Solving the Right Problem: Day 1 of 2 Day Venture Design Intensive

VENTURE DESIGN INTENSIVE (2 DAY) SOLVING THE RIGHT PROBLEM Alex Cowan © 2015 COWAN+

OUR STARTING POINT

Source: Rhys Davenport via Wikimedia Commons

© 2015 COWAN+

THE PRACTICE OF DESIGN THINKING Finding the Right PROBLEM

alternatives

Personas Problems Alternatives

Finding the Right SOLUTION

Value Propositions & Assumptions Product Hypothesis

Experiments on Motivation User Stories

Field Discovery

Prototypes Software

divergence

convergence

divergence

time

convergence

source: adapted from ‘The Design of Everyday Things’

© 2015 COWAN+

THE VENTURE DESIGN PROCESS …

?

S HO

IF AT

W

WH

M

E

CUSTOMER DISCOVERY & EXPERIMENTS

?

PRODUCT & PROMOTION

VALUE PROPOSITIONS & ASSUMPTIONS

WH

PERSONAS

WHO?

AT

SC

PIVOT?

AL

E?

USER STORIES & PROTOTYPES

?

PROBLEM SCENARIOS & ALTERNATIVES

© 2015 COWAN+

OUR TARGET AGENDA & OUR DELIVERABLES

Agenda

Deliverables

Crash Course

Solving the Execution + Building the Right Problem Field Work Right Solution

0

1

2

3

Positioning Statement 
 & Sketches

Personas 
 Problems Propositions Experiments

Expansion Peer Review Instructor Review

User Stories Patterns Mockups User Tests

© 2015 COWAN+

DAY 1

PART 1 Workshop Session

1

PART 2 Working Session: ‘Homework’ Asynch Peer + Instructor Review Office Hours

© 2015 COWAN+

DAY 2

PART 1

2

Working Session: ‘Homework’ Asynch Peer + Instructor Review Office Hours

© 2015 COWAN+

DAY 3

PART 1 Workshop Session

3

PART 2 Working Session: ‘Homework’ Asynch Peer + Instructor Review Office Hours

© 2015 COWAN+

THE VENTURE DESIGN PROCESS …

?

S HO

IF AT

W

WH

M

E

CUSTOMER DISCOVERY & EXPERIMENTS

?

PRODUCT & PROMOTION

VALUE PROPOSITIONS & ASSUMPTIONS

WH

PERSONAS

WHO?

AT

SC

PIVOT?

AL

E?

USER STORIES & PROTOTYPES

?

PROBLEM SCENARIOS & ALTERNATIVES

© 2015 COWAN+

THE VENTURE DESIGN PROCESS

Do we understand this person? What makes them tick? PERSONAS

WHO?

PROBLEM SCENARIOS & ALTERNATIVES

© 2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

Empathy

Creativity © 2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

© 2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS 1

Entry

2

Urinate as they go

3

Edges preferred

4

Speedy

5

PB > cheese

Empathy © 2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS Check & Repair

1

UV Validation

2

Relevant Placement

3

A Better Mouse Trap

4

Powered by Better Bait

5

Creativity © 2015 COWAN+

HOW TO DO THIS? PERSONA QUESTION

PERSONA ANSWER

Y N

NEW PERSONA?

Y

DRAFT INTERVIEW GUIDE

INTERVIEW

02

03

05

Y

DRAFT DAY IN THE LIFE QUESTIONS

DRAFT PERSONA

01

INVEST DAY IN THE LIFE?

N

REVISE 07

ACQUIRE PHOTOS 04

TEST

06

WORKING? 09

10

EDIT & SCRUB PER RESEARCH PROTOCOL 08

© 2015 COWAN+

EXERCISE- PERSONA CREATION List at least 3 personas Mary the Working Mom Susan the Stay-at-Home Mom Douglas the Dad Nathan the Nanny Ivan the Infant

use 1 index card/ persona

…

(4 min) © 2015 COWAN+

PERSONAS- THINK SEE FEEL DO

© 2015 COWAN+

PERSONAS- ‘THINKS’?

Thinks: (The cognitive part. Often: the tension between how they’d ideally like things to be and how they are now.)

Sees

Feels

Does

© 2015 COWAN+

EXAMPLE- ENABLE QUIZ & HELEN THE HR MANAGER

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started.

