Tag: kranthi

Limited-Edition Posters Giveaway: Comment And Win!


  

Yesterday we described who we are, and today it’s your turn to tell us your story. Looking back at where we’ve come from and where we are today, we see that one principle has not changed a bit over the years, and it is one of the core elements of our work: that is, we’ll go as far as it takes to deliver value and substance to you, our dear reader.

Smashing Cat has already got into the party mood.
We’re celebrating our sixth anniversary. Apparently, the Smashing Cat has already got into the party mood.

We measure success not by traffic and not by the number of advertising spots sold, but by the amount of value an article provides you with. And to measure that, we quantify the attention an article receives and the overall feedback it gets in comments, blog posts and social channels. We listen to you, and we listen carefully. Our team reads through each and every email and tweet sent to us, and we also double-check comments that get marked as “spam� and approve the legitimate ones. Every meaningful comment contributes to the discussion and helps us further improve the quality of our content. And that’s a huge deal for us.

Leave A Comment!

But with such rigorous standards and high expectations, failing is very easy. Therefore, it’s crucial for us to learn how Smashing Magazine has helped you over the years, what you like and dislike and what you’d like to be different in future.

And since the greatness of a birthday party depends on how much the guests are into it, we kindly ask you to share your feedback, thoughts and ideas in the comments section. Where do you live? How well recognized is Smashing Magazine in your area and among the people you know? How has Smashing Magazine helped you in your career? What has been the most memorable article for you? Which author drives you nuts most often? What do you miss in Smashing Magazine? Whether you feel like replying to all of these questions or just to one, we are genuinely interested in hearing what’s on your mind, and we look forward to reading your answers:

The Prizes

Among all the commenters, we’ll raffle 30 sets of exclusive poster prints. Each set contains six prints of some of the best entries from our “Redesign the Web, Redesign the World� poster competition. The prints are limited editions and were printed especially for this giveaway. They would definitely look nice on your office or studio wall!

Redesign The Web - Redesign The World Poster Prints
Some of the best entries in the “Redesign the Web, Redesign the World� poster competition.

The Anniversary Schedule

As promised, we have prepared limited-edition prizes and special Smashing Book discounts. Please keep in mind that the event only runs for a limited time span (starting at midnight CET).

September 7 (Friday, tomorrow): 30% anniversary discount for printed books
Our print books are our editorial flagships. Well-respected experts in the industry contribute to our Smashing Books, delivering best practices and innovative techniques to the community. If you don’t have one yet, you should definitely not let this special pass you by. Get a 30% anniversary discount on all printed Smashing books for 48 hours, e.g.

This is a chance to add to your reference library or to surprise a colleague or your department with a great set of Smashing Books.

30% on all printed books

Special eBook Discounts

Be sure to keep up to date via the Smashing Newsletter as well.

We sincerely appreciate your time and support, and we look very much forward to your feedback!

(al) (il)


© Smashing Editorial for Smashing Magazine, 2012.


A Look Inside Smashing Magazine: We Celebrate Our Sixth Anniversary


  

Today is the day when it all started — the day when this little website launched back in 2006. We are celebrating our six-year anniversary party, and you, being the ones who made the website possible and kept us going, are our special guests. We couldn’t possibly have a party without you!

But who are we? Who are the people working behind the scenes to make Smashing Magazine truly smashing? Today we’d like to publish something rather different. Being chummy as we are, we’d like to give you a peek behind the scenes — a little insight into how we work, who we are, where we live and where we come from. It will be quite a ride, so get yourself a beverage, make yourself comfortable and set a few minutes aside.

Smashing Magazine is Getting 6 Years Old!

How We Work And Tinker: Slow Is Good

So far, you have seen only one side of our little publication. Articles get published, and you, dear reader, take care of the rest: promoting the article throughout your social channels and sharing it with colleagues offline. Sometimes an article instigates new discussions on and beyond Smashing Magazine, while sometimes one doesn’t quite manage to spark the conversation we had anticipated. But in either case, at that very moment when the article gets published, we are absolutely confident that it is delivering value to you.

All of Smashing Magazine’s articles have to have a certain… signature, a certain something that justifies their reason for existing online. That “something� has to pass the judgement of our editorial team, which never compromises its strongly held values. However, finding that signature isn’t easy. In fact, the route that an article has to take until that “Publish� button gets clicked is usually quite long. So how exactly does it work? We’re glad you asked.

Smashing Parrot

Smashing Magazine's Photos
We love animals in the office. And the office itself looks a bit like a jungle. Apart from the shiny, clean work spaces of course. Image credit: Ana Flašker.

The Editorial Process

Five years ago we established our “Publishing Policy,â€� a sacred set of editorial principles that we adhere to for every single article published on Smashing Magazine. We always protect your interests, dear reader, and ensure that the content published always merits your attention. We never publish any sponsored articles or hidden advertisements. We don’t participate in affiliate marketing. We don’t accept guest posts, and we don’t work with bloggers. Our lovely advertisers and sponsors have no influence on our content whatsoever. Everyone who contributes to an article published on Smashing Magazine (be they an author, reviewer, editor, proofreader, etc.) gets paid for their work — whether they want to be or not. Also, we never accept “freeâ€� articles, and we always require that contributors send us an actual invoice — “forgettingâ€� to submit one is unacceptable.

These rules help us guarantee a fertile environment in which useful, high-quality articles can be born. Our authors are usually quite surprised by the attention that every single draft gets. We don’t set any deadlines for our authors, and we never push them to deliver an article by a particular date. We never shy away from sending critical or challenging feedback, and we take time to do proper research and quality control to ensure that an article delivers the value that we strive for. In fact, before an article gets published, it has to stand the judgement of at least two independent experts from our experts panel — a board of over 120 invited professionals from the Web design community who submit their feedback anonymously and who also get paid for their time and effort.

Up To Date Across Time Zones
Working across time zones. We’re working with authors, editors and proofreaders from the different parts of the globe. Skype calls require us to know exactly what time it is in different time zones. Image credit: Marc Thiele.

