VicHealth Innovation Challenge - Alcohol: Ideas Jam 2014

VicHealth Innovation
Challenge
ALCOHOL
#VHinnov
IDEAS JAM

WELCOME
Julian Waters-‐Lynch
DOING SOMETHING GOOD
#VHinnov @jwaterslynch

welcome
DAVID HOOD
@DavidAHood
JULIAN WATERS-‐LYNCH
@jwaterslynch
join the conversa<on on twi=er with
@VicHealth
@DoingSomeGood
#VHinnov
doing
something good

SCHEDULE
morning a(ernoon
9:30 AM Welcome 1:20 PM Rapid Prototype Team Challenge
9:50 AM Shaping Good Ideas 2:10 PM Pitch Design
10:00 AM Understanding Context -‐ includes
review of Discovery & Insights Forum
2:25 PM AFTERNOON TEA
10:40 AM MORNING TEA 2:45 PM Pitch Delivery
11:00 AM Intro to Human-‐centred Design 3:10 PM Intro to Lean Startup
11:15 AM GeVng to Know Your Audience 3:25 PM IdenYfying AssumpYons & Designing
Lean Experiments
12:10 PM Engaging Your Target Audience 3:50 PM Wrap up & What’s Next
12:35 PM LUNCH 4:00 PM CLOSE

WELCOME
David Hood
DOING SOMETHING GOOD
#VHinnov @DavidAHood

why the innovaCon challenge?
VicHealth wants to see a be=er drinking culture in Victoria. One where
people can say no to a drink when they feel like stopping, where drinking
to get drunk isn’t seen as acceptable or normal.
> Almost half (46%) of all Victorians drink in a way that increases their
risk of injury, with this rising to two-‐thirds (67%) for young people aged
16-‐29.
> Alcohol-‐related harms requiring police or medical a=enRon appear to
be increasing in Victoria, with hospitalisaRons involving alcohol up by
33%
> Alcohol is one of the top 10 avoidable causes of disease and death in
Victoria.

what is the innovaCon challenge?
The VicHealth InnovaRon Challenge is looking for innovaRve
ideas to help change this drinking culture by either:
• Reducing the amount Victorians drink, parRcularly those
who drink a lot, o[en, or;
• Increasing the acceptability of saying no to a drink, or
drinking a bit less.
There’s a pool of up to $300,000 available in start up funding
for bold new ideas to change the way Victorians drink.

creaCng the condiCons to
spark great ideas

where do good ideas come from?
“Chance favours the connected mind.”
Steven B Johnson

http://dthsg.com/what-is-design-thinking/

“If I had an hour to
solve a problem I'd
spend 55 minutes
thinking about the
problem and five
minutes thinking
about solu?ons.”

http://www.nitibhan.com/2013/01/reflections-on-design-thinking-for.html

http://uxthink.wordpress.com/2010/01/10/apple-design-proces/

creaCve jammin’ principles
1. Be present.
Focus on what you’re doing right now and pay
a=enRon to every aspect of what you’re doing: to your
body, your senses, your thoughts.
2. Accept everything as an offer.
Receive thoughts, ideas, quesRons or comments of
others as a gi[.
3. There are no mistakes.
Only invitaRons into a new level of creaRvity: breaking
pa=erns and allowing new ones to emerge.
4. Make everyone else look good.
You do not have to defend or jusRfy yourself or your
posiRon -‐ others will do that for you and you do that
for others.
5. Be changed by what is said.
Accept your reacRon as an opportunity to take a new
or expanded perspecRve to inspire new ideas.
6. Keep the energy going.
No ma=er what is given, or what happens, accept it
and keep moving.
7. Serve the good of the whole.
Always carry the quesRon, "How can I best serve this
situaRon?"
8. Yes and ...
Fully accept what is happening and what is being
offered, and add a NEW piece of informaRon -‐ that is
what allows it to be adapRve, move forward and stay
generaRve.
Inspired by 7 Basic Improv Principles with thanks to Michelle James (crea<veemergence.com)

What brought you here?
What are you currently
working on in relaRon to
alcohol consumpRon?

