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    Contextual Interviewing Module

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    Contextual Interviewing

    If Id ask my customers what they wanted, theydhave asked for a faster horse.

    - Henry Ford

    Consumers dont buy lawnmowers, they buy short

    grass.

    - Terry Grapentine

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    Sales Data

    Warranty Data

    Field Reports

    One-on-one sales calls

    Talking to distributors

    Outsourced market surveys

    Customer satisfaction surveys

    Internal category reviews Consumer focus groups

    Customer panels

    Traditional Voice of the Customer

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    The Problems with Traditional VOC

    Listening to lead users or Innovative customerscan result in products too sophisticated orcomplicated for the average user in largest

    segment of the market

    Promotes a tendency toward incrementalsolutions

    Kawasakis Jet-Ski

    Yamahas WaveRunner

    Customers do not always want new and improved

    if they have to pay for it

    Promotes a tendency to make me too products

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    Outcome-Driven Research with Contextual Interviewing

    Customers buy products and

    services to help them get functionaland emotionaljobs done

    Customers use metrics to define

    the successful execution of a

    specific job the metrics are theirdesiredoutcomes

    An unmet need is a job or outcome

    that is important to the customer,

    and is not being satisfiedadequately

    Objective is to Identify Unmet Customer NeedsAdapted from material created by Strategyn, Inc.

    1

    2

    3

    4

    n

    Outcomes

    Job

    Customer

    Satisfaction

    Importa

    nc

    eto

    theCus

    tomer

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    Outcomes Provide a Solution Roadmap for the Future

    Outcomes for the job ofStoring Music

    Music Storage Technologies

    1970s 1980s 1990s 2000s

    Increase the number of songsthat are available

    Vinyl Records Cassettes Compact Discs MP3

    Minimize the amount of

    distortion that is heard

    Minimize the amount ofdamage during normal use

    Minimize the amount of storagespace that is needed

    Increase the degree to whichthe music sounds live

    Adapted from material created by Strategyn, Inc.

    Outcomes are Stable Over Time

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    BOS Module Contextual Interviewing 4 Hour Overview

    Decoupled Technology Development

    1

    2

    3

    4

    n

    Outcomes

    Job 2008 2009 2010 2011 2012

    PROJECT AAddress Outcomes 1,3,8 & 10

    PROJECT BAddress Outcomes 2,6,9 & 13

    PROJECT CAddress Outcomes 2,4,5 &7

    TECHNOLOGY Efor Outcome #2

    TECHNOLOGY Ffor Outcome #4

    PROJECT DImprove Outcomes 1 & 3

    Technology Needs Driven by Solutions Roadmap

    Customer

    Satisfaction

    Importance to

    theCustomer

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    BOS Module Contextual Interviewing 4 Hour Overview

    Benefits of the Customer Visit

    Face-to-face communication

    Understand how the customer

    thinks (Thought World)

    Reduce ambiguity

    First-hand information

    Vivid and credible

    Improves utilization

    Provides opportunity toencounter intact customer work

    groups

    Observation supplements andenhances dialog

    R

    ichnessofI n

    fo

    rma

    tion Face-to-Face

    Real-time Video

    Phone Call

    Email

    Delayed Written

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

    Types ofCommunication

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    Benefits of Cross-Functional Teams

    Stereo Vision, i.e., people hear the same thing fromdifferent perspectives

    Easier to achieve buy-in for a coordinated response

    Minimizes friction between functions

    Increases effectiveness and efficiency of theinterview

    Two Goals:

    Everyone with a piece of the puzzle has the

    opportunity to hear things first hand and probe further Integrate all functions around a common vision of the

    customer

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides

    Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Getting to the Requirements

    It is useful to start the discussion oncontextual interviewing byunderstanding the desired outcome

    of the process

    In most cases, the output of aprogram of interviews is a prioritizedlist of customer requirement

    statements

    What does a requirement statementlook like?