That’s the reason why articles usually take time — and the process in general is slow and time-consuming. Most articles go through three to four rounds of revisions, which is why our new authors have a high dropout rate. Being slow enables us to focus and tinker — to work on the little details that make the article feel right.

Working With Authors

Sure, some authors don’t like the process — justifiably so. We are certainly not always a pleasure to work with, but we don’t have to be — what we do have to be is confident that we can stand behind every single article published in the magazine. And we don’t try to hunt down as many articles or as many authors as possible. In fact, we always publish the most valuable articles first — even if other articles have been waiting in the queue for months. Now, if that doesn’t make an author angry, what would?

Other authors feel grateful that we help them develop their ideas and techniques as the article progresses. We always do our best to take our authors out of their comfort zone; to challenge them, to make them think differently about their craft and their process. We don’t make it easy: we question the status quo and we obsess over all of the little details such as image captions and image credits and sources and front page images and links to related resources. Every single bit of it takes time and effort, but it’s worth it. We are not perfectionists, but we do try to make sure that everything is as it should be.

At The Workplace
The focus of our work is high quality content. It’s no wonder some things keep getting lost around the office. Image credit: Marc Thiele.

Our (Simple) Tools

How do we manage it all? Well, it’s not as difficult as it sounds. We don’t use any sophisticated tools; we prefer to work with simple tools — some of them we developed ourselves as creative weekend projects. For every article, we follow our custom editorial guide, which was thoroughly developed for the magazine as well as for our eBooks and printed books. We have developed a style and tone guide as well, which clearly states what is important to us, what our values and principles are, and what we pay attention to in terms of copywriting, customer service, code and visual design. And we tend to use quite a few checklists as well.

We group our Google spreadsheets together, which we all use to coordinate the workload. All editors and proofreaders share these spreadsheets to coordinate the status of upcoming and published articles. Experts receive articles for review via email along with a short questionnaire, and their rating is added to the spreadsheet as well. All email accounts are set on IMAP to allow for quick access when away from the office. Occasionally we’ll take an hour or two on the weekend to handle the most important tasks and to make sure that our authors, customers and readers don’t have to wait too long for a reply.

We use Dropbox for public data such as our templates and style guide, and we use our own “Smashbox� for private data. The Smashing Email Newsletter is written and edited in-house, and we use MailChimp to send out the emails to our dear subscribers. We have developed custom tools to make it easier for us to write, coordinate, edit, proofread and produce email newsletters, but we follow a thorough editorial procedure here as well. The magazine itself still runs on (heavily customized) WordPress; our advertising is managed by OpenX; and for our Smashing Shop we use Magento.

A Workplace At Smashing Magazine
A workspace in the Smashing Magazine’s main office. It’s good to have a break sometimes. Image credit: Marc Thiele.

Each of us work on two displays, some of us on Windows, others on Mac. For editing work (especially for all those em and en dashes, email addresses and common text snippets), we use TextExpander (Mac), Alfred (Mac) and PhraseExpress (Win). When working on articles, we find we have to split our desktops into multiple areas, so inevitably we use tools such as SizeUp to arrange application windows evenly across the available space (we can, for example, split a desktop between two windows with a quick keyboard shortcut).

In fact, don’t be surprised if you visit our office and stumble upon printed cheat sheets with weird characters and abbreviations throughout the office. Notes are often taken with iA Writer, and to-do notes are managed in simple plain-text to-do.txt files. Images and screenshots are created using SnagIt and InstantShot. Coding is often done in Aptana and Sublime Text 2, while design sketches often happen on paper or in the browser. Most of us use Chrome and Firefox as our primary browsers.

When working remotely, we usually use Skype for internal meetings and communication. However, we tend to avoid phone calls and Skype conferences. Rather, we love email fiercely. Being a passive medium, email gives us time to think, to research and to provide meaningful, thorough feedback.

We try to avoid distractions. Choosing an office space where avoiding distractions is easy was, therefore, the right decision for our small enterprise.

Smashing Magazine: Made In Germany

No, our office isn’t located in the UK or the US. As some of you already know (although many of you don’t), we have lived and worked in Germany from the day the website went live. We worked remotely from each other in the beginning; today, we live and work in Freiburg im Breisgau, a beautiful small city on the western edge of the Black Forest, in the border triangle of Germany, France and Switzerland. Freiburg is known for its medieval buildings and Mediterranean flair, but it also has a renowned university. From our office, we enjoy a very nice view of a lot of big trees, beautiful church steeples, and forests and green hills. The city is one of the sunniest and warmest in Germany — surely a good reason to enjoy a cool German beer now and then.

Schlossberg Beer Garden in Freiburg
A beer garden in Freiburg. Enjoying a cool beer on a sunny day. Image credit: Benediktv.

Admittedly, not much happens in Freiburg in terms of Web design or development meetups. The area isn’t a particularly large hub for creatives, which might at first sound like a huge disadvantage for a company such as ours. And it certainly is when it comes to finding designers and developers to work with or organizing a conference. But it turns out to have one major advantage as well.

If all you need is passion, devotion, technology and good people, why not choose a beautiful and pleasant location for your office? Having an office in a city with a peaceful atmosphere, where there are no frequent meetups or large conferences, actually turned out healthy for us. It helps us avoid distractions and focus instead on the quality of our work and minding our own business. And when it comes to networking, travelling from Freiburg — located in the heart of Europe — to major conferences and events hasn’t been a problem, especially because quite a lot of editing work is done offline — on trains, planes and even ships, where Internet connectivity is not available.

Southwest View From Our Office
Yes, this is Freiburg. A sunset view from our office. No Photoshop in use.

Environment Around Freiburg
Another side of Freiburg. The nature of the Black Forest is all around us.

While a major part of our work requires being available online, over the years we’ve learned to appreciate the distinct appeal of being offline. A lot of planning, editing and design work is deliberately done offline — in sketchbooks with pencils, with sticky notes and doodles, sometimes with large headphones on. Especially when writing feedback for articles and discussing ideas, finding a calm area is often helpful. In fact, we don’t have fixed working hours or times when everyone must be in the office: we care that things get done, and we care that things get done properly. Sometimes they are done on the go, in the office or in a coffee shop.

