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Commerce

Marketing Unbound

The Balance of Power Has Shifted

Now is the time to be audacious. Adapt fast to thrive. It is time to

experiment, test, and iterate. It’s time to explore unlimited possibilities

and live free. Imagine commerce, unbound!

Today we will explore trends, techniques and new possibilities to put

consumers at the center of commerce experiences. Creating a shared

experience of value, connection, and satisfaction.

That’s Commerce Marketing Unbound

Brought to you today by…

A place where we help the world’s leading

brands create unparalleled commerce

marketing expertise.

And a workshop where our creatives, strategists,

and technologists collaborate with clients,

partners, and consumers to design better

commerce experiences for all.

Innovation + Craft. Art + Science. Parts + Labor.

The Shop. Open for Commerce.

Today You Work With Leaders From

Insights Ideation Implementation

Meet the experts you’ll be working today

Brian Bolten

Head of Strategy

Laurel Syah

Head of Creative

Heather Aeder

Director of Analytics

Elizabeth Zietlow

Head of User

Research

Meet the experts you’ll be working today

Mary Gilbert

Director of Strategy

and Planning

Eric Anderson

Senior Manager Site

Marketing, eBay

Marketplaces

Today’s Process

• Unpack the challenge: A look at today’s consumers and the

experience they expect from brands today.

• Identify the best opportunities: Learn how to connect behavioral

data, research, and UX to identify critical behaviors and deliver

high-value moments.

• Learn from experience: See how companies like eBay, Kate Space,

and QVC leverage unique features to deliver relevant experiences that

maximize business success.

• DIY: Design thinking exercise to solve one of the most common

problems faced by eCommerce marketers today.

Time Check

1:00 pm – 1:20 pm Welcome and Introductions, Mary Gilbert, Director of Strategy and Planning

1:20pm – 2:05pm Identify the Best Opportunities. Elizabeth Zietlow, Head of User Research, Heather Aeder, Head of Analytics and Optimization

2:05pm – 2:15pm Networking Break

2:15pm – 3:00pm Identify the Signals that Matter, Eric Anderson, Senior Manager, Site Marketing, eBay Marketplaces

3:00pm – 3:30pm Design Thinking & Commerce Catalyst Brief

3:30pm – 3:45pm Networking Break

3:45pm – 4:00pm Luma Commerce Catalyst Brief & Challenge

4:00pm – 6:15pm Design Thinking Exercise, Laurel Syah, Head of Creative , Elizabeth Zietlow, Head of User Research

6:15pm – 6:30pm Close & Proceed to the Marketplace Happy Hour!, Craig Hayman, President, Steve Denton, VP and GM, Marketing Solutions

Unpack the Challenge Welcome to the age of the customer

Welcome to the Age of the Customer

“…this is different. This is not about “customer-centric” thinking or “the

customer is always right.” Instead, the new power of customers means

that a focus on the customer now matters

more than any other strategic imperative.”

-Forrester

Evolving Metrics Are Focused on Customers

Customer

Satisfaction

Revenue

Growth

32% 30%

Return on

Investment

23%

Customer

Acquisition

23%

Customer

Retention Rate

23%

METRICS THAT MATTER

The Dynamics That Matter

CONNECTED CONSCIOUS IN CONTROL

Consumers are Connected

CONNECTED Successful brands connect high-value

experiences:

• Location

• Devices

• Experiences

Connected Consumers

It’s not about mobile. It’s about the freedom that mobile

technology enables. 90% of consumers switch between devices

frequently to complete tasks.

Connected Consumers

CONNECTED CONSTANTLY

To Their Work Everywhere

To Their Home To Multiple Devices

To Their Friends On the Go

To Their Favorite

Retailers

Device Task Switching is the New Normal

Proximity, intent and comfort remain core to participants’

motivations for switching.

Device Task Switching is the New Normal

Searching

For Info

Browsing

the Internet

Shopping

Online

Planning a

Trip

Managing

Finances

Social

Networking

Watching an

Online Video

STARTED ON

SMARTPHONE 66% 56% 65% 63% 65% 47% 59%

CONTINUED ON

LAPTOP 48% 60% 58% 61% 45% 56% 58%

CONTINUED ON

TABLET 8% 8% 4% 5% 4% 3% 3%

Device Activity Reveals Context

Device usage shows that while desktop is still popular, there is a

shift toward more mobility happening.

