Ever heard the saying “Cart before the horse”? Or “You have to crawl before you can walk”? Or “You can’t put lipstick on a landing page with 27 links”?
That last one may be exclusive to landing page software employees, but the sentiment is the same. Unless the foundation of your landing page is strong, any optimization beyond that will be a waste of your time—and ad spend. Because even the slickest, fanciest landing page will leak precious conversions if it lacks certain crucial elements.
For the sake of those ad dollars, let’s go back to basics.
In collaboration with our friends (and customers!) at Skillshare, we’ve created a free video crash course on the fundamentals of a high-converting landing page. Whether you’re building your first page or just want a refresher, you’ll get a checklist to set up each of your pages for success.
The full course, Creating Dedicated Landing Pages: How to Get Better ROI for Your Marketing Spend, is hosted by Unbounce VP of Product Marketing Ryan Engley and comprised of 11 videos totalling a quick 31 minutes. Sign up for a free Skillshare account and dive right into binge mode, or keep scrolling for an overview of what every landing page you create should have.
Bonus: Skillshare is offering 2 free months and access to thousands of other marketing classes just for signing up through our course.
Who’s it for?
Anyone running marketing campaigns! But in particular, those who execute on them.
Whether you’re responsible for launching paid advertising campaigns, build and design landing pages yourself, or work with designers and copywriters to create them, this course will ensure you’ve covered every base to create a compelling and high-converting post-click experience.
In a nutshell: It’s for anyone who runs paid marketing campaigns and wants to get the most bang for their buck.
What will it teach me?
In 11 videos, Ryan will take you through the process of creating a persuasive marketing campaign, cover each step of building a successful landing page within it, and explain the “why” behind it all so you’re taught to fish instead of just being handed the fish.
A few tidbits to start
If you’re thinking, “What’s wrong with sending people to my homepage?” then Attention Ratio is a great place to start.
“Your website is a bit of a jack of all trades,” Ryan explains. “Usually it’ll have a ton of content for SEO purposes, maybe information about your team…but if you’re running a marketing campaign and you have a single call to action in mind, your website’s not going to do you any favours.”
The more links you have on your page, the more distractions there are from your campaign’s CTA. You don’t want people to explore—you want them to act. And an Attention Ratio of 1:1 is a powerful way of achieving that.
Somewhat self-explanatory, your Unique Selling Proposition describes the benefit you offer, how you solve for prospects’ needs, and what distinguishes you from the competition. This doesn’t all have to fit in one sentence, rather, it can reveal itself throughout the page. But if you’re going to focus on one place to do the “heavy lifting,” as Ryan calls it, this place should be your headline and subhead.
Take Skillshare’s landing page for a content marketing course by Buzzfeed’s Matt Bellassai (if his name doesn’t ring a bell, Google him, grab some popcorn, and come back to us with a few laughter-induced tears streaming down your face). Without even looking at the rest of the page, you know exactly what you’ll get out of this course and how it will help you achieve a goal.
What’s more convincing than word of mouth? Since we don’t advise stalking and hiring people’s friends to tell prospects how great you are, the next best thing is to feature testimonials on your landing page. The key here is that you’re establishing trust and credibility by having someone else back you up.
Customer quotes, case studies, and product reviews are just a few of the many ways you can inject social proof into your landing page. Think of it as a “seal of approval” woven into your story that shows prospects you deliver on the promise of your Unique Selling Proposition.
Customer testimonials serve as the proof in your pudding.
Watch all 11 episodes of Creating Dedicated Landing Pages: How to Get Better ROI for Your Marketing Spend to set your landing pages up for success in less time than it takes to finish your lunch break. Beyond being 100% free, it’ll save you a lot of guesswork in building landing pages that convert and precious ad spend to boot. So settle in for a mini binge watch with a sandwich on the company tab—you earned it.
In this article, I will introduce the subject of competitive analysis, which is basically a method to determine how well your competitors are performing. My aim is to introduce the subject to those of you who are new to the concept. It should be useful if you are new to product design, UX, interaction or digital design, or if you have experience in these fields but have not performed a competitive analysis before.