The Smashing Team: A Melting Pot

Looking back at our team in these last years, we can’t help but wonder how such different people have ended up working together, arm in arm, in a small German town, supporting an international online English-language publication.

Only a few of us actually come from Germany. But we all ended up in one or another German city at some point, only moving to Freiburg later on. What started as a random experiment of two like-minded individuals in 2006 has become a company consisting of 16 people in the Freiburg office and hundreds of authors, editors, reviewers, proofreaders and illustrators worldwide. In preparing this very article, we were surprised to recall the many exciting experiences that so many of us have shared before joining the Smashing team. We usually don’t get the opportunity to reflect like this in the fuss and busyness of our daily work, but when a birthday comes along, it’s a good idea to pay a little closer attention to the birthday kid.

Inge Emmler (Support Manager) Sven Lennartz (CEO) Richard Utner (Support Manager) Eugenia Hermann (Office Manager) Vitaly Friedman (CEO & Editor-In-Chief) Iris Lješnjanin (Senior Editor) Jan Constantin (Junior Editor) Robin Schulz (Web Developer) Esther Arends (Editorial Team) Melanie Lang (Trainee) Talita Telma-Stöckle (eBook Manager) Stephan Poppe (Public Relations & Marketing) Andrew Rogerson (Marketing Assistant)
Our team in Freiburg (from top left to right): Inge, Sven, Richard, Eugenia, Vitaly, Iris, Jan, Robin, Esther, Melanie, Talita, Stephan, Andrew.

In the office in Freiburg, we are all shaped by countless moments, encounters and feelings, and each of us carries a suitcase full of experiences. The people behind Smashing Magazine have many different nationalities and religions and have all kinds of educational, professional and cultural backgrounds. Germany is just one of the countries we come from. (You might want to look closer at the people around you, too — you’d be surprised.)

Some of the Places We Were Born

  • Malaysia
  • Slovenia
  • Brazil
  • Canada
  • Germany
  • Belarus
  • Kazakhstan
  • The US

Some of the Places We Grew Up

  • Egypt
  • Indonesia
  • United Arab Emirates
  • Sudan
  • The US
  • Brazil
  • Germany

Smashing Magazine's Photos
Andrew Rogerson (on the left) is a Brazilian born in Canada; Stephan Poppe (on the right) grew up in Egypt and Indonesia. Both are working together in the eBooks/Marketing team at our office.

Some of the Places We’ve Lived and Worked

  • Tanzania
  • Fiji
  • Australia
  • The US
  • New Zealand
  • The Netherlands

Some of the Languages We Speak

  • English
  • German
  • Russian
  • Dutch
  • Polish
  • Portuguese
  • Bosnian
  • Arabic
  • French
  • Indonesian
  • Serbo-Croatian
  • Spanish

Some of our Areas of Study and Degrees

  • Computer science
  • Mathematics
  • Media and communications
  • Historical anthropology
  • Industrial management
  • Law
  • Cognitive sciences
  • Chemistry
  • History
  • Radiology
  • Spectacle optics
  • Philosophy, Politics and Economics
  • International business
  • Anglistics
  • Project management
  • Russian Studies
  • Architecture
  • Islamic studies
  • American Studies

Smashing Magazine's Photos
Inge Emmler, the head of our support team. In the past, she used to teach women to sew with a sewing machine in Nigeria.

More or Less Ordinary Things We Did Before Coming to Smashing Magazine

  • Rounding up funds to build a middle school in East Africa
  • Counting animals in Tanzania’s national parks for the WWF
  • Teaching women to sew with a sewing machine in Nigeria
  • Delivering the Sun newspaper in Toronto
  • Working in a scuba-diving shop in the US
  • Selling water filters on the streets of Sao Paulo
  • Working in a hotel on Copacabana Beach in Rio de Janeiro
  • Teleselling benches for the Pope’s visit in Freiburg
  • Working as a motorhome rental agent in Calgary
  • Driving tractors and marking lambs in New Zealand
  • Working in parliament in Berlin
  • Working with disabled children and elderly in Freiburg
  • Working at the Hard Rock Cafe in Paris
  • Driving people around in a rickshaw in Amsterdam
  • Cleaning airplanes in Dortmund
  • Working as a barista at Lindt Cafe in Sydney
  • Running a mobile breakfast service on a scooter in Freiburg
  • Selling auto parts in a car dealership in Freiburg
  • Working as a stablehand in a competition yard

Some of Our More Unusual Experiences

  • Hitching a ride on a local fisherman’s boat out to a reef break in Indonesia and then having to paddle back to shore on our surfboards for about an hour because, halfway there, the vessel turned into a bathtub and the fisherman told us to get off the boat so that it wouldn’t sink.
  • Working as a night owl, writing an 800-page book in the parents’ kitchen while the rest of the world was asleep.
  • Scuba diving in the Great Barrier Reef.

The Smashing Cat: Our Mascot

Some of you have met him already, the Smashing Cat, our adorable fellow who made his first appearance back in 2009 on the back cover of the Smashing Book 1. Being humble and modest, the Smashing Cat has lived calmly in the Smashing office most of the time, but it has also toured the world, visiting some of our readers out there. In fact, even a year after having said good-bye to us, he sends us a postcard every now and then from somewhere in the world! If you’d like to have this adorable little fellow as well, get him now before another owner grabs him!

Smashing Cat In Freiburg
The Smashing Cat takes a day off in our home city of Freiburg.

Smashing Cat In Singapore
The Smashing Cat has been to Singapore as well.

It’s Just The Beginning

The last six years have flown by. We’ve published over 1,700 articles by over 890 authors, most of them peer reviewed by 120 expert reviewers. We’ve gone through a total of over 6,000 drafts, many of which never made it to the final stage. We’ve received over 750,000 (non-spam) emails over the years and have put in plenty of editing hours to make sure that every article feels as smashing as it should.

