2015年7月28日 星期二

How we designed Booking.com for Business

How we designed Booking.com for Business

看最完整的內容請前往 http://blog.booking.com

Originally posted by in http://blog.booking.com
It’s no secret that Booking.com has a strong data-driven culture. We validate our work through A/B experimentation, allowing millions of customers to have their say in what works best. But quantitative research is not our answer to everything; we adjust our toolset to the problem at hand.
When we set out to build Booking.com for Business, it immediately felt like we were in a startup. Suddenly, the wealth of experimentation data at our disposal wasn’t enough to start building the application for businesses. To kick-off the design work, we needed to know more about our business users’ needs, motivations, and current frustrations. We needed to get out of the building and talk to them.

Initial research

We performed a series of user interviews in several countries with a significant share of business travel. We met with business travellers of all types (from interns to CEOs), along with the people who organise the business trips for them.
We learned that business users have unique set of needs. Booking a holiday can be a fun pastime on its own, but booking a business trip is part of a job—it needs to be as efficient as possible. There’s also more to business travel than making the booking itself. Companies need an overview of who is going where and how budgets are spent. Existing business travel solutions either don’t satisfy such needs, or they’re expensive and complex.
These and many other insights became the foundation for our work. They were synthesized into a set of user personas that shaped the design of the product as we went on.

Product vision

Armed with knowledge about potential users, we started brainstorming. Our aim was to create a vision of the product that would help our personas accomplish their goals. The outcome of these brainstorms was a list of high-level requirements that were later visualised as a set of wireframes. This tangible representation of our ideas enabled us to have fruitful conversations with stakeholders. The wireframes were high-level enough that we could temporarily set aside details of technical implementation and visual design, but also detailed enough to convey the purpose of each screen.

Minimal viable product (MVP)

The product vision was exciting, but it was just a hypothesis. We didn’t want to spend months implementing something ultimately not useful for customers, and not beneficial to our business. It was important to get the product out there as soon as possible, and to start learning from real world usage. We knew that we already had a great product—Booking.com itself—and we could build on its strengths. With this in mind, we defined the minimal scope that would be sufficient to validate our ideas, and started mapping out the user journey.

Filling the user journey with designs felt like finishing a puzzle. As we progressed, we could see how complete the whole picture was from the design perspective.
However, soon after we started implementation, we noticed a problem. Separate design mockups didn’t provide a true feeling of the user experience. They were static. It wasn’t always clear how the application would respond to user actions, and how one page would transition into another. We found ourselves figuring out these details along the way.
It was also important to get user feedback on design decisions we had made so far. Unfortunately, the actual product was still at the early stage of development, and putting mockups in front of users gave us limited feedback.


As a response to these issues, we created an interactive prototype that simulated the end-to-end user flow. For example, it was possible to land on the product page, go through the sign-up process, view transactional emails, experience key application features, sign-out, and sign back in again. In this way, we solved two problems at once: we had created a tool that would better guide product development and procure high-quality user feedback.
We kept it lean and didn’t spend much time creating the prototype. We simply placed mockups in HTML files and connected them with hyperlinks. In-page interactions were triggered by bits of basic Javascript code that showed images of various UI states on click. For example, when the user clicked on an area of the mockup that had a button, the image changed simulating interface response.

Some design solutions that previously looked good as static mockups didn’t work so well when presented in the dynamic prototype. Acknowledging this helped us to fix design issues before they reached the product. Participants in user testing sessions were also more engaged with the prototype because it felt like a real product.
But prototypes are not without limitations. It’s hard to do full-blown usability tests with them. They may look real, but not every possible scenario is supported, so facilitators need to carefully steer participants. Maintaining the prototype also becomes tedious over time. We tried to make it easier by separating reusable parts like header, footer, navigation, etc. into include files. We accomplished this by using Jekyll, a static website generator.

The good news is that we didn’t have to rely solely on the prototype for long. The product quickly took shape and it soon became possible to put the real thing in front of users.

User feedback

After the product reached the MVP state, it became easier to get user feedback. Although the product wasn’t yet ready to be publicly announced, we were able to start gathering usage data and feedback from early adopters. We also continued usability testing, because the usage data told us what was happening, but often left us wondering why.

