How brands can identify and nurture unexpected utility, a tactic taken from the 383 Useful Brands Playbook. John Newbold delivered insight and real-life examples of this play put into practice during one of 383's regular Byte Breakfasts. Sign up for your copy of the book at www.usefulbrandsplaybook.com
Decision, Decisions - Tom Petty, GoCardless - Byte Breakfast383
Tom Petty, Head of UX at GoCardless at 383's Byte Breakfast talking about employing the right design principles and how they influence everyday decisions.
We take a look a design thinking and how it can be applied to the Financial Services sector at another instalment of our regular Byte Breakfast series.
Brands like Google and Marketo are using comics, but why should you use comic strips and books in B2B content marketing and how should you use them? Find out in our comic eBook.
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Decision, Decisions - Tom Petty, GoCardless - Byte Breakfast383
Tom Petty, Head of UX at GoCardless at 383's Byte Breakfast talking about employing the right design principles and how they influence everyday decisions.
We take a look a design thinking and how it can be applied to the Financial Services sector at another instalment of our regular Byte Breakfast series.
Brands like Google and Marketo are using comics, but why should you use comic strips and books in B2B content marketing and how should you use them? Find out in our comic eBook.
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Whether you have a new business idea to launch, or an existing business that needs to redefine its vision and brand for future growth, at this presentation at SXSW V2V Las Vegas, Patrick and Justine gave hands-on tools to map your vision into your business model and in turn, using this to define your brand strategy to engage customers.
We really love the lean startup approach and find it very useful. But we think having the right product does not automatically equal becoming successful. In the end, there are completely different factors which make new products and services attractive for people. This presentation shows which ones they are.
How Your Brain "Sees" a Logo Design And What It MeansRob Marsh
It takes about 400 milliseconds to "see" a logo. During that time, a lot happens as you make sense of what you see and put it all in context. Here's a look at how you do that. Plus, some interesting facts about how logos impact human behavior.
• Did you know we think about logos and brands the same way we think about friends?
• Did you know a logo can make you more creative?
• Did you know logos and brands help us determine who we are?
Here's the latest research from brain scientists about how our brains "see" logos.
110507 Second Life's Economic Architecture Metanomics TranscriptRemedy Communications
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Keynote - Emotion at the heart of experience designFabernovel
The relevance of experience design as one of today’s most important strategic levers for any type of company has been amply demonstrated in recent years. Today, most experiences are simple, efficient, easy - all the better for us as users! But as these design principles turn into the indispensable standards of any output by brands and service providers, one can’t help but notice: all these experiences are becoming extremely similar. Almost indistinguishable.
So how can today’s companies and designers work together to create new, singular experiences and truly leave a mark on their users through their difference? What is the key to unlocking emotion? And how does one do it?
We’ll give you one hint: today’s new interfaces (on which we wrote and documented a whole story on our blog back in April) play a certain role in making all of this possible today.
As for the rest, we’ll let you discover our findings in our keynote. Please contact us if you wish to talk more about this fascinating subject and discuss its meaning within your own company!
These are the visuals from a presentation I delivered to a group of owners of UK independent financial advice (IFA) practices on 19 November. You'll see that the issue I was invited to address was 'How to build an Independent Financial Advice (IFA) brand' but, soon, the question shifts to 'How to build a brand these days'.
UX/UI designer-developer | I am a UX/UI Designer-Developer and storyteller who loves working with companies and solopreneurs who aren't afraid to live out of authenticity.
https://www.linkedin.com/in/darbyslaton/
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Whether you have a new business idea to launch, or an existing business that needs to redefine its vision and brand for future growth, at this presentation at SXSW V2V Las Vegas, Patrick and Justine gave hands-on tools to map your vision into your business model and in turn, using this to define your brand strategy to engage customers.
We really love the lean startup approach and find it very useful. But we think having the right product does not automatically equal becoming successful. In the end, there are completely different factors which make new products and services attractive for people. This presentation shows which ones they are.
How Your Brain "Sees" a Logo Design And What It MeansRob Marsh
It takes about 400 milliseconds to "see" a logo. During that time, a lot happens as you make sense of what you see and put it all in context. Here's a look at how you do that. Plus, some interesting facts about how logos impact human behavior.
• Did you know we think about logos and brands the same way we think about friends?
• Did you know a logo can make you more creative?
• Did you know logos and brands help us determine who we are?
Here's the latest research from brain scientists about how our brains "see" logos.
110507 Second Life's Economic Architecture Metanomics TranscriptRemedy Communications
Metanomics is a weekly Web-based show on the serious uses of virtual worlds. This transcript is from a past show.
For this and other videos, visit us at http://metanomics.net.
Keynote - Emotion at the heart of experience designFabernovel
The relevance of experience design as one of today’s most important strategic levers for any type of company has been amply demonstrated in recent years. Today, most experiences are simple, efficient, easy - all the better for us as users! But as these design principles turn into the indispensable standards of any output by brands and service providers, one can’t help but notice: all these experiences are becoming extremely similar. Almost indistinguishable.
So how can today’s companies and designers work together to create new, singular experiences and truly leave a mark on their users through their difference? What is the key to unlocking emotion? And how does one do it?
We’ll give you one hint: today’s new interfaces (on which we wrote and documented a whole story on our blog back in April) play a certain role in making all of this possible today.
As for the rest, we’ll let you discover our findings in our keynote. Please contact us if you wish to talk more about this fascinating subject and discuss its meaning within your own company!
These are the visuals from a presentation I delivered to a group of owners of UK independent financial advice (IFA) practices on 19 November. You'll see that the issue I was invited to address was 'How to build an Independent Financial Advice (IFA) brand' but, soon, the question shifts to 'How to build a brand these days'.