But we’re just getting warmed up. We have big plans, and we are hungry to experiment — just as we were six years ago. We want to make a difference, and we want to keep providing value to each and every one for you. Our commitment to delivering quality work to the design community is what brings us back to the office every single day, and it is what keeps us excited about the future of Smashing Magazine.

Our stellar authors deserve credit for taking time to share their ideas and experiences with you, our dear reader. Working with such remarkable, talented, hard-working and friendly people has been a genuine privilege. Only when you find yourself developing an idea for an article with an author at 3:00 in the morning do you realize what remarkable qualities our authors and the design community in general have. Thank you.

Francisco InchausteTom GiannattasioMichel BozgounovJeff StarrDerek AllardAlexander CharcharKeir Whitaker Kieran MastertonAndrew LoboJohn von BergenRicardo Gimenes
Our editors and proofreaders (from top left to right): Francisco Inchauste, Tom Giannattasio, Michel Bozgounov, Jeff Starr, Derek Allard, Alexander Charchar, Keir Whitaker, Kieran Masterton, Andrew Lobo, John von Bergen. Last but not least, our illustrator Ricardo Gimenes.

Our fantastic editors also deserve credit for following and helping to establish these values in the various sections of Smashing Magazine. Francisco Inchauste takes care of the UX design section; Tom Giannattasio helps us out with Photoshop articles; Michel Bozgounov hunts down articles about Fireworks; Jeff Starr handles articles dealing with WordPress; and Derek Allard prepares mobile-related articles. In the past, we’ve worked with Alexander Charchar, Keir Whitaker and Kieran Masterton as well, and we’d like to sincerely thank all of them for the fantastic work they do. Thank you.

Our thorough proofreaders, Andrew Lobo and John von Bergen, have to be applauded for their meticulous work in ensuring that every article conforms to the strict 16-page style guide. Editing all of those commas, dashes, typos and unclear sentences and getting everything into shape isn’t easy with articles that often require vast technical knowledge. We know that from experience. Thank you.

Thank You To Our Team!

Of course, Smashing Magazine wouldn’t be possible without the tremendous team of dedicated people who are ready to work day and night to make sure that Smashing Magazine remains strong and valuable.

Thank you:

  • Iris, for those occasional bulletproof editing night shifts;
  • Inge, for making our customers happy (and for the one and only cheesecake!);
  • Robin, for lengthy coding sessions in the mornings, at nights and on the weekends;
  • Talita, for pushing the pixels to make our eBooks just right;
  • Stephan, for spreading the word about our brand and our values worldwide;
  • Andrew, for your creative energy, which is present everywhere in the office;
  • Eugenia, for keeping us from descending into creativity chaos and for paying our invoices swiftly;
  • Lisa, for helping us to get things on time and well-organized;
  • Richard, for always being helpful to our customers and readers;
  • Christiane, for all the research on our articles and the tweets since the very first day;
  • Ursula, for helping us manage the flood of emails;
  • Ricardo, for your beautiful illustrations and your unique fantastic style;
  • Michael and your team, for managing the advertising spots on the magazine;
  • Elja, for building all of the editorial tools that we use (and for those desktop wallpaper posts!);
  • Sweta, for collecting article ideas and making sure that all articles validate;
  • Sven, for your valuable strategic input and your vision for the future.

Also, thank you to:

  • Our dear trainees, Jessica, Katrin, Luca, Ana, Melanie, for your hungry curiosity and your unique perspectives;
  • Our understanding advertisers and sponsors, who help us cover our costs;
  • All of the fantastic designers and developers who have worked with us meticulously over all these years.

It’s All Your Fault!

The reason why this website exists and why this article is even being published is because you, dear reader, keep coming back to Smashing Magazine and recommending us to your friends and colleagues. Having such a large audience, we are fully aware of our responsibilities to the design community, and we’ll make sure to stay true to our values and principles in future. Six years ago today was the day it all started. Today is also your day because you’ve made it all possible, and for that we are eternally grateful to each of you.

Smashing Magazine's Photos

A huge thank you to you for being so helpful, engaging and supportive, and for staying with us all this time.

It means the world to us.

Cheers, everyone! Here’s to the next six years!

(al)


© Vitaly Friedman for Smashing Magazine, 2012.


Findings from the Survey, 2011

The Survey, 2011

"Curiouser and curiouser!" declared Alice of her adventures in Wonderland. The neologism applies to us as well. At A List Apart, we are perpetually and ever more deeply curious about the lives and livings of people who make websites.

What educational background or economic circumstance led us down this particular rabbit hole of a profession? By what titles do we market ourselves, which skills do our employers expect of us, what can we hope to earn, and which prejudices hurt or benefit us? How mobile are we, how fluid are our titles, and how, in an increasingly complex and frequently perplexing field, do we keep our knowledge current? About these things and a dozen others are we continually and unabashedly curious.

It is a curiosity many of you clearly share. Each year, when we post our Survey For People Who Make Websites, thousands of you kindly take time to complete it. The resulting data, sliced and diced per a team led by An Event Apart's inimitable Eric Meyer, presents a living picture of the businesses, backgrounds, and aspirations of professional web workers most everywhere.

Of course, our findings are far from the last word on the comings and goings of designers, developers, UX folk, and related web professionals. We can only make sense of the data we have, so only those who took this year's survey factored into its results. We are read worldwide, but survey respondents tend to come chiefly from the US, Canada, and Europe—particularly those countries where English is a first or second language.

You can change this by helping spread the word to your far-flung colleagues when the next survey rolls around. For example, if you work with back-end teams in India or China, reach out to those folks. The more of us who complete the survey, the clearer, more accurate, and more informative our results will be.

As always, should your curiosity exceed the bounds of our reporting, you can do your own data slicing and dicing. You'll find the anonymized raw data files at the end of this year's results, where you can download and inspect the data your own way.

Now dive in boldly, find out how your situation compares to others', and keep building respect for this most elegant of professions.

View the 2011 Survey Findings

Translations:
Italian


RSS readers: Don't forget to join the discussion!


