We were developing an open community platform for dairy sector. The main focus, though, was to understand how members of this community were related and how the main institutions flowed between each other. Our objective was to achieve alignment and to have a clear vision of the operation of this community.
We suddenly understood the connections between pro-active users (or Players) and the least actives (Partners and Viewers) were to condition the future tool. At the same time, we determined the type of relationships existing between the different groups (conversations, search for knowledge, and so on).
Thanks to this tool, we made a visual in-depth analysis of the dairy sector community, which allowed us to plan the investigation phase and focus on what we wanted to validate for the tool development.
The challenge was to improve the experience of travelers/users during business trips. We first needed to understand what the current experience was. That is why we used the customer journey map to identify the actions and key moments in this user experience.
The last objective of this tool is to focus the bad, stressful moments or “painful spots”.
By observing the user during their trip, we understood that as soon as they get to their final destination and lock up in their hotel room, they have little information about their stay. They only have some tips about the type of hotel.
The analysis and mapping of the trip allowed us to create new experiences for the person using their mobile phones: management of room features, restaurant menus, etc. That is to say, to improve client’s comfort using their smartphones, so they can manage everything they want and minimize situations where problems can’t be solved.
*In this example we have synthesized the travel experience in one single sheet to better explain the case. The ideal is to work with three sheets to discover more moments and having a broader vision.
Our main challenge was to include more customers, with different profiles to guarantee the existence of handicrafts thanks to current and future demands. That is why we made a definition of our customers; we clearly saw who our current ones were.
We wanted to know what the concepts “artisan, hand-made or craftwork” evoked or suggested to people, basically to young people, therefore we applied the Empathy Map.
The objective of this technique was to understand from a person’s perspective, the vision about the challenge itself, in our particular case, “Craftwork”.
Thanks to the empathy map, we realized that this person does not see any difference between “hand-made pottery” vs. “industrial pottery”, because they are unfamiliar with the fabrication process and can’t determine exactly the pricing of hand-made pottery. In other words, people don’t always understand why handicrafts are more expensive.
Another interesting point to develop was customization. It is only possible to customize your handicrafts if you go to an artisan’s workshop, which almost never happens.
After analyzing the map, we discover two strengths to be developed:
- How to customize the pieces without visiting an artisan’s workshop?
- How can the user participate in the creation process of the piece to appreciate it?
With the tool of the five whys, we tackled the challenge of image change requested by a software company. The objective was to determine along with the client the root of the problem, which was not only the corporate image.
With the five whys, we initially mapped the company’s motivations. Although in the beginning, the problem was purely image, we were able to discover that the real challenge was to improve how the company was communicating its knowledge to their potential clients.
The request of image change was in this case a symptom of the problem and not the challenge itself. We had to adopt a different approach to our client’s petition
The technique chosen was the role play to have a first approach of the challenge. We then tried to set up the environment of buying a brand-new car in a car dealer. Two actors were defined:
a)Alberto, the buyer. A 33 year-old consultant, experienced, with a very sharp profile of prosumer (knows exactly what we wanted).
b)The sales person. We defined a character who knew most of cars/makes in general but not very exhaustive.
Even though the situation was not real, it transmitted a clear message to us as observers (the project team): “Alberto, the client, knew a lot more than the sales person.”
Different problematic questions arouse: why would someone like Alberto go to a car dealer? Why car dealers are useful for? In this particular case the single added-value was the existence of a physical space where the client can see, touch or test the car.
Thanks to this main hypothesis, yet invented, we were able to tackle the exploration phase and, observing the client in a real context, to validate if what the result of a role play made sense. If our initial hypothesis was achieved, we must:
a)To design a new buying experience for this profile
b)To give tools to the sales staff to speak the same language than the expert buyer.
The tool Analogues/Antilogous is very useful to start up any project because it allows the visualization of what we like and what we don’t like so much. In this case, it was used for a telecommunication company to define the buying experience at their points of sale.
In order to define the experience of our service, we took as a start analogue the company Nike, that despite of having nothing to do with the telecommunication sector; it offered a wide variety of new experiences.
Nevertheless, the client suggested the analogue of a local store to define the experience they were looking for on their points of sale, that is to say, close and traditional attention.
On the contrary, we didn’t want to represent a fast-food chain; something that is not expensive, standard and no special at all. Another antilogous was the queues at amusement parks that are long and tedious in general.
“One of the biggest problems of a Non-Governmental Organization is the lack of volunteers. The problem is that they don’t know us, but as soon as they do, they stay. But they need to know us”, explains the manager of a NGO.
Vopoint is a platform that connects volunteers and makes smaller, local oriented NGOs visible to people. Before starting our research, we first needed to define both the internal and external situation of a small NGO. We did it using the DAFO tool.
Local NGOs have less visibility than others that may be bigger and with more resources (Red Cross, Doctors Without Borders, etc). However, the main advantage is precisely their smaller size, which makes them more flexible and agile than the bigger ones.
The opportunity is that they can offer “another kind of charity” and try new experiences. Although their localness could be an impediment to improve their visibility, the proximity on the tasks they carry out can easily communicate their activity in the neighborhoods they want to act.
A very good opportunity to attract new volunteers is to find a way that neighbors or people in general visualize these NGOs close to them (for instance, physically on a map) and also, to orient the offer of these NGOs to the problems or challenges required in the neighborhoods they are situated.
Filydo is an internet platform that groups and filters learning resources. In order to evaluate its position in the education sector, we decided to use the tool “industry diagnose”.
With this tool, we realized that the value proposal of Filydo covered a little explored area by other platforms and sectors. Thus, the main competitors were more focused in selling classes, either provided by them or by their users, than adding available contents on the net. Likewise, one of the biggest competitors was located in the United States of America but it was oriented to Anglo-Saxon users.
Using Porter’s five forces helped us determine if r this platform was worthy of carrying it out and in case we decided to continue, what would be the correct path.
One of the challenges of Susmilk, open communities in the dairy sector was to establish the boundaries of the project. Using the In/Out tool, we worked with the team to visualize stayed inside and outside of Susmilk and get the group aligned towards the development of an open community.
The tool helped us draw an outline where we could see the different elements we wanted to guide the solution based on customer’s knowledge and requirements.
“We are not a space to save technology; we are not a substitute of having a partner to save technology costs.”
“However, we are a space to meet or to put you on the map among other people of the sector to start a collaboration. A space to connect all the members of the community”
“We are not a virtual space only; we are the catalytic to foster new encounters in the real world.”
“On the contrary, we are not an inventory of articles or papers, but a space easily accessible to see what’s going on at all times in the community.”