个人金融服务网站Mint.com以1.7亿美元被高价收购。这个两年前刚进入TechCrunch40的新兴服务网站以大概35名员工支撑着超过55万的活跃用户，粗暴的算起来，每个员工的支撑价值为500万美元左右。这种员工价值从何而来？
不久之前，Mint.com的产品副总Aaron Forth在UX Week的访谈中说到Mint在产品开发和用户体验方面的努力。Adaptive Path做了简单的概括：敏捷地、以用户为中心的持续创新。在很多的评论文章中Mint.com的成功很大程度是被归结为不断的用户需求的发掘和满足，一种良好的用户体验循环。
访谈内容可以到UX Week看全文，这里只摘录Aaron Forth的部分言论，与用户体验有关，但是上下文语境还是请看原文。
We make a very conscious effort to strip a lot of that away by providing a quantified approach. We are simply focused on finding the consumer the best way to save. Whether we get paid for that or not has no effect on the products that we recommend to you.
在大量的诱惑面前去伪存真，抓住核心，只做最能满足用户需求的东西，不费心考虑直接回报。这一点，很多产品都做不到。
All of which is to say that design is really done for a purpose here. There are lots of products that are design focused for the purpose of being design focused. They want to win design awards and stuff like that. But with Mint there’s really a strategy behind it. If anything it makes design more important.
所有产品的设计都有针对性的目的，不为了设计而设计。不管是界面、流程、交互都应该聚焦在需求满足和引导上。
另外，在Mint.com在于用户打交道的过程中也同样体现一个问题：用户自己本身有时候不知道自己想要什么，需要引导和发掘。很多产品功能的开发，不是用户以任何形式主动反馈给mint.com的，而来源于mint.com对于用户需求准确的把握、发掘和引导。“…we try to categorize your transactions as accurately as we can without having you tell us what to do. ”不是专业的人，想不到那么深。
把Mint.com的成功归结到用户体验上来，其实也不算赖皮，即使它还有很多其他成功之处。只要想想一个产品从最开始被构想，到被开发、改进，到继续改进或者over，都是与用户需求和体验密切相关的，那“成”是因为用户体验做得好，“败”是因为用户体验没做好，八九不离十。