The Everywhere

Device: The Context

Glue

Outpaces desktop

and mobile for light

purchases of 1-4 items

Losing ground to tablet

YoY 71% to 58% >

In-Store – Showrooming

1. Compare prices 2. View product reviews 3. Look up promotions/coupons 4. Find product specifications 5. Research product ratings

On-the-go: • Find store/get directions Work & Home – Light Shopping & Email • Light, spontaneous browsing • Light purchasing • Checking promotions via email

Home: Pre-Searching & Searching • Deep Browsing

1. Compare prices 2. Compare products 3. View product reviews 4. Find product specifications

• Light to heavy purchasing

Home: Pre-Searching & Searching • Deep Browsing

1. Compare prices 2. Compare products 3. View product reviews 4. Look up product specifications 5. Look up promotions and

coupons

• Purchasing 1. Still the dominant device used for

purchasing 5+ items at a time

Motivations are Bi-Directional

This requires boundary-defying integration of online and physical

shopping.

65% of consumers described their behavior as a mix of online and

in-store due to “showrooming” and “pre-search” behaviors.

And Thus Cross-Device and Channel

Connected Glass Virtual Storefront with

24 / 7 shopping and home delivery within

an hour

Social media buzz with

#katespadesaturday

Local Email to

customers

Mobile shopping

continuity.

Don’t Just Go Mobile. Go Seamless.

68% also expect a good smartphone experience, and 79% expect a

good tablet experience.

Sephora’s Innovation Lab features beacon and “augmented reality” technology that tie on-

and offline behavior through mobile devices, allowing consumers to shop and engage fluidly

throughout the store, whether that be “in-person” or through their mobile device.

*C3/GSI Center for Connected Commerce research, 5/2013, n=145 C3/GSI Center for Connected Commerce research 5/2013, n=506

Consumers are Conscious

Modern consumers expect more from brands,

and look for those who are conscious of:

• Their Values

• Their World

• Their Time

CONSCIOUS

Connecting to Personal Values

84% of consumers expect an engaging brand experience

• Nike connects to personal success

• Nike+ deepens connection through wearable training tools

Values Extend to the World Around Us

“Consumers, particularly Millennials, are increasingly discriminating

between brands by looking for ethical behavior and sustainability.

They are looking for brands and companies with clear values.”

– JWT The Future 100 – Trends to Watch in 2015.

Values Extend to the World Around Us

New Tools Support Evolving Values

“These consumers don’t call themselves consumers. They think of

themselves as makers, users, sharers, and sometimes participants in

the production of products, services, content, etc. They have values.

They get status from different things than their parents did. And they

want to support products and companies that align to their values.

– The Good Guide

New Tools Support Evolving Values

Seamless Customer Service

64% of consumers have made a purchase from a new retailer over

their preferred because of Free Shipping. Consumers demand it, and

other varieties of top-notch customer service.

Forrester Top Trends in Customer Service

1. Omni-channel Service: Voice, self-service, chat, email

2. Mobile First: Apps and seamless value-added experiences across devices BPM Tools

3. Standardize Delivery: Seamless process and follow-through Choice and Control: eg. Buy

online, pick up at store


Virtual Try-On Physical Locations 5-Day Home Try-On

Listen To Your Call Center Team

#1 Reason for customer calls is

they can’t find what they need

on the website.

10% Less loyal if they can’t find

what they need.

800# Should be easy to find.

Decrease call volume by

putting top 5 FAQs next to the

number.

FAQs Have a robust set that include

answers to things like: “What’s

your return policy?” and “Do

you ship to Alaska?”

Chat Use chat buttons where

customers need them most:

Order and payment support.

Email is Still the Preferred Service Channel

According to a Principal Financial Group Poll of US

Shoppers Ages 25-35

50% “I want to communicate with

retailers via email.”

28% “I want to communicate with

retailers in person.”

>6% “I want to communicate with

retailers via social media or

online chat.

Consumers Are In Control

Brands who lead are those that understand that

customers are in control of:

• Where they Shop

• How they Shop

• Who captures and holds

their attention

IN CONTROL

More Options, More Control

77% of consumers expect retailers to provide a consistent,

integrated experience between their in-store and online channels.

By providing consumers with a choice in regards to how they

can shop you give them multiple avenues with which they can

make a purchase.