shaping great ideas
Start with
why
Why are you doing this? What is the situaRon you want to change and
why is it important to change? What might change look like? What do
you believe is possible? What is your preferred future?
of the context 1 What is the current situaRon? Who does it impact? What is it’s impact
Build your understanding
on people, the planet, the economy? What are the possible causes?
Observe. Listen. Learn. Enquire.
IdenYfy your target
audience
Who are you designing your service or product for? Be specific. Who
believe’s what you believe? It’s not everybody.
audience 3 Seek to understand their needs and aspiraRons, what moRvates them
Get to know your target
and their challenges. Develop user personas and user journeys to
provide valuable insights.
IdenYfy the problem you
are solving
How does your idea help your target audience to get what they need or
what they value? How does it help them to overcome challenges and
barriers?
Prototype and
test ideas
Gain insights into customers’ needs by designing and deploying the
smallest amount of funcRonality possible (AKA your minimum viable
product/service). Evolve the soluRon based on insights provided by
engaged early adopters.
1
2
3
4
5
6

People don’t buy what you do they
buy why you do it. ~ Simon Sinek

Excessive alcohol consump?on creates
mul?ple social and health problems for
individuals and society, and is one of the
top 10 avoidable causes of disease and
death in Victoria.

The social cost of alcohol-‐related harm in
2007–08 in Victoria was $4.3 billion. This
includes direct costs associated with, for
example, road accidents, health care,
crime and violence, and indirect costs
such as loss of workforce labour and for
educa?on and research resources.

While most of us (78% of Australians)
agree that we have a problem with
alcohol, only 25% of drinkers believe
that their drinking behaviour is cause
for concern.

what are VicHealth looking for?
Ideas that address the following criteria:
1. Enable a beVer drinking culture: by geong heavy drinkers to drink a li=le
less, or by increasing the acceptability of non and moderate drinking.
2. Point of difference: be clever, Rmely and unique.
3. Equity: reach the hard to reach and move the hard to move.
4. Scalability: able to be expanded, upscaled or transferred
5. Sustainability: will be able to stand on its own two feet.
6. Partners: recruited a project team that brings a unique perspecRve
7. Sharable: documented your project so we can share it online
8. Ready to roll!: must be able to test within 12 months

review
vichealth innovation challenge:
discovery & insights forum Alcohol

Alcohol in Australia:
Key trends and recent developments
Michael Livingston

Historical*consump/on*data*
14"
12"
10"
8"
6"
4"
2"
0"
Alcohol" Spirits"
Wine" Beer"

Consumption
Risky drinking by young adults
60
50
40
30
20
10
0
18-24 year olds 25-29 year olds
2001 2004 2007 2010 2013

Consumption
But...
60
50
40
30
20
10
0
18-24 year olds 25-29 year olds 40-49 year olds 50-59 year olds 60-69 year olds
2001 2004 2007 2010 2013

Harm trends
Generally increasing harm rates over the past decade
(although road injuries and deaths are steady)
70
60
50
40
30
20
10
0
Hospital admissions Ambulance attendances Treatment episodes
Assault Family incidents Emergency Department
2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Conclusions
Victorian and Australian alcohol trend data provides a
confusing picture:
- Reasonable evidence of harm increases
– Generally stable levels of consumption, which obscure:
• Major reductions in teenage drinking
• Declines in risky drinking, particularly among young adults
• Some slight increases in drinking among older people
– Big shifts in attitudes towards alcohol
Little evidence to explain these changes
– Increased public health presence in media coverage of
alcohol may be driving or reflecting changes in public attitudes

Alcohol
Discovery
& Insights
Forum
Drinking Related Lifestyles
Study
Don’t Wag Your
Finger At Me!
Mike Reid, RMIT University
Tony Worsley, Deakin University
Francis Farrelly, RMIT University
Tim Fry, RMIT University
Lisa Farell, RMIT University
Alcohol Discovery & Insights Forum

Alcohol
Discovery &
Insights Forum
The spectrum of
acceptable behaviour
Typical
Drinking
normal
behaviour
Consumption of alcohol
Abstaining
extreme, odd &
infrequent
behaviour
Getting Drunk
common practice
Binge
Drinking
extreme & "
“a youth issue”
Acceptable behaviour
Only abstinence from alcohol and binge drinking are seen as extreme
behaviours

