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Uncovering customer needs and motivations to guide future transformation
25.7.2014 Proto Partners
STARTING WITH WHY
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
CAN’T WE BE FRIENDS? (Like me!)
_
I
Understanding the problem
Starting with why 25.07.2014 Proto Partners
(Customer)(Service provider)
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
THE IDEAL EXPERIENCE
UNMET EXPECTATIONS
(Customer)
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
WHY?
HOW?
Customer
THE IDEAL EXPERIENCE
UNMET EXPECTATIONS
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
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
“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
I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Virgin America
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Virgin America
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Virgin America
Starting with why 25.07.2014 Proto Partners
THE IDEAL EXPERIENCE Virgin America
I - UNDERSTANDING THE PROBLEM
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
Photo, Flickr, MarzoSyd
THE IDEAL EXPERIENCE Uber
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Uber
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Uber
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
THE IDEAL EXPERIENCE Uber
Starting with why 25.07.2014 Proto Partners
#1 CONTEXTUALISE THE PROBLEM
#2 SET A DIRECTION #3 DETERMINE WHAT SUCCESS LOOKS LIKE
I - UNDERSTANDING THE PROBLEM
How to: Fill the gap
I - UNDERSTANDING THE PROBLEM
#1 CONTEXTUALISE THE PROBLEM
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
#2 SET A DIRECTION
Starting with why 25.07.2014 Proto Partners
I - UNDERSTANDING THE PROBLEM
#3 DETERMINE WHAT SUCCESS LOOKS LIKE
Starting with why 25.07.2014 Proto Partners
DO YOU ACT THIS WAY? (After all the perks I gave you!)
_
II
Understanding the customer
Starting with why 25.07.2014 Proto Partners
...
Starting with why 25.07.2014 Proto Partners
II - UNDERSTANDING THE CUSTOMER
Your most unhappy customers are your greatest source of learning.
Bill Gates
II - UNDERSTANDING THE CUSTOMER
Starting with why 25.07.2014 Proto Partners
II - UNDERSTANDING THE CUSTOMER
CASE STUDY VMA
41 point CHECKLIST
6 KEY POINTS
Starting with why 25.07.2014 Proto Partners
#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
II - UNDERSTANDING THE CUSTOMER
#1 DRILL DOWN
Starting with why 25.07.2014 Proto Partners
II - UNDERSTANDING THE CUSTOMER
#2 PAY ATTENTION TO THE UNEXPECTED
Starting with why 25.07.2014 Proto Partners
II - UNDERSTANDING THE CUSTOMER
#3 FACTS AND BEHAVIOURS VS. WORDS
Starting with why 25.07.2014 Proto Partners
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
WHY CAN’T I MAKE SENSE OF THAT? (It looks like a bunch of random data.)
_
III
Understanding the connections
Starting with why 25.07.2014 Proto Partners
...
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
Eventually everything connects - people, ideas, objects. The quality of the connections is the key to quality per se.
Charles Eames
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
#1 PLASTER THE WALLS
#2 TRUST YOUR GUTS #3 QUALITY VS. QUANTITY
How to: Deal with Simplexity
III - UNDERSTANDING THE CONNECTIONS
#1 PLASTER THE WALLS
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
#2 TRUST YOUR GUTS
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
#3 QUALITY VS. QUANTITY
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
#3 QUALITY VS. QUANTITY
III - UNDERSTANDING THE CONNECTIONS
Starting with why 25.07.2014 Proto Partners
WHY DOESN’T THAT WORK? (It´s such a great idea!)
_
IV
Understanding the solution
Starting with why 25.07.2014 Proto Partners
...
IV - UNDERSTANDING THE SOLUTION
Starting with why 25.07.2014 Proto Partners
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
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
Mapping the journey
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
Mapping the journey
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
Visualising Ideas
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
Visualising Ideas
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
Making Ideas Tangible
Starting with why 25.07.2014 Proto Partners
IV - UNDERSTANDING THE SOLUTION
WHY DO I NEED TO CHANGE? (It’s so comfortable in here.)
_
V
Understanding the value
Starting with why 25.07.2014 Proto Partners
...
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
If we keep doing what we’re doing, we’re going to keep getting what we’re getting.
Stephen Covey
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
Envisioning the future
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
Where to start first
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
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
Starting with why 25.07.2014 Proto Partners
V - UNDERSTANDING THE FUTURE
THE IDEAL EXPERIENCE
UNMET EXPECTATIONS
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
Contacts: [email protected], [email protected]
THANK YOU