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How to succeed in the mobile game space by Lloyd Melnick

Month: May 2015

How to build a good design team

I came across a great post, “The Redesign of the Design Process” by Jared Spool, that shows the best product or game designs comes from teams of people with a strong market focus. It no longer comes down to having a visionary designer, if that was ever the case.

Spool point out that the process that a team uses to create great designs does not happen by chance. It needs to be intentionally built. The process itself needs to be designed.

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What does the user research say?

Although many designers and teams conduct user research, the most successful teams “design” how that research fits into its process. Rather than do superficial, and sometimes counter-productive, research, the most successful design teams are determined about the process of fitting what they have learned into their existing knowledge.

Spool points out, “The user researcher’s role has changed. It used to be about running studies. Now it’s about growing the team’s understanding of their users. In this new role, the user researcher still needs to run a high-quality study. However, the real emphasis is to truly understand what the team thinks about their users. Then, using their well-adapted toolbox of user research techniques, they identify where that thinking is faulty. In time, a great UX researcher guides the team to a more accurate understanding of the user, which means design innovations are more likely to emerge.” Continue reading “How to build a good design team”

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Author Lloyd MelnickPosted on May 21, 2015January 4, 2016Categories General Social Games Business, General Tech BusinessTags Design process, user researchLeave a comment on How to build a good design team

”Mobile First” is so 2012

The phrase “mobile first” helped many developers succeed as apps overtook Facebook and web products in user acceptance. The concept, however, no longer has significant meaning as virtually every company is focused on the mobile consumer. What was a key part of every successful tech and game company’s strategy for the last four or five years, focus on mobile before web, is no longer a key to success. A recent blog post on Inside Telecom, “Why ‘Mobile First’ May Already Be Outdated,” shows that successful mobile app developers are now creating web apps for larger screens.Slide1

It is about the screen

The post makes a great point that mobile is not about the actual device (after all, why is an iPad mobile and laptop not, since you can take both with you and cannot make calls on either) but about the way people access and consume information.

Last year, everyone was optimizing for phones and tablets, now the target is the iPhone 6 Plus and other phablets. Will next year be the year of tiny screens on your wrist. The article points out that “the optimal screen size is still a moving target.”
When considering product development, the only screen size you are certain of is the big one. Most people sit in front of a large monitor for a major part of their workday and then have a large television at home and that probably will never change. Continue reading “”Mobile First” is so 2012”

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Author Lloyd MelnickPosted on May 19, 2015January 4, 2016Categories General Social Games Business, General Tech BusinessTags customer, mobile first, screenLeave a comment on ”Mobile First” is so 2012

Univision Tells Advertisers That It’s Unaffected By Fragmentation – Upfront

Univision Tells Advertisers That It’s Unaffected By Fragmentation – Upfront

I wonder when the mobile and social game industry will notice this huge market.

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Author Lloyd MelnickPosted on May 17, 2015Categories UncategorizedLeave a comment on Univision Tells Advertisers That It’s Unaffected By Fragmentation – Upfront

How to hook your competitor’s customers

I have written frequently about the importance of knowing your competitors (competitive intelligence) and I also love Nir Eyal’s Hooked model to build products that retain; I just came across a slideshow by Nir that brings both of these concepts together. Nir’s presentation, “4 Ways to Win Your Competitor’s Customer Habits” (presentation below), shows the four ways companies build better hooks than their competitors.

As a quick recap, the Hook Model describes an experience designed to connect the user’s problem to a solution frequently enough to form a habit. Eyal defines habits as behaviors done with little or no conscious thought. The convergence of access, data, and speed is making the world a more habit-forming place.Businesses that create customer habits gain a significant competitive advantage. It has four phases: trigger, action, variable reward, and investment.

Eyal identified four ways to win customer habits. If your product becomes the one the customer is hooked on, then you will enjoy their continued business.

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Faster HOOKS

The first technique is faster hooks. The faster the user passes through the model, the greater the product’s or game’s habit forming potential. Nir Eyal uses the example of Netflix, which won over people’s viewing habits from Blockbuster by delivering movies what were waiting for users rather than forcing them to get in a car, pick the movie, pay and drive home.

