Discovery Templates Sample Outputs Sample Workplans

Transcription

1 Discovery Templates Sample Outputs Sample Workplans

2 Customer Insights

3 Title Representative Quotation from Customer that captures the essence of the insight VISUAL that brings the Customer Insight to life Description explaining the insight. Be sure to include: Who the customer is What their problem or issue is Why the problem exists the underlying issue; may be your hypothesis about the underlying issue Note: You may have a backup page showing the data that led to the development of the insight. It will not be presented during the ilab. Thought Starters for ideation Not specific ideas but potential areas for ideation Others already on this (optional) Logos or company names

4 You Can t Make Me I cancelled because I have a stockpile of product I may never use. Subscription is not a driver a compliance. Consumers who do not replace their product as often as recommended indicate that they are less willing to join a subscription program than those who replace every six months. Manufacturers need to drive compliance first before consumers will be receptive to purchasing a subscription. Others already on this Thought Starters for Ideation What tactics could we use to drive compliance? How could we enlist our traditional retailers to help drive compliance? How could we make the product so readily accessible that consumers will never forget to buy it, thus driving compliance?

5 Sample Work Plan (Customer Insights) Weeks 0-2 Weeks 1-4 Weeks 3-9 Weeks 9-13 Kickoff & Develop work plan. Review data & generate initial insights. Identify gaps (what don t we know). Conduct new research to fill gaps. Generate insight candidates. Synthesize into 6-8 insights (one pagers) Thought starters for work plan: Identify what we want to learn from customers that would help us achieve the project goals. Gather and review existing material to determine what we already know, based on the questions identified above. Identify gaps and determine how to conduct new research. It doesn t have to be professionally done, expensive or extensive. Could be interviews, immersions, on-line bulletin boards, workshops with similar segments, etc. What resources could we deploy to gather the information? Most important thing to remember is that we need to get to drivers/motivators so we need to ask probing why questions. Thought Starters for Learning

6 Orthodoxies

7 Title (Orthodoxy Statement) Supporting Evidence Visual that brings the Orthodoxy to life Others already on this (optional) Thought Starters for Ideation or Tips for Flipping Not specific ideas but potential areas for ideation or ways to flip the ortho

8 Our Customer is the Mass Market, Female Homeowner Supporting Evidence We do not have specific marketing programs or products for the young or old, or ethnically diverse All of our marketing and advertising material refers to she ; our personas are females Other segments fall off the list when prioritizing for resources needs - we can t be all things to all people and have specifically chosen this segment Others already on this Thought Starters for Ideation What new customers might we target for existing products? What new customers could we target for new products (men, children, seniors, ethnic groups, commercial products, etc.) What new channels might be required to reach new sets of customers? What other elements of our marketing approach might need to change and in what ways?

9 Sample Work Plan (Orthodoxies) Weeks 0-2 Weeks 1-3 Weeks 4-10 Weeks Kickoff & Develop work plan. Review existing material. Identify relevant orthodoxies and gaps in orthodoxy coverage. Conduct orthodoxy workshops and interviews. Create draft one-pagers. Synthesize into top 8-10 orthodoxies (one pagers) Thought starters for work plan Review initial existing content from previous projects (e.g. orthodoxy data from previous projects) Identify gaps in orthodoxy coverage and create plan to fill the gaps (e.g., workshops, interviews, etc.) Identify tools and questions to use as your starting point. Can vary the tools and questions to get a broader variety of orthodoxies. Ask for evidence of how the orthodoxy manifests itself in the organization. Continually challenge the proposed orthodoxy statement or ask why to drive to the right level of orthodoxy. Example 1: We don t have the resources we need. Yet we choose how to allocate our resources. So why don t we choose to spend our resources in a particular way. Example 2: We re risk averse. But what are we afraid will happen? The deeper more descriptive level will help lead us to something more actionable. When ideating from orthodoxies, it s important to challenge or flip them, not to try to preserve them.

10 Analogs

11 Title (The Analog) Summary (high level description-what they achieve) VISUAL that brings the Analog to life How they do it (the details) Thought Starters for Ideation Not specific ideas but potential areas for ideation

12 Selling Intangible Benefits: Vitamins and Health Care Products Summary Centrum multi-vitamins provide consumer benefits that are not immediate and not always visible to the consumer. Their products are tailored to a consumer s needs, age, gender activity level, overall health etc and their system is designed to provide benefits to the consumer at every stage of life. How they do it Thought Starters for Ideation What are the healthy benefits to drinking filtered water and how could we incorporate that into an integrated marketing plan? What is the total cost of not filtering water and how could we promote that to consumers? What community approaches to our product might represent the biggest opportunity? Athletes? Weight losers? New moms? And how could we capture their attention? Centrum markets their vitamin in 3 ways: 1. Selling the consumer on a "total cost approach to preventative maintenance, e.g., explaining the extreme costs of healthcare, etc versus the low cost of preventative maintenance. 2. Selling the consumer on a mental picture of the tangible benefit by using healthy imagery, like aging families sharing moments together. 3. Creating a sense of community for the consumer where the consumer can turn for tips and advice on aging, healthy activities and products.