Online Browsing At-Home Delivery In-Store



Consumers browse and purchase in a multitude of different places

and through a variety of different outlets. Brands who embrace this

behavior and allow consumers to control where they make their final

purchase without taking away from the brand experience are able to

thrive. Nike again, through its relationships with third parties, is

able to capitalize on that control.

Data In The Era of Self

58% of consumers expect retailers to be providing a more

personalized experience because of the information that technology

provides them.


Relevance Drives Growth

According to a 2014 MyBuys study

53% “I purchase more from

retailers that suggest products

based on past browsing and

buying behavior”

52% “Likely to engage with a new

brand and purchase based on

online ads that feature

products based on past

browsing behavior”

48% “More likely to purchase from

emails based on past

browsing behavior”

Intent Tools Create Opportunity for Relevance

Wish lists indicate consumer intent providing brands with an

opportunity for personalized engagement.

Buy Anywhere, Receive Any Way

Convenience is the key for consumers. For retailers, choice presents

an upside. According to eMarketer, shoppers who buy online and pick

up in-store end up spending a lot more once they get to the store.

Buy Anywhere, Receive Any Way

Online Browsing At-Home Delivery In-Store


Is Your Brand Consumer-Ready?

CONNECTED CONSCIOUS IN CONTROL

Be where they are:

• In their context

• Connected experiences

Respond to their needs:

• Engaging content

• Designed for humans

Give them control:

• Design for savvy shopper

• Cross-channel relevance

Top Customer Priorities

How can you improve your customer connections?

Identify the best opportunities

Our Process Today

• Unpack the challenge: A look at today’s consumers and the

experience they expect from brands today.

• Identify the best opportunities: Learn how to connect behavioral

data, research, and UX to identify critical behaviors and deliver high-

value moments.

• Learn from experience: See how companies like eBay, Kate Space,

and QVC leverage unique features to deliver relevant experiences

that maximize consumer engagement.

• DIY: Design thinking to solve one of the most common problems faced

by eCommerce marketers today.

Identify the Best

Opportunities

Elizabeth Zietlow Head of User Research

Heather Aeder Head of Analytics

Agenda

• The Marriage of Analytics and

User Research

• Identify opportunities across the

customer journey

– Attract

– Engage

– Convert

– Deepen

User Research Analytics

Our Practices

Vertical Site

Bounce Rate

% of Visits

Viewing

Products

Cart Opens /

Visits with a Product

View Rate

Visit

Conversion

Your Brand 42.5% 48.2% 12.6% 1.43%

Apparel 33.4% 47.3% 23.4% 2.06%

63% 63%

70%

56%

60%

64%

68%

72%

$-

$5,000

$10,000

$15,000

$20,000

$25,000

2014 2015 2016

Goal vs. Forecasted Demand

Forecast Revenue Needed to Meet Goals % of Goal

The Marriage How we tie the knot.

The Shop

Combine the power of

data with user research

to surface unique and

commerce-focused insights.

Design and create original

experiences and content

that directly engage

customers and influence

a purchase.

Efficiently produce and deliver

end-to-end experiences

online, in-store and on any

device imaginable.

Insights

Ideation

Implementation

Why Marry?

Marry the power of data with user research to spark

innovation and ideation

User Research

Observe Behaviors

& Actions – Why,

How

Analytics

Macro measurements

of Actions – What,

Where, Who, When

Strategy

Industry Vision –

Prioritization &

What’s Next

How to Identify the Best Opportunities

Moment of

Purchase

Initial

Consideration

Set

Trigger

Post purchase,

ongoing exposure

Active evaluation,

Information gathering, shopping

Loyalty Loop

ATTRACT

ENGAGE CONVERT

DEEPEN

Identifying the Best Opportunities Attract

Empathize with Consumers

Putting Yourself in the Customer’s

Shoes Doesn’t Work. – Harvard Business Review

Putting Yourself in the Customer’s Shoes Doesn’t Work: An Interview with Johannes Hattula, Scott Berinato From the March 2015 Issue, Harvard Business Review

https://hbr.org/search?term=scott+berinato


Mitigate the Effect

- Being aware of the bias keeps it “in

check” – seek to be surprised!

- Use a group discussion model –

don’t form conclusions on your

own

- Invite people with opposing view

points

- Talk directly to customers

Putting Yourself in the Customer’s Shoes Doesn’t Work: An Interview with Johannes Hattula, Scott Berinato From the March 2015 Issue, Harvard Business Review



Empathize with Consumers

Create a Segment Strategy Plan

a

Positioning

Modify the brand

positioning to create a

unique positioning

statement specifically

for the segment.