UX/UI designer-developer | I am a UX/UI Designer-Developer and storyteller who loves working with companies and solopreneurs who aren't afraid to live out of authenticity.
https://www.linkedin.com/in/darbyslaton/
2nd Annual Design Thinking for Banking and Financial ServicesNicholas Baker
Join leading design thinking experts in banking & finance as they discuss strategies and methodologies on how to create a consumer-centered experience and transform consumer insights into breakthrough products and services.
This set of method cards introduces briefly the design thinking approach. It explains the design process as well as the prototyping phases of design thinking projects.
There basically 2 ways of getting involved with the University of St.Gallen in order to have a design thinking team working for your organization.
1. Design Thinking @ HSG
2. Embedded Design Thinking
Both ways are explained in the set.
For more information visit http://dthsg.com
A talk Marc gave at the UI20 conference in Boston, November the 3rd, 2015.
Smaply: www.smaply.com
ExperienceFellow: www.experiencefellow.com
This is Service Design Thinking: www.thisisservicedesignthinking.com
This is Service Design Doing: www.thisisservicedesigndoing.com
Content:
1. The typology of journey maps
2. Customer experience research
3. Prototyping services
4. Service design and start-ups
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
Do you know what your organization looks like from your customer’s perspective? In the digital age, silos and organizational bureaucracy manifest themselves through your digital presence. You can bridge these silos and overcome a bureaucratic inside-out mindset by visualizing the customer (learner, elder, citizen, patient, employee) experience through a customer experience journey map that captures both actual and emotional aspects of the customer experience. Then, map in hand, you can use it to design great outside-in customer experiences for your organization.
Here's a great customer journey map template to help customer success folks document, visualize and evaluate how they interact with customers. Here is a link to the supporting blog post that details how to use the template and explains some of the assumptions we made in creating the lifecycle stages, and categories = http://www.preact.com/blog/customer-journey-map-template
"IDEO의 디자인 Thinking"
(Design Thinking from IDEO)
"왜 IDEO는 혁신적인가?"
혁신의 상징, 거대기업들이 끊임없이 배우고자 하는 창의적 사고.
그 중심에는 'Design Thinking'이 있습니다.
IDEO의 사례들과 디자인Thinking의 프로세스를 알아보세요!
창의적인 1%의 비밀노트, Beecanvas 페이스북페이지에서 만나보세요!
- http://facebook.com/beecanvas
슬라이드쉐어에서도 만나보실 수 있습니다.
- https://www.slideshare.net/BeeCanvas
모든 아이디어 발상 테크닉들을 페이지에서 만나보세요!
사진 출처 : https://flic.kr/p/jKqgHD
- Stilte na de brainstorm Impact Hub Amsterdam
원작자 플리커 : https://www.flickr.com/photos/mvonederland/
- MVO Nederland
참고 : http://en.wikipedia.org/wiki/Design_thinking, OPENIDEO
A slidedeck Marc Stickdorn and Jakob Schneider use for presentations on Service Design Thinking in 2013. It uses some examples from the field of tourism to explain the basic concepts, process, methods and tools of service design. Have a look at our websites to learn more on what we're doing or get in touch with us:
The book "This is Service Design Thinking": www.tisdt.com
The software "smaply": www.smaply.com
The mobile ethnography software "myServiceFellow": www.myservicefellow.com
Presentation by Marc Stickdorn & Jakob Schneider.
Graphic design by Jakob Schneider. Like his style? Check his agency: http://kd1.com
How Web Design will reinvent manufacturingMike Kuniavsky
Picture a world where Amazon.com is a factory. Products are made as needed, based on direct input from users to designers and developers. Consumption directly drives production, and data informs design. If we weren't talking about physical products, this would sound a lot like Web/app interaction design, but the worlds of making atoms and bits are quickly colliding, and the implications are profound. By mapping what we have learned creating analytics-driven digital design to the physical world, we can change how everything is made, for the better.
Lecture 7 of a course on social media taught at the University of Winchester. This covers the long tail, what it is and its place in social media. Other lectures in the series consider creative commons, virality, social networking amongst other topics.
Robots for Agile Manufacturing - Robobusiness 2013 - Samuel BouchardSamuel Bouchard
What will be the next step in the evolution of manufacturing? Many signs are pointing in the direction of Agile Manufacturing. In this presentation, we discuss what Agile manufacturing is about, how robots are a part of it today and what this might look like 10 years from now.
Video: youtube.com/watch?v=eN05B7dDsFY Picture a world where Amazon.com is a factory. Products are made in small quantities, as needed, based on direct input from users to designers and developers. Consumption directly drives product creation, and data informs design. Consumer products are made locally, with local materials and workers, while at the same time using design and engineering talent from anywhere on earth. It simultaneously looks exactly like our world, but is totally different. It’s almost here, and you know more about it than anyone else.
"Why Apple can create blockbusters?" ~ Re-think: Product PlanningTaka Kondo
Many companies conduct product management without product planning.
They copy a product which is originally designed by other companies, and modify it.
They strive to survey technology/market trends and roadmaps from leading companies/giant research firms.
And they enhance the variety of functions and/or the numbers to make their spec table better.
They love to swim in the ‘red ocean’.
Apple is one of the companies which is carrying out product planning as well as product management.
It often enters the market very late, but re-creates the market itself.
Apple strives to understand what the user-experiences the customer looks for, values, and needs,
and re-invents the product category to make customers’ lifestyle better.
Apple loves to make her heart sing with her product.