Sees

Feels

Does

© 2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY THINK Question Form

Examples Questions (‘Enable Quiz’)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

me about being an HR manager? - What do you most, least like about the job? - What are the hardest, easiest parts of the job? - I’ve heard [x]- does that apply to you? you do screen new candidates? If not, who? - Can you tell me about the last time? What was the trigger? - Who else was involved? What was it like? - How should it ideally be done? - How is it actually done? Why?

Draft discovery questions in the areas above (If complete, converge with your group) (7 min) © 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Draft the ‘Think’ portion for your top persona (If done, converge with your group.) Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started.

Sees

Feels

Does

(4 min) © 2015 COWAN+

PERSONAS- ‘SEES’?

Thinks: (The cognitive part. Often: the tension between how they’d ideally like things to be and how they are now.)

Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feels

Does

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started. Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, there’s a number of high quality options online, many of them free. They just need a way to help employees organize select into these courses.

Feels

Does

© 2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY SEE Question Form

Examples Questions (‘Enable Quiz’)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

What do you see in [area]?

me about being an HR manager? - What do you most, least like about the job? - What are the hardest, easiest parts of the job? - I’ve heard [x]- does that apply to you? you do screen new candidates? If not, who? - Can you tell me about the last time? What was the trigger? - Who else was involved? What was it like? - How should it ideally be done? - How is it actually done? Why? Where do you learn what’s new? What others do? Who do you think is doing it right? How did you make your last decision?

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Draft the ‘See’ portion for your top persona. (If done, converge with your group.) Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started. Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, there’s a number of high quality options online, many of them free. They just need a way to help employees organize select into these courses.

Feels

Does

© 2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: SEE ANGLE Create at least one Google AdWords ad on the paper template- specifically using the ‘see’ angle on your persona

1. Select keywords (put in Notes section) 2. Draft ad copy How does the draft follow from your personas? Are you speaking in the language your customers use? Are you connecting with the SEE in your Think-See-Feel-Do? (NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO THIS!)

© 2015 COWAN+

PERSONAS- ‘FEELS’?

Thinks: (The cognitive part. Often: the tension between how they’d ideally like things to be and how they are now.)

Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the emotional outcome of the actions they take around the activity?)

Does

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started. Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, there’s a number of high quality options online, many of them free. They just need a way to help employees organize select into these courses. Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. It’s incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functional skills evaluation and improvement. She’s love to have a success story to talk about. Most HR departments don’t do a whole lot in this area.

Does

© 2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY FEEL Question Form

Examples Questions (‘Enable Quiz’)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

What do you see in [area]?

How do you feel about [area]?

me about being an HR manager? - What do you most, least like about the job? - What are the hardest, easiest parts of the job? - I’ve heard [x]- does that apply to you? you do screen new candidates? If not, who? - Can you tell me about the last time? What was the trigger? - Who else was involved? What was it like? - How should it ideally be done? - How is it actually done? Why? Where do you learn what’s new? What others do? Who do you think is doing it right? How did you make your last decision? Tell me about the last time? What motivates you? What parts of it are most rewarding? Why? What would it be like in your perfect world?

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Draft the ‘Feel’ portion for your top persona. (If done, converge with your group.) Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started. Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, there’s a number of high quality options online, many of them free. They just need a way to help employees organize select into these courses. Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. It’s incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functional skills evaluation and improvement. She’s love to have a success story to talk about. Most HR departments don’t do a whole lot in this area.

Does

© 2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: FEEL ANGLE Create at least one Google AdWords ad on the paper template- specifically using the ‘feel’ angle on your persona

1. Select keywords (put in Notes section) 2. Draft ad copy How does the draft follow from your personas? Are you speaking in the language your customers use? Are you connecting with the FEEL in your Think-See-Feel-Do? (NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO THIS!)

© 2015 COWAN+

PERSONAS- ‘FEELS’?

Thinks: (The cognitive part. Often: the tension between how they’d ideally like things to be and how they are now.)

Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the emotional outcome of the actions they take around the activity?)

Do: The ‘actuals’. As applicable: What triggers? How often? For how long? How much money?

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started. Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, there’s a number of high quality options online, many of them free. They just need a way to help employees organize select into these courses. Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. It’s incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functional skills evaluation and improvement. She’s love to have a success story to talk about. Most HR departments don’t do a whole lot in this area. Does: Helen’s relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talk about it. If she likes it, she’ll bring it to the functional managers, who are usually the ultimate decision makers since without their support she can’t get the system online and working. Post-sale, Helen will help keep the program organized, moving, and otherwise on the functional managers radar. All this is predicated on Helen being equipped with the right messages, facts, and best practices to make the purchase and use of Enable Quiz effective.