To achieve faster HOOKS, first understand the must-have reason people are using your product or game. Next, lay out the steps the customer must take to get the job done. Finally, once the series of tasks from intention to outcome is understood, simply start removing steps until you reach the simplest possible process. Continue reading “How to hook your competitor’s customers”

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Author Lloyd MelnickPosted on May 14, 2015January 4, 2016Categories General Social Games Business, General Tech Business, GrowthTags competition, habit forming, Hooked, HOOKS, Nir EyalLeave a comment on How to hook your competitor’s customers

How to develop repeat customers

Most people understand the importance of selling to your existing customers, or monetizers in a free to play environment, but most efforts and features are built around attracting new customers. That despite the fact that the probability of selling to an existing customer is 60-70 percent while the chance of selling to a new prospect is 5-20 percent, according to Marketing Metrics. A recent online article from Matt Perl called “5 Sexy Rules of Customer Retention,” (better named than any of my posts) discusses five straightforward ways to improve sales to existing users.

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Reward your customers

You often give incentives to new users, give repeat customers some reward. As Dan Ariely has written, free is very powerful, so giving your customers something free (with no strings attached) is a very powerful tool. I once wrote how thank you notes can help your business, as they can provide a low cost way to give back something to your customers.

Recognize customers from their online footprint

The goal is to recognize customers automatically when they come into your game or encourage them to register. The less friction involved (if you can identify and track automatically without violating privacy issues), the more customers you can touch in this way. Company or product portals are a strong and deep way to tie together a customer with your brand and if your customer comes to you without any pushing than you are doing a great job. Continue reading “How to develop repeat customers”

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Author Lloyd MelnickPosted on May 12, 2015January 4, 2016Categories General Social Games Business, General Tech Business, Social Games MarketingTags Customer satisfaction, lifetime value, LTV, reactivation, vipLeave a comment on How to develop repeat customers

How to calm irate customers on social media

I came across a great post recently how to mollify a negative situation on social media. We have all seen, hopefully not experienced, an incensed customer or player venting their anger on Facebook, Twitter or other social media. These customers have a disproportionate impact, as many and potentially thousands see their rants if it goes viral. The negative posts also often turn up in searches of your company or product. These customers can have a long-term damaging impact on your brand.

The aforementioned post, “5 steps to diffuse an angry customer on social media,” lays out five keys to dealing with customers who are posting negatively on social media:

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  1. Timeliness. It is critical to respond quickly to the issue. The longer you wait the more the disgruntled customer’s side of the story will be visible unopposed and the more upset they will probably become. If you deal with it quickly, the issue is much less likely to spread.
  2. Deal with all social media channels. If you respond to the disgruntled customer on one social media channel, make sure you address any posts on other social media. For example, if they post on Facebook and you respond there, also respond to any of their tweets or if they mention you in their blog.
  3. Take the complaint to the right place. Make sure the appropriate department or office deals with the concern. When I had a problem with the Extended Stay and posted about the, rather than the local property responding it would have been more powerful if the corporate headquarters addressed my issues.
  4. Be patient. It is easy to get worked up by an angry customer, especially if you feel their issue is not as bad as they claim, but put your emotion aside and be tolerant with your customer. They may continue to rant and rather than being drawn into a negative loop, continue to be positive until you have won them over.
  5. Produce. It is always the results that matter and when dealing with an angry customer, these results are even more important. Make sure you deliver what you promise the customer to resolve the situation.

When you have unhappy customers expressing their discontent on social media, rather than ignoring it and hoping it goes away follow the above five steps and you are most likely to see positive results.

Key takeaways

  1. Customers who are unhappy with your company or product can cause serious damage on social media as their complaints may be seen by thousands or even millions.
  2. Rather than hoping the customer goes away, you should proactively address the irate customer.
  3. By responding to their negative posts quickly, dealing with their outbursts on every social media channel they are suing, taking the complaint to the right part of your business, being patient with the user and delivering a solution you are most likely to defuse the situation.
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Author Lloyd MelnickPosted on May 7, 2015January 4, 2016Categories General Social Games Business, General Tech BusinessTags customer service, social mediaLeave a comment on How to calm irate customers on social media

Reducing surprises with your project and game development

Last week I wrote about improving your project management, today I want to address a related issue, how to minimize surprises during product development. Most experienced leaders in the tech and game space (and probably any product development) have experienced many projects that fail to meet their goals for time, cost or performance. Rather than accepting these failures as part of the development process, an article in the MIT Sloan Management Review, Reducing Unwelcome Surprises in Project Management by Tyson Browning and Ranga Ramasesh, shows how to reduce these undesirable blows.