Alcohol
Discovery &
Insights Forum
The Initiator
• Outgoing and the ‘life of the party’!
• Loves to have a drink and let loose!
• Drinks to have fun!
• Gregarious and outgoing and loves
to make things happen – often
encourages others to drink!
• Likes to be a source of information
on alcohol brands, types of drinks
and places to go out!
The Protector
The Moderator
!
The Follower
• Fun, social and easy-going!
• Influenced by social and cultural
pressures!
• Tends to join in and go with the
flow!
• Gets swept up in the moment and
enjoyment of social situations
Drinking
Identities &
Characteristics

Alcohol
Discovery &
Insights Forum
What drives the Initiators?
Mavenism / Ego
Seeking Self Enhancement
Social expectations
Hedonism
Brand loyalty
Coping with Depression
Easy access to alcohol
Cheap Prices
Building Confidence
Question: How can I create fun without using Alcohol as a starting point?

Alcohol
Discovery &
Insights Forum
What drives the Followers?
Achievement Values
Cheap Prices
Seeking Self Enhancement
Mavenism / Ego
Hedonism
Easy access
Brand loyalty
Question: How can I join in but not be lead astray so easily?

Alcohol:
Discovery and Insights
Forum
Acting Inspector Dale HUNTINGTON
Melbourne East Local Area Commander

PRESENT:
Large Crowds - Ticketed event – VRC
Small numbers of drunk arrests- media / standards set by VRC /
safe beverage containers- Licensee / Fosters-CUB/ other events
Fights in the crowd- beverage purchasing management controls.
Lack of organising security – expectations/duties – Full support
by VRC - Vicpol
Patron standards of behaviour - High
- World event. Branding of Melbourne
Liquor licensing Controls lax – Stringent bar and point of sale
management structures / RSA officers / Nil BYO

Young adults in Melbourne
talking about their ideal state of
intoxication
Sarah MacLean1&2
1 Centre for Heath Equity, University of Melbourne,
Melbourne, Victoria, Australia
2 Centre for Alcohol Policy Research, Turning Point,
Melbourne, Victoria, Australia

Most people monitored how they were feeling
to assess how drunk they were
• I get head spins and then like I feel like I’m
gonna throw up. But I don’t throw up then, I
just stop [drinking] (Kara, 19, female, high risk drinker).
• I can sort of just see if I’m starting to feel a bit
more tired. And then I’m like ‘Nah there’s no
point’. I’m not really enjoying [drinking]
anymore so …that’s it (Dragan, 22 male, HRD).
• Sometimes the taste, the taste kind of gets to
me … The taste starts tasting a bit funny for
me. So yeah, I go ‘Oh shit, I’ve drunk too
much now’ (Paul, 23 male).

Image&machines.&
&
Interplay&between&people,&devices,&cultural&spaces&and&digital&
networks.&&
&
Nicholas&Carah,&University&of&Queensland.&
@nnniccc&
n.carah@uq.edu.au&

Algorithm.&
AcCvaCon.&
Cultural&intermediary.&
Gender&and&idenCty.&

VicHealth Innovation Challenge
Using legislation to change
behaviour: What more is needed?
Liquor Licensing in Victoria
Ms Paula O’Brien, Melbourne Law School
21 October 2014

CHANGING THE WAY WE
SELL
ALCOHOL
TO MINIMISE ALCOHOL-RELATED
HARM

!!!!!!! Social'Marke,ng'Approaches'
'
Alcohol!Culture!Change!Project!
!
!!!
Sarah'Saunders'
VicHealth'Campaigns'Manager'
20'October'2014'

Healthy clubs.
Strong communities.
Good$Sports$
Innova&on'Challenge:'Alcohol'
Discovery'and'Insights'Forum''
'
20'October'2014!
Community
programs
!
Mark'Stone'
Project(Officer(–(Good(Sports(
Bill'Karametos'
Victoria(Regional(Manager(–(Good(Sports(
(

Community
programs
!!!!!!!!!!!!13

Framing Kings Cross as
a music festival

my Hello Sunday Morning
experience!
Nicole!Cliff!