Ideal Experience for the Segment

A single statement that expresses exactly what the segment wants from the brand.

a

Messaging

Create specific

messaging themes to

communicate to each

segment.

a

Tactics

Establish the specific

tactics and offerings for

each message – how

the messaging will

come to life to reach

the segment.

a

Execution

Identify how the tactics

will be executed in

market – where and

how you will deliver the

messaging to engage

the segment.

KPI’s

Define a set of KPI’s to track for each segment. Define the approach for the segment – based on the

opportunity: how you’ll achieve your objectives.

Approach

Use Data to Personalize Landing Pages

Use incoming data to land

consumers on relevant content

– Search terms

– Marketing channel

– Coupon usage

YES

73%

“Do you like it when brands send you

personalized messages or offers?”*

*Source: Accenture Interactive study ** Source: Forbes

“Do you value relevancy?”**

YES

88%

Identify Best Opportunity

Attract: Use what and why data to identify

consumer intent in their purchase journey.

Identifying the Best Opportunities Engage

Mobile – Consumer Behavior & POV

2015 Blog Post:

http://www.ebayenterprise.c

om/commersations/blog/ho

w_to_leverage_multiple_de

vice_shoppers_insights_fro

m_user_research/

2013 Diary White Paper:

http://www.ebayenterprise.c

om/commersations/publicati

ons/multi_device_ownershi

p_implications_for_retailers

_and_consumers/

http://www.ebayenterprise.com/commersations/blog/how_to_leverage_multiple_device_shoppers_insights_from_user_research/







http://www.ebayenterprise.com/commersations/publications/multi_device_ownership_implications_for_retailers_and_consumers/






Mobile - The Consumer POV

“If it's easier to make a quick

purchase, I'll make it on my

phone.”– Felicity W.

“I don't want to have to click a

different button. I want to figure out

where I want to go. I'm in here and

don't want to waste my time.” –,

Susan T.

1. Intent, proximity, comfort

determine device usage

2. Want to do the same things

across device

3. Device switching is the new

normal

4. Usage and preference varies

from consumer to consumer

Why Mobile Matters

*Source: Aggregated data from eBay Enterprise retailers.

21% 22% 26% 33%

41% 46% 50% 53% 54%

0%

20%

40%

60%

80%

100%

Desktop Mobile Device

Mobile Device Traffic Share

39%

To look for an item in a search engine to find a local retailer

38%

To take a picture of a potential gift to text to friend or family member for

their opinion

33%

To search for a coupon for a store I am in

To scan an item’s QR code using an app to compare prices

at other stores/online

24%

Ways in Which US Smartphone Owners Plan to Use

Their Smartphone While Holiday Shopping, Oct 2014 % of respondents

SOURCE: Placecast, “Trends on Mobile Use This Holiday Season” conducted by Harris

Poll, ,” Nov 26, 2014

To search for a coupon for an item/brand I plan to purchase

32%

To check availability of items at specific local retailers

28%

www.eMarketer.com

To check availability of items at specific local retailers

14%

Why Mobile Matters

*Source: Aggregated data from eBay Enterprise retailers. Q1 2015 represents Jan/Feb only. Average conversion rates are from Feb 2015

