum itself. You’re improving customer experience by eliminating the hassle of having to travel to your closest store and then search in-store for that particular product.

4. The current digital customer touch points need to be interlinked

A quick scan of IKEA’s customer touch points in their digital channel indicates social media presence (Facebook, Twitter, YouTube), an online and downloadable product brochure, online accounts, personalised shopping lists as well as the downloadable CAD 3D-modelling application. Only some of these digital assets are interlinked. E-commerce can act as the common glue between these touch points, resembling a hub-and-spoke framework. For example, customer should be able to purchase a product they’ve found from the online product brochure. Likewise, traffic can be driven from a tweet to a particular product page.

With the Australian Online Retail market ramping up, let’s hope IKEA can get on board and offer customers with an e-commerce channel.

What do you think?

Want more IKEA?

Observation, Ideation & Innovation

Last night, I presented at Deloitte's Forensic Innovation Cafe in Sydney. The brief given to me was to run the Forensics team through my thought process around one of my innovative pieces. It was to keep innovation real, and really inspire them to start innovating.

I walked them through ideation/innovations in 3 different industries:

  1. Airline Industry
  2. Non-for Profit Organisations (NPOs)
  3. Mobile

I then wrapped up with four key-learnings:

1. Observe & Reflect

What do Malcolm GladwellAlain De Botton, David Attenborough and Peter Williams (CEO of Deloitte Digital) have in common? What makes them great thinkers and inspirational individuals? They all take the time to observe society around them and reflect on their observations. These guys are able to weave together all of these disparate threads (observations) and synthesise them into articulate arguments.

The innovations I presented across all 3 industries spawned from individuals observing simple problems in the environment around them.

2. Don't Force it

Ideation & Innovation are akin to sitting on a toilet. They are natural processes, and you simply can’t force it. When it comes, it comes – it’ll drop like a bomb, or all of a sudden the ideas will starting flowing straight onto paper.

Want a practical example? Google Maps – that wasn't as a business-driven offering. It came out from a team of engineers, who in their 20% free time,  thought it was a great idea to map the world. Now we can't live without it.

3. Venture into new things

Get into a new skin. Learn new things. Nothing's holding you back. Don't have a skill? Identify the people who do and collaborate with them. For example, the Australian Red Cross Blood Service innovation involved me collaborating with two work mates down in Melbourne. I couldn't have done it without them.

Venturing into new things is also about creating stuff. Mark Pollard, strategy director at McCann Sydney, just recently blogged on Why strategists should make stuff. It's a phenomenal read and it ties in very nicely with this key learning.

4. Have a bit of fun

The CEO of Deloitte Australia, Giam Swiegers, couldn't say it any better, but "Have a bit of fun". Innovation is about having a bit of fun. Never let it become a dull and boring chore. Keep the creativity burning!

Overall, the response I received was positive. It was an alternate approach to looking at innovation. If there was anything I'd do differently, I would've cut down on my introduction (I thought my audience should know a little bit about me before diving into the content) and I'd tell them that ideation never really stops - can't push out an idea at the innovation cafe/workshop? That's okay. If you push it out later, add it back to the collective pool of ideas generated at the workshop.

So there you go, my presentation summed up in a quick blog post. If there's one thing you takeaway, it should be this: Take the time to observe and reflect on your environment.  You cannot innovate without insight. You cannot gain insight without observing.

If you want annotations, view the presentation on slideshare and refer to  the notes tab.

I hope you enjoy it. I'm keen for feedback! :)

Mobile Monday Sydney Roundup

Mobile Monday Sydney Logo Here's a quick brain dump of the insights from tonight's Mobile Monday Sydney. We had 3 fantastic speakers who provided unique perspectives on the mobile landscape. If you know someone who couldn't make it, spread the post!

