Skip to main content

Marissa Mayer on Quick Response Time

Google's Marissa Mayer told an audience at a Web 2.0 conference last week that quick response times are a critical - possibly the most important - contributor to usability. Response time is the amount of time it takes for a product to respond (provide useful results or feedback) to user requests. Slow response times lead to user frustration and less usage of your product.

For example:
In a survey on search, Google asked people how many results they would want by default; they responded that more is better, Mayer said. So the company conducted an experiment, providing some searchers with 30 default results. But it took, on average, a half-second longer to get those results than when the default was 10 results, she said. Out of frustration, people conducted fewer searches.

"This indicated extreme unhappiness," Mayer said. "It was clear that we weren't going to make this change."
A half-second increase in response time resulted in a large increase in frustration and consequent reduction in product usage.

The anecdote also supports the notion that giving customers what they say they want is not always a good idea. Sometimes, you can't know what people want until you observe what they actually do, and what they like, in a given situation.

Comments

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

Henry Ford's "Faster Horse" Quote

You may have heard the ( apocryphal ) Henry Ford quote: If I'd asked customers what they wanted, they would have said "a faster horse". Over at the On Product Management blog , Saeed gives his take on this infamous quote. He "hates" it, and gives some compelling reasons. Saeed is spot on in his explanations. Personally, I think the quote is great, but it's a matter of interpretation. The valid point of the quote is not that it's a bad idea to facilitate a conversation with your market to better understand it. The valid points are: You must ask the right questions to get valuable answers. You must interpret the answers thoughtfully - often outside their direct meaning - to glean reliable information. Asking questions is not always the best way to "listen" to your market. (E.g., sometimes pure observational studies are more reliable.) Nonetheless, I find the quote is helpful to combat "armchair product management" in the

Stop Validating and Start Falsifying

The product management and startup worlds are buzzing about the importance of "validation". In this entry, I'll explain how this idea originated and why it's leading organizations astray. Why Validate? In lean startup circles, you constantly hear about "validated learning" and "validating" product ideas: The assumption is that you have a great product idea and seek validation from customers before expending vast resources to build and bring it to market. Indeed, it makes sense to transcend conventional approaches to making product decisions . Intuition, sales anecdotes, feature requests from customers, backward industry thinking, and spreadsheets don't form the basis for sound product decisions. Incorporating lean startup concepts , and a more scientific approach to learning markets, is undoubtedly a sounder approach. Moreover, in larger organizations, sometimes further in the product life-cycle, everyone seems to have an opinio