Lean Marketing: New Rules for the Social & Real Time WebFernando Polo
The same "change" that Toyota introduced decades ago, has to be applied to marketing and creativity these days... Fragmented media and consumer attention... We are impatient, we want everything done yesterday.
Of course, we are talking about Real Time Marketing, but not only real time: it's the lean philosophy in its entirety that has to be taken into account. Agile development, short cycles, trial and error, etc
Strategy is overrated. Digital startups are showing us the way to success in our century. Innovate: think fast, create something people can use as fast as you can, listen, fine tune, try again...
A new methodology for times where the user is the king. Empowered users deciding everything one click at a time. You have to make People -not Product/Brand or Service- your new compass.
#PeopleFirst
Futureproofing digital business models in Retail - Jacob Dutton, 383 - Byte B...383
Jacob Dutton, Partner & Commercial Director at digital experience studio 383, talks about the ways that traditional retail models are being disrupted. He also explore some practical ways that today's retailers can help to future proof their revenue streams for tomorrow
Jacob spoke at 383's monthly Byte Breakfast event. Each event features a guest speaker from inside one of the world’s most interesting companies and a related talk on product development and customer experience from a team lead at 383.
Useful brands: Purpose, Customer Journeys and APIs383
An overview of how brand utility is driving new customer experiences from 383's upcoming 'Useful Brands' book. Includes 3 actions which organisations can take to begin to drive utility across their own brand products and services.
An introduction to Useful Brands from a Byte Breakfast event, presented by 383 co-founder John Newbold.
http://383project.com/blog/useful-brands-byte-breakfast/
A Byte Breakfast talk from 383 on how culture and innovation.
This talk looks at some tools and processes employed by organisations where the culture supports faster innovation.
http://383project.com/blog/creating-a-culture-for-innovation-byte-breakfast/
Creating a culture for innovation at Cancer Research UK383
Creating a culture for innovation at Cancer Research UK. At our Byte breakfast briefing event in September 2014, Janine Chandler, Head of Innovation Development, introduced the process and purpose of innovation at one of the world's largest charities - Cancer Research UK.
Innovation in the NBA - 383 Byte Breakfast Briefing383
Useful Innovation in sport. A Byte Breakfast briefing from 383 and the NBA.
Byte is a quarterly event 383 which brings together interesting talks, interesting people and plenty of pastries. For each Byte we zoom in on a specific sector, this time bringing together sports brands, clubs and sponsors.
Talks were from 383 and the NBA.
This is the presentation from Jules Robinson, Senior Director of Global Marketing Partnerships on innovation within the NBA to drive fan engagement.
Speaker notes are viewable below for slide context.
Useful Innovation in sport. A Byte Breakfast briefing from 383 and the NBA.
Byte is a quarterly event 383 which brings together interesting talks, interesting people and plenty of pastries. For each Byte we zoom in on a specific sector, this time bringing together sports brands, clubs and sponsors.
Talks were from 383 and Jules Robinson, Senior Director of Global marketing Partnerships at the NBA.
http://383project.com/blog/useful-innovation-in-sport-with-383-and-the-nba/
www.383project.com / @383project
Notes are provided below to give context to the slides.
This 7-second Brain Wave Ritual Attracts Money To You.!nirahealhty
Discover the power of a simple 7-second brain wave ritual that can attract wealth and abundance into your life. By tapping into specific brain frequencies, this technique helps you manifest financial success effortlessly. Ready to transform your financial future? Try this powerful ritual and start attracting money today!
ER(Entity Relationship) Diagram for online shopping - TAEHimani415946
https://bit.ly/3KACoyV
The ER diagram for the project is the foundation for the building of the database of the project. The properties, datatypes, and attributes are defined by the ER diagram.
1.Wireless Communication System_Wireless communication is a broad term that i...JeyaPerumal1
Wireless communication involves the transmission of information over a distance without the help of wires, cables or any other forms of electrical conductors.
Wireless communication is a broad term that incorporates all procedures and forms of connecting and communicating between two or more devices using a wireless signal through wireless communication technologies and devices.
Features of Wireless Communication
The evolution of wireless technology has brought many advancements with its effective features.
The transmitted distance can be anywhere between a few meters (for example, a television's remote control) and thousands of kilometers (for example, radio communication).
Wireless communication can be used for cellular telephony, wireless access to the internet, wireless home networking, and so on.
Multi-cluster Kubernetes Networking- Patterns, Projects and GuidelinesSanjeev Rampal
Talk presented at Kubernetes Community Day, New York, May 2024.
Technical summary of Multi-Cluster Kubernetes Networking architectures with focus on 4 key topics.
1) Key patterns for Multi-cluster architectures
2) Architectural comparison of several OSS/ CNCF projects to address these patterns
3) Evolution trends for the APIs of these projects
4) Some design recommendations & guidelines for adopting/ deploying these solutions.
Multi-cluster Kubernetes Networking- Patterns, Projects and Guidelines
Identifying and nurturing unexpected utility - 383 Byte Breakfast
1. - welcome to byte , John co-founder at 383
- the title of today’s talk is ‘Identifying and nurturing unexpected utility’
2. - many of you will probably know we have a book coming out next month on the subject of brand utility, called the
useful brands playbook.
- it includes a tonnes of research, interviews and actions all with the aim of helping brands focus on becoming more
useful
- part of the book is a report which we conducted with Forrester, where we surveyed 200 large US and UK
organisations.
- today I wanted to pick up on one specific statistic from that report around how to gather and act upon good
customer insight.