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    Requirements Statements

    Most customer requirement statements are either

    ambiguous: Easy to use

    Easy to maintain

    or specify a solution (not the problem or requirement) The compressor must be oil-free

    There has to be a touch-screen interface

    Creating a uniform statement format addresses theseissues and provides clarity and cross-functionalalignment

    Two Types of Requirements Statements Job Statements

    Outcome Statements

    Adapted from material created by Strategyn, Inc.

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    Dissection of a Job Requirement Statement

    Examples

    Deliver compressed air to equipment on the factory floor, e.g., grinders, impact

    wrenches, etc.

    Prevent unauthorized entry after business hours

    Maintain an automobile in working order

    Deliver product sold to the customer

    Determine the current value of an antique

    when at an auction, e.g., fair market value, going rate, etc.

    Action Verb Object of Action

    Contextual Clarifier Example of Object of Action

    Adapted from material created by Strategyn, Inc.

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    1. The statement must not include or make mention of a technology,

    solution or product or service feature

    2. The statement must not include ambiguous terms

    3. The statement must state concisely just what the requirement is,without sacrificing clarity

    use appropriate context

    do not use and / or (separate into two statements)

    do not use broad action verbs (e.g. facilitate, allow, etc) that

    require further detail

    specify what the customer is ultimately trying to achieve

    4. The terminology and structure used in the statements must beconsistent from statement to statement

    Rules For Formatting Job Statements

    Adapted from material created by Strategyn, Inc.

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    Examples of Incorrect Job Statements1. The statement must not include or make mention of a technology, solution or

    product or service feature

    2. The statement must not include ambiguous terms3. The statement must state concisely just what the requirement is, without

    sacrificing clarity

    4. The terminology and structure used in the statements must be consistent fromstatement to statement

    Adapted from material created by Strategyn, Inc.

    X-Ray a pet Violates Rule 1 X-Ray is a technology

    Determine if a pet is overweight, e.g. calculate a weight index,

    put pet on a scale, etc. Violates Rule 1 includes possible solutions

    Determine if pet has ingested excessive poison

    Violates Rule 2 excessive is ambiguous

    Learn about new pet products and products in development

    Violates Rule 3 should be separate statements

    Treatment options must be understood

    Violates Rule 4 incorrectly structured statement

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    Dissection of a Outcome Requirement Statements

    Minimize the time it takes to verify the accuracy of a desired outcome

    with a customer, e.g., its meaning, completeness, exactness, etc.

    Direction Unit of Measure Object of Control

    Contextual Clarifier Example of Object of Control

    Adapted from material created by Strategyn, Inc.

    Examples Deliver compressed air to equipment on the factory floor,e.g., grinders, impact wrenches, etc.

    Minimize the likelihood that production stops due to a loss of

    compressed air pressure

    Minimize the time required to apply the specified torque to abolt on the assembly line

    Minimize the number of bolts that are not tightened to within the

    specification limits

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    More Examples of Requirement Statements

    Prevent unauthorized entry after business hours Minimize the likelihood that an authorized person is denied

    building access after business hours Minimize the time required for an authorized person to gainaccess to the building

    Minimize the likelihood that an unauthorized person couldgain building access by following an authorized personthrough the secured door

    Maintain an automobile in working order Minimize the time it takes to change the engine oil Increase the likelihood that a mechanic has in their toolbox

    all tools required to change the engine oil Deliver product sold to the customer

    Increase the likelihood that the product is delivered when

    agreed upon Increase the likelihood that the product delivered matches

    the customers order Minimize the likelihood the product does not function upon

    arrival at the customers facility

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    1. The statement must not include or make mention of a technology,

    solution or product or service feature2. The statement must not include ambiguous terms

    3. The statement must state concisely just what the requirement is,without sacrificing clarity

    use appropriate context

    do not use and / or (separate into two statements)

    do not use broad action verbs (e.g. facilitate, allow, etc) that

    require further detail

    specify what the customer is ultimately trying to achieve

    4. The terminology and structure used in the statements must beconsistent from statement to statement

    Rules For Formatting Outcome Statements

    Adapted from material created by Strategyn, Inc.