No prior knowledge of the topic is needed because I’ll be explaining what the term means and how to perform a competitive analysis as we go. I am assuming some basic knowledge of the design process and UX research, but I’ll provide plenty of practical examples and reference links to help with any terms and concepts you might be unfamiliar with.
Note:If you are a beginner in UX and interaction design, it would be good to know the basics of the design process and to know what is UX research (and the methods used for UX research) before diving into the article’s main topic. Please read the next section carefully because I’ve added reference links to help you get started.
Competitive Analysis, Service Design Cycle, Five-Stages Design Process
If you are a UX designer, then you might be aware of the service design cycle. This cycle contains four stages: discover, explore, test and listen. Each one of these stages has multiple research methods, and competitive analysis is part of the exploration. Susan Farrell has very helpfully distinguished different UX research methods and activities that can be performed for your project. (You can check this detailed segregation in her “UX Research Cheat Sheet”.)
The image below shows the four steps and the most commonly used methods in these steps.
Please don’t confuse the five-stages design process with the service design cycle. Basically, they serve the same purpose in the design thinking process, but are explained in different styles. Here is a brief explanation of what these five stages contain:
This stage involves gaining a clear understanding of the problem you are trying to solve from the user’s point of view.
This stage involves defining the correct statement for the problem you are trying to solve, using the knowledge you gained in the first stage.
In this stage, you can generate different solution ideas for the problem.
Basically, a prototype is an attempt to give your solution some form so that it can be explained to others. For digital products, a prototype could be a wireframe set created using pen and paper or using a tool such as Balsamiq or Sketch, or it could be a visual design prototype created using a tool such as Sketch, Figma, Adobe XD or InVision.
Testing involves validating and evaluating all of your solutions with the users.
You can perform UX research at any stage. Many articles and books are available for you to learn more about this design process. “Five Stages in the Design Thinking Process” by Rikke Dam and Teo Siang is one of my favorite articles on the topic.
According to Nielsen Norman Group’s “User Experience Careers” survey report, 61% of UX professionals prefer to do the competitive analysis for their projects. But what exactly is competitive analysis? In simple language, competitive analysis is nothing but a method to determine how your competitors are performing, what they are offering and how well they are doing it.
Sometimes, competitive analysis is referred as competitive usability evaluation.
Why Should You Do A Competitive Analysis?
There are many reasons to do a competitive analysis, but I think the most important reason is that it helps us to understand the rights and wrongs of our own product or service.
Using competitive analysis, you can make decisions based on knowledge of what is currently working well for your users, rather than based on guesses or intuition. In doing competitive analysis, you can also identify risks in your product or service and use those insights to add value to it.
Recently, I was working on a project in which I did a competitive analysis of a feature (collaborative meeting note-taking) that a client wanted to introduce in their web app. Note-taking is not exactly a new or highly innovative thing, so the biggest challenge I was facing was to make this functionality simpler and easier to handle, because the product I was working on was in the very early stages of development. The feature, in a nutshell, was to create a simple text document where some interactive action items could be added.
Because a ton of apps are out there that allow you to create simple text documents, I decided to do a competitive analysis for this functionality. (I’ll explain this process in more detail later in the section “Five Easy Steps to Do a Competitive Analysis”.)
How To Find The Right Competitors?
Basically, there are two types of competitors: direct and indirect. As a UX designer, your role is to study the designs of these competitors.
Jaime Levy gives very good definitions of direct and indirect competitors in her book UX Strategy. You can learn more about competitive analysis (and types of competitors) in chapter 4 of the book, “Conducting Competitive Research”.
Direct competitors are the ones who offer the same, or a very similar, set of features to your current or future customers, which means they are solving a similar problem to the one you are trying to solve, for a customer base that you are targeting as well.
Indirect competitors are the ones who offers a similar set of features but to a different customer segment; or, they target your exact customer base without offering the exact same set of features, which means indirect competitors are solving the same problem but for a different customer base, or are solving the same problem but offer a different solution.
You can search for these types of competitors online (by doing a simple web search), or you can directly ask your current and potential customers what they are using already. You can also look for your direct and indirect competitors on websites such as Crunchbase and Product Hunt, and you can search for them in the Google Play and the iOS App Store.