0.00

0.10

0.20

0.30

0.40

0.50

0.60

Jan

-14

Feb

-14

Mar

-14

Ap

r-1

4

May

-14

Jun

-14

Jul-

14

Au

g-1

4

Sep

-14

Oct

-14

No

v-1

4

De

c-1

4

Jan

-15

Feb

-15

Higher mobile share does not help you if you mobile conversion lags desktop

Average Conversion Rates

1.65%

Mobile Device vs. Desktop Conversion Ratio

0.94%

Pay Serious Attention to Mobile

Establish & Measure Mobile KPIs

– Share

– Page template utilization and exit

rates

– Micro and macro conversions

• Store locator searches/ visits

• Coupon utilization

• Order/Visit conversion

• Product availability utilization

Enhance the User Experience

– Tailor the mobile site to the intent

of your consumer

– Drive quickly to product and focus

on filtering

– Optimize content for the device

rather than no content

– Connect the user from device-to-

device


Engage: Define, measure and optimize mobile to

your business and your customers’ needs, not to

the “average” experience

Identifying the Best Opportunities Convert

Hurdles to Purchase: Behavior

Biggest Usability/Experience Hurdles

• Finding & evaluating

• Checkout

• Device switching

• Non-Optimized sites

• Distractions/frustrations

Hurdles to Purchase: Confidence

“What makes me feel confident is free

shipping and free returns. It’s a

reassurance that if it’s not what I want I

can bring it back.” – Jess

“If I have to pay for returns, I don’t purchase

online. With free returns there’s no risk…

I purchase it on a credit card, if I don’t like it

I can return it, and I didn’t lose anything in

the end.” – Kandace R

• Confidence in selection – am I

making the right decision?

• Confidence they have an easy

“out”

Low Hanging Fruit – Free Shipping

• Free shipping is not a usability

problem

• It’s an easy tactic to push a

user over the edge

• What’s right for your brand?

30.9%

Percentage discount (10% off coupon)

21.6%

Free or discount shipping

12.7%

Amount discount ($10 off coupon)

7.3%

Dynamic (personalized to customer shopping habits)

5.5%

Loyalty programs (spend $100, get $5 toward your next

purchase)

3.6%

Multiple purchase discount (buy one, get one half-off)

18.2%

Not sure, we don’t actively track offer success

Most Effective Customer Incentive According to US

Online Retailers, July 2014 % of respondents

SOURCE: Retention Science, “Market Survey,” Aug 21, 2014

How to Test Free Shipping Thresholds

Evaluate AOV Frequency Construct Test Measure

% of Orders by AOV

68%

18%

5% 4% 5%

< $50 $50.01-$100

$100.01-$150 $150.01-$200

> $200

Campaign Variations

Conv. AOV Profit per

Site Visitor

No Min 3.77% $88 $378

$50 Min 2.56% $103 $307

$75 Min 1.86% $132 $320

$100 Min 1.30% $150 $215

A/B Testing

Pre/Post


Convert: Use tactics like free shipping thresholds

and clarity in return policies to overcome

confidence-based conversion hurdles

Identifying the Best Opportunities Deepen

The Power of Co-Creation

The evolution of content.

Retailer Curated

Content

curated content

supports product

evaluation and

enhance brand

experience, but

one-directional

Personalized

Content

brings consumers

back; keeps you

top of mind, but

sometimes misses

the mark

Co-created

content

deepens the

connection/frequency of

visits, and creates new

data points for better

personalization

Personalize Experiences Through Email

• Automated, personalized

messages engage and

convert consumers

• Targeted email welcome

series provide

– An introduction to the brand

– Data collection for future

communications,

– Product recommendations

39.1%

30.2%

16.5%

Welcome Series

Triggers

Promotional

Open Rate

1.06%

0.51%

0.02%

Welcome Series

Triggers

Promotional

Conversion Rate

Data source: eBay Enterprise Email Benchmarks, March 2015

Sample Welcome Series

Set up

Preferences

Email Touch 2

Initiate

co-creation

Email Touch 3

• Be interactive within the email • Show me more • Create an account • Make a wishlist • Rate products • Notifications/Alerts

• Tell me more about yourself

• Tell us what you want to hear from us

Welcome them

to the brand

Email Touch 1

• Segment your messaging based on incoming source

• Educate

Loyalty is Hard to Earn, but Worth It

18% 10%

Compared to new customers, repeat customers have 10% higher Average Order

Value and 18% higher Units per Transaction


Deepen: Use a co-creation dialogue with your

consumers to increase loyalty and deepen the

relationship

Tips & Takeaways Identify the Best Opportunities

Tips & Tricks Takeaways

• Use what and why to understand consumer intent in their purchase

journey

• Define, measure and optimize mobile to your business and your

customers’ needs, not to the “average” experience

• Use tactics like free shipping thresholds and clarity in return policies

to overcome confidence-based conversion hurdles

• Use a co-creation dialogue with your consumers to increase loyalty

and deepen the relationship

Introduction to Design Thinking Laurel Syah & Elizabeth Zietlow

About Today’s Workshop

Design as a verb:

a process for solving problems

and discovering new

opportunities ALWAYS with the

customer at the center.

A condensed

version of an entire

design lifecycle.

Similar methods are taught

at Stanford, IDEO, Google

Ventures, Harvard, etc.