Open Space
Session topics included:
• designing a campaign for drinking in moderaRon
• a Human-‐centred Design approach to influencing behaviour
• social markeRng and behaviour change alcohol educaRon programs
• how brands design spaces to influence behaviour
• developing a parenRng pack to educate kids about the risks of drinking

WORLD CAFÉ
Think about behaviour change
iniRaRves that have helped
influence our culture for the be=er.

WORLD CAFÉ
Think about behaviour change iniRaRves that
have helped influence our culture for the
be=er.
1. Which ones were your favourite?
2. What were the qualiRes or characterisRcs
you liked about it? Why?

the five phases of
design thinking
http://thinkingofdesign.blogspot.com.au/

http://hci.stanford.edu/dschool/resources/design-process/readable.html

design thinking
Getting to know
your audience

“Understanding what drives binge drinking is
important, but arguably just as crucial is
understanding the deeper rela?onship Victorians
have with alcohol. The public discussion about
alcohol needs to be inclusive, realis?c, empathe?c
and relevant to a broad audience.”

Within the present cultural context, drinking less
appears to be difficult for most people to do. There are
very few effec?ve incen?ves for individuals to opt for a
more moderate approach toward alcohol. Ra?onally,
many are able to see the benefits of drinking less, such
as improved health, more money and greater
produc?vity at work. Yet the promise of these benefits
does liXle to reduce drinking. A key factor undermining
the power of these incen?ves to drink less is the lack of
socially acceptable ‘excuses’ to drink less.

Our society’s inherent and deeply embedded
drinking culture makes most people feel they need a
specific reason not to drink, rather than a reason to
drink. People need to be armed with a specific
reason for not drinking, or for drinking less, when
out
with friends. Unfortunately, only a few reasons,
such as a medical condi?on, pregnancy or driving,
are socially accepted.

Presently, liXle or no posi?ve reinforcement (or culturally
accepted alterna?ve to alcohol) exists for those who
decide not to drink or want to drink less. Modifying
drinking behaviour is hard because our society and culture
provide individuals with very few ‘tools’ and strategies to
enable this behavioural change. Fundraising events such
as Febfast, Dry July and Ocsober, and innova?ons such as
Hello Sunday Morning and Say When, encourage people
to learn more about their drinking, and they support
changes to drinking behaviours.

The research suggests an opportunity to promote
and build on these, and to develop alterna?ves to
drinking that are relevant, realis?c and
acknowledge the present culture of drinking in
Victoria.

Empathy
is not just about walking
in another's shoes.
First you must
remove your own.

what are personas?
Personas are ficRonal representaRons of your target
audience that help you to understand them be=er. Well
thought out and well researched personas make it easier for
you to design and deliver services that meet your target
audience’s specific needs and expectaRons, while addressing
their unique challenges and communicaRng in their language.
The strongest personas are based on market research in
combinaRon with insights gathered through conversaRons,
surveys and interviews with your target audience.

developing user personas
•To ensure your personas are accurate representaRons of your users and have the
support of your stakeholders throughout the process, you should:
•Conduct user research: Answer the following quesRons: Who are your users and
why are they using the system? What behaviors, assumpRons, and expectaRons
color their view of the system?
•Condense the research: Look for themes/characterisRcs that are specific,
relevant, and universal to the system and its users.
•Brainstorm: Organize elements into persona groups that represent your target
users. Name or classify each group.
•Refine: Combine and prioriRze the rough personas. Separate them into primary,
secondary, and, if necessary, complementary categories. You should have roughly
3-‐5 personas and their idenRfied characterisRcs.
•Make them realisRc: Develop the appropriate descripRons of each personas
background, moRvaRons, and expectaRons. Do not include a lot of personal
informaRon. Be relevant and serious; humor is not appropriate.