© 2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY DO Question Form

Examples Questions (‘Enable Quiz’)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

What do you see in [area]?

How do you feel about [area]?

What do you do in [area]?

me about being an HR manager? - What do you most, least like about the job? - What are the hardest, easiest parts of the job? - I’ve heard [x]- does that apply to you? you do screen new candidates? If not, who? - Can you tell me about the last time? What was the trigger? - Who else was involved? What was it like? - How should it ideally be done? - How is it actually done? Why? Where do you learn what’s new? What others do? Who do you think is doing it right? How did you make your last decision? Tell me about the last time? What motivates you? What parts of it are most rewarding? Why? What would it be like in your perfect world? How many new openings/quarter? How many interviews/position?

© 2015 COWAN+

PERSONAS- THINK SEE FEEL DO Draft the ‘Do’ portion for your top persona. (If done, converge with your group.) Example: Helen the HR Manager Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is something they’ve identified that they want to do better, but the functional managers aren’t engaged enough to get the whole thing started. Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, there’s a number of high quality options online, many of them free. They just need a way to help employees organize select into these courses. Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. It’s incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functional skills evaluation and improvement. She’s love to have a success story to talk about. Most HR departments don’t do a whole lot in this area. Does: Helen’s relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talk about it. If she likes it, she’ll bring it to the functional managers, who are usually the ultimate decision makers since without their support she can’t get the system online and working. Post-sale, Helen will help keep the program organized, moving, and otherwise on the functional managers radar. All this is predicated on Helen being equipped with the right messages, facts, and best practices to make the purchase and use of Enable Quiz effective.

© 2015 COWAN+

THE VENTURE DESIGN PROCESS

Do we understand this person? What makes them tick? PERSONAS

WHO?

PROBLEM SCENARIOS & ALTERNATIVES

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO

X

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO What job(s) are you doing for the customer? What existing need or behavior are you fulfilling?

X

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO

X

ALTERNATIVE(S)

?

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO

X

ALTERNATIVE(S)

?

If they currently use spreadsheets, watch them use it and get a copy of it. If they currently put notes on the family fridge, ask about it, photograph it.

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS ‘Hiring technical talent is difficult.’ (Too Broad, Abstract)

X

‘Screening technical talent is difficult.’ (Probably About Right)

It’s hard for the HR manager to send good notes on candidates to the functional manager. (Too Detailed, A Feature vs. a Product/Venture) © 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO

X

ALTERNATIVE(S)

?

© 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

X ?

PROBLEM SCENARIO

ALTERNATIVE(S)

Brainstorm Problem Scenario +Alternative Pairs. 
 Problem: Helen doesn't have a software engineering background, so it's hard for her to screen engineering candidates. She ends up sending the functional manager too many unqualified candidates. . Alternative: She calls references and mostly ends up taking their word for it.

© 2015 COWAN+

CAN YOUR PERSONA DO THIS? Capture Attention
 via Google AdWord

Secure the infamous
 ‘click through’

Engage Interest, Desire on landing page

Action, onboarding, retention

() © 2015 COWAN+

CREATING AN ADWORD AD

© 2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: PROBLEM SCENARIOS Create at least one Google AdWords ad on the paper template- specifically using the your top problem scenarios (and alternatives as you see fit)

1. Draft Problem Scenario + Alternative Pairs Helen doesn't have a software 2. Select keywords (put in Notes section) Problem: engineering background, so it's hard for her to screen engineering candidates. She ends up 3. Draft ad copy sending the functional manager too many unqualified candidates. . Alternative: She calls references and mostly ends up taking their word for it.

How does the draft follow from your problem scenarios? Are you speaking in the language your customers use? (Feel free to iterate on each as you go)

(10 min) © 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO

X

ALTERNATIVE(S)

?

YOUR VALUE PROPOSITIONS

! © 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS PROBLEM SCENARIO

X

ALTERNATIVE(S)

?

YOUR VALUE PROPOSITIONS Are they better enough than the alternative(s)?

! © 2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

X ? !