The session opened with Ken Wong, head of User Experience at Fairfax Digital, who gave a top quality presentation on "Lessons I learnt from building i-stuff". Following him was Manuela Davidson, mobile producer at ABC, who provided an insight into the mobile initiatives at ABC. Closing off the session were Virgin Blue's Warren Hamilton, a product specialist, and Kirsten Romanin, a marketing specialist, who touched on the mobile travel landscape and the latest Virgin Blue Mobile App, called 'Check Mate'.

Favourite Quotes

The difference between a good and a great app is the lessons you learn from your customers. (Ken Wong)

Mobile is not a platform. It is a lifestyle. (Manuela Davidson)

Ken Wong (Fairfax Digital)

Ken's presentation approached the mobile space from a strong user experience perspective. He provided us with 3 critical lessons:

1. Let your users surprise you

  • Listen to your users. Learn how & where they use your apps.
  • The difference between a good and a great app is the lessons you learn from your customers.
  • Where can you start learning about your customers? Observe them 'in the wild'. Contact your customer service team. Mine your web analytics.

2. Start thinking about the 'bounce'

  • Traditional UX is state based - you move from one state to another
  • Mobile UX is different. You need to look between the states.
  • To improve mobile UX, consider transitions such as fading, zooming in/out. These interactions may seem so simple, but they completely change a user's interaction with the interface (and thus the system).

3. Laziness is good

Ken provides 2 approaches to 'laziness':

  • A lazy practitioner is a good thing
    • Identify high traffic features (e.g. login or search). Design & build this feature properly the first time and then copy & deploy it across multiple services. I call this: high quality, modular design.
    • Advantages: Better use of time elsewhere & consistent design and experience across differing mobile offerings.
  • Consider the 'lazy' UX
    • Primarily focused on the iPad's interaction model - most users use the iPad when they are 'lazily' lounged in a couch.
    • Key takeaway: consider the contextual environment when designing the user interface. You want the user interface, and thus the user experience, to harmonise with the user's environment.

Manuela Davidson (ABC)

Manuela provided a deep insight into the motivations, initiatives and statistics around mobile at ABC.

Some of the interesting points she raised included:

  • ABC's motivation for moving into the mobile space: "[in the future] mobile will fall easily within a public broadcaster's obligation".
  • Mobile is not a platform. It is a lifestyle.
  • Mobile traffic to the m.abc.net.au website: Apple (45%), RIM (28%), Nokia (7%), Android (4%), Other (16%).
  • As we move towards the tablet-era, the digital strategy to cater for these mobile devices will depend on content that is more interesting and inviting, as well as increased video consumption.

Future opportunities, challenges and considerations Manuela identified:

  • Users (customers ?) having a larger appetite for audio and video content
  • Increased customer expectation on video quality (HD, BluRay, 3DTV)
  • Data usage challenges the distribution chains (servers, bandwidth)
  • Rich media considerations (consume live/on-demand/offline content)
  • Relevant-based apps (location-based, social awareness, personalisation)
  • Future delivery considerations (telco bandwidth- 4G network, rise of User Generated Content (UGC), increased quality of data, increased uptake of social media, gaming)

Warren Hamilton & Kirsten Romanin (Virgin Blue)

Warren & Kirsten's presentation walked us through the thought process involved in producing the Check Mate Mobile App from competitior analysis to multi-channel marketing.

Warren provided us with some interesting mobile travel related statistics and facts:

  • 51% of AsiaPac travellers use mobile devices to check in or perform other activities (change seating, check up on flight cancellation)
  • BA.com has ~ 20,000 mobile users per day
  • Lufthansa issues ~120,000 mobile boarding passes per month; ~ 2 million mobile page views per month
  • Virgin Blue's mobile offering extends to their ~ 2 million Velocity Members
  • Biggest threat to airlines are the concierge services in the travel industry, as they contain more customer data (providing improved granular customer market isolation and analysis capability)
  • Co-branding with these concierge services is strategically strengthening - Virgin Blue has co-branded with WorldMate in the USA.
  • Air NZ is considered as the most advanced carrier to utilise mobile technology in the local AsiaPac market

Kirsten revealed their marketing strategy behind their Check Mate Mobile App launch:

