INFUSING AN INSANE AMOUNT OF CARE

In 2008, a presentation by Apple's Senior Engineering Manager Michael Lopp at a South by Southwest conference (SXSW.com) provided some insight into the oft-mysterious design processes at Apple. They illustrated the extent of the care and thought that goes into Apple's products, as well as each individual feature. Although, given more limited resources and budgets, exactly adopting the following methodologies isn't practical for most companies, each of the insights does provide a glimpse into how Apple is able to foster unusually tight design decisions that, most of the time, work well both functionally and aesthetically.

• Pixel-perfect mockups — By pixel-perfect, Lopp explained that for every interface feature or dialog, there was a mockup that could be deemed final. Though, admittedly, this would take an enormous amount of work and time up front, his reasoning was that it removes all ambiguity, and results in less reworking later on because of unseen additions or unclear direction. This does not mean mockups cannot then evolve as new features are added, or redesigned, along with product changes. However, at any given stage, they are ready with implementable, functional design.
• 10 to 3 to 1 — As opposed to what Lopp explained was the more typical “seven to make three look good” approach to creating mockups, Apple's designers build ten uniquely functional and/or aesthetic mockups for any feature, pared it down to three, and then chose the strongest from those.
• Paired design meetings — Throughout development of an app, design teams at Apple have two meetings a week. One is for brainstorming and ideation, and the other for production, or how to achieve the things conceived in ideation. The production aspect is a great counter to feature creep, because if a creative idea doesn't have the wings to get it through implementation, the idea won't survive. It's this creative, open-ended thinking until the end that allows for the best possible product.
• Pony meetings — Every two weeks, designers let the decision makers (usually senior management) in on new directions being explored in order to maintain visibility. This, in turn, provides them with buy-in and influence, both to thwart what may otherwise have been a direction the team pursued in vain, or to pursue promising features.

The takeaway here is that, as much as possible, putting care and thought into each aspect of your app can usually catapult it, regardless of its “ideal-ness,” somewhere above average for an app in your niche.

Treating User Experience as King

From the earliest Macintosh home computer, Apple has aimed to create as-simple-as-possible, refined, and intuitive user experiences, both for hardware and software.

As an example, compare two different approaches for productivity software: Microsoft's Office Suite (Figure 9-1) and Apple's iWork Suite (Figure 9-2). Not to knock the PC giant — the newer ribbon interface is pretty easy to work with, and the software is both capable and powerful — but let's face it, Microsoft does throw every option under the sun into the interface.

FIGURE 9-1: Microsoft Office 2007 utilizing the newer “ribbon” interface — functional and powerful, but not exactly first-time-user friendly

That's perfect if you know what you're doing, but as an experience or for casual word processing, the more user-friendly and aesthetically pleasing of the two is fairly obvious. Their markets are different, and so is their approach to user experience, though let it be said that Microsoft, on the whole, continues to improve. You can simply look at the improvements in Windows 7, the Zune HD interface (Microsoft's portable MP3 player), completely overhauled Windows 8 interface, Windows Phone, and its search engine, Bing.

FIGURE 9-2: Apple's iWork '09 “Pages” interface, with fewer, larger icons, broader categories, and easier to assimilate

The type of transformation by Apple of most computer tasks to user-friendly design has a lot in common with Google's simplistic/minimalistic approach, and, in general, to the established Web 2.0 movement that began several years ago (and continues to evolve). It can be said that Apple paved the way for this type of simplicity, and for reasons mostly not software-related, did not get adopted by the mainstream until the iPod took off. Today, because there is real momentum behind the user experience “movement,” it is best if apps start adopting many of the approaches people are starting to accept as standards in mediums such as web design, app design, software, and hardware.

One of the most essential reads for creating an app can be found at none other than the Apple Developer Site's library (http://developer.apple.com/library/ios/navigation/). It is called the iOS Human Interface Guidelines and embodies all of Apple's prior standards of app design, while providing specific examples using the iOS interface.

Within these guidelines, there is a lengthy and practical section on user experience, which does a good job of summarizing not only Apple's approach, but overall knowledge gained in the user experience (sometimes called UX) industry as it applies to app design. If you can implement some of the following approaches, you'll at least be able to keep pace with your competition, and perhaps move ahead of them in terms of user experience, which will reflect in reviews.

• Maximize user feedback — Provide every button press, gesture, or action with appropriate feedback to signify the user has performed an action. Responsiveness should be as close to 1-to-1 as possible, meaning instant. It is highly recommended that you put extra polish especially on feedback, so that, in every part of your app, users are getting feedback in one way or another. Things as simple as a small jiggle animation for a button press, or an extra piece of custom animation that users aren't accustomed to, can add significantly to the overall experience and set your app apart.
• Top-down approach — The top of the screen is most visible, simply because of how users hold the device (whether iPhone or iPad). Users scan from top to bottom, so place the most frequently used information near the top, and from general to specific as you go lower.
• Instantly understandable — Because most people do not read tutorials or rules, or any large block of text, it is imperative that you make the app as easy to navigate and learn as possible. To achieve this, limit controls and clutter, and be consistent with standard app iconography, controls, and gestures.
• Don't make users fiddle with settings — Settings should be optional, and apps that require that users input information or set up their experience before trying it out are much less likely to be used.
• Add metaphors when appropriate — Consider implementing metaphors (as discussed in Chapter 6) to make your app more intuitive and easy to digest by comparing actions with physical things users already know how to do,.
• Large enough icons and buttons — One of the main problems with small devices (and this goes back to regular cell phones) were the too-small buttons, which led to mistakes. In the same way, it can be frustrating (especially in an app that depends on it — like a calculator) to have buttons where the accurate press rate is anywhere below 90 percent. Ensure that all targets can handle fingertips. Sometimes, if there is extra space, it's recommended to make tappable “hotspots” even bigger than the visible button, especially in cases of heavy use (such as in a corner).

