Learn from experts at Gainsight and FullStory as they share how to find and fix friction in the digital customer experience.
It’s easy to know that something’s gone wrong in your digital experience when customers tell you. It’s also the worst way to find out. And all those times a customer gets frustrated and doesn’t tell you? Worse still—because you’ll never know what went wrong or what to fix.
For those times when you do know that something’s gone awry, finding a fix and getting it prioritized can be a losing game—one that leaves your customer-facing teams repeating the dreaded “Thanks for taking the time to report this issue, we don’t have a fix right now but it’s in our queue.”
Last week, FullStory Director of Product Management Agata Bugaj joined Riana Upton at Gainsight to share how to proactively find and fix friction points in your user journey. In the webinar, Agata covered how to:
- Identify points of friction in your product.
- Increase engagement & adoption.
- Balance new feature work with frustration fixes.
If you were unable to join, check out the full recording here.
And, because this webinar included a really great question and answer segment, we've included some of the best Q’s & A’s below!
Are there any times when friction is a good thing in your user journey?
Agata Bugaj: It is true that many times when we think about friction it has a negative sentiment to it. But friction really can be good. It goes back to understanding your users and what it is you’re trying to solve for them. For example, when you’re trying to delete something like an image, a document, or some data, often you get a prompt to confirm that you really do want to delete that thing. Deleting is a permanent action so adding some friction in there to ensure your you’re users don’t make a really frustrating mistake is actually a great thing.
How do you know when you have enough data to make a decision on prioritization?
Agata: The short answer is that it depends. It depends on what is the thing that you’re trying to decide on. Is it something that is high risk or requires a massive investment? If it is high risk, you’re going to want to spend more time and have more data inputs. If it’s not high risk and the level of effort to revert the decision if you make the wrong one is relatively low, sometimes you might just go based on gut and experience.
Another thing that goes into this is company culture. Are you at a company where failure is appreciated, encouraged, and acknowledged? And if you make a decision and it’s the wrong one, it’s okay as long as you move quickly and pivot? Or are you at an organization that’s more conservative? If so, you may need more data, assurance, and buy-in when making decisions.
How do you use the signals received in the data to do your more traditional journey making activities?
Agata: It is actually an input. It depends on what you’re journey mapping. For example if you’re identifying your key personas you might do a journey map for them. That journey map might be tool agnostic and you might just be trying to understand some of the psychology and motivations behind how this persona does their job and how they come to need certain data or tools. However, if you’re doing a journey map around different personas using your product, and you’re able to supplement the journey map with quantitative data that helps support the points of friction that exist, you should.
Can you speak to how the data from FullStory about Rage Clicks and friction points might compliment friction findings with qualitative inputs from user research etc. Do you ever marry to two?
Agata: Anytime that you’re able to marry qualitative and quantitative data it will be an even more powerful way to understand your customer and illustrate the why behind what you want to change or improve in your product. That’s actually why it was so important to us to have the ability in FullStory to recreate and replay what each customer’s experience is like. And you definitely can layer qualitative inputs from user research or interviews. If your research is with actual customers or users of your product, you can review some of the sessions in FullStory and present both what the customer says and what their usage looks like, what it might actually look like to struggle through a confusing onboarding flow for example or to get stuck trying to do one particular task.
When you have a friction point how do you know if it’s large. If I have a page that’s driving sign ups and you see a drop off, how do you know if the drop off is large enough to be a point of concern?
Agata: I would take a look at a couple things. There are industry benchmarks in some cases or you can reach out to your trusted peer network kind of trade notes on what they’re seeing. Another thing that can help you is to dive into the sessions and watch users go through the sign up flow and watch users that start the flow but don’t make it all the way through. Does it seem like it is really difficult for them? Are they struggling? Based on what you’re seeing you could do some quick iterations and test some changes that might move the needle. At some point in your iteration process you may not be able to move the needle up anymore. That’s where you start to understand your real ‘normal’ for your application and your users.
In the 9 Blocker, value versus effort, is the goal to only work on the high value work items?
Agata: Great question. No. The numbers are here to help prioritize and bucket, but there definitely are cases where it makes sense to do something that’s a 5 versus a 3 because it’s a lot less effort. It comes down to how much time you have to do certain things, which teams are available, and what your goals are. Then you can slot in the right work items. Where this becomes really helpful is trading off one medium effort task with another medium effort task (which will drive more value?).
The other thing to call out is that value has many currencies. It’s not just dollars. Sometimes it’s the right call to prioritize something that drives customer satisfaction rather than something that will drive net new customers or increase your average sale price.
What is your opinion on creating different experiences on the web versus on mobile? Is this helpful or confusing?
Agata: It depends on who your target customer is. If you think about the retail experience for example, customers who interact from their desktop versus their phone may be doing different things. And it also depends if people are often researching on their phone and then completing purchase in store, or if they are completing their entire journey on the web or on the phone.
So the bottom line is that you need to understand your specific customer’s journey with your brand and what their goals are at each stage. Here’s an example: if I’m on my phone visiting a site like Ikea’s, it’s likely that I’m trying to make sure I know exactly where I need to go in Ikea to get the item I’m planning to purchase. But, if I’m browsing Ikea’s site from home, I may be thinking about which couch or bookshelf would work best in my home. So I may want and need a different experience to help me accomplish these two different goals. So, I know I keep repeating this but it’s true, in all of these cases you’ve got to understand the value your product provides and more than anything else you’ve got to understand your customers and what goals they’re trying to achieve with your product.Then you can start to improve your digital experience to meet their expectations and hopefully delight them in the process.