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    Minimize the likelihood the provider makes a serious error in diagnosis

    Examples of Incorrect Outcome Statements1. The statement must not include or make mention of a technology, solution or

    product or service feature

    2. The statement must not include ambiguous terms3. The statement must state concisely just what the requirement is, without

    sacrificing clarity

    4. The terminology and structure used in the statements must be consistent fromstatement to statement

    Adapted from material created by Strategyn, Inc.

    Violates Rule 2 serious is ambiguous

    Minimize the time the provider must spend on non-diagnostic or

    treatment issues during an appointment Violates Rule 3 separate intotwo statements

    Minimize the time the provider must spend educating a patient on

    treatment options, e.g., using brochures, websites, etc.Violates Rule 1 includes possible solutions

    Increase the likelihood the doctor makes the correct diagnosis

    Violates Rule 4 all of the other statements use the provider

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    Small Group Exercise

    Each team member read the example interviewtranscript and identify the job and outcomestatements

    As a group combine your lists

    Be sure to following the formatting rules for arequirement statement

    Microsoft Word

    Document

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides

    Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Generate

    Options

    Evaluate

    Results

    Scan the

    Environment

    Select an

    Option

    The Decision Cycle

    Customer visits andcontextual interviewinghave the most value in

    scanning the

    environment and

    generating options

    The number ofinterviews conducted is

    usually too small to be

    effective in selectingoptions or evaluating

    results

    Decision

    Cycle

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Examples

    Decision Issue Research Question(s)How should we grow the business? Identify potential new markets, i.e.,

    what markets are available to us?

    Evaluate sales potential andcompetitor penetration across

    available markets, i.e., what marketshave the best opportunity to threatratio?

    How can we leverage our brand? Who values our brand and for whatpurposes?

    Identify the unmet needs of currentusers and potential users

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides

    Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Contextual Interview Objectives

    Examples Identify unmet customer needs Identify possible service enhancements

    Identify jobs the customer would like to do, but cannot

    Identify ways to exploit the brand

    Explore customer perceptions of the new technology Describe the customer decision process

    Good objectives indicate the deliverable of theresearch

    Identify indicates the deliverable is a list

    Explore and Describe indicate the deliverable is a

    rich and detailed description

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides

    Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Who Should We Interview?

    Selection Process

    Conduct analysis of the most important customer in the

    value chain (See Value Innovation Module)

    Select customer and potential customer organizations

    to visit

    Determine within the customer organizations whichfunctions need to be interviewed

    For each function decide at what organizational level(s)

    will you conduct the interviews, e.g., shop floor

    supervisor or production manager

    It doesnt matter how good an interviewer you are

    if youre talking to the wrong person

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Selecting Companies to Visit

    Review the market segmentation scheme

    Examples: by industry, application, customer size,

    high/low end, etc.

    Consider other relevant distinctions among customers

    Examples: strong/weak competitive position,

    current/potential customers, uses the competitive

    offering, end user/third party situations, lead users, etc.

    Build a grid or make a list

    The goal is to remind yourself of the diversity in your

    customer base

    You are trying to hear new things, not establish

    statistical relevanceAdapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Example Customer Selection Matrix

    Target having a minimum of 3 and preferably 5or 6 customers in each category

    More than 5 or 6 in a category will not likelyresult in significantly more new learnings

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    How Many Customer Interviews?