- in the report we conducted, 51% of those 200 organisations we spoke to felt that unique customer insight should be
at the heart of all organisational actions
- but crucially 70% felt under equipped to measure and understand their own customer experience currently.
- 75% relied on third party trend watching services as their main customer insight tool
3. So, when I talk about customer insight what I really mean is the advantages that come from
understanding the reasons why a customer finds your product or service useful.
And it’s that idea of utility that I want to start with this morning.
And to illustrate why understanding utility matters, I’m going to start with a little story about
the midlands.
4. And it’s a story that’s pretty close to us at 383.
Some of you might know that we have studios in London and Birmingham and
this photo in the background is the exterior of our Birmingham space.
It’s in the Jewellery Quarter, and it’s a 7000sqft factory space that’s we recently
renovated called Victoria Works.
Refurbished in part during the 90’s. But some areas, including the space we
bought, were left untouched for many years.
5. Here’s some shots of the inside from before we started work, and you can see
quite a lot of it was in a fair state of disrepair.
We had broken windows, crumbling brickwork and a missing roof on the top
floor.
A lot of the building was really stuck in the past.
6. The factory itself is also all Grade II listed, and being pretty interested in the
history of the space we really wanted to find out what had happened there.
7. This is the answer.
Our studio used to be home to a steel pen manufacturers, that’s what it had
been built for originally.
8. but more than that, it wasn’t just ‘another’ pen factory. It was
the first pen factory.
This is Joseph Gillott and he was the first person in the world
to mass manufacturer fountain pens.
He’s inventor of the steel pen press and Victoria Works was
built by him to house this new industry.
9. And on taking a trip to the pen museum which is
located across the road from where we work.
(who knew?!)
we discovered some pretty amazing things.
These photos you see here are literally in our
building - same windows and same brickwork. And
the shot I overlaid on the previous slide was taken
from this collection.
10. The factory was built in about 1840.
And it’s height they produced 150 million pens per year!
It genuinely placed Birmingham at the centre of a new
global economy.
And the reason it was so successful was that Gillott
realised there was a clear job for his invention to do…
11. The job was to enable every person to write.
Up until then fountain pens were super expensive, writing was for the elite, and
Gillott wanted to create an instrument that was available and affordable for
everyone.
12. And he did that job pretty successfully…
This statistic is fairly mind blowing.
So from that small industry, at one point in the 19th Century, 75% of everything
written in the world was with a Birmingham pen.
But, the story doesn’t end here.
13. In the 1930’s something fairly significant happened to the fountain pen industry.
14. This is Mr. Laszlo Biro. He turned up at the Budapest
International Fair in the 30’s with a ball point pen and
pretty quickly over the following years undid the monopoly
of the fountain pen industry.
But the reasons behind biro’s success weren’t because the
ballpoint was a particularly new innovation.
15. In fact the original patent for the ballpoint pen had been filed back in 1888.
However, the job that the ballpoint pen did at that point in time had limited
commerciality.
The patent stated that is was a pen to ‘write on leather’. Additionally it also
compromised the core job that the fountain pen did so well… which was to
allowing writing on paper.
And eventually the patent lapsed.
So, Biro came along and adapted a new version of the ballpoint, but also got
really lucky with the timing. As in the 1930’s a significant event happened that
really fuelled the usefulness of Biro’s version of the ballpoint.
16. And that significant event was World War II.
And world war II really changed the job that the pen needed to do,
because fountain pens were pretty terrible at altitude.
Biro’s ballpoint had a hidden use. It did this job of writing at altitude
much better than the fountain pen, so much so that Biro was
awarded huge contracts by the RAF during the war years which
fuelled the expansion of his factories and drove down the costs of his
pens.
17. - And what I think we can learn from the story is that there are several factors that affect
why a product is relevant at any particular point in time.
- And that the uses that a customer has for a product are constantly changing.
There are always new jobs to do.
This venn diagram is a useful lens to see the situation through. We have ’customer problems’
on the left, things that people need to do. We have the ‘context’ or situations of those
problems on the right, these are the reasons why someone needs to do them and we have
‘technology’ at the top, which is the innovation itself.
So with Biro, we had a new customer problem, writing at altitude.
Which was fuelled by a new context, the outbreak of war. And enabled by Biro’s new
technology, the combination of the original ballpoint, plus new inks and plastics.
18. And you can apply this lens to the pen market today by looking at pens designed for other
specific job.
The job a Sharpie does really well is to capture signatures.
The customer problem on the left - needing a pen that writes on anything.
The context, the why - is that people want autographs that last.
And the technology that Sharpie delivers that through is permanent inks.
19. This is the Space Pen, developed by the Fisher Space company.
The job it does really well is to allow astronauts to take notes in space.
The problem is zero gravity, the context that fueled the invention was the space program in
the 60s and the technology is a pressurised ink canister that flows in a zero G environment.
20. - So if we remove technology from the diagram for a minute, and examine that intersection
between customer problems and situation or context, you often see many jobs that a product
can do start to emerge.
21. - And when I talk about jobs, I’m really
talking about utility, Because when you
understand the job a product is doing
for the customer, you also understand
the reason it is being used.
22. - This idea of people buying products to achieve a goal is
often illustrated with this quote from Theodore Levitt in
the 60s. He said the ‘People don’t want a quarter inch
drill, they want a quarter inch hole’
23. - and many of you will probably know, that this idea of focusing on
the job that a customer is hiring a product for has been
developed in to an entire framework called ‘Jobs to be done’ by
Clay Christensen of the Harvard business school.
- Jobs to be done is really about unearthing why a product gets
used and it’s a really useful methodology in this whole area of
hidden utility.