PROBLEM SCENARIO EXAMPLE: ENABLE QUIZ

ALTERNATIVE(S)

Problem: Helen doesn't have a software engineering background, so it's hard for her to screen engineering candidates. She ends up sending the functional manager too many unqualified candidates. . Alternative: She calls references and mostly ends up taking their word for it.

YOUR VALUE PROPOSITIONS

Value Proposition: New ability for meaningful screening of technical candidates, increasing % of successful hires and lowering Frank the Functional Manager's workload on recruiting.

© 2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: VALUE PROPOSITION Create at least one Google AdWords ad on the paper template- specifically using the ‘think’ angle on your persona

1. Select keywords (put in Notes section) 2. Draft ad copy How does the draft follow from your problem scenarios? Are you speaking in the language your customers use? Are you connecting with the problem scenarios you identified?

(5 min) © 2015 COWAN+

AND NOW THE ‘PRODUCT HYPOTHESIS’ A certain PERSONA exists… … and they have a certain PROBLEMS(S) …

X

… where they’re currently using certain ALTERNATIVE(S) …

?

… and I have a VALUE PROPOSITION that’s better enough than the alternatives to cause the persona to act (purchase, use, etc.).

! © 2015 COWAN+

FINDING SUBJECTS

Source: West Midlands Police via Wikimedia Commons

© 2015 COWAN+

THE SUBJECT ACQUISITION FUNNEL Subjects that show up

Subjects you contact

Subjects 
 that respond © 2015 COWAN+

APPROACHING SUBJECTS

© 2015 COWAN+

CHOICE OF VENUE

In-Person In Situ

In-Person Ex Situ

Video Call

Voice Call

© 2015 COWAN+

TODAY: STORYBOARDS!

source: Fred Moore & Disney Pictures

© 2015 COWAN+

STORYBOARDING: EXAMPLE

© 2015 COWAN+

STORYBOARDING: EXAMPLE

© 2015 COWAN+

THE BEFORE & AFTER STORYBOARD

What?

A comparison of the customer’s life with and without your proposition.

Why?

To make sure you really get it; or, at least, that you are pushing yourself to get it.

When?

When you want to make sure you have a actionable understanding of the problem you’re going to solve. © 2015 COWAN+

ENABLE QUIZ: PROBLEM SCENARIOS PERSONA

Helen the HR Manager

Frank the Functional Manager

PROBLEM SCENARIOS

“It’s hard for me to screen on technical skill sets and I end up sending Frank unqualified recruits.”

“I have limited time and I don’t want to be a jerk. It’s hard to screen for all the relevant technical skill sets.”

ALTERNATIVE(S)

- Call references - Take their word for it

- A few probing questions - Take their word for it

VALUE PROPOSITIONS

New ability for meaningful screening of technical candidates, increasing % Less time doing interviews, and better hires sooner. of successful hires and lowering Frank’s workload on recruiting. © 2015 COWAN+

SKETCHING YOUR NARRATIVE TRIGGER How does the problem scenario initiate?

source: adapted from Nir Eyal’s Hook Framework

ACTION How is the alternative executed?

REWARD How is the persona gratified?

© 2015 COWAN+

SKETCHING YOUR NARRATIVE- BEFORE SCENARIO TRIGGER The company creates a new position that needs filling.

ACTION

REWARD

Frank writes a job description. Helen sources candidates.

source: adapted from Nir Eyal’s Hook Framework

Helen screens candidates and sends them to Frank.

a lot of candidates to screen

Frank interviews candidates.

a lot of candidates to interview

Frank & Helen make a final candidate selection. The candidates starts.

too many (mutually) bad outcomes © 2015 COWAN+

STORYBOARDING THE BEFORE SCENARIO BEFORE

© 2015 COWAN+

SKETCHING YOUR NARRATIVE- AFTER SCENARIO TRIGGER The company creates a new position that needs filling.

ACTION

REWARD

Frank writes a job description. Helen & Frank create a quiz for the position. Helen sources candidates.

source: adapted from Nir Eyal’s Hook Framework

Helen screens candidates and sends them to Frank.

fewer candidates to screen; simpler, better screening

Frank interviews candidates.

fewer candidates to interview

Frank & Helen decide & the candidate starts.

better outcomes © 2015 COWAN+

STORYBOARDING THE BEFORE SCENARIO BEFORE

AFTER

© 2015 COWAN+

EXERCISE: STORYBOARDING THE BEFORE SCENARIO BEFORE

Using the squares, create a before and then after storyboard- 3 panels each

AFTER

(10 min) © 2015 COWAN+

EXERCISE: STORYBOARDING THE BEFORE SCENARIO

As Presenter 1) Who is/are the persona(s)? What do they care about? 2) Trigger, action, reward (before? after?) ? 3) Why the alternative? 4) What’s compelling about the value prop.?