Design Thinking Lifecycle

Empathize

Define

Ideate

Build

Test

Divergent and Convergent Thinking

Image source: PayPal CDI

Empathize Define Ideate Prototype Test

Engage with

customers

Focus & Refine

problem area

Be generative in

solution concepts

Select, prototype and

test with customer Iterative refining

Divergent Convergent

DISCOVER DEFINE DESIGN DELIVER


Doug Dietz Industrial Designer, GE

“When you design for

meaning, good things will

happen.”

Image source: http://www.diaradio.hku.hk/mri/mri_machine_dr_lasse_krug.jpg

Image source: https://www.flickr.com/photos/gehealthcare/sets/72157629488755266/

What difference does Design Thinking make?

Video (insert) Ann Makosinski High School Student

“The next time you observe a

problem, YOU fix it! When you

solve a personal problem and

spread the word, you may solve

problems for others as well.”

Video (insert)

GETT

Creative Problem Solving with Design Thinking

Middle School Students

GETT Creative Problem Solving

with Design Thinking

“Shopping Your Way”

Creating Commerce Catalysts Mary Gilbert & Laurel Syah

What is a Commerce Catalyst?

An insight-driven big idea that creates

measurable value for a brand and and

its customers.

The Ingredients

Summarize the unique and

differentiated characteristics,

perspective, or behaviors of

the target audience.

CONSUMER

TRUTH

Describe how the identity,

positioning and promise of the

brand impacts consumers in a

differentiated way.

BRAND

TRUTH

Identify a broad, timely

commerce trend that

influences consumers

right now

COMMERCE

TRUTH

COMMERCE CATALYST

A strategic statement that binds the

consumer, brand and commerce

insights together to ignite the

creative process.

Empathy leads to an original

consumer insight

Define

Ideate

Build

Test Empathize Summarize the unique and




CONSUMER

TRUTH

And is validated by data from analytics

Define

Ideate

Build

Test Empathize Summarize the unique and




CONSUMER

TRUTH

Commerce Catalyst Brief

The Customer Truth informs

the overall brief

And, most importantly, the Single

Most Important Idea

What is a Commerce Catalyst Brief?

• The outline that sets up the strategic problem.

• Communicates the request while inspiring the team.

• Open-ended or includes very specific, tactical direction.

• Used for paid assignments or new business pitches.

What is a Commerce Catalyst Brief?

• Has a clear, compelling, differentiated strategic idea.

• Written with a POV.

• Is concise – omits extraneous detail or paraphrasing.

Commerce Catalyst Lifecycle

Define

Ideate

Build

Test Empathize

Identify the opportunity

Write the brief

Activate the team

Collaborate with the client & partners

A real life example:

Sony Holiday 2014 Laurel Syah

Sony Holiday 2014

Problem:

Store.Sony.Com is under-performing on many dimensions. Meanwhile, Sony Music and Pictures (film/TV) are hotter than ever.

The Opportunity:

Create an integrated marketing campaign that activates Sony Store’s existing holiday campaign in a more impactful and engaging way.

User research: Access to content is opportunity

“I’m looking to find a tablet for my

son. In reading the reviews I

noticed that the Kindle is

kid-friendly compared to Sony…

it was easy to view movies

and games. And with $80/year

through Amazon Prime,

it’s cheaper than renting

throughout the year…”

Sony Holiday Commerce Catalyst

Only Sony has

amazing content

and products

CONSUMER

TRUTH

The key to unlocking

customers’ passion is

offering access

to content

BRAND

TRUTH The paradox of holiday

shopping is that it starts

earlier, but each trip

is shorter

COMMERCE

TRUTH

COMMERCE CATALYST

Put a bow on the

holidays with Sony

Design Thinking Spark Session

Mary Gilbert, Heather Aeder,

Laurel Syah & Elizabeth Zietlow

LUMA Digital Customer Profile

53%

49% 10%

40%

8%

6%

36%

Social Network

Search Engine

Other ApparelSitesEmail

Various OtherSites

Traffic by incoming source

29%

21-34

years old

Creative Brief

01: Empathize You can’t design for someone if you don’t

understand them.

Interview and listen to your customer

1. Select a primary interviewer from your team to

ask the questions.

2. Everyone else becomes a note taker. You can ask

questions, but follow the lead of the primary interviewer so

you don’t overwhelm your customer.

3. Meet your customer and briefly introduce yourselves.

4. Use the provided scripts to ask questions and get them to

tell stories that provide greater context.