24. - And it’s useful because when you know why something is being used you start to do two
things.
- you can reframe the market and reframe the products
- and it’s these two outcomes that I want to focus on next
25. - let’s start with reframe the market, which is probably the
more closely recognised outcome of jobs to be done.
26. - And to illustrate, I’m going to steal Clay Christensens text book case study from when he
worked with McDonalds.
- So here, the challenge was how can McDonalds sell more milkshake?
- and traditionally McDonalds had segmented their customer base by product and had typical
demographic profiles and target customers for each menu item
- When they were updating the milkshake they’d run focus groups with their target customers
and ask them if they liked the new version
- Invariably the target milkshake customers would say yes, because they liked milshake, but
McDonalds would see no bump in sales
27. - So, instead of asking target customers if they liked something, Clay Christensens team
instead observed what was actually happening in store.
- They spent 18hrs observing Milkshake sales and found some really interesting things.
- 50% sold early morning in the hours before 9am
- Almost always the milkshakes were sold to single males
- Usually the milkshake was their only purchase
- And all the customers typically got in their cars and left once they’d purchased
28. - So the team asked these customers why was it that they were actually buying the product,
what was the job they needed the milkshake to do.
- And they found that the job was really about the morning commute
- these people had a boring drive and the milkshake took a while to slurp
- it also sat neatly in their cup holder and could be drunk with one hand
- they also weren’t hungry enough to stop for breakfast at that time of day, but they needed
something that would fill them up until mid morning
The milkshake it turned out, did this job perfectly.
29. - And by understanding the job, McDonalds were able to reframe the market.
- The competition was no longer the burger king milkshake, it was the other breakfast items
those people might hire to do the same job;
- Some people occasionaly hired fruit - but that didn’t keep them full and was quick to eat
- On Friday’s people might hire doughnuts, but they were a bit unhealthy for everyday
- Some people had hired breakfast bagels - but they were a bit messy
30. - So, what did McDonalds do?
- Did Clay Christensens milkshake bring all the boys to the yard?!
- Firstly, by realising the job the milkshake needed to do they made the breakfast version
even thicker and added some fruit. Apparently it takes 23 minutes to drink a large one.
- Secondly, they also moved the dispensing machine closer to the drive through window
during breakfast hours making it quicker and easy to get the shake.
- These changes resulted in a 15% sales hike purely through understanding more about
how and why people buy.
31. - So reframing the market is often about understanding that the real competition isn’t always
similar products.
32. - and you see that idea of reframing coming out in other innovation stories too.
- this is the a great story that Tim Kastelle tells in his Ted talk talk about the marketing
of Xerox first line of copiers.
- This is the Xerox series A and at the time it came to market another machine called
the mimeograph was widely used in the states.
- Because the series A was a machine it was logical that Xerox would market it as a
mimeograph competitor.
- However, business saw limited value in the pitch - the Xerox basically did the same
job of the mimeograph with very few clear advantages.
33. - this is the Xerox series 9, their next product, and one of the most successful products
ever launched in the states.
- Here, Xerox completely reframed the positioning of their copier in the market.
- They adapted the technology to make a copier that was cheaper and faster than
previous versions, but crucially pitched it as a replacement for typists, rather than other
machines.
- With this business model and pitch the Xerox became incredibly valuable, the series 9
now did a specific job better than an expensive workforce at a fraction of the cost
34. - And you see this idea of reframing the market in successful tech products too.
- This is Slack, the chat application for businesses. It’s one of the fastest growing startups
in the world right now and has a valuation of over a billion dollars.
- And what’s interesting about Slack is there are a ton of other chat applications in this
same space, things like Hipchat which arguably do similar jobs.
35. - but for slack the job isn’t other chat applications.
- Slack’s job is to replace email.
- and you see that idea coming through in their comms on the homepage, in their company
purpose and in their PR efforts
36. - I mentioned there were two outcomes of truly understanding the utility of a product.
- We’ve touched on reframing the market, so now, let’s look at reframing the product.
37. - Frameworks like jobs to be done aren’t just about the marketing, they can also be about
growth hacking a product itself.
- And the more specific we can be with our jobs, the better you can understand how to grow
product features and ranges around utility.
38. - To illustrate this idea, lets look at GoPro
- When GoPro launched, the job that the product teams thought the product would do is
this….
- to be the best camera for extreme sports
- However, as we all know, GoPro’s are used for much much more
41. - or as security on people’s Dash’s
- Don’t worry, no one was harmed in the making of this keynote
42. - so if we go back to our diagram you see pretty quickly that the when you put a product in
peoples hands many jobs can emerge.
- Often the utility of a product is much broader than we imagine.
43. - If we look at that jobs intersection of problems and context it’s not at all about being
the best camera for extreme sports, but also ‘fun footage of my dog’. ‘in car security
if I have an accident’ or ‘filming hard to reach places.’
44. - so what’s been GoPros response to this broader utility?
- reframing the actual product experience around the jobs the product is being hired to do
45. - Do a google search and you’ll see that GoPro’s purpose is now much broader than extreme
sports.
- Their customer pitch is ‘capture and share your world’
46. - their product accessories and on site UX also support the jobs too
- Click on accessories and you can browse a huge array of uses and in there you’ll find things
like dog harnesses, children chest mounts and selfie sticks designed to float.
47. - and finally, from a content strategy point of view, if you checkout their playlists on YouTube
you’ll see a huge range of categories from animals and music to travel and car stunts.
