Traditionally the design process had been begun after an organization creates of an exhaustive list of “must have” features and requirements, as means of a design brief. The assumptions used to generate this document are typically based solely on market research data and voice-of-customer (VOC) information.
Information garnered through market research tends to be based on what has sold in the past, providing only a rear-view mirror perspective of your market. Typically, VOC information consists of survey-generated data and anecdotal stories from ad-hoc customer groups. This data is helpful only for creating incremental improvements, but it does not provide the foundation of knowledge necessary to enable large leaps forward into underserved, differentiated, or “Blue Ocean” spaces (as described in the book “Blue Ocean Strategy” by Kim and Mauborgne).
Many user-needs are latent – so it is extremely unlikely that you could uncover any game-changing insights through customer interviews alone. It is unreasonable to expect that typical customers will have the imagination necessary to describe a future that is much different from today’s reality. The classic description of this phenomenon was immortalized by Henry Ford, who said “If I had asked my customers what they wanted, they would have said a faster horse.”
If I had asked my customers what they wanted, they would have said a faster horse.
Many organizations spend enormous effort analyzing and refining the wording of their requirements documents based on customers’ pre-conceptions of what they want. The result of following this process is that they miss what is of fundamental importance to their customers. This is why I believe that many requirements documents are “highly polished but deeply flawed”.
Uncovering latent and unmet user needs demands the use of contextual and generative design research techniques optimized for discovering the valuable insights that drive innovation and create brand experiences that delight customers. Such techniques as empathetic immersion, user observation and participatory design serve to provide a deeper understanding of what is truly important to customers.
This knowledge provides the background needed to create product experiences that are authentic, meaningful and engaging. Providing your customers with these types of compelling experiences results in increased customer loyalty and superior long-term business results.
With that in mind, here are the five critical keys to uncovering those true success drivers:
The insights garnered from the holistic approach outlined here serve as a strong foundation to validate, complement, and challenge existing market research and VOC information.
Synthesize the insights you discover so that needs are described as opposed to solutions. View these as a flexible set of product guidelines that become more definitive as the design process progresses. As conceptual solutions are created based on this flexible “insight-based” framework, validate them with customers. Use this feedback to refine the product guidelines.
The value you provide your customers lives in the quality of the experience you create for them – much more so than in your products & services themselves.
The graphic below pokes fun at how a technology company might promote the features of a healthy product like an apple – rather than considering its health benefits, its natural flavor or the experience of biting into a fresh, juicy apple.
Credit: Smart Design, Femme Den.
Understanding context is imperative when considering user experience. Observe the moment of use from a range of perspectives with the human experience as your central focus.
An example of one such perspective is the environment in which a product or service is used. Think about who is using your products and services and what physical abilities or limitations they may have. For instance, a product designed for hazardous areas would need to allow for an operator to interact with the device while wearing protective clothing and gloves.
Cultural background also shapes how people perceive their environment and the products and services they interact with. Factors such as the emotional, cultural, social, and physical aspects of the experience are often over-looked but are crucial inputs.
Examine the user experience both before and after the moment of use. Think about how your customers research, purchase, setup, learn to use and maintain your products and services. Ask yourself: “What is the environmental impact of my product or service? What happens at the end of its service life?”
Identify the range of customer interactions with your brand (products, services, out-of-box experience, purchasing experience, user interface, customer service, web portals, etc.) and consider how they can be coordinated as a single brand eco-system. Each interaction provides an opportunity to positively impact the overall brand experience.
A holistic view of the entire product experience, including the product’s benefits to each stakeholder, offers valuable insight that may lead to new business opportunities and improve the overall experience.
An effective brand experience strategy requires consideration of the motivations and aspirations of a range of stakeholders. On the customer side, the stakeholders are those who interact with a product or service such as end users and less obvious groups including purchasing influencers and maintenance providers.
A “Brand Audit” is a valuable exercise to gain a deeper understanding of how your customers respond to your brand and what preconceptions they have of your products and services.
Internal stakeholders, such as executives, marketing, sales, engineering, supply chain management and regulatory teams all have different and sometimes conflicting requirements for future development programs. These needs must be understood and correctly weighted against each other, so that they are always based on what is most important to your customers.
Constructing design guidelines based on deep insights into customer needs is the most vital step toward creating compelling brand experiences and greater brand loyalty. Get these guidelines wrong and you risk creating products and services that are “highly polished but deeply flawed”
Unfortunately, many organizations fail to correctly prioritize stakeholder desires. These companies end up with inconsistent products and services that are muddled by a lack of coherent vision. In contrast, the few organizations that get it right successfully create a direct and honest statement that differentiates them from competitors.
Great design strategy is as much about saying “no” as it is about trying to be all things to all people. To achieve a unique and valuable market position, clear tradeoffs need to be made. If you want to achieve the highest possible value, you must provide your customers with meaningful experiences, not just a collection of features.
By Paul Noble-Campbell
Paul Noble-Campbell is a partner at UPSTREAM – a silo-busting group of innovators working holistically to positively impact the brand ecosystem. His focus is creating innovation and experience design strategy solutions that result in organizations, people and society thriving. He utilizes a human-centric approach to identify growth opportunities, translate them into actionable strategies for innovation and rich brand experiences.
Paul’s collaborative leadership has guided multi-national clients through hundreds of innovation initiatives and provided the strategic vision to positively affect future products, digital interfaces, web experiences, brand identities, interactive exhibits, interior spaces, product packaging and environmental signage.