Five Easy Steps To Do A Competitive Analysis
You can perform a competitive analysis for your existing or new product using the following five-step process.
1. Define And Understand The Goals
Defining and understanding the goal is an integral part of any UX research process. You must define an accurate goal (or set of goals) for your research; otherwise, there is a chance you’ll get the wrong outcome.
Draft all of your goals right before starting your process. When defining your goals, consider the following questions: Why are you doing this competitive analysis? What kind of outcome do you expect? Will this analysis affect UX decisions?
Remember: When setting up goals for any kind of UX research, be as specific as possible.
I mentioned earlier that I recently performed a competitive analysis for a collaborative meeting note-taking feature, to be introduced in the app that I was developing for a client. The goals for my research were very general because innumerable apps all provide this type of functionality, and the product I was working on was in the very early stages of development.
Even though your research goals might be simple, make them as specific as possible, and write them all down. Writing down your goals will help you stay on the right track.
The goals for my analysis were more like questions for which I was trying to find the answers. Here is the list of goals I set for this research:
Which apps do users prefer for note-taking? And why do they prefer them?
Goal: To find out the user’s behavior with these apps, their preferences and their comfort zone.
What is the working mechanism of these apps?
Goal: To find how out competitors’ apps work, so that we can identify their pros and cons.
What are the “star” features of these apps?
Goal: To identify functionalities that we were trying to introduce as well, to see whether they already exist and, if they exist, how exactly they were implemented.
How comfortable does a user feel when using these apps?
Goal: To identify user loyalty and engagement in the apps of our competitors.
How does collaborative editing work in these competitive apps?
Goal: To identify how collaborative-editing functionality works and to study its technical aspects.
What is the visual structure and user interface of these apps?
Goal: To check the visual look and feel of the apps (user interface and interaction).
2. Find The Right Competitors
After setting the goals, go on a search and make a list of both direct and indirect competitors. It’s not necessary to analyze all of the competitors you find. The number is completely up to you. Some people suggest analyzing at least two to four competitors, while others suggest five to ten or more.
Finding the right competitors for my research wasn’t a hard task because I already knew many apps that provided similar features, but I still did a quick search on Google, and the results were a bit surprising — surprising because most of the apps I knew turned out to be more like indirect competitors to the app I was working on; and later, after a bit more searching, I also found the apps that were our direct competitors.
Putting each competitor in the right list is a very important part of competitive analysis because the features and functionality in your competitors’ apps are based on exactly what users of those apps want. Let’s assume you put one indirect competitor, XYZ, under the “direct competitors” list and start doing your analysis. While doing the research, you might find some impressive feature in XYZ’s app and decide to add a similar feature in your own app; then, later it turns out that the feature you added is not useful for the users you are targeting. You might end up wasting a lot of energy, time and money building something that is not at all useful. So, be careful when sorting your competitors.
For my research, the competitors were as follows:
Direct competitors br>Quip, Cisco Spark Meeting Notes, Workboard, Lucid Meeting, Less Meeting, MeetingSense, Minute-it, etc.
All of the apps above provide the same type of functionality, which we were trying to introduce for almost the same type of user base.
Indirect competitors br>Evernote, Google Keep, Google Docs, Microsoft Word, Microsoft OneNote and other traditional note-taking apps and pen-paper note-taking methods.
The user base for all of the above is not exactly different from the user base we were targeting, but most of the users we were targeting were using these apps because they were unaware of the more convenient ways to take meeting notes.
3. Make A Competitive Analysis Matrix
A competitive analysis matrix is not complex, just a simple spreadsheet. You can use Microsoft Excel, Google Sheets, Apple Numbers or any other tool you are comfortable with.
First, divide all competitors you’ve found into two groups (direct and indirect) and put them in a spreadsheet. Jamie Levy suggests making the following columns:
I would recommend digging a bit deeper and adding a few more columns, such as for “unique features”, “pros and cons”, etc. It would help to summarize your analysis. It’s not necessary to set your columns exactly as mentioned above. You can modify the columns to your own research goals and needs.
For my analysis, I created only four columns. My competitive analysis matrix looked as follows:
Competitor name br>In this column, I put the names of all of the competitors.