48. - And this idea of reframing the product experience itself isn’t just for physical products
- you can track the growth of digital only platforms in this way too
49. - if we look at ebay for a minute, the original job that ebays founder believed it would
do is this
- enable collectible auctions for individuals
- but as we all know, eBay’s utility and the way they’ve had to develop the platform has
been pretty different to this
50. - firstly eBay’s core business wasn’t really about auctions
- eBay were quick to introduce buy it now when they realised that the platform was as much
about selling in general terms as it was about auctions
- now around 70% of eBay’s transactions happen on fixed price items
51. - eBay also isn’t just about collectibles
- a huge number of one off high ticket luxury items get sold on eBay from yachts and power
boats to private islands
52. - finally, eBay turned out to not just be about individuals
- one of their biggest markets has been introducing eBay stores allowing the
platform to do the job of physical bricks and mortar for many online sellers
53. - so ebay have done a great job of adjusting their platform around the hidden utility.
- and they now say that the real job that ebay does, the platforms true purpose, is about
connecting people, not selling things
54. - so hopefully, just with those few examples you can start to see that when you understand the
different ways that people use a product or service you’re in a much better place.
- but how do you make sure that the hidden utility, doesn’t stay hidden?
- here’s 4 closing thoughts from our Useful Brands book to takeaway with you today
55. - firstly ensure that if you’re trying to grow a business you make sure that growth
hacking is both a marketing and a product discipline
- far too often business take an either/or approach, spending a tons of money
marketing a fairly undifferentiated product or, spending ages optimising a
product’s performance but losing focus on how to build an audience for it.
- growth hacking works best when teams work together and collaborate on growth
56. - secondly, make sure you're not asking the right customers the wrong
questions
- many organisations are great at paying lip service to customer insight, but
often fail to get any insight from the customers they speak to
- jobs to done is one of many frameworks you can use to gain unique
customer insight, and if you’re interested in getting started with it there’s a
great post on medium which provides a sample script to kickstart better
jobs to be done interviews.
57. - third, find small niches in big data.
- analytics tools like mix panel are really fantastic to properly interrogate and
understand customer behaviour on digital platforms
- these tools go much deeper than the type of broad brush metrics you can get from
Google Analytics and allow you to properly drill down in customer behaviour
- using things like mix panel you can test hypotheses around the jobs people might
be hiring your product for and really start intelligently grow features around smaller
data trends.
58. - and lastly, blend methodologies.
- at 383 we use a few different frameworks for getting customer insight, and often blend
different tools.
- when we’re filling out something like the lean business model canvas we’ll also use
jobs to done to inform the customer problems and customer segments sections of that
sheet
- by playing with lots of different tools and not being too strict with one school of
thought you can move much faster and experiment more quickly
59. So, that’s a brief overview of hidden utility and some of the insight from the Useful Brands
playbook.
There’s 9 other plays in the book and you’ve found any of this morning interesting I’d
recommend that you head over to usefulbrandsplaybook.com and sign up for a copy
60. we’ll be sending the first copies out in May, so if you think your organisation could benefit
from reading it, this is the place to go.
Editor's Notes
welcome to byte , John co-founder at 383
the title of today’s talk is ‘Identifying and nurturing unexpected utility’
many of you will probably know we have a book coming out next month on the subject of brand utility, called the useful brands playbook.
it includes a tonnes of research, interviews and actions all with the aim of helping brands focus on becoming more useful
part of the book is a report which we conducted with Forrester, where we surveyed 200 large US and UK organisations.
today I wanted to pick up on one specific statistic from that report around how to gather and act upon good customer insight.
in the report we conducted, 51% of those 200 organisations we spoke to felt that unique customer insight should be at the heart of all organisational actions
but crucially 70% felt under equipped to measure and understand their own customer experience currently.
75% relied on third party trend watching services as their main customer insight tool
So, when I talk about customer insight what I really mean is the advantages that come from understanding the reasons why a customer finds your product or service useful.
And it’s that idea of utility that I want to start with this morning.
And to illustrate why understanding utility matters, I’m going to start with a little story about the midlands.
And it’s a story that’s pretty close to us at 383.
Some of you might know that we have studios in London and Birmingham and this photo in the background is the exterior of our Birmingham space.
It’s in the Jewellery Quarter, and it’s a 7000sqft factory space that’s we recently renovated called Victoria Works.
Refurbished in part during the 90’s. But some areas, including the space we bought, were left untouched for many years.
Here’s some shots of the inside from before we started work, and you can see quite a lot of it was in a fair state of disrepair.
We had broken windows, crumbling brickwork and a missing roof on the top floor.
A lot of the building was really stuck in the past.
The factory itself is also all Grade II listed, and being pretty interested in the history of the space we really wanted to find out what had happened there.
This is the answer.
Our studio used to be home to a steel pen manufacturers, that’s what it had been built for originally.
but more than that, it wasn’t just ‘another’ pen factory. It was the first pen factory.
This is Joseph Gillott and he was the first person in the world to mass manufacturer fountain pens.
He’s inventor of the steel pen press and Victoria Works was built by him to house this new industry.
And on taking a trip to the pen museum which is located across the road from where we work.
(who knew?!)
we discovered some pretty amazing things.
These photos you see here are literally in our building - same windows and same brickwork. And the shot I overlaid on the previous slide was taken from this collection.
The factory was built in about 1840.
And it’s height they produced 150 million pens per year!
It genuinely placed Birmingham at the centre of a new global economy.
And the reason it was so successful was that Gillott realised there was a clear job for his invention to do…
The job was to enable every person to write.
Up until then fountain pens were super expensive, writing was for the elite, and Gillott wanted to create an instrument that was available and affordable for everyone.
And he did that job pretty successfully…
This statistic is fairly mind blowing.
