Start with Why to get a better understanding of your customers

Uncovering customer needs and motivations to guide future transformation

25.7.2014 Proto Partners

STARTING WITH WHY

VUnderstanding the Problem

Understanding the Customer

Understanding the Connections

Understanding the Solution

Understanding the Value

SUMMARY

Starting with why 25.07.2014 Proto Partners

CAN’T WE BE FRIENDS? (Like me!)

Understanding the problem

(Customer)(Service provider)

I - UNDERSTANDING THE PROBLEM

THE IDEAL EXPERIENCE

UNMET EXPECTATIONS

(Customer)

Customer

UNMET EXPECTATIONS

There were two ways to be happy: improve your reality, or lower your expectations. Jodi Picoult

“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

THE IDEAL EXPERIENCE Virgin America

Photo, Flickr, MarzoSyd

THE IDEAL EXPERIENCE Uber

#1 CONTEXTUALISE THE PROBLEM

#2 SET A DIRECTION #3 DETERMINE WHAT SUCCESS LOOKS LIKE

How to: Fill the gap

#1 CONTEXTUALISE THE PROBLEM

#2 SET A DIRECTION

#3 DETERMINE WHAT SUCCESS LOOKS LIKE

DO YOU ACT THIS WAY? (After all the perks I gave you!)

Understanding the customer

II - UNDERSTANDING THE CUSTOMER

Your most unhappy customers are your greatest source of learning.

Bill Gates

CASE STUDY VMA

41 point CHECKLIST

6 KEY POINTS

#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?

#1 DRILL DOWN

#2 PAY ATTENTION TO THE UNEXPECTED

#3 FACTS AND BEHAVIOURS VS. WORDS

Immersion NPS Responses Analysis Contextual Interviews

#4 A FEW RESEARCH METHODS WE USE

Calljacking Shadowing Customer Diaries

WHY CAN’T I MAKE SENSE OF THAT? (It looks like a bunch of random data.)

Understanding the connections

III - UNDERSTANDING THE CONNECTIONS

Eventually everything connects - people, ideas, objects. The quality of the connections is the key to quality per se.

Charles Eames

#1 PLASTER THE WALLS

#2 TRUST YOUR GUTS #3 QUALITY VS. QUANTITY

How to: Deal with Simplexity

#1 PLASTER THE WALLS

#2 TRUST YOUR GUTS

#3 QUALITY VS. QUANTITY

WHY DOESN’T THAT WORK? (It´s such a great idea!)

Understanding the solution

IV - UNDERSTANDING THE SOLUTION

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

Mapping the journey

Emotional Journey & Painpoints

Key Action by channel

& supporting verbatims

Phases &Touchpoints

3 Key Insights & Opportunities

Mapping the journey

Visualising Ideas

Making Ideas Tangible

WHY DO I NEED TO CHANGE? (It’s so comfortable in here.)

Understanding the value

V - UNDERSTANDING THE FUTURE

If we keep doing what we’re doing, we’re going to keep getting what we’re getting.

Stephen Covey

Envisioning the future

Where to start first

PRIORITISATION MAP - NEW

CUSTOMER IMPACT

COST REDUCTION

#14 #9 #5

#16#10

#18#15

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

UNMET EXPECTATIONS

No one cares how much you know, until they know how much you care

Theodore Roosevelt

Contacts: Damian.Kernahan@protopartners.com.au, Francesca.Jakin@protopartners.com.au

THANK YOU

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