Mhaire Fraser
Journey Work
One of the best ways to understand how to create products or services that will attract and retain customers is to understand the Journey that brought them to the company or service in the first place. After this is understood, user flows, ways of selling, and the business can be easily be changed to better meet the needs of clients.
Truist Bank
*In this case "era" refers to historic events that shape a particular generation.
Differences in Wealth based on Age and Era*
Each era is affected by events that impact choices. Truist needed to understand clients who would be affected by the Great Wealth Transfer (from Baby Boomers and Gen X to Millennials). Each era's attitude toward wealth might influence digital products and how business might be conducted.
Third-party research and first-person IDIs were combined to garner insights that provided a jumping-off point for strategy workshops.
Stakeholders included Executive Leadership, Relationship Management, Security, Design and Product.
Stella & Dot
Field Work - Ways of Working
Three Product lines with the same sales model except one line does not have the same profit trajectory as the others. The Research Team got charged with figuring out why.
Data analysis, Survey methodology, and field visits to home parties allowed for the insight that the sales model was not the correct one. Instead a
one-to-one relationship is more effective when selling skin care.
Stakeholders included: Independent Sales Force, Internal Training, and Product.
Ramen Hero
Customer Journeys
A gourmet Ramen chef from Japan wanted to understand American customers and what brought them to buy food, specifically ramen, online.
We set out to talk to customers and ramen lovers about why they might buy ramen online and what they found appealing about the offering using moderated and unmoderated interviews. Proto-personas were created and another set of interviews allowed us to validate (and modify) these prototypes.
Stakeholders: Executive leadership, Product and Design.
LogMeIn
Customer Care Agent Workplace
Lagtime for customer care agents was high. and customer satisfaction with problem resolution was low. Shadowing the teams in Costa Rica, Dublin, and Karlsruhe we discovered a software-heavy dashboard with all versions of all software in place.
We also found inhumane practices and policies being instituted by a third-party that were unacceptable by American and company practices.
We mapped the agent journey at five levels and made recommendations for change that were instituted company-wide within 14 months.