    From The Voice of the Customer by Abbie Griffin andJohn Hauser in Harvard Business Review

    Need at least 12customer site visits to

    be considered Market

    Research

    More than 30 site visitsis a waste of resources

    You are not trying toestablish statistical

    significance withcontextual interviewing

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides

    Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Interviewing Skills

    Contextual Interviewing requires three skills that must belearned and practiced

    Active Listening

    Probing

    Note-taking

    Like any skill, you have to practice to get better

    Fortunately, to get useful information from aninterview you do not have to be a good interviewer

    You just cannot be a bad interviewer

    Active Listening

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    Listening vs. Hearing

    Hearing is physical process; natural; passive

    Only 20% of the time, do we remember whatwe hear

    Listening is a physical and mental process;active; learned process; a skill

    Less than 2% of people have had formaleducation with listening

    Listening is hard! We think at 1000 to 3000 words per minute

    (wpm), but we listen at 125 to 300 wpm

    75% of the time we are distracted,preoccupied or forgetful

    Source: East Tennessee State University Employee Development Center

    presentation entitled The Power of Listening, 2003

    You must choose to participate in the process of listening

    g

    Active Listening

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    Laziness and/or just not caring

    Noise and or physical discomfort

    Boredom from the fact that we hear 10 times fasterthat we speak

    Turning the speaker off and dwelling on the plethoraof internal distractions

    Being Distracted by the speaker Letting a remark of the speaker (with which we disagree) develop a

    prejudice which clouds or puts a stop to any further listening

    Developing your own rebuttal or listening mainly to find an openingto state what you have to say (competitive or combative listening)

    Allowing personal characteristics of the speaker or their poor

    delivery to prevent understanding

    What Interferes with Listening?

    Source: California Department of Corrections and Rehabilitation, The Art of

    Listening, PowerPoint Slideshow

    g

    Active Listening

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    Active Listening Techniques

    Encouraging

    Restating

    Reflecting Summarizing

    Source: California Department of Corrections and Rehabilitation, The Art of

    Listening, PowerPoint Slideshow

    g

    Active Listening

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    Encouraging

    The purpose is to convey interest and to keep the

    person talking To do this dont agree or disagree. Use

    noncommittal words in a positive tone of voice

    Examples

    I see uh-huh

    Thats interesting

    What did you say then?

    What did he say when you said that?

    Be aware of your body language!

    Source: California Department of Corrections and Rehabilitation, The Art of

    Listening, PowerPoint Slideshow

    g

    Active Listening

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    Restating

    The purpose is to show that you are listening andunderstanding.

    To do this, restate the others basic ideas using yourown words.

    Examples If I understand you, you are saying

    In other words, your decision is

    Be aware of your body language!

    Source: California Department of Corrections and Rehabilitation, The Art of

    Listening, PowerPoint Slideshow

    Active Listening

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    Reflecting

    The purpose is to show that you are listening andunderstand what they are feeling

    To do this restate the others basic feeling

    Examples

    You feel that You were pretty disturbed by this

    I was really when a similar thing happened to me.

    Be aware of your body language!

    Source: California Department of Corrections and Rehabilitation, The Art of

    Listening, PowerPoint Slideshow

    Active Listening

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    Summarizing

    The purpose is to pull important ideas, facts, etc.together, to establish a basis for further discussionand to review progress

    To do this restate, reflect and summarize major ideasand feelings

    Examples It sounds like what youre saying is

    Let me see if I heard you right

    These seem to be the key ideas you have expressed

    If I understand you, you feel this way about the situation

    Be aware of your body language!

    Source: California Department of Corrections and Rehabilitation, The Art of

    Listening, PowerPoint Slideshow

    Active Listening

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    Nonverbal Communication

    Facial Expressions

    Eye Movements

    Placement and Movements ofHands, Arms, Head, and Legs

    Body Posture and Orientation Variation in Voice Characteristics

    Speaking Rate and Pause

    Duration

    Pitch or Frequency Intensity and Loudness

    Physical separation

    Face

    Posture

    Feet Legs

    ArmsHands

    Head

    Adler, R.B., Rosenfeld, L.B. and Proctor, R.F. (2001) Interplay:

    The Process of Interpersonal Communication. Orlando: Harcourt.