As Audience - Focus on the process; avoid editorial - Ask a lot of questions - Think about it like an investor

(5 min/each) © 2015 COWAN+

AIDAOR

Attention Interest Desire Action Onboarding Retention

How do they first find out that you, your proposition exist? How do you break through the noise floor?

(5 min/each) © 2015 COWAN+

AIDAOR

Attention Interest Desire Action Onboarding Retention

What is it that engages them with your proposition? How will you connect?

(5 min/each) © 2015 COWAN+

AIDAOR

Attention Interest Desire Action Onboarding Retention

Are you connecting with an important problem scenario? Is your VP better enough than the alternative?

(5 min/each) © 2015 COWAN+

AIDAOR

Attention Interest Desire Action Onboarding Retention

What is absolute minimum set of actions required by the customer to have you deliver on their problem?

(5 min/each) © 2015 COWAN+

AIDAOR

Attention Interest Desire Action Onboarding Retention

How do they become a regular, habitual user? How will you know if that’s happening?

(5 min/each) © 2015 COWAN+

AIDAOR

Attention Interest Desire Action Onboarding Retention

How do you deepen their involvement? Investment? How do you get them talking about it? (5 min/each) © 2015 COWAN+

THE AIDAOR STORYBOARD

What?

A sequential perspective on successful customer relationships & transactions.

Why?

To make sure you really get it; or, at least, that you are pushing yourself to get it.

When?

When you want to make sure you’re putting yourself in the customer’s shoes as they buy and make a habit of your product. © 2015 COWAN+

STORYBOARDING AIDA(OR)

© 2015 COWAN+

STORYBOARDING AIDA(OR) Using the squares, create a 6-panel AIDA(OR) storyboard

(10 min) © 2015 COWAN+

STORYBOARDING A CUSTOMER JOURNEY Thinks: I care about evaluating tech hires but I’m busy- I’ll take a quick look if I can. Sees: A post on social media from a peer she regards well. Feels: There’s a twinkling in the distance but I’m still firmly rooted in my to-do list in the present. Does: Calls or emails her peer to hear about her experience.

© 2015 COWAN+

THE HOOK FRAMEWORK

ALEX COWAN alexandercowan.com @cowanSF source: nirandfar.com

© 2015 COWAN+

THE HOOK FRAMEWORK THE TRIGGER Internal or external stimulus leading to ACTION.

(internal)

source: nirandfar.com

(external)

© 2015 COWAN+

THE HOOK FRAMEWORK THE ACTION The smallest possible act leading to a REWARD.

source: nirandfar.com

© 2015 COWAN+

THE HOOK FRAMEWORK THE VARIABLE REWARD The unpredictable but tangible gratification from the ACTION.

source: nirandfar.com

© 2015 COWAN+

THE HOOK FRAMEWORK THE INVESTMENT Actions that increase involvement, preference and load the next TRIGGER.

source: nirandfar.com

© 2015 COWAN+

THE HOOK STORYBOARD

What?

A perspective on how you (could) fit into your customer’s habits.

Why?

To make sure you have a product that customers will continue to use/buy.

When?

Whenever you’re thinking through anything but the very first customer transaction. © 2015 COWAN+

EXERCISE: STORYBOARDING THE HOOK FRAMEWORK 1) TRIGGER What feelings or events initiate use?

2) ACTION What is the simplest thing the user can do to be rewarded?

4) INVESTMENT How does the user accumulate a preference?

3) REWARD How is the user gratified by their action?

Storyboard a key user habit using the Hook Framework source: nirandfar.com

(10 min) © 2015 COWAN+

STORYBOARDING IRL: 6 TIPS 1 x TIME

FOCUS YOUR NARRATIVES If you’re struggling to squeeze everything in, decompose the narrative into more boards.

FRAMEWORKS 
 WILL HELP FRAMEWORKS!

If you’re struggling to formulate, maybe back up to the frameworks we discussed.

3 == MAGIC

DOC » TABLES

3 IS A MAGIC NUMBER Warm up (at least) in series of three panels (a ‘triptych’).

TABLES HELP DOC’S WITH DETAIL In documents, tables are an easy way to supplement your panels with more notes.