URL br>These are website links or app download links for these competitors.
Features/comments br>In this column, I put all of my comments, some ”star” features I needed to focus on, and the pros and cons of the competitor. I color-coded the cells so that later I (or anyone viewing the matrix) could easily identify the difference between them. For example, I used light yellow for features, light purple for comments, green for pros and red for cons.
Screenshots/video links br>In this column, I put all of the screenshots and videos related to the features and comments mentioned in the third column. This way, it became very easy and quick to understand what a particular comment or feature was all about.
4. Write A Summary And An Analysis
Once you are done with the analysis matrix spreadsheet, move on and create a summary of your findings. Be as specific as possible, and try to answer all of your questions while setting up a goal or during the overall process.
This will help you and your team members and stakeholders make the right design and UX decisions. This summary will also help you find new design and UX opportunities in the product you’re building.
In writing the summary and the presentation for the competitive analysis that I did for this collaborative note-taking app, the competitive analysis matrix helped me a lot. I drafted a document with all of the high-level takeaways from this analysis and answered all of the questions that were set as goals. For the presentation, I shared the document with the client, which helped both the client and me to finalize the features, the flows and the end requirements for the product.
The last step of your competitive analysis is the presentation. It’s not a typical slideshow presentation — rather, just share all of the data and information you collected throughout the process with your teammates, stakeholders and/or clients.
Getting feedback from everywhere you can and being open to this feedback is a very important part of the designer’s workflow. So, share all of your finding with your teammates, stakeholders and clients, and ask for their opinion. You might find some missing points in your analysis or discover something new and exciting from someone’s feedback.
We live in a data-driven world, and we should build products, services and apps based on data, rather than our intuition (or guesswork).
As UX designers, we should go out there and collect as much data as possible before building a real product. This data will help us to create a solid product that users will want to use, rather than a product we want or imagine. These kinds of products are more likely to succeed in the market. Competitive analysis is one of the ways to get this data and to create a user-friendly product.
Finally, no matter what kind of product you are building or research you are conducting, always try to put yourself in the users’ shoes every now and then. This way, you will be able to identify the users’ struggles and ultimately deliver a better solution.
I hope this article has helped you plan and make your first competitive analysis for your next project!
If you want to become a better UX, interaction, visual (UI) or product designer, there are a lot of sources from which you can learn — articles, books, online courses. I often check the following few: Smashing Magazine, InVision blog, Interaction Design Foundation, NN Group and UX Mastery. These websites have a very good collection of articles on the topics of UI and UX design and UX research.
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Design’s role in companies is becoming less about visual appeal and more about hitting business goals and creating value for users. Therefore, the need to build teams with diverse perspectives is becoming imperative. Design will not only be critical to solving problems on the product and experience level, but also relevant on a bigger scale to close social divides and to create inclusive communities.
Creating a team who can work well together across different disciplines can be hard. Rachel Andrew solicits some suggestions from the speakers at our upcoming SmashingConf in Toronto. Read article →
What Is Diversity And Why Is It Important?
Diversity is in perspectives and values, which are influenced by both inherit traits (such as ethnicity, gender, age, sexual orientation) as well as acquired traits that are gained from various life experiences (cultural influences, education, social circle, etc.). A combination of traits shape people’s identity and the way they think.
In particular, conflicts and adversities experienced by people have a significant influence on how they develop their values. The more an individual has stepped outside their comfort zone, the more unique of a perspective they bring to the table and an expanded capacity to be compassionate towards others.
Diversity is important because it directly affects long-term success, innovation, and growth. Advantages of working on a diverse team include increased collaboration, effective communication, well-rounded sets of skills represented, less susception to complacency, and active efforts for inclusivity are made earlier in the process.
What Is The Competing Values Framework?
The positive correlation between diversity and innovation are undeniable. So how exactly does it work? Having differing and oftentimes clashing perspectives on a team seems to hinder progress rather than drive it. But with the right balance of values, this dynamic is extremely advantageous. Design, as a problem-solving discipline, uses insights to drive innovation, which can only manifest between differences, not commonalities. When different perspectives and values are represented, blind spots become more apparent and implicit biases are challenged.