Although Apple hasn't always succeeded at every step (especially in the area of mainstream adoption of its computers), there can be no denying that it consistently endeavors to further the user experience. Figure 9-3 shows just how far back Apple's influence has gone.

FIGURE 9-3: The early Macintosh “windows” interface helped define operating system standards to this day

The Little Things Matter… More Than You Think

User experience is based on minute details, or the sum of the parts that make the whole experience seem intuitive and engaging. If one thing is missing, it can throw off the entire user experience, especially if that one thing is used often. In fact, apps that don't wrestle with the user for getting things done are often successful because users don't have anything to complain about. In other words, it just works.

Getting apps to that stage, however, requires some extreme attention to detail. Consider this quote from the iOS Human Interface Guidelines:

Let's look at a great example of a native iPhone and iPad app that features Apple's attention to detail: iTunes. Whether browsing for new music or movies, iTunes features a highly graphical, user-friendly experience with amazing feedback for your actions, as shown in Figure 9-4. In other words, when you browse using iTunes, you're not using an app, but are engaging in a great experience.

FIGURE 9-4: iTunes features a multitude of small touches that result in an engaging and fun user experience

Here are some fantastic examples of what Apple does to accomplish this:

• Contrast — The iTunes store interface concentrates on what is most important. Apple uses muted grays and off-whites in the background and text so that all the vibrant color is used for actual products. This makes them more enticing.
• Animated feedback — This is a more intuitive (and engaging) form of feedback, because the user is able to see actions morph into results. As indicated with the number 1 in the Figure 9-4, tapping on any album cover animates, rotates, and scales up a pop-up window so that it's in front of you. It's almost as if you are looking at the back cover, and is a really slick and fun way to bring up a pop-up window. Likewise, clicking anywhere off of the pop-up window reverses the animation back to the icon that was originally clicked. At the top of the pop-up window is a preview pane, and the bottom features gesture scrolling for more content.

  As indicated with the number 2, tapping the category's right and left arrows doesn't just bring up a new list of albums. The button highlights, and the entire set of six albums scrolls to the left as a new set scrolls into view. It's more intuitive this way, because if a new set instantly appeared, it would require the user to keep an eye on album artwork or prices (or something in that category) to notice any change at all.

  And, as indicated by the number 3, tapping on any price animates the button to change color (green, as in “go,” which is a subtle cue), shape (it elongates to the size of text needed), and text (buy song, buy app, and so on — a strong call to action).

• Extra feedback — Apple did not need to do this, but it makes the experience that much more engaging. As indicated by the number 4, when tapping any song or track number, the square tile next to the song name smoothly flips around to display a forward-thinking animated icon that enables you to see that it is loading this song briefly, a visual animated duration without any time text (unlike most web app previews), and that you can stop it. When tapping the tile anywhere, it swivels around and stops. It's fun and engaging, and goes a long way toward defining what makes using iTunes different from other similar apps.
• Consistency — If you're browsing music or audiobooks, you get the same interface and same feedback. If you click a book title or album title, a preview pop-up window rotates into view, and you'll get more information.

When creating an app, try to put your own finishing touches on a few elements that allow you to engage the user in a different way than your competitors. This is a way for you to increase the value per action or session. In the next section you see how and why Apple further increases value by homing in on customer needs and expectations.

Value-Added Benefits (Go Farther Than You Think You Should)

Barring bugs and technical problems that inevitably creep up (hopefully in QA rather than post release), customers stop complaining about your product (for the most part) when they feel the value presented matches their expectations, and these, of course, rise with price. This can be a balancing act, unfortunately, because customer expectations vary widely.

One way to tackle this value challenge might be to use the 80/20 rule — add enough value to satisfy 80 percent of the customers, while leaving the remaining 20 percent with at least partially unfulfilled expectations. In terms of value, however, this technique won't work because the “vocal minority” can actually have significant influence on your app when its rating starts to falter, and negative reviews appear.

Two things Apple does in its design process help to solve the problem.

