EIA2018Italy - Yrjö Ojasaar - Customer Persona Design, Customer Validation, Customer Feedback Collection & Analysis
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Yrjö Ojasaar - Customer Persona Design, Customer Validation, Customer Feedback Collection & Analysis
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EIA2018Italy - Yrjö Ojasaar - Customer Persona Design, Customer Validation, Customer Feedback Collection & Analysis
- 1. GROW 10X THROUGH CUSTOMER DEVELOPMENT YRJÖ OJASAAR
- 2. Customer Profile Design Mapping Customer Jobs Customer Validation Experiments HOW TO GROW 10X THROUGH CUSTOMER DEVELOPMENT ?
- 3. MAKE SOMETHING PEOPLE WANT. THAT’S THE FUNDAMENTAL PROBLEM. IF YOU DIE, IT’S PROBABLY BECAUSE YOU DIDN’T MAKE SOMETHING PEOPLE WANTED. Paul Graham, Investor, Co-Founder of Y-Combinator
- 4. LAUNCHING THE PRODUCT IS THE MOST EXPENSIVE CUSTOMER RESEARCH YOU CAN DO
- 5. FIRST DEVELOP CUSTOMER, THEN DEVELOP THE PRODUCT
- 6. WHAT HAPPENS WHEN YOU DON’T VALIDATE? AMAZON 5B$ FAILURES
- 8. CUSTOMER DESIGN B2B VS B2C B2C B2B Focus Brand building Lead generation, Subscriber engagement Tactics Customer journeys, Data-driven products/ Service recommendations Content delivery, Lead nurture Goal Revenue Revenue
- 9. CUSTOMER DESIGN BUSINESS TO BUSINESS • Collective decisions as a company, weighing out the pros and cons of the available solutions to their issues • There are no impulse purchases • They rely on value-driven, educational content to help make decisions • Need to establish trust and credibility before purchase
- 10. CUSTOMER DESIGN BUSINESS TO CUSTOMER • Purchases are typically based on an individual decision • Purchases are more emotive, and less logical • Make purchases based on their own perceptions, wants and needs • Can be impulsive
- 11. FICTIONAL PROFILES DEVELOPED AS A WAY OF REPRESENTING A PARTICULAR GROUP BASED ON THEIR INTERESTS AND BEHAVIOUR PATTERNS. PERSONAS
- 15. Male Born in 1948 in the UK Married Very successful Wealthy Loves dogs Favorite place for a holiday – the Alps WHO IS YOUR CUSTOMER?
- 17. BE PREPARED TO BE WRONG TEST EVERY ASSUMPTION
- 18. CUSTOMER JOBS
- 19. THE CUSTOMER HAS A JOB TO DO AND WILL HIRE THE BEST PRODUCT OR SERVICE TO GET IT DONE
- 20. PEOPLE DON’T WANT A QUARTER INCH DRILL, THEY WANT A QUARTER INCH HOLE. Theodore Levitt, 1962
- 21. HOW TO SUSTAIN A DRILL COMPANY & DEVELOP BETTER DRILLS?
- 22. LETS SEE WHAT OTHER DRILL MAKERS ARE DOING, AND DO THE SAME.
- 24. WHO IS YOUR COMPETITION? OTHER DRILL MAKERS?
- 26. JOBS-TO-BE-DONE
- 30. Customer job to be done: We do not need a drilling machine, screws and dowels. We want to hang up a picture. That’s the job-to-be-done. Customers hire a product or service to get a job done. The products are a means to an end, not an end in themselves.
- 31. Customers hire a product or service to get a job done. The products are a means to an end, not an end in themselves. We do not need a hotel. We need an accommodation plus extras like connecting to people. That’s the job-to-be-done.
- 32. HOW COULD I MAKE THE MILKSHAKE BETTER? so that you’d buy more of them
- 33. BUT WHY DO YOU ACTUALLY NEED A MILKSHAKE?
- 34. A FAST-FOOD CHAIN OBSERVED ITS CUSTOMERS Most customers buying a milkshake were alone, wearing work clothes, would do it before 8 AM and would only buy a milkshake.
