Pethrick Insights Eyechart

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Gathering insights into the needs of customers and opportunities in the market is a crucial function that product managers and marketers rely upon to drive decision-making and create innovative solutions.

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Pethrick Insights Eyechart

  1. 1. INSIGHTS EYECHART where to look for insights and how to organize them INSIGHTS IMPLICATIONS I An insight is to see what everybody else has seen, and to think what nobody else has thought secondary SCANNING STEEP Get out from behind the mouse secondaryTREND PRECURSORS SWIPES The future isn’t often at the end of a trend line contextual primary OBSERVATION AEIOU Assume a beginner’s mindset contextual primary OBSERVATION P O E M S Never underestimate your own ignorance contextual primary OBSERVATION P O S T A Where there is a workaround there is often an innovation contextual primary OBSERVATION W H Y Saw what? So what? BUSINESS OPPORTUNITY I M P A C T Is there a there, there? secondary Secondary research is, SCANNING S P E C T A C L E S secondary secondary The better you know a domain SCANNING P E S T L I E D the less ‘scan-hits’ you will encounter Wayne R Pethrick | wayne@pethricks.com
  2. 2. Insights EyechartThe Insights Eyechart presents a range of different acronyms, each serving as a framework or ‘lens’,with the purpose of guiding the framing and focusing of insight gathering and then the subsequent Idevelopment, sharing and remembering of the insights that emerge from this work. STEEPThe acronyms represented here have been drawn from the disciplines of foresight, design, anthropologyand business development, and cover both primary and secondary approaches to gathering data. SWIPESThe ‘Eyechart’ is based on the following assumptions: AEIOU1. Insight discovery, while sometimes serendipitous, can be routinized and enhanced by simple P O E M S yet powerful tools and frameworks P O S T A W H Y2. Whether exploring an area that is new or familiar, approaching the space with a different perspective can yield insights that are both fresh and provocative I S P M E C P T A A C C L E T S P E S T L I E DIt is envisioned that by using this tool, the product manager will be prompted and inspired to lookbeyond the areas where they customarily acquire information, findings and insights. The eyechartsymbology serves as a metaphor for clarity and perfect vision which, although not likely to be achieved,is something that we, as product management professionals, hopefully aspire to. I Insights (and their implications) STEEP Social Technological Economic Environmental Political SWI P E S Statistics Written and broadcast materials Intense focus Pitches and promotions Exits and entrants Superhits A E I OU Activities Environments Interactions Objects Users P O E MS People Objects Environment Messages Services P O STA People Objects Settings Time Activities WHY What How WhY I MPAC T Idea Market size Positive net present value (Opportunity Costs) Acceptance by customers Competition Timing SpeedS P EC TAC L E S Social Political Economic Cultural Technological Aesthetic Customer Legal Environmental Sectoral PESTLIED Political Economic Social Technological Legal International Environmental DemographicContextual Research HintsWhen you are visiting customers and users for the purposes of gathering insights, it’s unlikely that you will get to theactual answer without asking a few different questions a few different ways. The following are a range of tools andtechniques that can be deployed to keep moving forwards when feel when you haven’t got to the real answer yet.Involve Participants in ActivitiesDemonstration “Show us how you send an invoice.” or Ask for a demonstration of invoice sendingTasks “Can you draw me a flowchart of how you plan an event?” map of your computer network?”Participation “Can you show me how I should find this customer’s name?”Role-playing “I’ll be the customer and you be the helpdesk representative, show me how they should respond.” or Role play the ideal interaction between customer and helpdesk representativeTypes of Questions to AskSequence “Walk me through a typical day… then what do you do next?”Specific Examples “What software did you use this morning?”Peer Comparison “Do the other operators do it that way?”Project Ahead “What do you think it will be like in 5 years?”Look Back “How are things different than they were last year?”Quantity “How many customers fall into that category?”Suggestive Opinion “Some people really don’t like using this product, others love it. What are your feelings about it?”Relationships “How do the different departments work together?”Organizational Structure “Who is your boss’s boss?”Product Comparison “What’s the difference between receiving that information by fax or email?”Explain It “If you had to tell your wife how to change this ink cartridge, what would you tell her?” Wayne R Pethrick | wayne@pethricks.com

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