Market Segment
Name
Gender
Age
Nationality
Location
Relationship Status
Children
Employer
Position
Income
Background Routine & Behaviour
Goals & Motivations Challenges & Constraints
Ideal Experience
Persona Creator powered by UsabilityTools 1

What’s their history in
relaRonship to drinking?
Who and what has shaped
their current behaviour?
What’s their rouRne in
relaRon to socialising and
drinking? Daily, weekly,
monthly, annually?
What are their personal
goals around health,
wellbeing and happiness?
What moRvates them?
What are the challenges
they face to changing their
drinking behaviour? What are
the constraints/barriers?
What sort of experience are
they looking for? What sort
of interacRon do they want
to have with others/you?
What sort of thing might
you expect them to say
about their ideal experience
and why they love it?

EMPATHY MAP
Persona: Scenario:
How do I feel?
What do I think?
What do I see?
What do I hear?
What do I say and do?
Pain Gain
Fears | Frustrations | Obstacles Wants/Needs | Measures of Success

EMPATHY MAP
How do I feel?
What do I see?
What do I hear?
What do I say and do?
Pain Gain
Fears | FrustraRons | Obstacles Wants/Needs | Measures of Success
Persona: Angela Schwindt (Sidelined Sporster)

SCENARIO
Persona: Scenario:
getting ready arrive depart fall asleep
POINT OF
DECISION
ENABLING
CONDITION
POTENTIALH
URDLE

“The key is help them take baby steps”
grind it
out
tiny
habits
http://www.behaviormodel.org/

tiny habit
Formula
A[er I [exis?ng habit]
I will [new ?ny behaviour]
And then [celebrate]
http://tinyhabits.com/

COMMUNICATIONS &
COMMUNITY ENGAGEMENT

‣ why: belief, moRvaRon or
purpose
‣ how: experience or process
‣ what: details of product of
service

the opportunity
• raise awareness of issue
• build profile of
organisaRon or project
• engage community
• a=ract supporters
• a=ract funding
• crowd-‐source content and
ideas
• find allies
• engage influencers
• build networks
• collaborate
• coordinate collecRve
acRon
• scale impact

developing an integrated strategy
Social
Media
Strategy
OrganisaYonal
Strategy
Alignment of:
•Vision
•Mission
•ObjecRves
CommunicaCons
Strategy

what goes in to a good strategy?
1. An inspiring Vision statement
2. An engaging Mission statement.
3. Having clear objecRves. Make them SMART.
4. Knowing who your target audience is and understanding
what they value.
5. Knowing where your target audience is (which channels
they are on).
6. Clear and consistent messaging.

what’s your strategy?
1. What is your organisaRon’s Vision?
What does the world look like if you’re successful? How does
it reflect what you believe? How does it include others -‐ will
your target audience and other organisa?ons want to help
you achieve it? (This is the ‘why’.)
2. What is your organisaRon’s Mission?
How are you working toward your Vision? What do you offer?
What problem are you solving with your work, and who are
you solving it for?

vision statements
Kiva: We envision a world where all people – even in the most remote
areas of the globe – hold the power to create opportunity for
themselves and others. (26)
Save the Children: Our vision is a world in which every child a=ains the
right to survival, protecRon, development and parRcipaRon. (18)
Goodwill: Every person has the opportunity to achieve his/her fullest
potenRal and parRcipate in and contribute to all aspects of life. (21)
Teach for America: One day, all children in this naRon will have the
opportunity to a=ain an excellent educaRon. (16)
Make-‐A-‐Wish: Our vision is that people everywhere will share the power
of a wish (13)

mission statements
Special Olympics: To transform communiRes by inspiring
people throughout the world to open their minds, accept and
include people with intellectual disabiliRes and thereby
anyone who is perceived as different.

belief/theory of change
charity: water believes that we can end the water crisis in
our lifeRme by ensuring that every person on the planet has
access to life’s most basic need — clean drinking water.

3. What are your objecRves?
Make them SMART -‐ Specific, Measurable, Achievable, Relevant,
Time-‐bound! Develop 3-‐5 clear objec?ves for each of your
strategies -‐ organisa?onal, communica?ons and social media.
4. Who's your audience?
Be more specific than people of a specific gender or age, in a
par?cular loca?on or profession, or with certain interests. Think
psychographics profiles rather than just demographic. What do
your audience value (ends values)? What are they talking about?
What are they searching for? Consider developing personas.