Even with the working product at our disposal, we continued using prototypes to fill the gaps during usability tests. We seamlessly integrated feature prototypes into the live product and switched them on specifically for usability session participants. This helped us to establish whether mocked-up ideas were worth implementing, and also to test parts of the application that were still in development.
Usability labs were not our only test environment. We visited company offices and observed how the product was performing in the real world. These office visits were highly valuable, providing us with insight from observation of users in their natural environment. We had a chance to see what tools they used, what workarounds they developed, and how our product would fit their work process. This was absolute gold. Some things that performed well in the lab set-up, failed during office visits.
We saw that our users were working in a very busy environment and were constantly distracted. The time they spent making a decision was very short. Plus, they were sceptical about introducing new tools into their work. All this posed a particular challenge for a crucial step in the user journey: the product page. Our users needed tangible proof that the product would do as it promised, and that it was reliable. They wanted to explore the product before making any commitments.

Product page

The research findings informed new product page designs. But we needed confirmation that they would actually solve the problems we had observed. We opted for remote surveys as a method to gather feedback quickly and on a large scale. This enabled us to cover several markets and bring a quantitative component into the research.
Survey participants were presented with various versions of the page and were asked to click and comment on page elements that stood out to them. Afterwards they were asked a series of questions that helped us gauge how well they understood our offering, and how likely they were to sign-up.
It took us a few survey iterations to arrive at a version that proved to work well for our users. Had we gone with one of the new designs without testing, we would have ended-up with a sub-optimal page upon product launch.
Now that we had the fully-tested user journey in place, we could reveal the product to the world.

Final thoughts

Fast forward to today. The product is up and running. We can now make decisions through A/B experimentation as there is an established base and a sufficient number of users that continues to grow. If we look back on the process that brought us here, this is what comes to mind:
  • In an environment of uncertainty, it was important to remain open to change. We had to think creatively not just about the product itself, but also about how to get there.
  • We were focused on the user from day one and all the way through. Even when we didn’t yet have the complete product, we used the prototype to get user feedback.
  • By combining quantitative and qualitative research methods, we got the best of both worlds. This was and will remain our recipe to continuously improve the user experience.
2015年7月20日 星期一

COSCUP 2015 社群攤位名單公佈



  1. MOPCON 行動科技年會
  2. Ubuntu-TW
  3. MozTW - Mozilla 台灣社群
  4. OpenSUSE Taiwan
  5. 香港創意開放科技協會
  6. Fedora Taiwan
  7. SITCON學生計算機年會

你參與的社群雀屏中選了嗎?別忘了 COSCUP 當天去逛逛與大家相見歡!


P.S: 有申請社群攤位的負責人,這幾天請留意你申請時登錄的email,後續會給你更詳細的訊息喔!

2015年7月15日 星期三

2015 COSCUP 會前電子報 第二期

會前 02 號

COSCUP Hands-on:玩轉樂開源,OPEN好生活

COSCUP Hands-on 是一個性質上教學大於演講的企劃,希望除了 COSCUP 開源人年會的演講之外,也有機會透過教學課程傳遞與 Open Source 相關的經驗與知識,協助您提升個人能力,也一併增加貢獻開源專案的技能;同時,這也是一個盡可能不倚靠外部贊助、僅以門票收入打平活動支出的嘗試,希望能為 COSCUP 尋找另一種永續經營的方式。
>> http://coscup2015.kktix.cc/events/handson15


還記得 COSCUP 2009 時,Rex 主持的硬體義賣活動嗎?
拍賣會今年將重新回到開源人年會!第一天議程結束後於國際會議廳舉行的慈善拍賣會,將由 g0v 村長 clkao 主持,除了限量 COSCUP 特色小物之外,還有社群的前輩提供的專業服務或是經驗分享唷!

Unconference!? 自己的議程自己排!

COSCUP 曾經在 2011 及 2012 兩個年度舉辦 unconference,反應相當熱烈。今年,我們也在活動第二天,規劃了兩軌的 unconference。
  1. 不小心錯過徵稿截止日
  2. 有個不分享不行的有趣主題想要跟會眾交流
  3. 閃電秀總是不小心超時
  4. 想來點新鮮的主題
都歡迎你來與我們一同打造今年的 unconference!

什麼是 unconference?

Unconference 指「非正式會議」,不同於由大會排定的議程,Unconference 是由所有參與的會眾共同排定的。在會眾踴躍的投遞完想要分享的主題之後,透過票選,會眾自行決定想聽的講題。因此每個人都有可能是講師,也沒有人可以預料 Unconference 會出現什麼樣千奇百怪的新鮮議題!

今年的 unconference 怎麼玩?