    Probing

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    Probing is Critical to Success

    High

    Low

    Deg

    ree

    ofAbstractio

    n

    Statements

    I hate the

    headrest on myseatWhat about

    the headrest

    bothers you

    the most?Its not

    comfortable

    Is the padding

    hard, or is it in

    the wrong

    location?

    The padding is fine, but

    its too low. I think its

    supposed to be

    adjustable, but I cant

    make it higher

    Licensed from Six Sigma Consultants, Inc.

    You want to collect actionable information

    Probing

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    Probing is Like Digging in an Old Mine

    Adapted from Sheila Mello, Product Development Consulting, Inc.

    Customer

    Probing

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    I get frustrated

    when I do the

    maintenance

    I get frustrated

    when I do the

    maintenance

    Probing Gets to the Useful Information

    Customers first answers are oftenincomplete.

    Probing with follow-up questions is key

    Statements ImagesLow

    High

    DegreeofAbs

    traction

    How many?

    How old?

    Can you take me

    through what it is

    like when

    Lots of new

    users are

    young

    Lots of new

    users are

    young

    Licensed from Six Sigma Consultants, Inc.

    Probing

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    Probing Focuses on Outcomes / Problems

    Ask questions to drive toward the desired outcome or problem and

    not the customers solutions

    Easy to

    use

    I hate the

    location of the

    controls

    Put a plastic

    cover over

    the controls

    Low

    High

    What does

    this mean?

    When is it a

    problem?

    What will that dofor you?

    How do the

    locations

    affect you?

    Outcomes / Problems Solutions / Complaints

    D

    egree

    ofAbstra

    ction

    Licensed from Six Sigma Consultants, Inc.

    Note-Taking

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    Notes on Note-taking

    Do not interpret what you hear. Record it verbatim Keep original pronouns. If the interviewee says I use thenotes should say I use not He uses or Uses

    Do not edit the interviewees language. Every time you

    change a word you are making a judgment

    Do not summarize

    Develop your own short hand

    Focus on capturing answers. One or two words forthe questions are enough

    Do not react to what is said Leave blanks if you fall behind. Try to capture key

    words and reconstruct notes during debriefing

    Note-Taking

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    Techniques for taking notes faster

    Write what you hear

    Omit vowels where obvious

    Abbreviate common words

    Shorten endings of words

    Omit vowels Shorten words

    Examples

    U cn sve tme if U cn lrn to tk nts lk ths

    Dvlp a shrt hnd sys 2 mk nt tkng fstr Type tense like this: wrks, wrkd, wrkg, wrkr

    You must practice all interviewing skills ahead of time

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    Other Data Capture Tools

    Always take notes Consider using a tape recorder and still camera if the

    customer will allow it

    Tape Recorder

    Pros: Capture verbatim notes, ability to review keyexchanges, facilitates report writing

    Cons: Can make customer uncomfortable, may constrain

    dialogue, may not be culturally acceptable

    Camera / Video

    Pros: Accurate visual record Cons: Difficult to obtain permission from customer

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides

    Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Discussion Guide Maximizes Usefulness

    Agenda for the interview

    Starting point for insightful dialogue Hierarchical organization of topics and sub-topics

    It is a guide NOT a Questionnaire or Survey

    Insures efficient use of time within the interview

    Facilitates comparing data from different interviews Implements the research objectives

    Caveats

    Not a script

    May need a separate interview guide for each customer group

    Avoid being overly precise with interview guide questions

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Interview Guide Structure

    Standard introduction Transition question

    Open-ended summary questions

    Follow-up questions for each summary question

    Physical observation guide

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    Standard Introduction

    Goals for the Introduction Put the interviewee at ease

    Make them feel important

    Assure them this is not a sales call

    Examples

    Our team is engaged in market exploration activity in orderto guide the direction of future products and services.

    Were here today because you have been carefully selected

    as an expert in this area.

    We are going to ask some questions that you will think,

    they we should know the answer to that but, we appreciateyour indulgence because we dont want to take anything for

    granted.

