Visual CV and sample of work.

1. Katharina
Licht

2. Berlin
Educa.on
&
first
work
experiences
San
Francisco
Dove
into
the
natural
foods
market
&
ad
agency
world.
Boston
Landing
a
job
at
innova.ons
consultancy.
Improving
retail
experience
for
phone
customers
Berlin
2
Back
for
a
year
Global
study
for
LEGO
EDU
“Tell
me
about
you…”
Boston
2
Back
in
the
US
Freelancing
for
Sprint
and
Sapient

3. Brands
I
helped
OEM’s
I
worked
for
on
behalf
of
Sprint

4. Examples
of
Work

5. Sunglasshut.com|
Usability
Tes.ng
Background
Sunglass
Hut
is
the
largest
retailer
for
specialty
sunglasses
in
the
US.
Their
eCommerce
site
accounts
for
less
than
1%
of
Sunglass
Hut’s
overall
sales.
To
increase
conversion
and
repeat
visits,
Sunglass
Hut
wants
to
op.mize
the
site’s
digital
experience.
Challenge:
Purchasing
sunglasses
is
mostly
done
in
person
at
a
store.
Ac8on:
Designed
the
usability
research
protocol.
Planned
and
executed
usability
research.
Analyzed
findings
and
developed
recommenda.ons.
Result:
Uncovered
opportuni.es
to
lower
the
barriers
for
purchasing
sunglasses
online.
Recommended
to
“teach”
customers
how
to
buy
sunglasses
online
by
crea.ng
a
size
and
fit
system
and
addressing
trust
through
easy
return
policies.
Research
implica.ons
are
impac.ng
the
current
site
redesign
process.

6. LEGO
Educa.on
|
Baseline
Research
Background
LEGO
plans
to
grow
its
global
educa.onal
brand
over
the
next
five
years.
To
beZer
understand
a[tudes
&
behaviors
of
teachers
in
the
US,
UK
and
Germany,
LEGO
conducted
a
global
base
line
research
study.
Challenge:
Schools
systems,
curricula
and
policies
in
these
countries
are
vastly
different.
Ac8on:
Conduc.ng
in
context
interviews
with
primary
and
secondary
school
teachers
in
Germany.
Analyzed
findings,
defining
implica.ons
and
preparing
recommenda.ons/next
steps.
Result:
Visualized
the
purchasing
process
through
introducing
journey
maps.
Presented
growth
opportunity
in
German
market:
focus
on
female
elementary
school
teachers
who
have
not
been
using
robo.cs
in
the
past.
LEGO
is
going
to
develop
targeted
communica.on/experiences
to
help
this
group
to
overcome
“technology
shyness”.

7. B2B
Ethnography
Background
Aaer
Sprint
merged
with
Nextel,
the
number
of
small
business
customers
who
visited
Sprint
stores
increased.
Sprint
needed
to
understand
how
to
best
communicate
with
this
segment
at
retail.
Challenge:
Understanding
the
purchase
journey
of
diverse
Nextel
small
business
customers.
Ac8on:
On
site
interviews
with
technology
decision
makers
in
small,
mid-­‐sized
and
large
businesses
to
understand
how
purchase
decisions
are
made.
Result:
Developed
an
over-­‐arching
journey
for
business
customers.
Surprise
insight:
All
companies
at
one
point
in
their
purchasing
journey
use
retail
to
help
make
a
decision.

8. Benchmark
Study
Background
Bi-­‐annual
benchmark
study
to
understand
best-­‐in-­‐class
customer
experiences
at
retail.
Challenge:
Sprint
sees
itself
as
a
communica.ons
company
–
not
a
retailer.
Yet
the
majority
of
sales
are
closed
at
their
retail
stores.
Ac8on:
Retail
audits
in
three
markets.
Analysis
to
understand
how
changes
in
the
retail
landscape
impact
Sprint’s
strategy
for
retail
communica.on.
Result:
Recommenda.ons
focused
on
the
female
customer
experience,
branding
of
digital
messaging,
and
the
right
communica.on
of
“green”.
Iden.fied
opportuni.es
became
part
of
the
following
year’s
business
plan
5
General Retail Trends: What’s Continued?
More for Less
The trend toward high-end
experiences at low prices is
now carried out at mass retail.
Modern Premium
White and wood are still used
to communicate luxury, and
with increased prevalence.
Segmented Stores
Brands continue to create
segmented brands, with a trend
toward creating less expensive
versions
72
Implications and Opportunities
Audit Insight: Wireless retailers draw from current trends in fashion, style and
media to keep the environment fresh and approachable.
Sprint Goal
Improve Customer Experience: Acknowledge Sprint’s new target, which is 70% female, and create
an environment that supports how women browse, shop and make decisions.
Opportunities
• Try It On: Help our customers to identify their lifestyle and edit phone selection for their
particular needs (have mirrors in the store for a “style-check”).
• Create Style Moments in the Store: Keep the brand feeling fresh and current by finding areas
that can change rapidly and key into trends (ex: create ways to tell customers about color
choices).
• Social shopping: Find ways to support and entertain the “satellite” customer.
• Word-of-Mouth: Support and share customer endorsements in stores (ex: tie-in with social
networks, public customer comment board).