每場 15 分鐘,形式、QA 時間分配由講者決定
COSCUP 大會第一天 (8/15):
15:00 前,到 Unconf 票選區,寫下你想分享的題目
16:00 前,到 Unconf 票選區,票選你想聽的題目
16:40 大會依照票數決定入選者並於會場及 COSCUP 網站公布初步議程,需要更動時段者, 17:00 集合統一協調


BobChao - BYOC: Build Your Own COSCUP

從 2007 起和 COSCUP 結下了緣份的 Bob,從協助邀講開始,走過許多組別的組員、組長,而後接手做了三年的總召再交棒出去。Bob 將藉此次機會與大家簡介 COSCUP 的歷史、志工團隊如何運作、面臨的問題,並想和聽眾一起找出 COSCUP 接下來各種可能的努力方向。
另外COSCUP 團隊也邀請他在會前工作坊(Hands on)開設了 BYOC 的課程,想要更完整的了解 如何 BYOC 嗎?快來報名吧。




>> 至 104 了解詳細職缺訊息:http://goo.gl/QqAM4E


由 Amazon Web Services 舉辦的 AWS Cloud Kata,是為期一天的免費研習會,專為創業育成、新創公司、開發團隊或創業投資,提供最新的雲端技術開發與技巧,還能與專家現場討論創業路程。研習會重點聚焦在分享成功經驗,讓您學習最佳實務,並吸收科技新知。 對於計劃中或已發展的新創企業和開發團隊來說,2015 年 8 月 4 日這場 AWS Cloud Kata,都是不容錯過的盛會。


哇寶成立於2006年,致力於開發 EC 電商網站,並提供完整的電子商務解決方案。

Zakka 雜貨網、lativ、天母嚴選、Grace gift、衣芙日系、OB 嚴選、法雅客
特力屋、商業周刊、HOLA、Net、奇哥 、老協珍、HANG TEN、H:Connect

巴哈姆特成立於 1996 年,當初是第一個以遊戲為主題的 BBS 站,於 2000 年設立公司隨即推出網站服務,如今已經邁入第 19 年。

Gandi 是個域名註冊與雲端主機服務提供商,總部在法國巴黎,並於近期在台北設立了新辦公室以服務使用中文的客戶。目前,Gandi 管理了超過1千7百萬個域名,是全球最大的註冊商之一,客戶類型包括個人、組織、中小企業、國際性企業等,皆對 Gandi 投以高度信賴。不同於其他註冊商,Gandi 非常重視消費者的權益與隱私,並努力捍衛著這些價值。除此之外,Gandi 支持數個開源專案,包括VLC、Gnome、Debian、及Ubuntu。在 Gandi 註冊域名,或將現有的域名移轉至 Gandi,可享有1年期免費SSL證照、5個信箱、及1000個轉址。

Todoist幫助全世界超過四百多萬用戶更有效率的完成工作,我們支援超過16種平台和20種國家語言,可以在各個不同裝置上操作,簡潔的介面能讓使用者輕鬆上手,我們提供了細緻且多元的功能來滿足不同的工作需求 – 不論是個人生活管理,或是團隊中的任務規劃,Todoist都能幫助您更簡潔,有效率的達成目標。

許多人的工作管理都因為使用Todoist而有顯著且正向的改變 ,各大報章雜誌,如The Guardian, USA Today, the New York Times, The Wall Street Journal, Forbes, Lifehacker,都將Todoist列為目前市面上最好的代辦事項管理工具。不論是個人生活管理,或是團隊中的任務規劃,Todoist能幫助您更簡潔,有效率的達成目標。
GitCafe 是一個基於程式碼託管服務打造的協作與分享平台,開發者可以使用 Git 將其開源或商業專案託管在 GitCafe 上,與其他開發者一同協作。GitCafe 為幫助研發團隊進行更高效、更安全的程式碼管理與協作,於 2015 年推出新產品 GitCafe Enterprise,提供優化的工作流程與解決方案,並可部署在私有伺服器或私有雲之上。歡迎申請免費試用,在 COSCUP 期間也可以與 GitCafe 的工程師面對面交流。

電子報發行單位:COSCUP 2015 籌備團隊
2015年7月8日 星期三

COSCUP 2015 Hands-on {玩轉樂開源,OPEN好生活}

今年 COSCUP 不只在大會兩天才能參加精彩議程,
讓大家一起跟著老師動ㄘ動、Hands-on 一下啦!