13 Sample Work Plan (Analogs) Weeks 0-2 Weeks 1-6 Weeks 7-11 Weeks Kickoff & develop work plan. Identify challenges and orgs to research. Research analog orgs. Identify potential new challenges and additional orgs. Extract learning, create draft one-pagers Select top 6-10 analogs. Thought starters for work plan Identify most important dimensions of comparison and potential analogs. Consider what are the challenges we have faced or anticipate facing in our project? Who doesn t seem to have the same challenge or has overcome it? What do we want to excel at? Once you have a broad list of organizations and dimensions of comparison, prioritize the ones you will research. Get an early read from the insights team on customer desires, frustrations and needs. Who does better at those than we do? Analogs process is particularly iterative. Sometimes analogs lead no where. Don t be afraid to discard something if your exploration doesn t result in any useful insight. Most important thing to remember is to look outside of your industry for your analogs.

14 Core Competencies

15 Title (Core Competency) Description of the core competency. Be sure to describe it in terms of the ability to do xxx and the benefit that brings to customers. Try to include a description of the bundle and how it works to create the core competency. VISUAL that brings the Core Competency to life Thought Starters for Ideation Not specific ideas but potential areas for ideation

16 Household Task Improvement Refers to our ability to add incremental improvement to making home tasks easier in the areas of fabric care, food preservation & preparation, and cleaning. This ability is not product specific but task specific. It focuses on knowing deeply about customers interaction with their task environments and leveraging that knowledge to help get tasks done. Though most of our value today is derived from incremental product improvement, we have infrastructure, deep skills and values that allow us to identify ways to make consumers task lives easier. Process science, mechanical science, consumer anthropology, marketing insight, usability, cooking, cleaning, cooling, heating, air flow technologies all come together in Whirlpool s mastery of improving functional tasks in the home. Thought Starters for Ideation: What other tasks do consumers perform in their homes and what are the products associated with them? What are the opportunities for Whirlpool to enter those new categories? From a task perspective, what are all of the products that consumers use throughout their processes. How could Whirlpool extend its core business beyond equipment, into what other areas and with what business models?

17 Sample Work Plan (Core Competencies) Weeks 0-2 Weeks 1-5 Weeks 6-9 Weeks Kickoff & Develop work plan. Schedule and conduct workshops and/or interviews Elaborate (describe) core competency candidates. Validate via 4 tests and additional interviews Select and document core competencies (1-4) and/or leverageable SPTVA s (4-6). Thought starters for work plan: Identify potential people to talk to or to include in workshops (general employees, leaders, external partners, board members, etc.) Gather and review existing material to begin to develop a point of view about strengths, marketplace successes, etc. Conduct workshops and one-on-one interviews. Assemble complete list of SPTVA s from all research. May conduct additional workshops specifically for the purpose of bundling into potential Core Competencies. Select leading CC candidates and evaluate using the 4-tests criteria. May do this in workshop format. Ask for evidence to either support or refute the competency candidate. Core Competencies tends to be the most controversial of the lenses. You may not get 100% alignment on what the Core Competencies are. Core Competencies should be based in today s reality, not something you wish for or are striving for.

18 Industry Map

19 Title (Dimension Name & Opportunity Space) Dimension s description of tick marks; indicate current position and possible future Now Possible Future xxx xxx xxx xxx xxx Description: xxx VISUAL that brings the Potential Opportunity Space to life Examples: xxx Thought Starters for Ideation Not specific ideas but potential areas for ideation

20 Visualness - Amped Up Visuals Text Oriented Now Boring visuals, no cohesive visual experience Mediocre imagery, some consistency Good Visuals Most of the Time Possible Future Consistently compelling visual experience Description: Digital photography & the internet have led to an explosion of colorful, high quality imagery across all media. Concurrently, people are increasingly busy with less time to read text. People now expect to read visuals and aesthetics as well words. Priceof-entry includes offering a pleasurable or otherwise entertaining visual experience--along with words. GE s instagram page touts their beautiful photography Target s visuals here aren t about product Examples: The field of information graphics has exploded w/ digital Interface, a carpet tile company, provides a sophisticated visual aesthetic for its commercial products and a punch energizing visuals for its residential brand Target s visuals suggest humor, energy and boldness Thought Starters What visuals might we show on our corporate website--that do NOT include product? What brands do you associate with beautiful, fun or otherwise compelling imagery? What bold, confident leap could we take in terms of imagery?