- 35. AND THEY FOUND Consumers didn’t really care about the taste. They needed something they can consume immediately, with one hand, that lasts and doesn’t easily stain.
- 36. JOBS-TO-BE-DONE
- 38. WHY WE BUY?
- 40. JOB TYPES [F] FUNCTIONAL JOBS are specific tasks the end user is trying to get done. [P] PERSONAL JOBS define how the customer feels about the solution. [E] EMOTIONAL JOBS define how customers want to feel as a result of executing the functional job. [S] SOCIAL JOBS define how the customer wants to be perceived by others while using the solution.
- 42. PROVIDE EVIDENCE SHOWING WHAT CUSTOMERS CARE ABOUT BEFORE FOCUSING ON HOW TO HELP THEM. Prove which jobs, pains, and gains matter to customer most by conducting experiments that produce evidence.
- 45. TEST EVERY ASSUMPTION BE PREPARED TO BE WRONG
- 46. vs
- 49. VALIDATING ASSUPMTIONS ETHNOGRAPHIC OBSERVATION NO INTERFERENCE IT’S ALL ABOUT INTERPRETATION TO RECORD THE BEHAVIOR AND CUSTOMS VARIATIONS: MOBILE ETHNOGRAPHY, NETNOGRAPHY
- 50. GET YOUR MINDSET RIGHT EXPLORATION VS LOOKING FOR EVIDENCE TO CONFIRM YOUR ASSUMPTIONS
- 51. IF YOU WANT TO UNDERSTAND HOW A LION HUNTS DON’T GO TO THE ZOO. GO TO THE JUNGLE. JIM STENGEL CMO OF P&G
- 52. ETHNOGRAPHY ORALB ASSUMPTION: KIDS ARE JUST SMALLER HUMANS CUSTOMER OBSERVATION RESULT: MARKET LEADERSHIP FOR 18 MONTHS
- 53. ETHNOGRAPHY IKEA ASSUMPTION: FURNITURE SHOPPING IS STRESS OBSERVATION: PEOPLE GET ANNOYED ABOUT HALF-WAY THROUGH THE STORE, AROUND LUNCH TIME RESULT: IKEA RESTAURANT
- 55. ADOPT BEGINNERS MIND INTERVIEW TIPS 2 3 6 71 5 4 LISTEN MORE THAN YOU TALK LOOK FOR FACTS NOT OPINIONS ASK QUESTIONS THAT MAKE PEOPLE TALK SKIP THE SELLING/ CONVINCING LEAVE THE DOOR OPEN: REFERRALS IT’S NOT ABOUT YOU!
- 56. HOW TO DESIGN YOUR SURVEY 1. Question wording and design. 2. Avoid causing survey fatigue. 3. Watch your language. 4. Check the order of the questions. 5. Ask only what is really necessary.
- 57. USING THE EXPERIMENT CARDS ON THE ONLINE PLATFORM [eia.scoro.com] DESIGN YOUR SURVEY EXPERIMENT. TASK SURVEY DESIGN Medium sized companies CMOs and CEOs have undeserved and painful jobs of designing customer profiles and mapping jobs to make customer acquisition more efficient We focus on the most painful and undeserved jobs of the CEOs and CMOs to offer a Chatbot partner to allow companies to have always a clear understanding who is the customer they serve Customer profile design and jobs mapping needs time, tools and joint team effort to make intelligent conclusions
- 58. SOMETIMES YOU STILL NEED TO TALK TO PEOPLE
- 59. NEXT STEPS
- 60. GET YOUR MINDSET RIGHT EXPLORATION VS LOOKING FOR EVIDENCE TO CONFIRM YOUR ASSUMPTIONS
- 61. BE READY: PEOPLE WILL NOT WANT TO TALK TO YOU
- 62. TOMORROW’S FIELDWORK 1. PLAN YOUR OBSERVATIONS Where would you find your customer persona(-s)? How could you observe customers facing/solving the problem? 2. OBSERVE & RECORD Record what, when & how of your potential customers’ behaviour. Every little detail may end up as your product-market fit. 3. ANALYSE & DEFINE THE INTERVIEW QUESTIONS What customer behavior patterns that you have observed need clarification? How could you ask the questions to make people elaborate on their actions? 4. CONDUCT THE INTERVIEWS
- 63. THANK YOU
Hinweis der Redaktion
- Testing the Circle Prove which jobs, pains, and gains matter to customer most by conducting experiments that produce evidence beyond your initial customer research. Only after this has been done should you get started with your value proposition. This will prevent you from wasting time with products and services customers don’t care about. Osterwalder, Alexander; Pigneur, Yves; Bernarda, Gregory; Smith, Alan. Value Proposition Design: How to Create Products and Services Customers Want (Strategyzer) (Kindle Locations 2631-2634). Wiley. Kindle Edition.