這次的活動我們用 {玩轉樂開源,OPEN好生活} 為主軸,將課程分成【繪生活】【趣生活】【妙生活】【創生活】四大類:
  • 想知道怎麼用開源軟體來繽紛生活嗎? 你就不可以錯過【繪生活】的課程。
  • 想看看玩玩最夯的 Web + Arduino 應用嗎?那就一定要參加【趣生活】的時段。
  • 想讓開源之路幫忙創造一個新方向嗎?【創生活】是你很好的選擇。
  • 一起思考更多開源軟體的可能性吧!【妙生活】就是為你而設計的!
希望透過這些課程,大家都可以跟我們一起 {玩轉樂開源,OPEN好生活}。如果不想錯過的話就快點來看看這次超級精彩又有趣的 Hands-on 吧!

COSCUP Hands-on 是一個性質上教學大於演講的企劃,
希望除了COSCUP 開源人年會的演講之外,也有機會透過教學課程傳遞與 Open Source 相關的經驗與知識,協助您提升個人能力,也一併增加貢獻開源專案的技能;同時,這也是一個盡可能不倚靠外部贊助、僅以門票收入打平活動支出的嘗試,希望能為 COSCUP 尋找另一種永續經營的方式。
玩轉開源世界、創造優質 Open 生活,這就是今年的 COSCUP Hands-on!
※ COSCUP Hands-on 與 COSCUP 雖由同一群志工主辦,但彼此是獨立的活動,不能憑其一之與會憑證參加另一個活動。

2015年7月3日 星期五

COSCUP 慈善拍賣會,拍賣品現正徵集中!

為了慶祝十週年,COSCUP 2015 比起往年多了一個有趣的活動 -- 慈善拍賣會

歡迎來自各個社群的開源相關物品或是社群朋友提供服務,無論是 「COSCUP 十年全系列紀念衫」、「高村長 30 分鐘上好菜」、「柏強的房間清掃服務 2 小時」、甚至是 「COSCUP 明年的主色系」,都能拿來作為拍賣的項目!拍賣所得金額將提供大會作為贊助,並且分為現場競標和無聲競標(slient auction),並讓各社群之間進行群體競標。

熱血的 FLOSS 社群夥伴們,你有什麼想在 COSCUP 年會上拍賣的物品或是服務嗎?你想和各個社群有個交流比拼的機會、為自己所參與的社群歡呼尖叫嗎?開始摩拳擦掌,準備拍賣品吧!

即日起到 7/12 23:59 截止收件,後續消息請密切注意部落格和粉絲專頁。你還在等什麼,趕快填寫申請表單吧!

2015年7月1日 星期三

2015 COSCUP 會前電子報 第一期

會前 01 號


2006 年的 COSCUP,我們從 coder-user 直接接觸的 Open Source 開始,走過了 Device、Web、Mobile、Goverment、Data……,直到了第十年,我們要來談開放文化。
十年的時間,開放源碼運動在所有貢獻者的努力下已然開花結果,而下一個十年,COSCUP 將帶領各位更進一步的探討「開源」的核心價值!哪裡是未曾觸及的呢?在這一年,讓我們一起立下新的標竿,成為開放文化的探索者吧!





jserv - 「封麥」演說:台灣開放原始碼生態圈回顧

什麼?!宅色夫 ( jserv ) 也要「封麥」了?!
一個能夠連續 10 年在 COSCUP 分享心得的講者,決定在「封麥」前,簡短回顧台灣開放原始碼生態圈的轉變,以及台灣人在國際開放原始碼專案的投入狀況。

clkao - g0v 村情咨文:跨界元年

過去一年來 g0v 的進展和成果十分豐碩。
一起來看看 g0v 是怎麼讓開放協作的精神逐漸為更多 NGO 與政府單位接受,並且也開始更頻繁的和開放社群互動。
還沒成為鄉民的你/妳,快來一起加入 g0v 的行列吧!




About Appier 
Founded in 2012, Appier is an AI-empowered technology company offering next generation cross-screen marketing solutions to advertisers across the globe. Headquartered in Taipei, with offices in San Francisco, Singapore, Tokyo, Sydney and Ho Chi Minh City, Appier is passionate about making advertisement the preferred content that connects business and users. Leveraging the power of Artificial Intelligence and Big Data, Appier delivers right marketing content to the right audiences at the right time on the right screen, making digital marketing experience easier and happier for everyone.
With a team of experts in data mining, artificial intelligence, and digital marketing from Google, Splunk, Intel, Yahoo. Appier aspires to utilize technology to help our clients achieve their business goals and maximize their ROI in the global markets. Appier is also Taiwan’s first company received A-series fund raising from Sequoia Capital. For more information, please visit www.appier.com.



電子報發行單位:COSCUP 2015 籌備團隊