5. Take detailed notes, listening for needs, motivations,

challenges and opportunities.

Interview and listen to your customer

Ask neutral,

non-leading

questions.

Keep asking why; don’t

suggest answers or add

your opinion.

Ask them to

show you, not

just tell you.

Have them tell you stories

about specific, recent

events... “tell me about the

last time you...”, “walk me

through a recent time

when this happened.”

When they suggest

a solution, dig

deeper.

Ask “what would be

good about that?” to

understand what they’re

solving for.

02: Define Understanding customers’ needs and

developing insights

Identify your customer’s core problem

1. As a team, pick a very low point or a very high point that is

an opportunity to solve for the Commerce Catalyst Brief.

2. Ask “why?” until you feel you’ve gotten to the real cause of

that point.

3. Then, write a Customer Problem Statement that

summarizes that core customer need.

Customer Problem Statement

Our customer is a ____________________________________________________________________

They want to ________________________________________________________________________

One way they do this is by _____________________________________________________________

They care the most about ______________________________________________________________

But the problem is ____________________________________________________________________

So they have to ______________________________________________________________________

This makes them feel _________________________________________________________________

This is important to our client’s business objectives because ___________________________________

Complete the Commerce Catalyst Brief

1. Summarize the Customer Problem Statement into a

sentence. Write this as the Customer Truth in the Commerce

Catalyst Brief.

2. As a team, look at the Customer Truth, Brand Truth and

Cultural Truth. Figure out what the single most important

idea to communicate is based on the intersection point or

“sweet spot.”

Complete the Commerce Catalyst Brief

03: Ideate Imagining the possibilities

Instructions

1. One person from your team will be the moderator for the

brainstorming session.

2. Refer to your completed Commerce Catalyst Brief.

3. Brainstorm some solutions quickly — be radical!

And write them down.

4. Decide as a team one solution to focus on — vote if

necessary.

5. Everyone rapid sketch a concept of their solution and

share it with the team.

6. Decide on one solution. Pick one or merge them.

It’s up to you as a team.

Divergent and Convergent Thinking


Empathize Define Ideate Prototype Test

Engage with

customers

Focus & Refine

problem area

Be generative in

solution concepts

Select, prototype and

test with customer Iterative refining

Divergent Convergent

DISCOVER DEFINE DESIGN DELIVER

04: Build your ideas Bringing a solution to life

Building Tips

• Make it! Document your idea in a physical form so you can

demonstrate it to someone else.

• Don’t worry about the details yet. You are testing an idea, not

the final solution.

• Ask yourself if what you’re making will help you learn more

about the problem.

• Know that this should be one of many.

05: Test Learn what works and what doesn’t. Then iterate.

Instructions

• Fill out the Pre-Testing Template as a team.

• Interviewees come back to the table that interviewed you.

• Get feedback on your prototype.

Testing Best Practices

• Set your KPIs (Key Performance Indicators). Are they time,

delight, revenue generation, repeat visit, new customer

acquisition…?

• You are not selling your solution, you’re testing it.

Be open to being wrong.

• Try to not explain features — they should get it on their own.

• Listen and watch for their physical reaction.

• Ask them what they would change.

• Interviewees generally don’t want to be rude, so push

them to be critical.

Who are you targeting? What’s the primary thing you want to

learn? And how are you measuring it?

What is the most basic thing you can

test to see if your product will work?

What’s the riskiest assumption you’re making What do you predict will be the biggest pain point?

Pre-testing Template

Instructions

• Fill out the Pre-Testing Template as a team.

• Interviewees come back to the table that interviewed you.

• Get feedback on your prototype.

Instructions

1. Debrief with your team and fill out the Post-Testing

Debrief Template, including how you would change for

the next iteration.

Post-Testing Debrief Template

What questions or ideas do you have now? What would you change for your next iteration?

What was the biggest surprise? What worked? What didn’t work?

Instructions

1. Debrief with your team and fill out the Post-Testing

Debrief Template, including how you would change for the

next iteration.

Share your solutions What did you learn?

Customer Problem Statement

Our customer truth is _________________________________________________________________

Our single most important idea is ________________________________________________________

Therefore, our solution is ______________________________________________________________

Our customer’s reaction was ___________________________________________________________

So, next time we want _________________________________________________________________

And we will test it by __________________________________________________________________

Thank you Steve Denton

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