AN INTRODUCTION TO




                                           ©




w w w. t h i n k i n t r e p i d . c o m
W H AT W E D O , H O W W E T H I N K A N D H O W W E W O R K

  WHAT WE DO                                                ...
T H E I N T R E P I D I N S I G H T S W H E E L : O U R C A PA B I L I T I E S

   Intrepid has capabilities to enable dec...
SOME OF THE BUSINESSES WE WORK WITH




             The combination of commercial
             acumen, research skills, i...
INSIGHT CAN OFTEN COME FROM THE MOST UNEXPECTED PLACES


                                                                 ...
WE BELIEVE IN USING YOUR $ FOR INSIGHT NOT A PROCESS!


        From data to…..                                           ...
CAN THE MARKET GIVE YOU THE INSIGHT YOU NEED?
 There are dangers in treating customers as ‘fonts of all wisdom , especiall...
SOME METHODS WE USE TO DRIVE INSIGHT


OBSERVATIONAL TECHNIQUES:          PARTICIPATORY METHODS:

Digital ethnography     ...
CASE STUDIES   APPENDIX
C A S E S T U DY A S S O C I AT I O N O F O N L I N E P U B L I S H E R S ( A O P )


• Objective: Understand the mindset ...
EXAMINING THE END-TO-END CUSTOMER EXPERIENCE IN THE EDUCATION MARKET

   Client:            Microsoft Education Team
   Go...
C A S E S T U D Y b S k y B M O N T H LY H E A L T H C H E C K

 Customer Group                                           ...
O2 MOBILISATION: CURRENT DEPLOYMENT AND FUTURE OPPORTUNITIES IN SALES AND PROCUREMENT PROCESS MOBILISATION



   Client:  ...
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An Introduction To Intrepid Jan09

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An Introduction To Intrepid Jan09