9. Sprint
Winter
Holiday
Promo
2010
Background
First
Winter
Holiday
promo.on
aaer
the
US
recessions
was
officially
over.
Needed
to
understand
how
customer
a[tudes
and
behaviors
had
changed.
Challenge:
All
eyes
were
on
this
campaign
as
sr.
management
hoped
to
con.nue
the
posi.ve
sales
trend
and
turn
the
company
around.
Ac8on:
First:
Review
of
secondary
research
sources
to
understand
consumers
trends.
Friends
&
family
research
to
validate.
Second:
Share
findings
and
implica.ons
with
integrated
Sprint
team
and
present
ini.al
crea.ve.
Result:
Fast
agreement
on
strategy
&
strategic
direc.on.
One
of
the
most
successful
Sprint
Holiday
promo.ons.

10. Background
Sprint
launched
a
new
high-­‐speed
internet,
4G,
to
reclaim
a
technology
leadership
posi.on.
Challenge:
Explain
“speed”
in
a
market
where
speed
is
a
commodity.
Ac8on:
Explored
and
recommend
pop-­‐up
store
concept.
Sprint
decided
for
monetary
reasons
against
the
pop-­‐up
store
idea.
Translated
mul.media
store
experience
to
stand-­‐alone
fixture
in
the
store.
Result:
Designed
fixture
to
provide
self-­‐guided
browsing/discovering
and
a
consulta.ve
purchase
experience
together
with
a
sales
rep.
4G
Launch

11. Background
Launch
of
the
EVO
handset
(Android
OS)
–
Sprint
wants
to
capture
share
from
i-­‐Phone
and
Droid
with
this
product
launch.
Challenge:
Create
an
immersive
experience
that
compels
customers
to
pick
up
the
devices
and
engage/play
with
them.
Ac8on:
Envisioned
in-­‐store
experience
where
several
customers
at
the
same
.me
can
experience/play
with
this
new
phone.
Create
a
installa.on
that
is
clearly
HTC
branded,
but
does
not
clash
with
Sprint’s
look
&
feels.
Result:
Created
a
shoulder-­‐to-­‐shoulder
browsing
experience
that
was
the
focal
point
of
the
store.
The
device
sold
out
within
the
first
week.
EVO
Launch

12. Small
Biz
App
-­‐
Experience
Background
To
grow
their
customer
base,
Sprint
was
looking
to
gain
a
larger
foothold
in
the
B2B
space.
Sprint
stores
were
lacking
a
meaningful
in-­‐store
experience
for
small
business
customers.
Challenge:
Get
buy
in
from
all
stakeholders
included
in
the
decision
making
process
Ac8on:
Led
a
small
team,
including
an
illustrator
and
service
designer
(digital)
to
draw
out
a
business
customer
experience
that
would
help
Sprint
envision
how
this
app
could
fit
into
the
general
Sprint
store
experience.
Framework
used:
Customized
Business
Customer
Journey
Map
Result:
Project
was
approved
and
was
approved
at
all
levels.
Word
of
Mouth
On-­‐line
Arrival
Browse
Check-­‐in/Gree8ng
Consulta8on
Decision
Purchase
Post-­‐Purchase

13. What
Else?
Emerging
Markets
Research
Group
Alumni
member
of
Con.nuum’s
Emerging
Markets
Team
• Developed
roadmap/plan
for
the
group
• Helped
to
provide
thought-­‐leadership
• Source
of
support
for
teams
that
go
into
Emerging
Markets
for
the
first
.me