    Because your views are extremely important to us, we will

    be taking notes today.

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    Transition Question

    The purpose of a transitionquestion is to smoothly move thediscussion from the introduction

    to the interview

    Examples Please, describe your job or your

    role within the organization

    What is your typical day like?

    Describe the differences between

    the your best days at work and yourworst days?

    What about your job, or what you do

    at work, keeps you up at night?

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    Summary and Follow-Up Questions

    Purpose is to create the desired flow for thediscussion

    Each question represents a topic on your agenda forthe discussion

    Summary questions reflect the major areas ofdiscussion you want to cover

    Follow-up questions are designed to help you probeinto specific topics within the major areas of

    discussion

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    Summary and Follow-up Question Examples

    Summary Question Follow-up Question(s)Could you describe the process youuse to decide which product topurchase?

    When you interview specific suppliers,what sort of things are you lookingfor?

    How have you integrated information

    technology into the quotationprocess?

    Please, talk about the requirementsyour customers expect you to deliver

    What requirements have you beenasked to deliver that you are havingdifficulty with?

    Could you talk about how receptiveyour customers are to you introducingnew technologies?

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    The Best Questions

    Launch a discussion the customer willingly pursues

    without further effort from the interviewer Relate to something the customer has a lot to say

    about

    Are about the customer more than about the solution

    we want to provide

    Directly relate to the set of research objectives for theprogram

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Workhorse Questions

    What are the tasks you are trying to do with this product?

    What outcomes are you trying to achieve at this step in yourprocess?

    Describe the environment where the product is used and theworkflow as it relates to the product

    What problems have you encountered that have not been

    solved to your satisfaction?

    What do you like (or dislike) about?

    follow-up by asking how what they like or dislike helps them

    achieve their goals

    List your top three reasons for ?

    follow-up by asking how those things help them achieve

    their goals

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Specialized Questions: Collecting Desired Outcomes

    Typically, customers have three major goals for every

    job they want to do Do the job faster Have less variability in the output

    Get greater output (yield) from the same or less input

    Example Outcomes

    Minimize the time it takes to get thesystem operating at maximum capacity

    Minimize the time it takes to install thelockset

    Example Outcomes

    Minimize the variation in preload torqueon the fasteners

    Minimize the variation in air f low deliveredto the workstation

    What makes [step x] time

    consuming, slow, difficult to

    execute, complex, etc.

    What makes [step x] unstable,

    unreliable, unpredictable, go

    off track, etc.

    What makes [step x] error

    prone, costly, wasteful, limit its

    output, inefficient, etc.

    Example Outcomes

    Increase the number of locksets that can beinstalled in one day

    Increase the percentage of parts meeting thesurface finish requirement

    Speed Variation Yield

    Adapted from material created by Strategyn, Inc.

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    Successful Questions are Clear

    Keep Questions Short

    Respect the limits of a person to hear andunderstand what you are asking

    Approach complex issues with a series of shortquestions

    Avoid complex grammar and syntax No run-on sentences

    Attention spans are short

    Avoid acronyms and jargon

    Dont use language that would create a barrier

    between you and the customer Use visual aids when possible and

    appropriate

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Successful Questions are Productive

    Productive

    Causes the customer to stop and think Opens up new avenues for discussion

    Yields specific information that has depth and context

    Avoid questions that are

    Too easy Answers are simple and final

    Topic is trivial or peripheral to the main topic

    Too hard

    Beyond the capability of the person to answer

    They have no motivation to answer

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

    Only on a customer visit can you ask a provocative, thought provoking

    question and get a well considered answer

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    Successful Questions are Appropriate

    Does not lead the customer to answer a specific way

    Examples Dont you think

    Isnt the case that

    Wouldnt you agree that

    Does not bias their answer by indicating you arecommitted to a particular viewpoint

    Examples

    Our company is really excited about what do you

    think? We see the industry moving in this direction how do

    you see it?

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Observation Guide

    Prepares you to see what you are

    searching for What do you want to know about the

    physical environment?