  1. 1. AN INTRODUCTION TO © w w w. t h i n k i n t r e p i d . c o m
  2. 2. W H AT W E D O , H O W W E T H I N K A N D H O W W E W O R K WHAT WE DO WHAT WE THINK INNOVATION MATTERS | In a world of me-too propositions and ideas, innovation is the key element in CONTEXTUAL UNDERSTANDING providing growth DESIGN IS STRATEGIC | Impeccably designed systems, products, and services are really all that separate one BUSINESS PLANNING AND business from another these days. Quality and brand SUPPORT alone is not enough. THE EXPERIENCE ECONOMY RULES | Businesses must INNOVATION AND IMPROVEMENT orchestrate memorable events for their customers – that memory becomes the product - the quot;experience”. Tomorrow s Tomorrow’s successful businesses will be the ones that PILOTING, LAUNCHING AND spot WHERE THE VALUE IS in the customer experience. ONGOING MEASUREMENT HOW WE WORK: AN EXTRACT FROM OUR WORKING MANIFESTO We break our boundaries and challenge convention to produce outputs that are distinctive, intelligent, business focused and effective. That’s why our clients come to us and stay with us. We are professional in everything we do. We are honest, on time, informed. We don’t just do it, we do it well. p y g , , j , We are confident and realistic. We know what we are talking about. We say never be satisfied with the satisfactory. We get excited about our work – it’s infectious, appealing and profitable for us and our clients. Page 2 © 2008
  3. 3. T H E I N T R E P I D I N S I G H T S W H E E L : O U R C A PA B I L I T I E S Intrepid has capabilities to enable decision making across the entire business lifecycle: UNDERSTANDING: The foundational work of any research initiative at Intrepid is built on developing the background understanding of customers and markets. INNOVATION & REFINEMENT: As the process moves from “observational” focus to an “inquiry” focus, focus we progress from understanding unmet needs to conducting concept and hypothesis testing. MEASUREMENT: The final stage of our process concerns tracking the overall success of a product or service in the market and monitoring the customer experience with it. Page 3 © 2008
  4. 4. SOME OF THE BUSINESSES WE WORK WITH The combination of commercial acumen, research skills, innovation and fun makes Intrepid hard to beat VP Consumer Support, Microsoft EMEA Amidst mounting City pressure, Intrepid gave us the confidence to put our customer first. They helped us get the proposition right and time our launch perfectly 3G Proposition Manager, O2 When we started the Money Basics web project we didn’t believe it was possible to do your customer-led design process in the timeframe. Your exceptional project management style sets you apart from all of the other agencies we use. You are the most responsive and focused business that I work with. Customer Research & Planning Manager, GE Money Page 4 © 2008
  5. 5. INSIGHT CAN OFTEN COME FROM THE MOST UNEXPECTED PLACES Where we look for insight: How we think about insights: 1. They’re not immediately apparent Look Up 2. 2 Insights can be based on one data point Can we charge more? 3. They often come from unusual sources Look to the Look Backwards 4. They’re often discovered accidentally Future Can we re-invent What’s emergent? the past? 5. They can be often rooted in observed anomalies li 6. Rarely emerge from quantitative analysis Look Sideways Look Far & Wide 7. They are NOT a number, a fact or a quote What’s happening What’s happening in adjacent from a customer. in other places? markets? 8. Are always useful Look Down 9. Can be the basis for competitive Can we make it affordable? advantage Marketers have generated ‘000s of definitions for customer insight “A fresh and not yet obvious understanding of customer beliefs, values, habits, desires, motives, emotions or needs and can become the basis for competitive advantage” (Kellogg School of Management) “Penetrating discovery about consumer motivations that can be applied to drive growth” (Diageo) Page 5 © 2008
  6. 6. WE BELIEVE IN USING YOUR $ FOR INSIGHT NOT A PROCESS! From data to….. The real value: How we approach projects Insight Of most value because it offers new ways of looking at a market that leads to competitive advantage New understanding that is actionable and competitively Insight unique Recommendations The real challenge Summarises the implications of your project/ research Interpretation of Recommendations findings Findings Selected information that is of interest, but lacking in implications Carefully considering Findings Information If ti project objectives j bj i Think Gartner reports. Information informs but offers no indication of relative importance to a business Data analysis Information and reduction Data Think database extracts… Data Typical research studies: budget is mainly spent Intrepid research studies: budget is mainly in data collection spent on driving insight Page 6 © 2008
  7. 7. CAN THE MARKET GIVE YOU THE INSIGHT YOU NEED? There are dangers in treating customers as ‘fonts of all wisdom , especially where the future is concerned fonts wisdom’ concerned. Why? Customers’ ideas can be incremental Customer contexts mean their feedback is rooted in what they know rather than what is happening in the world Because they focus on what they think is doable Asking people to tell us what they want tends to screw up what they think they want Because they often get it wrong! Who generates insight?* 100 *incite survey May 75 2007 amongst UK research/ Insight 50 managers 25 0 Our Research Brand- Other research- agency product insight marketing dept. team How we approach things differently? We don’t allow methodology to constrain our thinking or approach We ensure any research or insight goals are firmly rooted in what the business needs We promote engaging & enjoyable research experiences that give stakeholders the choice to be involved at each stage The way in which we communicate & report insight is tailored to the way in which our clients best consume it.....we are flexible & recognise we need to adapt to be relevant Page 7 © 2008
  8. 8. SOME METHODS WE USE TO DRIVE INSIGHT OBSERVATIONAL TECHNIQUES: PARTICIPATORY METHODS: Digital ethnography ‘Theme days’ Video/ online diaries Advisory Councils Online diaries Clients doing research Subject Matter expert interviews Onsite ‘case studies’ Contextual i C t t l inquiry i Methodologies that enable client interaction, Q QUANT ‘DERIVED’ TECHNIQUES: Q inspire and you can learn from are also often MORE FUN to be involved with!!! Choice based conjoint (simulated Importantly, all these methods are IN CONTEXT experiences) & therefore the feedback gained is more meaningful & reflective of how people actually Customer defined surveys behave bh Community observation We also use all traditional techniques where appropriate, but ensure our clients are heavily Influencer surveys involved in the insight collection to ensure maximum actionability
  9. 9. CASE STUDIES APPENDIX
  10. 10. C A S E S T U DY A S S O C I AT I O N O F O N L I N E P U B L I S H E R S ( A O P ) • Objective: Understand the mindset and behaviours of the most digital savvy consumers in the UK to help AOP’s members (eg BBC, The Times, Financial Times) understand how they discover new content, influence others and exploit content discovery tools eg Digg • Methodology: Di it l ethnography. Following a ‘meet & greet’ launch event, a Digital th h F ll i ‘ t t’ l h t branded interactive blogging tool was used by participants to record their daily digital experiences & thoughts. The site enabled us track behaviour over time and to interact with them and prompt for depth when needed • Key finding: Branded mixed with user generated content can strongly support advocacy; where these sites also include social bookmarking tools the propensity tools, to revisit/ recommend is high as the ‘openness’ of tools such as Digg and Delicious talk directly to what the savviest digital consumers believe is valuable; openness, honesty and dialogue • How it was implemented: This is hot off the press... the recommendations will be used to inform long term user g g generated content strategies. g • From the AOP team “Just a quick note to say thanks to you both for today…your enthusiasm for the project really shone through and the Board’s interest in the project has rocketed! Our Chairman was particularly impressed…” (AOP Project Manager) AOP invested $50k and 6 weeks Page 10 © 2008