This is illustrated in the Competing Values Framework, a robust blueprint that was devised by Quinn and Rohrbaugh, based on researching qualities of companies that have sustainably produced a steady stream of innovative solutions over the years. This model for organizational effectiveness shows how different perspectives translate into business values, as well as show where their weaknesses are.
These are categorized into “quadrants” as follows:
People with characteristics from the Collaborate quadrant are committed to cooperating together based on shared values. They foster trust with each other and with their audience through compassion and empathy. Their priorities are long-term growth of communities and commit to learning and mentoring. While a sense of unity might help a team be more purpose-driven, this can discourage individuals who think differently to bring new ideas to the table because they are averse to taking risks. People here also lose sight of the realities of constraints because they look too far ahead.
While most people are hesitant to change and innovation, those in this quadrant embrace it. They’re extremely flexible with a shifting landscape of user and business goals and aren’t afraid of taking risks. Creatives see risk as an opportunity for growth and embrace different ways of thinking to come up with solutions. Trends are set by creatives, not followed. In contrast, however, those in this quadrant aren’t as logical and practical with the execution needed to bring ideas to life. Their flexibility can become chaotic and unpredictable. Taking risks can pay off significantly but it’s more detrimental without a foundation.
As the name implies, people here are competitive and focus on high performance and big results. They’re excellent decision makers, which is why they get things done quickly. They know exactly how to utilize resources around them to beat competitors and get to the top of the market. Competitors stay focused on the business objectives of increasing revenue and hitting target metrics. On the other hand, they’re not as broad of a visionary in the long run. Since they prioritize immediate results. Because of this, they may not be as compassionate towards their audience and not consider the human side of company growth.
People in this quadrant focus on creating systems that are reliable and efficient. They’re practical and can plan strategically for scaling, and they constantly revisit their design processes to optimize for productivity. They are extremely detail oriented and can identify areas of opportunities in the unexpected. They’re also experts at dealing with multiple moving parts and turn chaos into harmony. But if there are too many Control qualities on a team, they become vulnerable to falling into complacency since they depend on reliable systems. They are averse to taking risks and fear the nature of unpredictability.
People and their values don’t always neatly fit into categories but this framework is flexible in helping teams identify their strengths and weaknesses. Many individuals have traits that cover more than one quadrant but there are definitely dominant qualities. Being able to identify what they are on an individual level, as well as within a team and at the company level is important.
How Do We Use The CVF To Build Diverse Teams?
There are already many great design processes and frameworks that takes aspects of the CVF to help teams take advantage of diverse perspectives. The sprint model, developed by the design partners at Google Ventures, is an excellent workflow that brings together differing values and skill sets to solve problems, with an emphasis on completing it in a short amount of time. IDEO’s design thinking process, also referred to human-centered design, puts users at the forefront and drive decisions with empathy with collaboration being at the core.
The CVF complements many existing design processes to help teams bring their differing perspectives together and design more holistically. In order to do this, teams need to evaluate where they are, how to fit in the company and how well that aligns with their priorities. They should also identify the missing voices and assess areas for improvement. They need to be asking themselves,
What has the team dynamic been like for the past year? What progress has been made? What goals (business/user/team) are the most important?
The Competing Values Framework assessment is a practical way to (1) establish the desired organizational outcomes and goals, (2) evaluate the current practices of teams within the organization/company and how they manage workflows, and (3) the individual’s role and how they fit into the context of the team and company.
For example, a team that may not have had many roadblocks and disagreements may represent too much of the Collaborate quadrant and need people who represent more of the Compete quadrant to drive results. A team that has taken risks has had failures, and has dealt with many moving parts (Create) may need people who have characteristics of the Control quadrant for stability and scaling on a practical level to drive results and growth.
If teams can expand by hiring more, they should absolutely onboard more innovators who bring different perspectives and strengths. But teams should also keep in mind that it’s absolutely possible to work with what they already have and can utilize resources at their disposal. Here are some practical ways that teams can increase diversity:
Hire For Diversity
When hiring, it’s important to find people with unique perspectives to complement existing designers and stakeholders. Writing inclusive job descriptions to attract a wider range of candidates makes a big difference. Involving people from all levels and backgrounds within the company who are willing to embrace new perspectives is essential. Hiring managers should ask thoughtful questions to gage how well candidates exercise their problem-solving skills and empathy in real-life business cases. Not making assumptions about others, even with something simple like their pronouns, can establish safe work environments and encourage people to be open about their views and values.