So from that small industry, at one point in the 19th Century, 75% of everything written in the world was with a Birmingham pen.
But, the story doesn’t end here.
In the 1930’s something fairly significant happened to the fountain pen industry.
This is Mr. Laszlo Biro. He turned up at the Budapest International Fair in the 30’s with a ball point pen and pretty quickly over the following years undid the monopoly of the fountain pen industry.
But the reasons behind biro’s success weren’t because the ballpoint was a particularly new innovation.
In fact the original patent for the ballpoint pen had been filed back in 1888.
However, the job that the ballpoint pen did at that point in time had limited commerciality.
The patent stated that is was a pen to ‘write on leather’. Additionally it also compromised the core job that the fountain pen did so well… which was to allowing writing on paper.
And eventually the patent lapsed.
So, Biro came along and adapted a new version of the ballpoint, but also got really lucky with the timing. As in the 1930’s a significant event happened that really fuelled the usefulness of Biro’s version of the ballpoint.
And that significant event was World War II.
And world war II really changed the job that the pen needed to do, because fountain pens were pretty terrible at altitude.
Biro’s ballpoint had a hidden use. It did this job of writing at altitude much better than the fountain pen, so much so that Biro was awarded huge contracts by the RAF during the war years which fuelled the expansion of his factories and drove down the costs of his pens.
And what I think we can learn from the story is that there are several factors that affect why a product is relevant at any particular point in time.
- And that the uses that a customer has for a product are constantly changing.
There are always new jobs to do.
This venn diagram is a useful lens to see the situation through. We have ’customer problems’ on the left, things that people need to do. We have the ‘context’ or situations of those problems on the right, these are the reasons why someone needs to do them and we have ‘technology’ at the top, which is the innovation itself.
So with Biro, we had a new customer problem, writing at altitude.
Which was fuelled by a new context, the outbreak of war. And enabled by Biro’s new technology, the combination of the original ballpoint, plus new inks and plastics.
And you can apply this lens to the pen market today by looking at pens designed for other specific job.
The job a Sharpie does really well is to capture signatures.
The customer problem on the left - needing a pen that writes on anything.
The context, the why - is that people want autographs that last.
And the technology that Sharpie delivers that through is permanent inks.
This is the Space Pen, developed by the Fisher Space company.
The job it does really well is to allow astronauts to take notes in space.
The problem is zero gravity, the context that fueled the invention was the space program in the 60s and the technology is a pressurised ink canister that flows in a zero G environment.
So if we remove technology from the diagram for a minute, and examine that intersection between customer problems and situation or context, you often see many jobs that a product can do start to emerge.
And when I talk about jobs, I’m really talking about utility, Because when you understand the job a product is doing for the customer, you also understand the reason it is being used.
This idea of people buying products to achieve a goal is often illustrated with this quote from Theodore Levitt in the 60s. He said the ‘People don’t want a quarter inch drill, they want a quarter inch hole’
and many of you will probably know, that this idea of focusing on the job that a customer is hiring a product for has been developed in to an entire framework called ‘Jobs to be done’ by Clay Christensen of the Harvard business school.
Jobs to be done is really about unearthing why a product gets used and it’s a really useful methodology in this whole area of hidden utility.
And it’s useful because when you know why something is being used you start to do two things.
you can reframe the market and reframe the products
- and it’s these two outcomes that I want to focus on next
let’s start with reframe the market, which is probably the more closely recognised outcome of jobs to be done.
And to illustrate, I’m going to steal Clay Christensens text book case study from when he worked with McDonalds.
So here, the challenge was how can McDonalds sell more milkshake?
and traditionally McDonalds had segmented their customer base by product and had typical demographic profiles and target customers for each menu item
When they were updating the milkshake they’d run focus groups with their target customers and ask them if they liked the new version
Invariably the target milkshake customers would say yes, because they liked milshake, but McDonalds would see no bump in sales
So, instead of asking target customers if they liked something, Clay Christensens team instead observed what was actually happening in store.
They spent 18hrs observing Milkshake sales and found some really interesting things.
50% sold early morning in the hours before 9am
Almost always the milkshakes were sold to single males
Usually the milkshake was their only purchase
And all the customers typically got in their cars and left once they’d purchased
So the team asked these customers why was it that they were actually buying the product, what was the job they needed the milkshake to do.
And they found that the job was really about the morning commute
these people had a boring drive and the milkshake took a while to slurp
it also sat neatly in their cup holder and could be drunk with one hand
they also weren’t hungry enough to stop for breakfast at that time of day, but they needed something that would fill them up until mid morning
The milkshake it turned out, did this job perfectly.
And by understanding the job, McDonalds were able to reframe the market.
The competition was no longer the burger king milkshake, it was the other breakfast items those people might hire to do the same job;
Some people occasionaly hired fruit - but that didn’t keep them full and was quick to eat
On Friday’s people might hire doughnuts, but they were a bit unhealthy for everyday
Some people had hired breakfast bagels - but they were a bit messy
So, what did McDonalds do?
Did Clay Christensens milkshake bring all the boys to the yard?!
Firstly, by realising the job the milkshake needed to do they made the breakfast version even thicker and added some fruit. Apparently it takes 23 minutes to drink a large one.
Secondly, they also moved the dispensing machine closer to the drive through window during breakfast hours making it quicker and easy to get the shake.
These changes resulted in a 15% sales hike purely through understanding more about how and why people buy.
So reframing the market is often about understanding that the real competition isn’t always similar products.
and you see that idea of reframing coming out in other innovation stories too.
this is the a great story that Tim Kastelle tells in his Ted talk talk about the marketing of Xerox first line of copiers.