  11. 11. EXAMINING THE END-TO-END CUSTOMER EXPERIENCE IN THE EDUCATION MARKET Client: Microsoft Education Team Goal: To understand the working practices of Teachers, HE, FE and Education Advisors; Identify and remove barriers to CPE and advocacy Method: Barrier Busting! End-to end process exploration from the customer perspective. Customers are given a problem to solve and their selected touch point experiences are recorded and analyzed Outcome: A detailed, low cost implementation plan that could be influenced and changed by the UK education team detailed Key Metrics Research Objectives: To identify the resources used to solve typical problems and resulting  The metrics chosen to test the process points were based on the key drivers of behaviour from the FY02/03 education customer experience programme. The experiences of education professionals  barrier busters were asked to rate each touch point they used: To identify the barriers to an effective unmanaged customer  How confident did you feel that you have all the information you need to  relationship; by exploring, recording and analyzing the end-to-end resolve your issue effectively for your educational establishment? relationship that exists between Microsoft and its customers 1 is Not at all confident and 9 is Completely confident To remove these barriers through focused action, potentially at a  cross-company level How strongly do you agree with the statement that your experience of  dealing with [p g [process tested] made y feel that Microsoft understood y ] you your specific issues? Impact in the Business 1 is Strongly disagree and 9 is Strongly agree The education team had limited budget and little corporate power so  How strongly do you agree with the statement that your experience of  going back with ‘strategic’ recommendations about the education dealing with [process tested] made you feel that Microsoft valued its customer experience doesn’t work for them relationship with you? They can’t change the business plan but they can change the 1 is Strongly disagree and 9 is Strongly agree content and delivery of education customer interfaces How strongly do you agree with the statement that your experience of  We gave them 50 tactical actions to drive through their on-going  dealing with [process tested] made you feel that Microsoft was communication and channel relationship programme knowledgeable about the education market? We provided them with video examples of real customers  1 is Strongly disagree and 9 is Strongly agree experiencing real problems: it makes it very difficult not to take responsibility and not to act How strongly do you agree with the statement that your experience of  We produced a business case to negotiate education specific  dealing with [process tested] made you feel that Microsoft understood the resources at the call centre specific needs of the education market? The customer’s voice speaks loudest of all when trying to 1 is Strongly disagree and 9 is Strongly agree change the way a business operates Page 11 © 2008
  12. 12. C A S E S T U D Y b S k y B M O N T H LY H E A L T H C H E C K Customer Group No. in core The Monthly Tracker Read by everyone in the business from the receptionist to  Sky digital (new) 200 Rupert Murdoch Sky digital (transition) 200 Sky digital (existing) 200 Each page of data owned by someone in the organisation  Sky analogue 200 • Accountability framework publicly acknowledged Sky digital cancellers 100 • Each owner was given three days to digest information Sky analogue cancellers 100 and to propose actions – accountable for progress the following month ONdigital 100 Cable digital 100 Clear link between the customer and the finances  Cable analogue 200 • Wh operational metrics were bad, we saw a direct When ti l ti bd di t Terrestrial 450 impact on the customer metrics Total 1850 The business could defend against seasonal customer  Customer Metrics from Primary Research discontent that emerged as trends showed where and how Advocacy Rating of: they could improve the customer experience at peak Installation process operational times Guide EPG Sky Remote Campaigns could be focused on the key drivers of behaviours  Technology Reliability to ensure commercial success Customer call centre Advertising recall • We used our Advocacy modelling to build a transition Brand value buy-in campaign, which proved to be one of the most dramatically successful campaigns to move the Internal Metrics from Internal Business Units remaining analogue customer base to the digital service. The transition rate increased 40% in the ARPC Advertising spend (inc. month after the Advocacy-based campaign was Total revenue competitors) Sales BARB data launched Upgrades Geographical coverage Installations TGI Transitions (analogues to Campaigns digital) Campaign metrics Call centre metrics Activities since last report Complaint metrics Page 12 © 2008
  13. 13. O2 MOBILISATION: CURRENT DEPLOYMENT AND FUTURE OPPORTUNITIES IN SALES AND PROCUREMENT PROCESS MOBILISATION Client: O2 Product Team Goal: To assess the market opportunity for O2 to be an active player in providing end-to-end mobilisation solutions for Procurement and Sale Process Automation Method: Qualitative exploration to explore verticals in depth, 300 telephone interviews with key business decision makers in Enterprise companies (500+ handsets) Outcome: Customer focused proposition development including expansion of partnership opportunities to develop credible market positioning Key Findings Research Objectives: Identify the suppliers that people use to deliver their current Mobilisation comes after or as part of the implementation of a data or  sales or procurement systems l process management system Mobilisation is on trial Explore the current level & future potential of mobilisation of the sales & procurement process in different sectors and business The concept of mobilisation in sales & procurement is still viewed in  sizes simplistic terms: Is there a threshold demographic? Getting your e-mail, using a mobile phone or a PDA, Explore device strategies dialling in Who ill Wh will provide d i ? id devices? Barriers to adopting mobilExplore decision Very few businesses had the call from the board to mobilise. Rather,  making around mobilised solutions they had the call to: e solutions Improve processes ROI anticipated / perceived benefits of fully Increase efficiency mobilised solution Manage the business more effectively Technology as a driver of mobilisation Identify key business functions that would benefit from  These business issues are still the domain of the systems specialist  mobilisation or the software provider Preferred sales model for mobilised solutions  Role & credibility of a network provider Mobilisation is a ‘after thought’ or a ‘value add’ component of  Estimate of O2’s market credibility and opportunity in this systems in the majority of businesses corporate space Intellectually the value of the proposition is there but it is still a “hard sell hard sell’ Page 13 © 2008
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