Today, Brian Casel is proud to own and operate a business that does not revolve around billing for time. Instead of writing proposals and taking on client work to pay the bills, he’s building an asset that grows in value year after year. In this article, Brian will share five key lessons he learned from making this transition. He’ll share the story of how he iterated and improved the business because of them. His goal here is to show you that you can still find success by doing a lot of things wrong. That’s how you level up from freelancing to owning a thriving, growing business.
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Storytelling is not just a tool to engage users. It is also a powerful way to teach organizations more about their customers. Most organizations are reasonably good at gathering data on their users. But data often fails to communicate the frustrations and experiences of customers. A story can do that, and one of the best storytelling tools in business is the customer journey map. Think of the customer journey map as a poster pinned to the office wall. At a glance, people should be able to see the key touchpoints that a user passes through. It should remind them that the customer’s needs must always be at the forefront of their thinking.
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Web designers usually lose money on a project as a result of the client endlessly iterating on the design. After a few bad experiences, we avoid consulting with them. Unfortunately, this often makes interaction with the client even worse, so they interfere even more, creating a vicious cycle. But there is a way that enables you to produce outstanding design and maintain your profit margin! The answer lies in involving the client in the process, rather than excluding them. It involves collaborating with the client to produce a design. In this article, Paul Boag will show you how.
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Developer’s involvement in the design process seems to be addressed very little. This is a shame, because developers have a huge amount to add to discussions about design. The truth is that many designers have a somewhat elitist attitude towards design. They believe that only they can come up with good design ideas. Everybody has the ability to make good design suggestions. Admittedly, a trained designer will probably be more effective at finding design solutions. But that does not mean others should not contribute. As designers, we need to swallow our pride and accept contributions from everybody!
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Sometimes, despite your careful planning and best efforts, a project will fail. And preparing to deal with failure is as important as planning for success. The important thing to do when a project goes bad is learn from it. Once the dust has settled, sit down with your team and take an honest look at what went wrong. Own up to your own failings, and do what you can to make sure they do not arise again. Articles and tips on how to kick off a project right and build a long-term client relationship are helpful in this industry, but if you only focus on what to do when things go right, then you will be ill-prepared for when things get so off track that you are unable to complete a project.
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An abandonment means that a customer has visited a website, browsed around, added one or more products to their cart and then left without completing their purchase. Reducing the number of abandoned carts would lead to higher store revenue. The question then becomes how can we, as designers and developers, help convert “warm leads” into paying customers for our clients? Designers and developers are in a powerful position to help their clients increase their revenue, and being armed with tactics such as the ones outlined in this article will hopefully enable them to offer a wider range of services.
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Dammed up inside our heads are creative waterfalls of fresh interactions, transitions, and animations. But how are we supposed to communicate them to our teams, our developers? How do we get them out of our heads? Through a game of charades? Not being able to “show” the interactions and animations that bring our designs to life is one of the common struggles plaguing our industry. Exacerbating the urgency of this challenge is the simple fact that we now design for screens that can be tapped, pinched, swiped, zoomed, and more.
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In the context of software development, a product is the website, application or online service that users interact with. Depending on the size of the company and its products, a product manager could be responsible for an entire system or part of a system. This is confusing because, in most contexts, a product is a thing you sell to people. Product managers often get confused with category managers, which are the team that sources and merchandises the products sold on an e-commerce website. So, yes, “product” isn’t the best word for it, but it’s what we’ve got, But do companies really need product managers? And, if we can agree on that, what are the characteristics of a good one? Also, where does this role fit in an organization’s structure? Let’s explore these questions.
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Shocking user interfaces costs companies in productivity, training and even the customer experience. People are fed up with inadequate internal systems. Many of those interviewed had given up on the official software. Instead, they use tools like Dropbox, Google Docs and Evernote. Frustration will only increase as millennials enter the workforce. These people are digital natives, and they expect a certain standard of software. They expect software to adapt to them, not the other way around. In this article, Paul Boag will show you how to fix this.
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To fully realize that creativity, successful developers need to continually improve their skills. The web industry has grown from this desire to learn. You only need to look at the unwavering demand for conferences, workshops and training days for evidence of this, but the cost of continually sending your team to workshops and training days can quickly become unsustainable. Within your team lies a wealth of skills, knowledge and experience that can be shared and developed further. With a little effort and using resources freely available on the web, you can increase the technical competence of the team organically, with much lighter demands on time and cost.
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