the moment the customer opens the landing page. Using measurable results, design decisions can be made based on real evidence rather than hunches. They help determine the key moments and features that are absolutely critical to your product. Chapter 6 focuses on tactics for helping you discover value innovations, concentrating on the primary utility of the product. We explore techniques such as storyboarding that will weave key experiences together in simple and elegant ways. We look at ways to poach and cherry-pick features from both competitors and noncompetitors so that we can put them together in new ways. They learn everything about the existing market space to identify UX opportunities that can be exploited. This allows your team to find ways to create a leap in value by offering something that makes peoples lives more efficient. They talk directly to potential users or existing power users of the product to discover and validate its primary utility with respect to the problem that must be solved. They weave the UX through all touch points — online and offline — enabling an experience that is frictionless. This is especially relevant in products such as Airbnb and Uber in which the transaction begins on the Internet, is fulfilled in the real world, but then loops the user back to the interface to write reviews. You can’t merely “design think” your way to a killer UX design. It’s only when the UX is informed by and affects the other three tenets that mental models are broken. Disruption erupts! Over the course of the book, I will discuss several case studies of products that have killer user experiences. These are UX designs that didn’t just “happen” through good luck or “genius design.” They’re killer through the manifestation of the tenets. It’s only with practice and mindfulness that we will come to understand the product as a sum of both its tangible and intangible parts. The examples include the following companies. Airbnb The listing service that is disrupting the travel industry (Figure 2-7).