Browning and Ramasesh discuss projects often miss schedule and projections because of unknown unknowns, problems people do not even know they do not know (rather than issues you are concerned about from the beginning). What the authors point out is that they are not really unknown unknowns but issues that nobody has bothered to find out. Many of these unknown unknowns can be converted to known unkowns (and thus planned around) through a process of “direct recognition.”

Six project domains

There are six project domains where a project uncertainty resides and where recognition of the uncertainty should occur. “Projects operate as systems. Project and performance result not only from individual project elements but also from how the elements work together.” All projects have five key subsystems that when coupled with the project’s context contain both known and unknown unknowns.

  1. Result subsystem. The desired result of most projects is a product, service, feature or other deliverable. Results have multiple components, all of which must work together to deliver success. Problems in one area can bleed into other areas.
  2. Process subsystem. The labor required to execute and manage a project is another system, made up of activities, tasks and decisions tied to the flow of information, work product and deliverables. Efficient and effective processes depend not only on the specific activity but also on the relationships among the activities. Bad inputs can undermine an otherwise value-adding activity.
  3. Organization subsystem. A third type of system incorporates the people, teams, departments and functions working on a project. This is the system that often breaks down due to poor communication.
  4. Tools subsystem. Team members need tools, facilities and equipment to manage activities and exchange information. Many tools, however, are unable to transfer information due to various incompatibilities and organizational decisions.
  5. Goals subsystem. Almost every project has goals for time, cost and performance/quality. These three areas, however, compete with each other. For example, improving performance by adding features often adds costs.
  6. Context. Every project (hopefully) exists within a larger context. A project may be part of a larger portfolio or a feature for a game. It may also have multiple stakeholders with competing visions and metrics for success.

The first step in reducing unknown unknowns is to consider these six subsystems and their relationships.

The factors driving uncertainty

There are multiple elements of a project’s subsystems and context that make impact the likelihood of surprises. If you review your project looking for unknown unknowns you are more likely to convert them to known unknowns (and thus account for them in your schedule/budget). There are six factors that drive uncertainty and help you identify unknown unknowns.

The first of is complexity. A complex system contains many interacting elements that increase the variety of its possible behaviors and results. A project with more tasks, people or requirements is going to be more complex than a project with fewer. When a project’s elements have a greater variety of tasks, complexity also increases. The higher complexity, the greater the chance of experiencing unknown unknowns.

The second element driving uncertainty is complicatedness. Complicatedness is more subjective than complexity. It is often increased if the product is unprecedented or its structure is unintuitive. The more complicated the project, the more difficult it is for the participants to understand and anticipate.

The third factor impacting uncertainty is dynamism. A project’s volatility adds to its complexity. A project’s external dynamics are particularly likely to affect its goals, for example if regulation changes. Changes in goals then add to the complexity and complicatedness and increase the chances of unknown unknowns.

The fourth factor impacting uncertainty is equivocality. Project work requires sharing a great deal of information. If the information is not crisp and specific, then the people who receive it will be equivocal and will not be empowered to make firm decisions.

Mindlessness is the fifth factor driving uncertainty. These are the perceptive barriers that interfere with the recognition of unknown unknowns. They good be too much reliance on intuition or anchoring on past experience and traditions rather than looking objectively at the situation.

The final factor impacting uncertainty is project pathologies. Project pathologies are structural or behavioral conditions in and around project in their entirety (rather than individuals who exhibit mindlessness) that allow unknown unknowns to remain hidden. Project pathologies include mismatches among the project subsystems and context, unclear expectations among stakeholders and dysfunctional cultures.