AVOID DUCKS DUCKS

Keep the visual narrative focused on as well. Probably avoid wasting time on color, ‘artistic’ details. It’s just a sketch. © 2015 COWAN+

STORYBOARDING IN DOC’S Lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec feugiat magna erat, eget mattis turpis bibendum in. Curabitur eget adipiscing dolor. Morbi cursus luctus rhoncus. Cras sagittis cursus libero sit amet ullamcorper. Phasellus vitae consequat enim. Vivamus in tortor sit amet nibh molestie tristique sed vel neque. Nunc sed dictum ligula. Quisque sollicitudin neque mauris, at vulputate odio fringilla ut. Pellentesque mattis at risus et volutpat. Nunc tristique adipiscing neque vel ornare. Donec a pretium metus, vitae adipiscing augue. Morbi ac suscipit tellus. Vestibulum gravida molestie est vel vehicula. Phasellus eleifend nisi cursus nunc facilisis egestas.

Aliquam venenatis et libero commodo convallis. Donec accumsan elit non turpis pulvinar, id sodales purus blandit. Phasellus tristique fermentum nunc in feugiat. Maecenas eget varius est, id malesuada est. Fusce vitae nunc purus. Nam vehicula eros vitae sapien scelerisque auctor. Maecenas et justo ac libero dictum dapibus. Etiam volutpat erat eget ante ullamcorper placerat. Maecenas convallis massa aliquam ullamcorper posuere. Phasellus nulla est, rhoncus blandit dapibus sit amet, facilisis at orci. Nulla facilisi. Maecenas ultrices justo quis nibh sagittis tempor. Pellentesque id semper turpis.

© 2015 COWAN+

STORYBOARDING IRL: 6 TIPS 1 x TIME

FOCUS YOUR NARRATIVES If you’re struggling to squeeze everything in, decompose the narrative into more boards.

FRAMEWORKS 
 WILL HELP FRAMEWORKS!

If you’re struggling to formulate, maybe back up to the frameworks we discussed.

3 == MAGIC

DOC » TABLES

AVOID DUCKS DUCKS

Keep the visual narrative focused on as well. Probably avoid wasting time on color, ‘artistic’ details. It’s just a sketch.

PRES » BUILDS

3 IS A MAGIC NUMBER Warm up (at least) in series of three panels (a ‘triptych’).

TABLES HELP DOC’S WITH DETAIL In documents, tables are an easy way to supplement your panels with more notes.

BUILDS HELP PRESENTATIONS WITH PACE And will help your audience stay with you. © 2015 COWAN+

STORYBOARDTHAT.COM

A good tool if used for good © 2015 COWAN+

AND NOW THE ‘PRODUCT HYPOTHESIS’ A certain PERSONA exists… … and they have a certain PROBLEMS(S) …

… where they’re currently using certain ALTERNATIVE(S) … … and I have a VALUE PROPOSITION that’s better enough than the alternatives to cause the persona to act (purchase, use, etc.).

Enable Quiz example: ‘HR and functional managers are in charge of technical hires and they struggle to effectively screen for technical skill sets, making the hiring process slower and more labor intensive and producing worse outcomes than they should reasonably expect. Currently they implement a patchwork of calling references and asking a few probing questions. By offering an easy, affordable, lightweight technical quizzing solution, Enable Quiz can acquire and retain these customer personas, delivering material value.’ © 2015 COWAN+

THE VENTURE DESIGN PROCESS

Do we understand this person? What makes them tick? PERSONAS

WHO?

PROBLEM SCENARIOS & ALTERNATIVES

© 2015 COWAN+

THE VENTURE DESIGN PROCESS CUSTOMER DISCOVERY & EXPERIMENTS

Was the implemented story relevant to the proposition? WH IF AT ?

VALUE PROPOSITIONS & ASSUMPTIONS

Do we understand this person? What makes them tick? PERSONAS

WHO?

WH

AT

?

PROBLEM SCENARIOS & ALTERNATIVES

© 2015 COWAN+

THE ART OF CUSTOMER DISCOVERY

© 2015 COWAN+

WORKING YOUR VALUE HYPOTHESIS

CUSTOMER CREATION HYPOTHESIS

PERSONA HYPOTHESIS VALUE HYPOTHESIS

PROBLEM HYPOTHESIS

USABILITY HYPOTHESIS © 2015 COWAN+

SYSTEMATIC DRIVE TO VALUE VIA ‘LEAN STARTUP’ Do I have real evidence from my buyer that this is compelling?