The State Of E-Commerce Checkout Design 2012 // UX Study


  

A year ago we published an article on 11 fundamental guidelines for e-commerce checkout design here at Smashing Magazine. The guidelines presented were based on the 63 findings of a larger E-Commerce Checkout Usability research study we conducted in 2011 focusing strictly on the checkout user experience, from “cartâ€� to “completed order”.

This year we’ve taken a look at the state of e-commerce checkouts by documenting and benchmarking the checkout processes of the top 100 grossing e-commerce websites based on the findings from the original research study. This has lead to a massive checkout database with 508 checkout steps reviewed, 975 screenshots, and 3,000+ examples of adherences and violations of the checkout usability guidelines.

Here’s a walkthrough of just a handful of the interesting stats we’ve found when benchmarking the top 100 grossing e-commerce websites’ checkout processes:

  1. The average checkout process consist of 5.08 steps.
  2. 24% require account registration.
  3. 81% think their newsletter is a must have (opt-out or worse).
  4. 41% use address validators.
  5. 50% asks for the same information twice.
  6. The average top 100 checkouts violate 33% of the checkout usability guidelines.

In this article I’ll go over each of them and explain exactly what’s behind these numbers, showing you some real life implementations of do’s and don’ts when it comes to checkout processes.

The Average Checkout Process Consists Of 5.08 Steps (But It Doesn’t Influence Usability Too Much)

The average checkout consists of 5.08 steps, counting from the shopping cart to the step where the order is actually placed — often a “review and confirm order” step. The shortest checkout process is one step (including cart) and the longest being a massive nine steps.

Average Number Of Checkout Steps

Above you see the distribution among the top 100 grossing e-commerce websites in regards to the number of checkout steps they have. Note that only a single website had one step (including cart), and the “average� for this one website therefore shouldn’t have been given too much weight.

Score As A Function Of Steps

Above, we’ve plotted the websites grouped after the number of checkout steps, moving out from the x-axis, as the groups average checkout usability score moves up the y-axis. As you can see, we’ve found that up until six checkout steps there isn’t a noticeable relation between the number of checkout steps and the quality of the user’s checkout experience. This matches the test subject’s behavior we observed during the checkout usability test back in 2011. What matters the most for checkout experience isn’t the number of steps in a checkout process, but rather what the customer has to do at each step.

With that being said, there does seem to be an upper limit to the number of steps practically achievable in a checkout process before it begins to hurt the checkout experience. The websites with eight or nine steps have accumulated a significantly lower score in checkout usability than the rest of the checkout processes. This is often a result of required account registration (which typically induces more steps and is bad for checkout usability) as well as the fact that websites that end up with over eight checkout steps simply have more chances available to screw up the experience for their customers. At the time of testing, these were the websites with eight or more steps: Sephora (8), Amazon (8), Peapod (8), Sony (8), Safeway (9), ShopNBC (9) and W.W. Grainger (9).

To recap: don’t focus too much on the number of steps in your checkout — instead spend your resources on what the customers have to do at each step, as that is what matters the most for the checkout experience. Three examples of this are the checkout processes of Apple, Walmart and Gap, which are all seven-step checkouts that perform approximately 50% higher than the average top 100 grossing checkouts (not to say that they are perfect, there are still room for further checkout improvements). While in theory it is possible, in practice none of the benchmarked websites with eight or more checkout steps had a checkout process that wasn’t greatly under-delivering in regards to the checkout user experience for a new customer.

81% Think Their Newsletter Is A “Must Haveâ€� (And Don’t Value Customer Privacy)

81% of the 100 largest e-commerce websites “assume� that their customers want their promotional emails by having a pre-checked newsletter checkbox (or worse) at some point during checkout.

Sehopra Pre-Checks The Newsletter Box
Large view.

One reason why customer hate being required to create an account to complete a purchase is because they have a mental model of account = newsletter. This became evident during the user testing, where we heard the same complaint over and over again: people hate creating an account when buying online. When we asked the test subjects why, 40% told us that they “didn’t want any newsletters�.

For years websites, including e-commerce websites, have tricked customers into “accidentally� signing up for newsletters that they didn’t want by visually downplaying a pre-checked “subscribe to newsletter� checkbox. So people have come to expect, that when they sign up for a new account, that they also sign up for a newsletter, or “spam� (as more than half of the test subjects had referred to such newsletters).

This mental model sadly isn’t just a misconception, but evidently something learned the hard way. Pre-checking the newsletter checkout is one thing, but of those 81% of the websites that think their newsletter is a “must have�, 32 of them proceed to do something even worse than pre-checking a checkbox:

Amazon Checkout Step 3
Amazon is just one of the 32% of the top 100 grossing e-commerce websites that automatically signs customers up for their newsletters, without clearly informing the customer (only via the privacy link), and without giving an opting-out option during checkout. Large view.

These 32% automatically sign up their new customers for their newsletters with no way of opting out during the checkout process, and often burying this fact deep down in their privacy policy. Typically, the only way for customers to “opt-out� on these websites are either by a privacy tab in an account settings section (if they were forced to register for an account) or by an unsubscribe link in the newsletters that the customers will automatically start receiving.

So what the test subjects displayed of account = newsletter is something they learned from shopping at websites (such as these from the top 32%). Only 8% of the top 100 e-commerce websites value their customers inbox and ask them to opt-in if they want to receive newsletters (as does the last 11%, which don’t offer newsletter subscriptions at all during checkout.)

24% Require Account Registration

To put it differently: 24% don’t offer the customer a “guest checkout� option when placing an order, but force them to create accounts on their websites.

Sony Electronics Checkout Step 2 Account
Sony (step 2) is just one of the 24% that require every new customer to register for an account when placing an order. Large view.

