Familiarity has powerful effects on the ease of using a product. For example, consider a pointing device for a computer, whether it be a mouse, a touch pad, or a trackball. Someone who has exclusively used a mouse and never used a touch pad will almost certainly encounter difficulty and frustration when they try to use a touch pad. But after a sufficient time using the touch pad, she may actually grow to prefer it to a mouse. This concept applies to just about any product, including computer operating systems, e-mail software, toothbrushes, and even food.
Ease of use, therefore, depends not just on the person but on how familiar they have grown with the product. A product may intrinsically be easier to use than a competing product, but temporarily be more difficult for some users. As a consumer, whenever I have encountered this situation, I have generally felt a strong inclination to learn the unfamiliar product. I face short-term frustration, but the long-term benefits often are well worth the effort. But other people are much more reluctant to invest the time and effort to realize the long-term benefits. In fact, some people don't even seem to understand the distinction between intrinsic and temporary ease of use.
A product manager faces some interesting questions with such products. To what extent should the product features enhance intrinsic ease of use versus catering to those in the market who want a familiar user interface? Perhaps the product manager should segment the market as follows:
"Adventurous Learner" - excited to learn a new user interface for its own sake
"Pragmatic Learner" - willing to learn a new user interface for long-term benefit
"Reluctant Learner" - requires prodding to learn new user interface
"Resistant Learner" - will actively resist learning new user interface
This market segmentation helps the product manager to formulate ease of use requirements that ensure the product's user interface will appeal to a sufficiently large market. The company can bring in product testers that represent each of the target segments.
I realize that these observations resemble those in Geoffrey Moore's Crossing the Chasm. A difference is the emphasis on user interface rather than on disruptive technology.
Ease of use, therefore, depends not just on the person but on how familiar they have grown with the product. A product may intrinsically be easier to use than a competing product, but temporarily be more difficult for some users. As a consumer, whenever I have encountered this situation, I have generally felt a strong inclination to learn the unfamiliar product. I face short-term frustration, but the long-term benefits often are well worth the effort. But other people are much more reluctant to invest the time and effort to realize the long-term benefits. In fact, some people don't even seem to understand the distinction between intrinsic and temporary ease of use.
A product manager faces some interesting questions with such products. To what extent should the product features enhance intrinsic ease of use versus catering to those in the market who want a familiar user interface? Perhaps the product manager should segment the market as follows:
"Adventurous Learner" - excited to learn a new user interface for its own sake
"Pragmatic Learner" - willing to learn a new user interface for long-term benefit
"Reluctant Learner" - requires prodding to learn new user interface
"Resistant Learner" - will actively resist learning new user interface
This market segmentation helps the product manager to formulate ease of use requirements that ensure the product's user interface will appeal to a sufficiently large market. The company can bring in product testers that represent each of the target segments.
I realize that these observations resemble those in Geoffrey Moore's Crossing the Chasm. A difference is the emphasis on user interface rather than on disruptive technology.
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