- Milkshake does this job better than its competition: donuts, bananas, bagels, etc.
- COMMON MISTAKES: *Mixing several customer segments into one canvas *Creating your Customer Profile through the lens of your value proposition *Only focusing on functional jobs *Trying to address every customer pain and gain
- Testing the Circle Prove which jobs, pains, and gains matter to customer most by conducting experiments that produce evidence beyond your initial customer research. Only after this has been done should you get started with your value proposition. This will prevent you from wasting time with products and services customers don’t care about. Osterwalder, Alexander; Pigneur, Yves; Bernarda, Gregory; Smith, Alan. Value Proposition Design: How to Create Products and Services Customers Want (Strategyzer) (Kindle Locations 2631-2634). Wiley. Kindle Edition.
- https://www.youtube.com/watch?v=tvkivmyKgEA
- The One Biggest Error in Customer Interviews: Mistaking Opinions For Facts Added on January 8, 2018 by Alexander Osterwalder. Customer interviews are a great technique to quickly and cheaply get early customer insights. However, many of the executives we work with commit a dangerous error: they mistake customer opinions for hard facts. We explain. It’s extremely easy for your customer interviews to go on the wrong track if you don’t pay attention to the difference between opinion and fact. People who are not trained to do good customer discovery will immediately start asking interview subjects questions like, “Do you like this idea?”, “Which solution do you prefer?”, “Would you buy this?”. These questions will solicit opinions. Yet, experience shows that people rarely do what they say. Your questions should instead probe for hard facts. For example, don’t ask, “What do you think the challenge is?”. Instead you can ask, “When is the last time you struggled with this particular challenge?, “Can you describe what you were wrestling with, the last time you faced this challenge”, or, “When is that last time you googled a solution for this particular problem?”. Another common error we’ve seen people make in customer interviews is that they’re satisfied with superficial evidence when they ask for facts. Your task in a customer discovery interview is to dig deep and uncover hidden gems. Dig out quantitative evidence (and concrete instances) as much as possible. For example, ask “Why is this such a challenge?”, “How do you concretely measure success or failure related to this challenge”. When an interviewee says “I need a faster solution”, immediately ask “how much faster?” and “what’s the minimum improvement that still qualifies as success?”. How can you judge if your solution creates customer value, if you can’t quantify how your customers measure success and failure? When it doesn’t make sense to ask for quantitative metrics, go for concrete instances to measure success and/or failure . I remember helping the tourism agency of a Gulf nation perform customer discovery interviews. To understand how visitors to their nation qualify a trip as a unique experience they would ask “Tell me of the last time you had a unique experience” and “what exactly made that experience unique?”. This line of questioning provides much stronger evidence than if they had asked “What do you think a great experience looks like?”. Asking for opinions rather than facts is the single biggest error in customer discovery interviews. This is a problem because implementing a new idea based on people’s opinions is usually a dangerous path. It doesn’t decrease the risk of a new idea as much as the investigation of facts. Pursuing something that’s based on evidence from the past is much better, even if your solution does something new. Your task is to connect new behaviour to evidence from the past. Evidence from the past strongly indicates future behaviour.
- Task: Design interview experiment card at the workshop (Home work: Carry out the interview)