start with why to get a better understanding of your customers
TRANSCRIPT
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Uncovering customer needs and motivations to guide future transformation
25.7.2014 Proto Partners
STARTING WITH WHY
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I
II
III
IV
VUnderstanding the Problem
Understanding the Customer
Understanding the Connections
Understanding the Solution
Understanding the Value
SUMMARY
Starting with why 25.07.2014 Proto Partners
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CAN’T WE BE FRIENDS? (Like me!)
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I
Understanding the problem
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(Customer)(Service provider)
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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THE IDEAL EXPERIENCE
UNMET EXPECTATIONS
(Customer)
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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WHY?
HOW?
Customer
THE IDEAL EXPERIENCE
UNMET EXPECTATIONS
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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There were two ways to be happy: improve your reality, or lower your expectations. Jodi Picoult
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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“I signed up for a $80 contract..I try to control my data but I inevitably breach my limit. It’s the third month in a row I get a bill over $25O... At the end of the contract I’m out” CONTEXTUAL INTERVIEW
“I have have been contacting teh call centre for the 6 months and the problem is still unresolved.” NPS REVIEW
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Virgin America
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I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Virgin America
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I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Virgin America
Starting with why 25.07.2014 Proto Partners
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THE IDEAL EXPERIENCE Virgin America
I - UNDERSTANDING THE PROBLEM
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I - UNDERSTANDING THE PROBLEM
Photo, Flickr, MarzoSyd
THE IDEAL EXPERIENCE Uber
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I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Uber
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I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Uber
Starting with why 25.07.2014 Proto Partners
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I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Uber
Starting with why 25.07.2014 Proto Partners
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#1 CONTEXTUALISE THE PROBLEM
#2 SET A DIRECTION #3 DETERMINE WHAT SUCCESS LOOKS LIKE
I - UNDERSTANDING THE PROBLEM
How to: Fill the gap
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I - UNDERSTANDING THE PROBLEM
#1 CONTEXTUALISE THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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I - UNDERSTANDING THE PROBLEM
#2 SET A DIRECTION
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I - UNDERSTANDING THE PROBLEM
#3 DETERMINE WHAT SUCCESS LOOKS LIKE
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DO YOU ACT THIS WAY? (After all the perks I gave you!)
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II
Understanding the customer
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...
Starting with why 25.07.2014 Proto Partners
II - UNDERSTANDING THE CUSTOMER
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Your most unhappy customers are your greatest source of learning.
Bill Gates
II - UNDERSTANDING THE CUSTOMER
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II - UNDERSTANDING THE CUSTOMER
CASE STUDY VMA
41 point CHECKLIST
6 KEY POINTS
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#1 DRILL DOWN
#2 PAY ATTENTION TO THE UNEXPECTED #3 FACTS AND BEHAVIOURS ARE WORTH 1000 WORDS
#4 A FEW USER RESEARCH METHODS WE USE
How to: Look for the right thing?
II - UNDERSTANDING THE CUSTOMER
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II - UNDERSTANDING THE CUSTOMER
#1 DRILL DOWN
Starting with why 25.07.2014 Proto Partners
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II - UNDERSTANDING THE CUSTOMER
#2 PAY ATTENTION TO THE UNEXPECTED
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II - UNDERSTANDING THE CUSTOMER
#3 FACTS AND BEHAVIOURS VS. WORDS
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II - UNDERSTANDING THE CUSTOMER
Immersion NPS Responses Analysis Contextual Interviews
#4 A FEW RESEARCH METHODS WE USE
Starting with why 25.07.2014 Proto Partners
Calljacking Shadowing Customer Diaries
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WHY CAN’T I MAKE SENSE OF THAT? (It looks like a bunch of random data.)
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III
Understanding the connections
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...
III - UNDERSTANDING THE CONNECTIONS
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Eventually everything connects - people, ideas, objects. The quality of the connections is the key to quality per se.
Charles Eames
III - UNDERSTANDING THE CONNECTIONS
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#1 PLASTER THE WALLS
#2 TRUST YOUR GUTS #3 QUALITY VS. QUANTITY
How to: Deal with Simplexity
III - UNDERSTANDING THE CONNECTIONS
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#1 PLASTER THE WALLS
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
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#2 TRUST YOUR GUTS
III - UNDERSTANDING THE CONNECTIONS
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#3 QUALITY VS. QUANTITY
III - UNDERSTANDING THE CONNECTIONS
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#3 QUALITY VS. QUANTITY
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
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WHY DOESN’T THAT WORK? (It´s such a great idea!)
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IV
Understanding the solution
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...
IV - UNDERSTANDING THE SOLUTION
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To draw an idea accurately, decisions have to be made that can be avoided by even the most precise language…Whether the task at hand is a hair dryer, a weekend retreat in the country, or an annual report, drawing forces decisions.
Tim Brown
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
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Mapping the journey
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
Emotional Journey & Painpoints
Key Action by channel
& supporting verbatims
Phases &Touchpoints
1
2
3 Key Insights & Opportunities
2
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Mapping the journey
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
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Mapping the journey
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
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Visualising Ideas
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
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Visualising Ideas
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
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Making Ideas Tangible
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
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WHY DO I NEED TO CHANGE? (It’s so comfortable in here.)
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V
Understanding the value
Starting with why 25.07.2014 Proto Partners
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...
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
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If we keep doing what we’re doing, we’re going to keep getting what we’re getting.
Stephen Covey
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V - UNDERSTANDING THE FUTURE
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Envisioning the future
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
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Where to start first
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
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Where to start first
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
PRIORITISATION MAP - NEW
CUSTOMER IMPACT
COST REDUCTION
12
3#3
#3
#12
#8
#20#6
#17
#14 #9 #5
#11
#4
#16#10
#7
#1
#2
#18#15
#19
COST REDUCTION CRITERIADRIVES CALL REDUCTION
DRIVE STAFF HEAD COUNT DOWN
REDUCE CREDITS
WASTE REDUCTION
REDUCE NON-VALUE ADDING INTERACTIONS
CUSTOMER IMPACTCRITERIASIGNIFICANT NPS DRIVER
STRONG VIRGIN DIFFERTIA-TION
REDUCE CUSTOMER EFFORT
REDUCE NEGATIVE MOMENTS OF TRUTH
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Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
THE IDEAL EXPERIENCE
UNMET EXPECTATIONS
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Starting with why 25.07.2014 Proto Partners
No one cares how much you know, until they know how much you care
Theodore Roosevelt
V - UNDERSTANDING THE FUTURE