First, it focuses. In the iOS Human Interface Guidelines, Apple suggests an overall “definition statement” for the same reasons provided in Chapter 5 for your controlling idea. Under this umbrella, and in order to help build this definition, Apple provides three important steps:

1. List all the features your users might like. Here, your aim is to create a list (in bullet form) comprised of all the tasks you expect users will do. These can be short descriptions, such as “creating lists,” “getting recipes,” or “comparing prices.”
2. Determine who your users are. This is another bulleted list of the most important choices your users make when engaging in behaviors related to your app. For example, in Apple's recipe example, it lists the following:
   • Usually cook at home, or prefer ready-made meals
   • Committed coupon users, or think coupons might not be worth the effort
   • Enjoy hunting for specialty ingredients, or most likely to use basics
   • Strictly follow recipes, or use them as inspiration

   Apple suggests narrowing this list to the three most important characteristics before moving on, because in the next section, it explains that “great iOS applications have a laser focus on the task users want to accomplish.”

3. Funnel Steps 1 and 2 into your application definition. Take the features you created in Step 1 and filter them using your audience definitions in Step 2. Again, pare them down to your top three features, and use them to make your application definition statement. Apple's recipe example is, “A shopping list creation tool for thrifty people who love to cook.”

Second, as stated earlier in this chapter in the section, “The Little Things Matter…More Than You Think,” Apple considers. It takes the small (seemingly insignificant) things and turns them into engaging user experiences, which, in turn, are value-adds for the app or piece of software.

For example, many users enjoy browsing for new music using iTunes on iPhone and iPad simply because of its elegant and well-thought-out little touches. Contrast this with the Amazon MP3 downloads area (www.amazon.com) in which Amazon offers a great selection (and no digital rights management), but the interface for sampling songs is still somewhat embedded in old web design, and leaves much to be desired aesthetically. User experience is part of the choice users make as to whether to continue using an app, despite a potential practical benefit advantage of a competing app.

If you hone in on user expectations for the bulk of the value, as well as take the time to consider how these features are implemented as Apple does, you're much less likely to have the odd reviewer put a dent in your app's reputation. Don't focus on how many features you have. Instead, focus on implementation in accordance to the primary user expectations of your app.

Let's now look at one of the most important aspects of any top consumer goods (virtual or real), and one in which Apple has had to evolve. After all, a poor reputation for caring about customers doesn't go well with a top product you want customers to buy.

Customer as King

Apple's reputation for customer service didn't used to be stellar or geared toward friendly Apple Store clerks who took appointments and concerns on a one-to-one basis. Times have changed. Just visit any Apple Store these days, or contact Support (as a customer, not a developer), and you'll find (for the most part) they've learned to shift their overall brand image and public perception to that of a friendly neighbor.

In May 2008, Consumer Reports released a report indicating Apple was at the top of both desktop and laptop tech support. Its in-store Genius Bar was said to have “the best troubleshooting by far.” In 2009, Forrester Research ranked Apple Number 1 in customer service versus all other PC makers, according to its index. Good customer support is paramount to maintaining an app and keeping loyal customers, and will also be discussed in detail in Chapter 11.

Apple's retail stores go a long way toward maintaining the customer experience. In a Wall Street Journal Online (www.wsj.com) video interview in June 2011, Apple's 326 stores at the time had more visitors per quarter than Disney's top four theme parks get in a year. Breaking that down further, roughly 80 Apple Stores were getting the same amount of traffic that Disney's top four parks were getting. To top that off, sales per square foot per year were $4,400, compared with Tiffany's $1,100.

According to the interview, it's all planned to the smallest detail. Apple's core customer service approach is based off the A-P-P-L-E acronym:

• A — “Approach customers with a personalized warm welcome.” This is something you may consider doing within your app via the user's initial entry.
• P — “Probe politely to understand all the customer's needs.” Offer a solution on the user's first time in your app, such as a tutorial, small walkthrough, single called-out help screen, and so on.
• P — “Present a solution for the customer to take home today.” Give your customers an enticing jumping-off point to explore your app.
• L — “Listen for and resolve any issues or concerns.” Offer your customers easy access to support from within the app.
• E — “End with a fond farewell and an invitation to return.” Provide incentives to return, such as high scores, an easy way to save progress or sessions, unlockables, dynamic content, and so on.

This is not to say Apple doesn't have a thing or two to learn. In 2007, roughly ten weeks after the launch of the iPhone, Apple announced the discontinuation of the 4 GB model and reduced pricing by $200 for the larger-capacity version. This caused enormous customer backlash from those who recently had forked out $599, and resulted in Apple shares declining 6 percent. As a Band-Aid, Steve Jobs announced a $100 Apple credit to loyal customers, and, if the prior iPhone was purchased within 14 days, customers were getting a full $200 refund.

While this move somewhat alleviated the problem after the fact (though that $100 was still going to Apple), it's indicative of something that should have been done outright — that of rewarding customer loyalty. If Apple had announced a rebate and support of its existing customers at the time of the price drop, much of the damage could have been averted. In the same way, if you have an app with long-time customers, rewarding them for their loyalty from time to time can help retention and positive image for your brand.

When you set up shop on your web page or even within your app, follow Apple's example and offer top service and support, because, all other things being equal, good word of mouth on support can bring in more customers. Chapter 11 discusses more on how to maintain effective support.

Apple also does one other thing exceptionally well — converting apps to the proper device. Let's go over some of Apple's core design methods for porting apps to iPad, which supports higher-priced apps, but also comes with different user expectations.