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> This is truly a nightmare scenario for any CEO: do you take the risk and proceed with the better user experience/product at the expense of short term numbers–
by kybernetyk 13y ago
> This is truly a nightmare scenario for any CEO: do you take the risk and proceed with the better user experience/product at the expense of short term numbers–with no promise that the better design will actually lead to long-term benefits–or do you scrap the new design and start over?
Doesn't this only apply to CEOs who run companies that give away their products to indirectly monetize it? If you had a product you sold to your customers wouldn't this improvement in usability/product quality be a no-brainer because better product = more sales = more revenue?
- TeMPOraL 13y ago> If you had a product you sold to your customers wouldn't this improvement in usability/product quality be a no-brainer because better product = more sales = more revenue? Not really, because again, "better product" is only a proxy for the real goal of many companies, i.e. "more revenue". Even earning money directly on the product won't stop sales people from inserting various money extracting tricks that abuse people's cognitive biases and heuristics. Just look at Badoo. Or Zynga.
- wtracy 13y agoI can think of lots of counter-examples. What if your product is licensed per-seat, and your change allows your customer to achieve their goals with fewer employees using your product, reducing the number of licenses purchased? What if your change allows your customer to complete their task more quickly, and they stop paying for your SaaS product as soon as they complete said task? What if your improvement improves interoperability, and your customer's partners decide not to purchase your product because they no longer need it to work together? What if your change reduces the need for your customer to later purchase an upgrade?