The Net Promoter Score (NPS) is a popular metric for measuring customer loyalty. For many companies, it’s THE only metric that matters. With such wide usage across different industries, departments, and companies of various sizes, it’s no surprise many questions and controversies arise. Some are systemic—should the NPS be used as a key metric?—and some
Surveys often suffer from having too many questions. Many items are redundant or don’t measure what they intend to measure. Even worse, survey items are often the result of “design by committee” with more items getting added over time to address someone’s concerns. Let’s say an organization uses the following items in a customer survey:
Measurement is at the heart of scientific knowledge. It’s also key to understanding and systematically improving the user experience. But numbers alone won’t solve all your problems. You need to understand what’s driving your metrics. While taking the pulse or blood pressure of a patient will provide metrics that can indicate good or poor health,
Management often gets blamed for not appreciating or understanding the importance of UX. While managers can’t be expected to fully grasp all details of UX research and design, if they (or you) are going to effectively manage the efforts, you should know best how to measure them. Here are ten key concepts for managing and
There’s a continued need to measure and improve the user experience. In principle, it’s easy to see the benefits of having qualified participants use an interface and measuring the experience to produce reliable metrics that can be benchmarked against. But in practice, a number of obstacles make it difficult: time, cost, finding qualified participants, and
Most UX designers I know didn’t get into the field because they have a passion for measuring. But even when numbers aren’t your motivation, at some point in your career you’ll likely need to provide evidence that a new design is actually better that a previous one. And an interface is only “better” if it’s