  • Primary target market: 35-50yr old business men
  • 4 pillars of the marketing strategy: awareness, education, promotion, partnership
  • Given the target market, Virgin Blue's strategy was to align with a corporate brand and leverage the strength of that brand in the corporate market. This brand was BlackBerry (ever wondered why there isn't a Virgin Blue iPhone app?)
  • Marketing techniques learnt in the alcohol industry were translated to the mobile airline space - the technique of 'sampling' was used to develop a wallet-size pamphlet which could be easily distributed. It basically provided potential customers with a sample of the Check Mate mobile offering. More importantly, it served to initiate one-on-one conversations with potential customers.
  • Multi-channel marketing strategy spanned across: television, print, internet, kiosks in the waiting lounges. Overall, this ensured that constant customer engagement with the concept of the mobile app (prior to launch) and with the actual app (post launch).

Before I wrap up, I owe  a HT to @hannahlaw for her tweet about tonight's event. If she hadn't tweeted it, I wouldn't have been able to share these insights. So Hannah, a big thankyou!

Once again, if you know someone who couldn't make the event, spread the post. There's some fantastic content that's not to be missed!

Vampires, Blood Banks & Advertising

What on earth do vampires, blood banks and advertising have in common? At first glance, they seem completely unrelated and nonsensical. But when you consider them within the context of the Australian TV calendar, you soon realise that these 3 elements have much more in common. In fact, they are so tightly intertwined, that the Winter of 2010 presents the Australian advertising industry with an extremely unique opportunity.

Let me explain...my rather distorted/alternate market observations:

Firstly, True Blood Season 3 will debut in Australia in Winter, on August 19.

Secondly, Winter seasonally marks the lowest levels of blood donations to the Australian Red Cross Blood Service (people fall sick during Winter and donation rates drop dramatically). It also marks the period when donor campaigns are ramped up to obtain more blood.

The extremely unique opportunity here, is to capitalise on the business needs of both organisations and go to the Australian market with a co-branded campaign.  Both organisations will benefit from significant national exposure in the lead up to True Blood's third season debut. This will also continue to persist during the season's broadcast. Additionally, the Australian Red Cross Blood Service will potentially benefit from increased quantities of new donors or existing donors donating blood during the Winter season.

Why does this idea work?

It's vastly different.

Globally, I think this may be a first, where an international premium cable-television network teams up with a local humanitarian, non-government organisation to support a blood drive campaign. The closest the Australian Red Cross Blood Service has come to partnering with a media-related organisation is the 2010 Open Air Cinemas in Sydney, Melbourne and Brisbane. According to @redcrossbloodau, their "presence at the event was focused on raising awareness of the need for blood, rather than donations".

This campaign will be like a breath of fresh air, for the general public, and it will instantly grab their attention.

It's bold & edgy.

The Australian Red Cross Blood Service will be taking a huge leap away from it's current marketing strategy and will be definitely pushing the packet. What is exciting about this is that it's bold and edgy: it shows the versatility of the Australian Red Cross Blood Service to adopt an alternate market position, one within international, mainstream television media.

And it's not THAT risky.

Vampirism is nothing new for the Australian Red Cross Blood Service. For example, it currently works in conjunction with the Australian Medical Students’ Association (AMSA) on an annual blood drive competition known as the Vampire Cup. It also coordinates the Vampire Shield program at Queanbeyan High School during June and July. As such, affiliating the Australian Red Cross Blood Service brand with the True Blood vampire theme won't be an issue.

What will be issues though, are the other connotations associated with the True Blood series - the vulgarity, graphic violence, racism and nudity. I however, think this can be overcome - it depends on the angle of the True Blood series, which is marketed to the public. Furthermore, most of the public will understand that the motive for the co-branding is for a good cause. In this case, I believe the greater good will significantly outweigh any negative connotations.

What do you think? Putting aside the short time frame to execute an advertising campaign like this, do you think a co-branded approach would even work?

Drop a comment below & hit me back with some ideas :)