This is the Xerox series A and at the time it came to market another machine called the mimeograph was widely used in the states.
Because the series A was a machine it was logical that Xerox would market it as a mimeograph competitor.
However, business saw limited value in the pitch - the Xerox basically did the same job of the mimeograph with very few clear advantages.
this is the Xerox series 9, their next product, and one of the most successful products ever launched in the states.
Here, Xerox completely reframed the positioning of their copier in the market.
They adapted the technology to make a copier that was cheaper and faster than previous versions, but crucially pitched it as a replacement for typists, rather than other machines.
With this business model and pitch the Xerox became incredibly valuable, the series 9 now did a specific job better than an expensive workforce at a fraction of the cost
And you see this idea of reframing the market in successful tech products too.
This is Slack, the chat application for businesses. It’s one of the fastest growing startups in the world right now and has a valuation of over a billion dollars.
And what’s interesting about Slack is there are a ton of other chat applications in this same space, things like Hipchat which arguably do similar jobs.
but for slack the job isn’t other chat applications.
Slack’s job is to replace email.
and you see that idea coming through in their comms on the homepage, in their company purpose and in their PR efforts
I mentioned there were two outcomes of truly understanding the utility of a product.
We’ve touched on reframing the market, so now, let’s look at reframing the product.
Frameworks like jobs to be done aren’t just about the marketing, they can also be about growth hacking a product itself.
And the more specific we can be with our jobs, the better you can understand how to grow product features and ranges around utility.
To illustrate this idea, lets look at GoPro
When GoPro launched, the job that the product teams thought the product would do is this….
to be the best camera for extreme sports
However, as we all know, GoPro’s are used for much much more
- from filming awesome city scapes with drones
to filming on the back of dogs
or as security on people’s Dash’s
Don’t worry, no one was harmed in the making of this keynote
so if we go back to our diagram you see pretty quickly that the when you put a product in peoples hands many jobs can emerge.
Often the utility of a product is much broader than we imagine.
If we look at that jobs intersection of problems and context it’s not at all about being the best camera for extreme sports, but also ‘fun footage of my dog’. ‘in car security if I have an accident’ or ‘filming hard to reach places.’
so what’s been GoPros response to this broader utility?
reframing the actual product experience around the jobs the product is being hired to do
Do a google search and you’ll see that GoPro’s purpose is now much broader than extreme sports.
Their customer pitch is ‘capture and share your world’
their product accessories and on site UX also support the jobs too
Click on accessories and you can browse a huge array of uses and in there you’ll find things like dog harnesses, children chest mounts and selfie sticks designed to float.
- and finally, from a content strategy point of view, if you checkout their playlists on YouTube you’ll see a huge range of categories from animals and music to travel and car stunts.
And this idea of reframing the product experience itself isn’t just for physical products
you can track the growth of digital only platforms in this way too
if we look at ebay for a minute, the original job that ebays founder believed it would do is this
enable collectible auctions for individuals
but as we all know, eBay’s utility and the way they’ve had to develop the platform has been pretty different to this
firstly eBay’s core business wasn’t really about auctions
eBay were quick to introduce buy it now when they realised that the platform was as much about selling in general terms as it was about auctions
now around 70% of eBay’s transactions happen on fixed price items
eBay also isn’t just about collectibles
a huge number of one off high ticket luxury items get sold on eBay from yachts and power boats to private islands
finally, eBay turned out to not just be about individuals
one of their biggest markets has been introducing eBay stores allowing the platform to do the job of physical bricks and mortar for many online sellers
so ebay have done a great job of adjusting their platform around the hidden utility.
and they now say that the real job that ebay does, the platforms true purpose, is about connecting people, not selling things
so hopefully, just with those few examples you can start to see that when you understand the different ways that people use a product or service you’re in a much better place.
but how do you make sure that the hidden utility, doesn’t stay hidden?
- here’s 4 closing thoughts from our Useful Brands book to takeaway with you today
firstly ensure that if you’re trying to grow a business you make sure that growth hacking is both a marketing and a product discipline
far too often business take an either/or approach, spending a tons of money marketing a fairly undifferentiated product or, spending ages optimising a product’s performance but losing focus on how to build an audience for it.
- growth hacking works best when teams work together and collaborate on growth
secondly, make sure you're not asking the right customers the wrong questions
many organisations are great at paying lip service to customer insight, but often fail to get any insight from the customers they speak to
jobs to done is one of many frameworks you can use to gain unique customer insight, and if you’re interested in getting started with it there’s a great post on medium which provides a sample script to kickstart better jobs to be done interviews.
third, find small niches in big data.
analytics tools like mix panel are really fantastic to properly interrogate and understand customer behaviour on digital platforms
these tools go much deeper than the type of broad brush metrics you can get from Google Analytics and allow you to properly drill down in customer behaviour
using things like mix panel you can test hypotheses around the jobs people might be hiring your product for and really start intelligently grow features around smaller data trends.
and lastly, blend methodologies.
at 383 we use a few different frameworks for getting customer insight, and often blend different tools.
when we’re filling out something like the lean business model canvas we’ll also use jobs to done to inform the customer problems and customer segments sections of that sheet
by playing with lots of different tools and not being too strict with one school of thought you can move much faster and experiment more quickly
So, that’s a brief overview of hidden utility and some of the insight from the Useful Brands playbook.
There’s 9 other plays in the book and you’ve found any of this morning interesting I’d recommend that you head over to usefulbrandsplaybook.com and sign up for a copy
we’ll be sending the first copies out in May, so if you think your organisation could benefit from reading it, this is the place to go.