During the checkout usability study, we (as have many others have before us) have identified multiple reasons why potential customers resent being forced to register for an account just for placing a simple order. We’ve already touched upon one of them, the mental model of account = newsletter. But let’s quickly list a handful more of them that we’ve found during the study:

  1. Signing up for an account means more steps and form fields to complete during checkout — essentially taking longer to complete.
  2. Most customers already have a myriad of logins and passwords to remember and don’t want more of them.
  3. When creating an account, customers are more likely to realize that you’re storing their information indefinitely.
  4. Many customers just don’t understand why they need an account to buy a product. As one test subject clearly expressed during testing: “I don’t need to sign up for anything when I’m buying a perfume in a regular [brick and mortar] store.�

Nordstrom's Checkout Process Step 3
Nordstorm (step 3) is one example of the 76% of the top 100 grossing e-commerce websites that offer new customers the much appreciated “guest checkout� option, but offering at the same time an easy optional account registration. Large view.

When you do it right (as 76% of the e-commerce websites have done) and provide the much appreciated guest checkout option, you still have the possibility of asking for an optional account creation along (or after) the purchase. This can be done simply by creating a short section with a brief description and an optional password field. During the checkout usability study no test subjects were put-off by this approach, and just left the optional field(s) blank if they weren’t interested in creating an account with that particular website. But they generally liked the option on websites where they were interested in becoming repeat customers.

If we look into the type of websites that typically require account registration, there is a slight tendency towards them being the highest grossing websites:

Require Registration Compared To Size

Of the 23 websites that had more than $1 billion in online sales (Internet Retailer 2010 sales estimates), 35% of them required account registration, whereas for the rest of them grossing less than $1 billion (and down to $148 million) it was only 21% that required account registration during checkout.

41% Use Address Validators

Of these 41%, 12% (relative) don’t allow their customers to override the validation mechanism in case the address isn’t recognized (though the customer is absolutely sure the address is correct).

Amway
Amway is one examples of the 12% (relative) that doesn’t allow the customer to proceed in any way, in the event that the address validator is outright wrong, or the address validation database isn’t updated properly. Large view.

An address validator can be a smart way to avoid common customer typos that might cause shipping problems, ones that otherwise would have resulted in undelivered or delayed orders. But street names, postal codes, etc. aren’t consistent, nor permanent. So the possibility still exists that it’s the address validation mechanism/database that is erroneous — not the customer’s input. Those subsets of websites that don’t allow the customer to force proceed through a potentially wrong address validator (at the time of testing: Office Depot, ShopNBC, Amway Global, FreshDirect, and CafePress) will leave the customers with no other option but to abandon their purchase as they are technically locked-out from completing the checkout process.

Overstock Adhered
A decent implementation by Overstock (step 3) that informs the customers that their typed address doesn’t match the address validation — and therefore, are likely to be wrong — while still giving the customers an option to force-proceed.

The advisable approach — implemented by the vast majority of the 41% of those websites utilizing address validators — informs the customer that the typed address doesn’t match, yet still allows them to force proceed if they are sure that the address is right.

50% Ask For The Same Information Twice

Instead of pre-filling the already typed-in information for the customer, 50% of the e-commerce websites add needless friction to their checkout experience by asking for the same information more than once. This is rarely at the same page (although that does happen) but is most often happening across multiple pages. Sometimes it’s the customer’s name that isn’t pre-filled from the address step to the billing step. Other times it’s the zip code that the customer provided at the cart step (e.g. for a shipping calculator) which isn’t pre-filled at the the shipping address step. Although it is only fair to assume that in most cases users calculate the shipping to a certain zip code, this would also be the zip code that they plan on shipping the order to.

Apple Step5 Crop
Apple is one of the 50% of e-commerce websites that asks for the same information more than once. At their 5’th checkout step the billing email address isn’t prefilled — even when the customer clicks the “Same as shipping informationâ€�-link. Large view.

Retyping information is a tedious task on a regular computer, but on a mobile device most users will find it outright annoying. Considering that all the benchmarked websites gross $148+ million per year in online sales, it seems rather sloppy that only half of them have dedicated the resources to removing needless checkout friction by ensuring that they don’t ask for the same information more than once (across multiple pages).

Hayneedle Step2 Cropped
On the path to reducing needless checkout friction, only 10% of the websites helped their customers by pre-filling the state and/or city fields based on the zip code provided. Hayneedle (step 2) was one of them. The result: three less fields for the customer to fill + shipping dates and costs already updated at the page entry. Large view.

On the same note for reducing needless checkout friction, only 10% of the websites helped their customers to fill-out even less form fields by pre-filling the state and/or city fields based on the zip code that the customer provides.

The Influence Of Revenue And Industry

The e-commerce websites grossing above the $1 billion mark scored 44% worse on checkout usability (for a first-time customer) than the e-commerce websites grossing below $1 billion.

When taking a closer looking at the checkout experience of these 23 websites that gross over $1 billion, it’s likely that some of that gap exists because these websites are more focused on forcing as many customers into their account eco-system as possible. Furthermore, the top grossing e-commerce websites also tend to be the ones with the most complex marketplace systems. These marketplace systems often end up inducing a lot of derived complexity into the checkout process, due to shipping and legal constraints, for a deal where the website only acts as the middleman. In comparison, some of the “smaller� websites in the top 24 to 100 grossing range had one simplified goal for their checkouts: to let the customer move as swiftly as possible through the checkout process.

Usability Score Vs. Online Sales Scatterplot
All the top 100 e-commerce websites plotted with checkout usability score moving up the y-axis and online sales moving out the x-axis (logarithmic scale). Notice that the far majority of checkouts that scored the highest on checkout usability are below the $1 billion sales mark. Large view.

If we take a look at specific e-commerce industries, the Automotive Parts industry had much better checkout usability than the rest of the industries (scoring 110% higher) whereas the Office Supplies industry scored the lowest (38% lower than average). Food & Drugs followed right behind in providing the worst checkout experience.

It’s interesting to see the that in both the worst and the best scoring industries, all three have a very similar checkout process. In fact, their checkouts are almost identical; have a look at Staples’ checkout, Office Depot’s checkout, and OfficeMax’s checkout. I’m not going to speculate on who “was inspiredâ€� by whom, nor does it really matter. But in the Office Supplies industry it’s unfortunate, because as a consequence they all suffer from a very sub-standard checkout experience (38% lower than the average). While it’s clear that some of the top 100 e-commerce websites are using the same system vendor (and thus, end up with similar features and sequences in their checkout flow), the tendency of similar checkouts between competitors weren’t noticed to nearly the same degree in some of the other e-commerce industries (e.g. in Electronics).