Reducing unknown unknowns

Slide1

By addressing the factors that drive uncertainty and understanding projects’ subsystems, Browning and Ramasesh suggest several ways to reduce the chance of unpleasant surprises

  • Decompose the project. Modeling a project’s subsystems builds understanding that exposes unknown unknowns. Decomposition should begin with the natural structure of the overall purpose of the project, identifying the sub-problems relating to key areas and complimenting it with experience and experimentation.
  • Analyze scenarios. Scenario planning includes building several different future outlooks. It tries to understand and build uncertainty into the reasoning. Rather than being predictions, scenarios are coherent and credible futures built on dynamic events and conditions.
  • Use checklists. Organized learning from past projects can inform planning. They can take the form of checklists or prompt lists, though should not be used as a substitute for thinking.
  • Scrutinize plans. Project plans are an estimate for how success will occur, including resources needed and results. All participants and stakeholders should scrutinize closely these estimates. This scrutiny can be as project reviews, audits or even external evaluations.
  • Use long interviews. Thorough interviews with project stakeholders, subject matter experts and other project participants are effective at uncovering waiting problems and issues.
  • Pick up weak signals. Weak signals often come in subtle forms, such as unexplained behaviors, confusing outcomes or a realization that no one in the organization has a complete understanding of the project.
  • Mine data. When vast amounts of data, analyzing this data can pull out implicit, previously unknown information. By reviewing data from multiple projects, data mining could help you identify precursors of potential problems.
  • Communicate frequently and effectively. Regularly and systematically reviewing decision-making and communication processes, including the assumptions that are factored into the processes, and seeking to reduce information disparities, can help to anticipate and uncover unknown unknowns.
  • Balance local autonomy and central control. Using decentralization of control to grant autonomy to the local nodes of a multi-nodal project aids recognition of unknown unknowns. Although decentralization helps project managers compensate for their knowledge gaps, it creates challenges for governance. Local nodes are less willing to report problems. You must balance central authority with local control to ensure unknown unknowns are both discovered and reported.
  • Incentivize discovery. One of the best ways to identify unknown unknowns is timely and honest communication of missteps, anomalies and missing competencies. Offering incentives for candor can show people there are advantages to owning up to errors or mistakes in time for management to take action.
  • Cultivate an alert culture. If project participants and stakeholders understand how unknown unknowns can derail projects, they will strive to illuminate rather than hide potential problems. You can make the culture more alert by emphasizing systems thinking, stress the limits of what can be known about a project a priori, seek to build a wide range of experiential expertise, develop the characteristics of a high-reliability organization and learn from surprising outcomes.

Avoid the unpleasant surprises

With the techniques above, you and your project managers can uncover and recognize knowable unknown unknowns. By providing guidance on where and why these unknown unknowns exist in projects and how to recognize their clues, you can reduce the number and magnitude of unwelcome surprises.

Key takeaways

  1. Unpleasant surprises in product management – particularly software development – occur when issues arise that nobody thought of, referred to as unknown unknowns.
  2. To anticipate unknown unknowns, you need to understand the underlying system for the projects and the key factors (complexity, complicatedness, dynamism, equivocality, mindlessness and project pathologies) that drive the uncertainty.
  3. You can then reduce the number and magnitude of unpleasant surprises by moving many to known unknowns by decomposing the project, analyzing scenarios, using checklists, scrutinized planning and strong communication (among other techniques).

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Author Lloyd MelnickPosted on May 5, 2015May 3, 2015Categories General Social Games Business, General Tech BusinessTags collaboration, communication, Game development, project management, software development, surprises, uncertainty, unknown unknowns3 Comments on Reducing surprises with your project and game development

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Lloyd Melnick

This is Lloyd Melnick’s personal blog.  All views and opinions expressed on this website are mine alone and do not represent those of people, institutions or organizations that I may or may not be associated with in professional or personal capacity.

I am a serial builder of businesses (senior leadership on three exits worth over $700 million), successful in big (Disney, Stars Group/PokerStars, Zynga) and small companies (Merscom, Spooky Cool Labs) with over 20 years experience in the gaming and casino space.  Currently, I am on the Board of Directors of Murka and GM of VGW’s Chumba Casino

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