Step Outside The Bubble
Whether this would be directly for client work or for building team rapport, it’s valuable to get people out of the office to experience things outside of their familiar scope. It’s worthwhile for design teams to interact with users and spend time in their shoes, not only for their own work as UX practitioners but also to help expand their worldview. They should be encouraged to constantly learn something new. They should be given opportunities to travel to places that are completely different from their comfort zone. Teams should also be encouraged go to design events and learn from industry experts who do similar work but in different contexts. Great ideas emerge when people experience things outside their routine and therefore, should always get out and learn!
Drive Diversity Initiatives Internally
Hosting in-house hackathons to get teams to interact differently allows designers to expand their skills while learning new approaches to problem solving. It is also an opportunity to work with people from other teams and acquire the skills to adapt quickly. Bringing in outside experts to share their wisdom is a great way for teams to learn new ways of thinking. Some companies, especially larger organizations, have communities based on interests outside of work such as the love for food or interest in outdoors activities. Teaching each other skills through internal workshops is also great.
Foster A Culture Of Appreciation
Some companies have weekly roundtable session where each person on the team shares one thing he or she is appreciative about another person. Not only does this encourage high morale but also empowers teams to produce better work. At the same time, teams are given a safe space to be vulnerable with each other and take risks. This is an excellent way to bond over goals and get teams with differing perspectives together to collaborate.
What Should Diverse Teams Keep In Mind?
Acknowledging that while different ideas and values are important, they can clash if conversations are not managed effectively. Discrimination and segregation can happen. But creating a workspace and team dynamic that is open to discussion and a safe space to challenge existing ideas is crucial. People should be open to being challenged and ask questions, rather than get defensive about their ideas. Compromise will be necessary in this process.
When diversity isn’t managed actively, or there is an imbalance of values on a team, several challenges arise:
Communication barriers — How people say things can be different from how others hear and understand them. Misunderstandings could lead to crucial voices not always being heard. If a particular style of communication is accepted over others, people fear speaking up. They might hold the wisdom to make design decisions that could impact the business. If a culture of openness doesn’t exist, a lot of those gold mines never get their opportunities to see the light of day.
Discrimination and segregation — As teams become more diverse, people can stray away from or avoid others who think differently. This can lead to increased feelings of resentment, leading to segregation and even discrimination. People might be quick to judge one another based on stereotypical references, rather than mustering the courage to understand where they come from.
Competition over collaboration — People on design teams need to work collaboratively but when different perspectives clash and aren’t encouraged to use their perspectives to create value for the company, they become competitive against each other rather than have the willingness to work together. It’s important to bring the team back to the main goal.
Embracing different perspectives takes courage but it’s everyone’s responsibility to be mindful of one another. Being surrounded by people with different perspectives is certainly uncomfortable and can be a stretch outside their comfort zones. Design teams are positioned advantageously to do so and be role models to others on its impact. Conversations about leveraging differing perspectives should happen as early in the process as possible to limit friction and encourage effective collaboration.
Conclusion And Next Steps
Rather than approach it as an obligation and something with a lot of risk, leaders should see it as a benefit to their company and team’s growth. It is often said that roadblocks are a sign of innovation. Therefore, when designers in a team are faced with challenges, they are able to innovate. And only through the existence different perspectives can such challenges emerge. Assessing where the company, teams, and individuals are within the CVF quadrants is a great start and taking steps to building a team with complementing perspectives will be key to driving long-term innovation.
I’d like to personally thank the following contributors for taking their time to providing me with insights on hiring for and building diverse design teams: Samantha Berg, Khanh Lam, Arin Bhowmick, Rob Strati, Shannon O’Brien, Diego Pulido, Nathan Gao, Christopher Taylor Edwards, among many others who engaged in discussions with me on this topic. Thank you for allowing me to take your experiences and being part of facilitating this dialogue on the value of diversity in design.
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