The General State Of E-Commerce Checkouts

If we have an overall look at the top 100 grossing e-commerce checkout processes, the average checkout violates 21 checkout usability guidelines. This is an indication that checkout improvements are still much needed if the average cart abandonment rate of 65,95% is to be lowered (“50% Ask for Same Information Twice� also points in this direction).

This overall lacking of checkout experience — even among the highest grossing e-commerce stores — is hardly rooted in an unwillingness to improve checkout experience, but is most likely due to a combination of factors, such as:

  1. Flows are much more difficult to improve than single pages.
  2. Checkouts often need deep, back-end integration, and thus require more IT capabilities to modify/test upon.
  3. Checkouts haven’t been on the agenda for top management (although, I believe this has changed a lot in recent years).
  4. Checkouts are for most designers much more dull to work on than product pages, home pages or new ad-campaigns.
  5. In a few cases, a poor user experience can still be good for business, at least in the short run (e.g. sneaking people into your newsletter).
  6. No Web convention for a checkout process exists.
  7. “Best practice� for checkout designs are scattered and scarce (only two to three research-based resources exist).
  8. Feedback from those who use the checkout process are only several degrees of separation from those who design and develop it.
  9. Improving most somewhat-optimized/decent checkouts aren’t 1 to 3 “big fixes”, but are most likely to be 10 to 30 smaller checkout changes.

If you want to further examine the checkout processes and flows of the 100 top grossing e-commerce websites for yourself — without filling out some 1,300 form fields, as we have done — you can do so in the free part of the 2012 E-Commerce Checkout Benchmark, as we’ve decided to make that part of the database publicly available.

(jvb)


© Christian Holst for Smashing Magazine, 2012.


Changing Perspective: A New Look At Old Problems // Creativity


  

Insanity: doing the same thing over and over again and expecting different results.

– Albert Einstein

There is an old story of blind men and an elephant. The blind men all meet and are asked to describe the elephant. One says that an elephant is long and skinny like a snake. The other says that the first doesn’t know what he is talking about and says an elephant is like the trunk of a tree, round and thick. The third says they are both wrong, that an elephant is wide and circular like a giant disc.

In some versions, they stop talking, start listening and collaborate to “see� the full elephant. When a sighted man walks by and sees the elephant, they also learn they are blind.

It doesn’t take us very long to figure out that each of the men is talking about a different part of the elephant (trunk, leg and ear, respectively). The men are blind, so they fail to take in the whole elephant. Because their experience was limited to a certain part of the elephant, they assumed that the elephant was the part they could see. One could only feel that the elephant was a trunk, so he thought it was like a snake.

Blind Men And An Elephant

Being a creative is often like being a blind person. We are dealing with a problem that we cannot see. We talk about it, we look at it, and then we try to solve it understanding only the parts that we can see. The problem is that we can get in a rut and start seeing the same problem and offering the same solution. What happens, though, when, either by choice or by circumstance, we need to come up with new solutions? What happens when we need to innovate? Innovation by its very nature entails coming up with a new approach to an old problem.

To come up with a new approach to an old problem, we often need to look at the problem differently. If we do the same things, we will get the same results. If we use our same bag of tricks, we will end up with the same magic show. In my experience, when a new solution was required, the best thing I could do (whether I was stuck or not) was to change my perspective on the problem. This could mean looking at new visuals, asking different questions or simply refining my language. Once you have explored new angles of a problem, be they visual, functional or strategic, you will often see something new, which will set you off on the road to creativity and true innovation. When all you see is the ear and leg, you usually just need the trunk to complete your view of the elephant.

A Little Neuropsychology

To answer the question of how a different perspective leads to a creative solution, we need to understand a little neuropsychology and what happens in the brain when you are solving a problem. According to Jonah Leherer in his book Imagine, the “A-ha� moment is essentially an abstract connection that the right brain makes between two disparate ideas. History has countless stories of people having amazingly innovative ideas from seemingly insignificant events. One of my favorites is the story of how Robert Sherman came up with the song “A Spoonful of Sugar� when his son came home from school one day after having his blood taken (they had given him a cube of sugar). Another story is Newton theorizing about gravity after an apple dropped on his head, or Archimedes and the bathtub, and on and on. Some event triggers an idea and the brain makes a connection to creatively solve the problem.

How does this process work? When you are faced with a puzzle, be it visual or functional, you solve it by first running through all of your usual solutions that are obvious — such as the e-commerce layout that you have used a million times, design patterns that you know, the button style that you love, the font that always works, etc. You first engage your left brain by recalling the obvious tried and true solutions. Sometimes these ideas work, sometimes they don’t. As soon as your left brain has exhausted all ideas that don’t work, you get frustrated and you hit the wall. The wall is the inability of your left brain to create new connections from your old ideas. You are unable to connect the old ideas with fresh ones, to find different solutions with the same methods. The only way to get unstuck is to try to see the problem in a new way.

At the point of total frustration, your right brain engages. Your right brain solves problems with images. Once the left brain has gotten out of the way in total frustration, your right brain is able to freely associate in the language that it knows: pictures. Then, it hits — the connection is made, and all of a sudden, like magic, you are off and running, and everything falls into place. What you have just done is create a new connection in your brain, literally.

It usually happens at the most unlikely of times — when a participant in a research session says something that tips you off, or when your spouse shows you something, or when a friend tells you of a frustration and how they solved it. It comes unexpectedly, and two different objects are connected to create something new. Ultimately, most of the research and strategy phase is simply there to create these “A-haâ€� moments, which we then execute on once we reach the concepting phase.

How To Gain New Perspective

Below are a few of the tricks I have learned to inspire creative thought and to look at problems differently in order to help the brain create connections. While the first few suggestions are mainly for visual design, I find all of these useful for figuring out feature sets and defining scope, and they are completely appropriate for UX and visual designers alike.