    Lighting, Temperature, Humidity,

    Cleanliness, Clutter, Noise, etc.

    What do you want to observe in the use

    of your product or service?

    Ease of use, Point of frustration,

    Unintended uses, Workarounds, etc.

    What do you want to notice about theemotional environment?

    Are people friendly, helpful, hurried,

    nervous, etc.

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    The Components of a Interview

    Greetings Introductions

    Bonding and Rapport

    General Questioning

    Probing Interview Wrap-up

    Plant Tour (Hopefully)

    Goodbyes

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    Managing the Interview

    Responsiveness

    Use facial expressions, body language and tone of voice

    to show interest and give encouragement

    Flexibility

    The interview guide is not a script

    Attentiveness Paraphrase what you hear as needed (You are better off if

    the customer corrects about half your paraphrases)

    Draw connections to the customers previous remarks

    (This is a powerful way to show you are listening)

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

    Build a relationship of trust, empathy and understanding

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    Key Responsibilities

    Interviewer (Moderator)

    Lead what feels to everyone like a casual conversation with theinterviewee.

    Distinguish between outcomes and solutions or specs (probe forthe Golden Nuggets )

    Note-taker Produce a verbatim transcript of the interview that when read

    sounds like the interviewee speaking orthey must capture a list ofjob and outcome statements that are verified by the interviewee Notes must be free of any judgment on the part of the note-taker. This can only

    be accomplished by writing down exactly what the interviewee says includingtheir bad grammar and slang phrases

    Observer

    Develop an instinctive appreciation for what the customer wants todo and how the work environment impacts their ability to achievetheir goals

    Ask follow-up questions during the interview as appropriate

    Take pictures, video or make sketches

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    Specific Situations

    Customer goes on a tangent Listen for brief pauses andprogressively telegraph your desire to talk in a humble andapologetic way

    They contradict themselves If it is a simplemisunderstanding then back off and let it go, otherwise indicateyou may have not understood them correctly earlier and ask

    them to help you The customer argues Dont get pulled in. Refocus the

    discussion on why they have their position

    They are very negative Do not correct their false facts,refocus the discussion on why they feel the way they do

    Customer becomes hostile When they are clearly upset,let them rant and rave until it all comes out Then, humblyexplain that you are there understand their needs to helpprevent the problem from reoccurring

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Debriefing After the Interview

    The interview team must debrief with each other

    immediately after the interview Topics to discuss

    What was most important to the customer?

    How does this customer compare to those of previous

    interviews? What questions worked well?

    What questions did not work well?

    How does what you saw relate to what you heard?(Does one confirm or contradict the other?)

    Evaluate the mechanics of the interview, e.g., did theopening statement work, were you able to build trust,etc.

    I S R t th C t

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    Skimming theSurface

    Interrogation

    You are not acasual observer

    You are not aninvestigative reporter

    Understand what its like to be your customer

    In Summary Respect the Customer

    From Sheila Mello, Product Development Consulting, Inc.

    VERSUS

    L hi P f C t t l I t i

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    Launching a Program of Contextual Interviews

    Articulate the decision to be made Set objectives for the interviews

    Select Customers

    Prepare the teams

    Develop discussion and observation guides Conduct the interviews

    Analyze and report the data

    Adapted from Mastering the At of Customer Visits Management Roundtable

    Seminar conducted by Edward McQuarrie, May 2007

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    Converting Interview Data to Requirements

    At least 3, preferably more people should

    review each interview transcript and writedown the job and outcome statements

    using proper formatting

    Each individuals list of statements must

    then be combined into a single list Resolve conflicts between similar

    statements

    Eliminate duplicate statements

    Organize outcome statements usingvalue model for the job

    P i iti i O t iti

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    Prioritizing Opportunities

    Once the task of identifying all customer requirements

    statements is complete, they need to be prioritized

    The technique involves surveying a broad cross-section of customers and potential customers

    Provides statistical significance

    Allows for opportunity based market segmentation

    Typically will have 50 to 150 requirement

    statements per customer job

    Need to survey the customer about every

    requirement

    Consistent formatting of the requirement statementsreduces noise in the survey responses

    P i iti i O t iti

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    Administer a survey (web, phone) to a significant population

    Determine the importance of each job and/or outcome Determine the degree to which each is satisfied, given the

    solution(s) they are using today

    Use the Opportunity Algorithm to calculate what is importantAND poorly satisfied

    How important is it that you are ableto.?