21 Sample Work Plan (Industry Map) Weeks 0-2 Weeks 1-4 Weeks 3-9 Weeks 9-13 Kickoff & develop work plan. Identify and assign orgs to research. Conduct research. Begin to identify dimensions & tick marks. Continue analysis. Plot all players on map. Identify potential opportunity spaces. Synthesize into 6-8 opportunity spaces. Create one pagers. Thought starters for work plan: Create broad boundaries of the industry to be mapped, keeping a mix of traditional and nontraditional/emerging competitors. Brainstorm companies participating in the space. Where possible, you may bundle companies into similar groups and select a cornerstone of the group for study. Analyze the companies and identify Key Success Factors of their business and go-to-market strategy. Look on websites, article searches, annual reports, etc. Look at press releases, investor relations (if public), and customer comments. Look for secondary information Business Week articles, HBR articles, USA Today, etc. You may create separate maps for traditional competitors and non-traditional/emerging competitors. In your final step, though, select a single set of dimensions, combine the maps into one and plot all of the competitors on all of the dimensions. Most important thing to remember is to study non-traditional and emerging competitors in addition to traditional competitors. They are most likely to be pushing the boundaries.

22 Technology

23 Title (Technology) Tech Description Described in language that focuses on its potential applications and avoid technical jargon. Must be understandable to non-technical people VISUAL(S) that bring the Technology to life Technology Value Proposition Explicit statements of the benefits the technology provides to customers Related Trends and Applications How the technology is being used by others Thought Starters Not specific ideas but potential areas for ideation

24 Image Capture and Processing Tech Description This technology spans the simple use of a camera to take pictures of objects to a more complex system that can take successive pictures and run a software algorithm to complete a task. The camera can capture an individual picture and display it on a screen. Or it can capture a video stream to analyze changes in objects over time. The software can be written to detect motion, track gestures, recognize faces, or determine what an object is. Technology Value Proposition A second set of eyes can monitor a process for you Products that are smarter and can see what is going on around them Related Trends and Applications Automotive back-up cameras Xbox Kinect video games Augmented Reality Thought Starters If our customers could take daily images and compare them, what would that do for them? If this technology could be used across the entire production cycle, what would that mean? What if equipment could react to where you are in the field compared to past images?

25 Sample Work Plan (Technology) Weeks 0-2 Weeks 1-4 Weeks 3-9 Weeks 9-13 Kickoff & Develop work plan. Identify & research existing, developing, emerging technologies. Continue research. Create draft descriptions. Synthesize into 6-10 technologies (one pagers) Thought starters for work plan: Identify existing and developing technologies inside the organization. Brainstorm existing, developing and emerging technologies from outside the organization and outside the industry. Assign technologies for research. Conduct research and create draft descriptions for review with the team, including potential applications and benefits. Refine, combine and select the top 6-10 technologies to bring to the I-Lab. Most important thing to remember is to look outside of our company and industry for new and emerging technologies.

26 Discontinuities

27 Title (The Essence of the Discontinuity) From To showing the shift From: xxx To: xxx Description of the discontinuity (or trend) VISUAL that brings the Discontinuity (or trend) to life Note: You may have a backup page that shows the trends, signs, and indicators that led to the development of the discontinuity. Backup pages are for the use of the discovery team. They are not presented during the ilab. Thought Starters for Ideation Not specific ideas but potential areas for ideation

28 Identity Starts with an I From: Do it For Me To: Do it With Me Mass merchandisers and chain stores have penetrated the smallest towns in developed economies, but the sameness of this massively produced stuff is simply numbing to many buyers. Many consumers want to express their individuality and not be like everyone else. Consumers now want products that are created and specialized just for them. They are saying, I m important, I have an identity, and I know what is best for me. Listen to me and work with me; together, we can make something just for me Thought Starters for Ideation How can we create a new channel to reach out to buyers directly, and an opportunity to fine-tune product mix based on direct observations of consumer behavior? How could we reach consumers who are opinion leaders with greater than average influence and engage them in promoting our brand, products and services? How can we involvle consumers in the product development process?

29 Sample Work Plan (Discontinuities) Weeks 0-2 Weeks 1-6 Weeks 7-10 Weeks Kickoff & develop work plan. Identify trend areas and assign for research. Conduct trend research. Identify stand-alone trends relevant for the project. Conduct workshops to identify potential discontinuities. Synthesize into trends and discontinuities. Create one-pagers. Thought starters for work plan Conduct research on previous trend/discontinuity workshops to identify existing material that may be relevant to the project. Gather trends from a variety of topic areas: Demographic & Sociological, Technology, Consumer Lifestyles, Industry & Economics, Political/Regulatory/Environmental, Work & Organization Conduct workshops (within the workstream or with other employees) where participants develop potential discontinuities by examining trends, extrapolating how they will play out in the future, where the intersection points occur, and what unexpected changes may result. The clustering of trends must represent a potential From/To movement, taking the culture from its current state to the new state. Most important thing to remember is to gather trends from a variety of topic areas and to include some that are not obviously relevant to the current project.