UX Design Why are fortune 500 companies working hard towards UX? UX design is the
process of developing things that are useful, easy to use, and fun to interact with.
This entails developing the whole acquisition and integration process, including
branding, design, usability, and function. It all comes down to increasing people's
encounters with your product and ensuring they find value in what you're delivering!

UX Design Why are fortune 500 companies working hard towards UX? UX design is the process of developing things that are useful, easy to use, and fun to interact with. This entails developing the whole acquisition and integration process, including branding, design, usability, and function. It all comes down to increasing people's encounters with your product and ensuring they find value in what you're delivering!

Brand Loyalty Via UX

“The goal of UX design in business is to improve customer satisfaction and loyalty through the utility, ease of use, and pleasure provided in the interaction with a product.” - Oxford Journal Interacting With Computers

Let’s get some factual insights, shall we? Statistics on User Experience

  • The ROI on UX investments is 9,900%.
  • Improving the customer experience may increase KPIs by more than 80%.
  • A decent user interface may enhance conversion rates on websites by up to 200%.
  • Only 1% of individuals believe e-commerce sites match their expectations.
  • If a task is not optimized for mobile, mobile users are five times more likely to leave it.
  • A one-second delay in page response might result in a 7% decrease in conversions.
  • Bad UX is responsible for 70% of online company failures.

Brand Loyalty Via UX

“The goal of UX design in business is to improve customer satisfaction and loyalty through the utility, ease of use, and pleasure provided in the interaction with a product.” - Oxford Journal Interacting With Computers

Let’s get some factual insights, shall we? Statistics on User Experience

  • The ROI on UX investments is 9,900%.
  • Improving the customer experience may increase KPIs by more than 80%.
  • A decent user interface may enhance conversion rates on websites by up to 200%.
  • Only 1% of individuals believe e-commerce sites match their expectations.
  • If a task is not optimized for mobile, mobile users are five times more likely to leave it.
  • A one-second delay in page response might result in a 7% decrease in conversions.
  • Bad UX is responsible for 70% of online company failures.

GO WITH FRONT END DEVELOPMENT OUTSOURCING.
WE HAVE A LOT TO OFFER

AGILE MANAGEMENT
By default, our team management relies on Scrum, but in smaller projects (up to 3 months) we may also switch to Kanban. Pace of development and delivery plans are established using accurate measurement techniques, including scoping by story points and story points burndown per sprint.
BEST PRACTICES
In every project, there are product requirements, delivery plans, change and risk management to consider… Our Scrum Masters and Agile Project Managers practice what they preach to keep track of progress and streamline communication.
SCALABLE TEAMS
Best engineering practices enable in depth analysis and efficient optimization of the proposed software solutions From multiple types of tests and regular code reviews to Continuous Integration and Continuous Deployment: your application will receive the best treatment available.
ONE-TEAM POLICY
Cost-effective product development requires dynamic team building. Code & Pepper will provide part-time or full-time support of expert developers to give you more control over project progress. A variety of latest technologies and programming languages at your disposal can have direct impact on the final quality of your app.
SAVE TIME AND MONEY
Transparency is one of the core values at Code & Pepper. It applies as much to the resources generated during development (such as code repository, designs, risk logs, timesheets or budget flows) as to team management and communication. Results? Perfect synchronisation of workflows and easy troubleshooting.

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