BSBMKG534 Design effective digital user experiences


This task forms part of your assessment for BSBMKG524 Design effective user experiences.
This assessment will focus on the skills and knowledge needed to establish metrics for assessing user experiences and to specify effective user interaction designs.

Your task

To meet the assessment requirements for this assessment task you will base your portfolio of evidence on an organisation agreed with your assessor. You will research and report on the design of a user experience where a user will engage with a product, service, brand or an organisational story on digital platforms (website, apps, etc.). Your assessor will advise you on the resources and materials that you can use for this assessment task.
Note: This assessment task is the first of two assessment tasks in which you will plan, implement, monitor and evaluate a user experience (UX) as part of a total, integrated project.
Complete the steps outlined below.


  1. Select a suitable business or organisation as the basis of this task. Alternatively, you may use the ‘Solar Now’ scenario in Appendix 2.
  2. Advise and gain agreement on with your assessor on:
    1. your chosen organisation
    2. a product or service provided by this organisation, or an organisational brand or story, as the basis for the remaining steps (for example, the organisation might be introducing a new product, providing an additional service, making changes to existing products or services, changing its brand, or updating the way it does business)
    3. a timeframe and format for submission.

You may use the template provided in Appendix 1: Template for outlining UX design as a guide to a suitable format for the submission of this assessment.

  1. Plan and develop the metrics for measuring the user experience, including:
    1. using appropriate sources to identify and outline the organisation’s requirements for the user experience
    2. using appropriate sources to identify the users, their expectations, and their expected behaviour and usage pattern
    3. defining the criteria for measuring the effectiveness of user experiences
    4. identifying the systems or processes for collecting and analysing data on user experiences.
  2. Plan and specify the relevant interaction design to create an effective user experience, by:
    1. identifying the essential features and information for the interaction
    2. researching current digital technologies and platforms to establish which ones will best engage your intended users and meet their digital experience needs. Remember to identify and specify the technologies and platforms that will be used for your design.
    3. describing the interaction patterns that you would use to aid individuals who are using the interface, including how you will help users have consistent and intuitive experiences
    4. outlining how the interface behaviour is relevant to the organisation’s product, service or brand/story.
  3. Outline the legislative, regulatory and/or organisational policy aspects that were considered in formulating the metrics and specification of the design. If you identified required modifications to existing organisational policies and procedures, then you should describe these.

Compile all documentation in the required format and submit within the timeframe agreed with your assessor.

Evidence requirements

You must:

  • prepare, write and submit a detailed document (of at least 2,000 words) that addresses all required points using the template provided in Appendix 1: Template for outlining UX design (or another suitable format)
  • submit all documentation in a report format and within the timeframe agreed with your assessor.

Your assessor will be looking for evidence that you:

  • interpreted client requirements for the user experience
  • researched and documented user expectations
  • developed appropriate performance measures for user experiences
  • established suitable systems and processes for gathering data about user experiences
  • identified the critical features and information for the interaction
  • evaluated digital technologies to implement user experiences
  • described how the selected interaction patterns will assist users to have positive experiences
  • outlined how the interface behaviour is relevant to the product, service, brand or story you have chosen
  • considered any current legislation, regulation or organisational policy aspects in the development of the experience design.


Appendix 1: Template for outlining UX design

Organisation information
Name of organisation:
Name of contact person (stakeholder):
Design concept description
User experience
Outline the organisation’s requirements for the user experience.
Identification of users and their expectations
Identify the users of the product or service and their expectations, as well as their expected behaviour and patterns regarding the usage of the product or service.
Key observable and measurable criteria
List and explain the criteria for measuring user experience.
Data collection
Identify the processes and methods you will employ to collect data on user experiences.
Interaction design
Evaluation of current digital technologies
List and describe two or three technologies and platforms that are best suited to engage users of the product or service and meet their digital experience needs. Briefly justify your choices.
Common interaction patterns
Outline the common interaction patterns and the rationale for their use, along with graphical representation where applicable.
Interface behaviour
Identify what efforts will be made to make interface behaviour relevant to the product, service or organisation.
Legislative, regulatory or organisational policy aspects
Identify any legislative, regulatory or organisational policy aspects and their impact upon user experience.


Appendix 2: Solar Now scenario

The industry

Solar Now is a part of the solar energy (photovoltaic) industry within Australia. As with 96% of the industry, they are an SME (small to medium size enterprise) and their main activity is the installation of solar panels and associated equipment. Further, almost 50% of these SMEs are what could be called micro businesses, mainly small family-based enterprises.
The industry has been dependent on government support through subsidies to clients in the form of rebates for solar installation. In 2014, over 21,000 people worked in the industry in Australia. The industry grew rapidly from the early 2000s, but has slowed significantly with a change in government policy regarding direct support.
Australia’s Renewable Energy Target has been a driver for the industry, but there are fears this might change significantly. With reductions in rebates and less publicity, many in the industry fear their old reliance on ‘passive’ marketing is coming to an end.
For solar businesses to survive in this volatile marketplace, a new approach to marketing services and benefits to potential clients will be required. There has been an untapped demand for solar installation within the community, especially from those supporting ‘green’ causes. A recast product offering and a more sophisticated marketing approach are required to engage with this group in the changed environment.
Most businesses in the industry have relied on traditional marketing methods, if any at all. However, with most potential clients active online, the future for many will rely on digital marketing.

