A User Experience Business of One – Thnxz to @uxbooth


The story behind what we today know as the Business Model Canvas is an interesting one. Originally created as a conceptual framework for Alexander Osterwalder’s PhD project, it later became the subject of an entire book calledBusiness Model Generation, co-authored with Yves Pigneur. Today, both the book and the canvas allow those of us without business training (including yours truly) to better understand sustainable business practices.

Vía uxbooth.com

My application of the Business Model Canvas is likely atypical, though. Instead of using the canvas to aid clients, I wondered: what if I looked at my role as a business itself? After all, I need resources to operate (a budget, my supervisors’ time, my colleagues’ expertise); I have customers (people to whom I provide value); I have costs (my time, materials, stress). Could understanding all these things help me design more efficiently?

Full article HERE 🙂 !

Introspection

To follow my logic, it’s useful to first understand how the business model canvas is laid out.

Personal Business Model Canvas Worksheet. Source: http://www.businessmodelyou.com

Divided into nine parts, it includes:

  • Key partners – Who supports you?
  • Key activities – What do you do to create value?
  • Key resources – What do you require?
  • Customers – For whom do you create value?
  • Value – What problems do you solve? What needs do you address?
  • Channels – How do you communicate your value?
  • Customer relationships – How you interact with customers?
  • Revenue – What do you get?
  • Costs – What do you give?Full article HERE 🙂 !

Using the original book’s sequel (Business Model You) as a guide, I thought critically about my role within my organization. Rather than rigorously weigh all nine considerations here, though – something for which the book is much better suited – let’s look at three in particular: customers, value provided, and key channels.

Customers: not just the end-user

While it’s relatively easy to assume that our customers are the same as the customers of the company for which we work, this isn’t strictly the case. As the book defines them, customers are anyone for whom we’re creating value, including:

  • Clients and stakeholders, who rely on us for our expertise;
  • End-users, who rely on us to represent their needs;
  • Software developers, who rely on us to clarify interactions and interfaces;
  • Other members of the design team, who rely on us for user research; and, finally,
  • Colleagues in quality assurance, who rely on us for specifications and clarifications.

Notice that end-users are only one item on the list. Notice, also, thatcolleagues are customers too. Couple this with the fact that we practice user-centered design and it becomes increasingly obvious why it’s part of our job to consider our team and their benefit.

User experience design isn’t limited to human-computer interaction; it includes human-human interaction as well. Before filling out the canvas, I instinctively knew this – that my responsibility did not end with “end users” – however, I didn’t know what I could do to serve them more effectively. That’s when I considered value propositions.

Full article HERE 🙂 !

About the Author

Evgenia (Jenny) Grinblo

Evgenia (Jenny) Grinblo is a user experience practitioner at London-based mobile agency, Future Workshops. A native Russian-Israeli, she approaches her practice with a sociological mind and a passion for facilitating team work. When away from her iMac, she is a foosball apprentice and an occasional speaker on empathy in design.

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