01 IDEA!

What is our ‘value hypothesis’ and what are its key assumptions?

02 HYPOTHESIS

How do I definitely prove or disprove the assumptions with a minimum of time and effort? Am I reacting or am I focused on validating my pivotal assumptions? ‘Pivot or persevere?’

source: adapted from ‘The Lean Startup’

6.a YES results disprove hypothesis

03 EXPERIMENTAL DESIGN

04 EXPERIMENTATION

05 REVISE?

6.b NO we appear to have a valid hypothesis

VALUE HYPOTHESIS © 2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN ‘MVP’

M
 V
 P
 source: adapted from ‘The Lean Startup’

© 2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN ‘MVP’

Minimum 
 V
 P
 source: adapted from ‘The Lean Startup’

What is the fastest, cheapest way to validate or invalidate this option so we give ourselves more options on future success?

© 2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN ‘MVP’

M
 Viable 
 P
 source: adapted from ‘The Lean Startup’

Will it give us a definitive result? What are the actionable metrics?

© 2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN ‘MVP’

M
 V
 Product 
 source: adapted from ‘The Lean Startup’

Does it really require actual product? Can we use alternative brands, channels?

© 2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN ‘MVP’

Minimum 
 Viable 
 Product 
 source: adapted from ‘The Lean Startup’

is not necessarily actual software/product (see concierge MVP) is a first and foremost learning vehicle … vs. a project plan vs. a product development project (OK to do those things but always subordinate them to the learning mission)

© 2015 COWAN+

TESTING THE ASSUMPTIONS MVP Archetype Wizard of Oz Concierge Sales

Notes Show or fake the customer experience Hand create the user experience See if you can sell some.

© 2015 COWAN+

TESTING THE ASSUMPTIONS If we [do something] for [persona], they will [respond in a certain way] MVP Archetype Sales Concierge Concierge

Example Assumptions (HVAC in a Hurry) If we emailed the HVAC technicians about signing up to use the tool [or giving their input], at least 20% would respond. If we offer an SMS-based service to do the job for them, they’d use it and it would improve their completion time on jobs. If we shadowed the technicians and took care of the parts ordering process for them (like the software would), it would improve their completion time and customer satisfaction

© 2015 COWAN+

TESTING THE ASSUMPTIONS If we [do something] for [persona], they will [respond in a certain way] MVP Archetype Sales + 
 Wizard of Oz Concierge Sales

Example Assumptions (Enable Quiz) If we get HR managers to a landing page with a demo, 10% will sign up for our email product announcements. If we create position-specific quizzes for HR managers, they’ll use them ~100% of the time and, after two positions, be willing to pay. If we offer the service at [x] price with [y] supplemental assistance, companies that hire a lot of engineers will pay [z].

© 2015 COWAN+

UNBUNDLING THE VALUE HYPOTHESIS INTO ASSUMPTIONS If we [do something] for [persona], they will [respond in a certain way] MVP Archetype Wizard of Oz Concierge Sales

Example Assumptions (Enable Quiz) If we get HR managers to a landing page with a demo, 10% will sign up for our email product announcements. If we create position-specific quizzes for HR managers, they’ll use them ~100% of the time and, after two positions, be willing to pay. If we offer the service at [x] price with [y] supplemental assistance, companies that hire a lot of engineers will pay [z].

© 2015 COWAN+

EXAMPLE: ENABLE QUIZ CONCIERGE MVP Component

Notes

What assumption will this test?

If we offer HR managers at companies that hire a lot of engineers a lightweight quizzing app, they will convert to paid subscriptions after an unpaid trial.

How?

We’ll start with custom-built quizzes on Google Forms to assess the basic value of the product to the HR manager.

What is/are the pivotal metric(s)?

1: If we create position-specific quizzes for HR managers, they’ll use them ~100% of the time. Metric: [quizzes administered]/[candidates interviewed].

What is the threshold for true (validated) vs. false (invalidated)?

2: If the HR managers use the quiz, they’ll send through =2% relative CTR (on this basis we’ll select our top 10 topics)

What will you do next if the result is true? False?

True (along with previous): Build a simple1.0 with selected topics. False (all CTR’s