Company background

Solar Now was established in Sydney in the early 2000s, being one of the first accredited installers of solar panels on the eastern seaboard. The business now has expanded operations in Brisbane, Canberra and Melbourne.
Solar Now has grown from a small family business to employing over 200 staff in the four offices. Fifty per cent of these are based in Sydney. Eighty per cent are trained and accredited installers. As an SME, it is in the top range in terms of size, and has become a dominant player in the solar field on the east coast of Australia.
Sales value and installations have grown year in, year out at an average rate of 30% during the last decade. However, this has plateaued in the last two years, and sales figures for the current year have declined by 40%. New clients, new products and new approaches are necessary to arrest these changes.
Most of the business has attracted government rebates to date, and this has led to a focus on domestic suburban installations. The company is aware of a growing need to engage the business sector more with the benefits of solar, and to target tech savvy professionals who support green causes, who may not be as reliant on rebates. The company has also considered there is untapped potential in regional and rural areas for installers with their experience and expertise.
Solar Now has acquired the Australian rights to market new lithium iron power storage batteries being produced in China. These batteries enable the storage of solar power on the premises, and promise significant cost savings for clients over time, with far reduced reliance on expensive ‘grid’ power.
This presents a new and exciting market for Solar Now, which has recently appointed a new marketing team, headed by an experienced digital marketer.


Solar Now conducted a strategy conference recently, and the management agreed on the following objectives for the next twelve months.

  • Arrest domestic installation decline rate through better target marketing and services.
  • Introduce the new ‘Solar Now LI Battery Panel’ to current and new clients.
  • Lobby Federal Government for retention of current solar panel rebate.
  • Introduce targeted online engagement with customers.
  • Improve cost efficiencies in installation and service contract processes.

Customer profile

By segment, a recent survey and analysis of Solar Now revealed the following profile over the last two years.

Geographic Most domestic customers lived within a 15-kilometre radius of a major city
15% were based in inner city locations.
98% of existing customers had existing connections to the power grid.
All domestic customers owned or were purchasing their home.
Demographic 60% were families with the main income earner over 40 years old.
20% were young families with two children under 10.
5% were over 65.
20% were ‘blue collar’, 70% were ‘white collar professionals’ and 10% were businesses.
For clients, average annual income was between $75,000 and $150,000.
75% had post school qualifications.
Psychographic Significant number of professionals with left leaning political views.
The ‘green’ causes dominated their choices across a range of product categories including motor vehicles and recreation options.
Cultural groups represented were predominately Caucasian.
  Most were not active in traditional religions.
There was a strong interest in ‘smart’ technology as a means to address climate change issues.
Most had the latest smartphones and used them extensively.
Behavioural 60% of customers take over two months to confirm an order, with extensive consultation requirements.
Most customers identified saving money over the long term as a significant motivator.
Most clients like to have their panels and equipment visible as a badge of their ‘green’ credentials.
Business owners who purchased panels for business premises also had panels installed in their homes.
Over 75% of sales came from referrals and ‘green’ community groups.
Digital 98% of customers had a smartphone with internet access.
30% actively used Instagram, 65% Facebook and 70% Twitter.
60% said they used multiple devices on any one day (desktop, smartphone, tablet, etc.)
40% said they had increased in listening to podcasts and reading internet-only news blogs over the last twelve months.
75% had bought something online in the last month.

Current marketing mix

Solar Now has been using a traditional marketing and promotion mix since the business started. This had been effective when turnover was almost guaranteed by government policy, but with new pressures and products Solar Now has found new approaches will be needed to drive customer growth.
These methods have been tried and tested to date:

  • advertising in local and regional newspapers
  • pamphlet letterbox drops to business and residential homes
  • thirty-second radio advertisements
  • promotions and sponsorships with community environmental groups
  • established website and a Facebook business page.

SWOT analysis

Based on recent survey and business data, the directors of Solar Now have prepared the following SWOT analysis to inform business plans.

Strengths Weaknesses
Strong presence and identity within the marketplace for solar installation.
Referral business is common.
Over ten years’ experience in installation.
New sales and distribution rights for the Solar Now LI Battery Panel.
Offices in four major cities.
Highly trained, accredited installers on staff.
Well regarded among community and environmental groups.
Engagement with government is well regarded.
Reliance on government rebates and policy.
Large employed workforce may not be suited to products and services.
Smaller companies may be more agile to deal with change in the industry.
Current predominance of middle-income professional clients may limit further growth.
Traditional marketing methods have positioned the business as an installer only, maybe not suited to new product launch.
Has seen an increase in warranty calls on solar panels installed in last three years, leading to questions of reliability.
Opportunities Threats
Ratified renewable targets set at international conference will stimulate demand.
Expected demand for Solar Now LI Battery Panel in multiple customer segments.
Growth in the inner city professional market.
Focus on digital marketing will resonate with the client base.
With the employed workforce of accredited installers, expansion to associated products and service could be rapid.
Government removes rebates.
Government abandons the Renewable Energy Target.
Mergers between small installers to create larger business competition.
Alternative importers of LI Batteries may become active.
Product risk (failure, warranty, malfunction, damage, etc.).
Banks reduce lending facility due to changing business conditions.
Digital marketing from competitors will engage clients before Solar Now has adapted.


Digital strategy

Solar Now has taken the strategic position to support their revitalising plans with a new emphasis on digital marketing. This will complement the existing marketing mix and
focus on:

  • developing detailed data on the digital usage patterns and expectations of the existing customer base
  • designing user and customer engagement that will stimulate customer growth and positive branding
  • understanding the various technologies and platforms that can be used, and the associated interface characteristics
  • establishing a modelling and testing environment to support their development of digital marketing and user experience.

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