Print Out Visuals

Printing a bunch of stuff and throwing it up on a wall is the single best way to see a new solution to your problem. Recognizing patterns is much easier when you are able to see visuals in close proximity than when relying on memory. Print-outs laid out in close proximity help the brain to make connections and generate ideas instead of merely retaining information.

What to print out? Two things in particular help: competitors and inspiration.

Printouts

For competitors, if you are working on a product detail page for an e-commerce website, pick out 10 to 15 product pages from competitors and print them out on 11 × 17-inch paper, and look for things that work well. Also, observe things that do not work well. Your competitors have done you the good service of trying ideas before you, and you get to test drive their websites and evaluate their ideas without putting in months of development. Group together methods and design ideas that work well for competitors — and note your findings. There will also be a lot of failures to learn from, so note those as well. Seeing what is wrong on other websites could cause you to try something completely new. Seeing the cliches will free you from those tired ideas and allow your brain to run free on different ideas. Even if you are not in “competitionâ€� with anybody else, find the nearest verticals and you will make connections faster.

For inspiration, take 10 to 15 pages with various UI elements, print out the pages, cut out the pieces that you want to use, and put them on a board. Record your ideas on sticky notes, After doing this, you will start to see patterns, which you can use to visualize a solution. If you have done this and you are still stuck, put up some other relevant inspiration — be it a vibe, a similar layout or a design pattern — and see what happens. Just keep printing stuff out and rearranging it until you see something. When printing out inspiration, include some things that are totally different from what you saw in competitors to avoid copying what they did.

Refine Your Language

People often describe the same thing using different language. Individuals will get attached to the words they use to describe a problem, and then the group will get stuck on semantics. This is especially true when defining new products and features. We’ll often use a different word or two, and then everything will freeze. It could be the language used to describe user instructions, or it could be the label for a button. It could also be your names for particular objects in your project or particular attributes of those objects. Language is incredibly powerful. As visual designers, we might not be as tuned into it as we need to be, and we’ll shrug it off as the domain of copywriters. But copy and visuals are intertwined so intricately that separating one from the other in Web design is impossible.

So, we need to make sure we’ve got exactly the right language, and we need to experiment. Start by changing the language on the page or refining the instructions. Additionally, you could labels things that did not previously have labels or update existing labels.

If you are working with a copywriter, get them involved in refining any language issues you have with the website. They will be a fabulous source of ideas on language, product terminology and refining instructions.

Language can also block teams. Using different words or phrases for the same thing, especially when working on products that don’t yet exist, can lead to internal confusion. Using different terminology will divide a team rather than unify it. So, having team members define their use of words could help. If you step back and take a deep breath, you might find that you have already solved the problem and just needed to clarify the language in order for everyone to see it.

Ask Different Questions

If you are stuck, it is probably because you need an answer. Trouble is, you might not be asking the right question. If you ask the same question over and over, you will most likely get the same answer. So, how do you rephrase the question or ask a new question to gain new insight?

Sometimes the problem is visual. Something in the layout is distracting or causing it not to work, so you need to address a different part of the layout. The root of the problem might be not the element you are working on but the surrounding elements. Here are a few things to try:

  • Delete or remove other items on the art board and see what happens. This could reveal a solution to the problem.
  • Try an illustration instead of a photo.
  • Change colors.
  • Break the grid.
  • Emphasize different parts of the page.
  • Try a whole new approach to the navigation, not just a new menu bar.

Document Data in a New Way

On a project I was on, we were having trouble pinpointing how to compare feature sets between products. We had several options but kept going around in circles debating on the right direction. Finally, I found a new way to display the comparisons and tried it out as an experiment. Wham! It showed the information in a new way that made sense to the team, and we all got it. So if you are working with data, how can you display or visualize the data in a new way? Could you look at new parameters? Could you reformat your deliverables? Looking at the data in different formats enables you to see new things.

Competitive Analysis
The magical data visualization: overlaying rankings of competitors based on key opportunities.

Analyze Something New

With there being so many techniques and models to display data, exhausting the entire bag of tricks in every project is impossible. If you are looking to see the problem differently, put the problem in a new model: a storyboard, a mental model, a new analytics report, perhaps even changing the format of the data. You will see different things with different models. It will add more detail to the strategy and help you understand the design challenge in the big picture, helping you discover new risks and solutions. Adding data models could also help the business’ decision-makers and team members uncover crucial risks earlier in the process.

Zoom Out to the Next Largest Context

Looking at the big picture can also lead to a new way of seeing the problem. When a problem is very specific, look at how it fits into the next largest context. In product or Web design, this could mean storyboarding how the app or website is to be used, including the location and psychographics of the user and what they are trying to accomplish. Better understanding how the business works might also help. Understanding design in the context of how the app fits into the big picture of the business can help you refine the strategy and eliminate options to arrive at a solution more quickly.

Zooming out sometimes helps me realize that I am asking the wrong question. If you are asking how your problem (say, one about a feature set or product requirements) fits into the big picture, you might find that the big picture is not big enough and has to be expanded (such as by revising the strategy or the user flow). Perhaps the feature set or product requirements don’t make sense because you haven’t zoomed out wide enough and don’t understand the product in context. Once you look at it in the big picture, your entire team might realize that its approach is wrong — or perhaps right!

Final Thoughts

When approaching your next project, try to build in new ways to look at the problem. We’ve explored just a few here. You could also try new project workflows (such as lean or agile) or new tools (such as eye-tracking or usability tests or different software) or new music or whatever.

Going back to our story of the blind men, where is your team blind? Where can you look to make this elephant a little clearer. Design work is very much about feeling your way around and imagining the elephant. By looking at different dimensions (data, competitors, inspiration, language, context), you are able to see a problem more three-dimensionally. No design challenge is so simple that it lacks additional facets for exploration. You might just find the “A-ha� moment you were looking for or discover a major innovation as Newton did or uncover something small that allows you to focus and prioritize your team.

Remember, if you do the same thing, you will usually get the same results. Conversely, if you try new techniques, you may never go back.

(al)


© Stuart Silverstein for Smashing Magazine, 2012.


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