    Not ImportantAt All

    SomewhatImportant

    Important Very Important ExtremelyImportant

    Increase the percent of plants that emerge atthe same time

    1

    2

    3

    4

    5

    Minimize the time it takes the plant to absorbnutrients once they are planted

    1

    2

    3

    4

    5

    How satisfied are you with your abilityto.?

    Not SatisfiedAt All

    SomewhatSatisfied

    Satisfied Very Satisfied ExtremelySatisfied

    Increase the percent of plants that emerge atthe same time

    1

    2

    3

    4

    5

    Minimize the time it takes the plant to absorbnutrients once they are planted

    1

    2

    3

    4

    5

    Prioritizing Opportunities

    Adapted from material created by Strategyn, Inc.

    Opportunity Landscape

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    Exceptional Value is Created by Satisfying Unmet Customer Needs

    Using an Opportunity

    Landscape Map

    Map the outcomes thecustomers are trying to

    achieve by satisfaction &

    importance ratings

    Unmet needs are defined

    as outcomes that areimportant and not well

    satisfied

    Blue Ocean Opportunitiesexist in both the Under-

    Served and Over-Served

    areas of the OpportunityLandscape

    Opportunity Landscape

    Satisfaction

    Opp >15ExtremeOpportunity

    Opp >10Solid Opportunity

    Opp >12High Opportunity

    Under-ServedAppropriately Served

    Limited

    Opportunity

    1

    2

    3

    4

    5

    6

    7

    8

    9

    10

    1 2 3 4 5 6 7 8 9 10

    Table

    Stakes

    Over-Served

    Opportunity = Importance + max (Importance Satisfaction, 0)

    Ripe for

    Disruption

    Potential for

    Disruption

    Importance

    Opportunity Landscape

    Adapted from material created by Strategyn, Inc.

    O t it L d

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    Opportunity Landscape

    Satisfa

    ct i

    on

    Opp >15Extreme

    Opportunity

    Opp >10

    Solid Opportunity

    Opp >12High Opportunity

    Under-ServedAppropriately Served

    Limited

    Opportunity

    1

    2

    3

    4

    5

    6

    7

    8

    9

    10

    1 2 3 4 5 6 7 8 9 10

    Table

    Stakes

    Over-Served

    Opportunity = Importance + max (Importance Satisfaction, 0)

    Ripe for

    Disruption

    Potential for

    Disruption

    Importance

    Opportunity Landscape

    Greatest opportunityto delight customers

    Must meet these

    needs to even be

    consideredWhat can youreduce or

    eliminate to

    pay for

    innovation

    Interviewing Practice Exercise

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    Interviewing Practice Exercise

    Groups of 3 people

    Take turns asking questions, answering questions and taking notes

    Each rotation lasts about 25 minutes

    Interviewers and note-takers take about 5-10 minutes between rounds to

    prepare questions

    Interviews last 10-15 minutes

    Debriefing for 5 -10 minutes

    Debrief after each round

    Did the interviewer probe deep enough? What other questions should

    have been asked?

    Do the notes accurately reflect what was said?

    Each interview should use a different topic

    Identify key reasons why they might not want to take an airline flight

    Identify the key reasons they bought the car they are driving

    Describe the processes they use to manage their individual finances

    R i i Hi t

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    Revision History

    Revision Date Description Author

    Rev 0 8/17/07 Original Issue Innovation EFA

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