5. Where are your target audience?
Which channels are they on and why? Where are they most
likely to get value from interac?ng with you?
6. What acRons (have mulRple) can they take with you?
What's in it for them? Think about what they value. Just
because it's compelling for you doesn't mean it will inspire
them to ac?on. How does the ac?on help us to move toward
a shared vision and how is does it reflect their values and
aspira?ons? Frame as an invita?on. eg. “Join us…”

7.What are your key messages?
1.Why is this issue important? Highlight with memorable and
repeatable facts, figures and metaphors. (Wrap them up in
personal stories and a broader narra?ve that reflects your
vision and values.)
2.What ac?on are you invi?ng people to take? How will it
contribute toward your vision and objec?ves? This should
be included in EVERY piece of communica?on.

KEY MESSAGES
• come up with three top line messages:
• the current situaRon and it’s impact
• your belief that it can change and how
• call to acRon for people to take
• have up to three supporRng messages
• keep them simple
• use language that the audience understands and listens/
looks out for

KEY MESSAGES
• do you have any killer facts and figures?
• do you have an anecdote or story?
• are there any metaphors or analogies you can use?
• do you have any images you can use?

MESSAGING
The Why:
1. What’s the need? What’s the current situaRon and its
impact. -‐> Do you have a killer fact?
2. What do you believe? What is the vision you’re working
toward? What supporRng evidence do you have that this is
possible? -‐ Either research or an example.

MESSAGING
The How:
3. What exactly are you doing to work toward your Vision?
i.e. your Mission.
4. What are the results or impact you’re seeing and
experiencing from your work (or of others doing similar
work)?
5. Use a story or metaphor to illustrate what you’re doing
and its impact.

MESSAGING
The What:
6. What acRon/s are you inviRng people to take? How can
their acRon/contribuRon/parRcipaRon help you work
toward your vision?

steps to success with social media
1. Watch and learn from those who know what they’re doing

2. Develop an integrated strategy

1. Be clear about your purpose

1. Be clear about your purpose and objecRves

2. IdenRfy your target audience

3. Decide on the best channels for you

4. Be clear with your messaging

3. Create a content plan

4. Develop systems for content curaRon, producRon &
posRng

4. Develop systems for content curaRon, producRon & posRng
5. Do and Review (and keep learning)

developing prototypes
A prototype is:
• a simple simulaRon of the experience of a new product or service that a user
can interact with
• a mockup that makes an idea tangible and real
Prototyping:
• serves to provide specificaRons for a real, working system rather than a
theoreRcal one
• provides a way to help surface quesRons about the desirability, usability, and
feasibility of your idea
• helps to spot problems
• allows designers to fail early (rather than a product or service to fail later)
• saves money and Rme

Iteratively making
and testing a series
of prototypes can
help you gain a
deeper
understanding of
your users and help
you refine your
solutions.

why rapid prototyping?
• design and test concepts (MVP) quickly and effecRvely
• taps into knowledge, skills and insights of whole team and
larger groups
• builds capability to work openly and collaboraRvely
• forces creaRvity with constraints
• straigh|orward
• dynamic
• fun

rapid
PROTOTYPing
1ST
DESIGN
Start with
the basics
1ST
TEST
Test your
concept
with others
2ND
DESIGN
Refine your
concept
2ND
TEST
Test your
final
concept
15
min
10
min
10
min
10
min
10
min
pitch
design
Prepare
your pitch
Workshop design inspired by the good work of Pete Williams (@rexster)
and team, Deloi=e Centre for The Edge (@c4Edge), Melbourne

how might we
get more victorians
to adopt less harmful
drinking habits?

the design challenge
• How might we challenge social acceptability of drinking to
excess?
• How might we focus on the cultural posiRves of moderate
(e.g. enjoying every moment) drinking rather than the
negaRve (e.g. missing out)?
• How might we challenge social pressures that make others
drink?
• How might we support people who want to drink less?

applying for the innovaCon challenge?
Think about:
1. How will your idea prevent harm from alcohol?
2. How is it different to anything else out there?
3. How are you taking advantage of market trends?
4. Who will you recruit to be on your project team?
5. How will your project be sustainable in Rme?

round one: design 15
min
1. KEEP IT SIMPLE
2. You don’t have to think of everything.
3. Focus on your market segment and the insights from your
persona.
4. What problem are you solving for them and what value is
your idea to them.
5. Be able to explain your idea quickly and simply.
6. Assign roles. Who’s the scribe? The designer? The user?
7. Test internally as you go…

round one: test 10
min
1. You have 10 minutes to explain your idea to
members of other teams.
2. Your team mates will split up and go to other tables
and hear about the idea they’ve come up with.
Things to consider:
1. Is the idea engaging? Can you see where it would create
value for the target audience?
2. Is it easy to get? What was hard to understand?
3. What smart things have other teams done that you can
steal?

round two: design 10
min
1. Incorporate feedback and ideas from people
who came to your table. Share it with your team
mates.
2. Incorporate what your team mates have learned from
other teams.
3. Start to refine and develop different elements
of your idea. How do people access your product
or service? How do they find out about it? How does
your persona feel when they use it? What do they love
about it?

round two: test 10
min
1. You have another 10 minutes to explain your
idea to members of other teams.
2. Your team mates will split up again and go to other tables
and see how other the team’s ideas have developed.
Things to consider:
3. How are they taking advantage of market trends?
4. How will this project be sustainable in Rme?

pitch design 10
1. Your pitch is allowed to be up to 2 minutes long.
2. Decide on a name for your product/service/
campaign.
3. IdenRfy the problem you’re solving.
4. IdenRfy your target audience and the value you’re creaRng for
them (why they’re going to love it).
5. Explain how it works -‐ your target audience and other key
stakeholders need to understand.
6. Decide on the format. A standard sales pitch, a demonstraRon
or a story board of your user journey?
min

what makes a great pitch?
1. Start with why.
1. What’s the problem you’re solving.?
2. Why is it important?
3. What’s the impact? Use memorable facts, figures, anecdotes and
metaphors.
2. What’s your soluRon?
3. Who’s your audience?
4. What do they value?
5. How is your idea different from others out there?

what makes a great pitch?
6. Who are you partnering with?
7. What are you building on that already exists?
8. Where are you in the stage of implemenRng your idea?
9. What do you need to take the next step?
10. How can we help you get there? What would you like us to do?
11. Share your passion.
12. Finish with your tagline.

what’s your
elevator
pitch?

the 30 second pitch
[We/my organisation/project] is
developing a [defined offering] to
help [target audience] to
[solve a problem] with
[secret sauce].
http://techcrunch.com/2010/11/03/madlibs-pitch-adeo-ressi-founder-institute/

"Lean Startup" is a system for developing
a business, product or service in the
most efficient way possible to reduce the
risk of failure.
It is an approach that treats all ideas as
having assumpRons (or hypotheses) that
must be validated by rapid
experimentaRon in the marketplace. The
approach relies on scienRfic
experimentaRon, iteraRve product
releases, and customers feedback to
generate validated learning.

The key is to idenRfy
assumpRons -‐ would
people actually buy or do
this? Not by building the
whole product, but by
building a Minimum
Viable Product (MVP).
The MVP is the most basic
version of your product
that is valuable to your
user, that will enable you to
test and learn.

“By the ?me that product is ready to be
distributed widely, it will already have
established customers.”

BMC Iteration Assumption Testing
Experiment Design
Hypothesis Participants
Approach & Activities Expected Data
& Actual Data
Learning Goals &
Outcomes
Decision
Lean Startup Experiments

What experiments could you do to
test your assumpCons?

Assumption Testing
Experiment Design
Hypothesis Participants
Approach & Activities
Expected Data
& Actual Data
Learning Goals &
Outcomes
Decision

applying for the innovaCon challenge
Think about:
3. How are you taking advantage of market trends?
4. Who will you recruit to be on your project team?
5. How will your project be sustainable in Rme?

Stage 1: Produce and submit your video pitch
Two minute pitch videos to be submi=ed by Friday 21 November.
Videos will be reviewed by a VicHealth shortlisRng commi=ee.
Stage 2: Shortlisted pitches will develop a business plan
Pitches to be shortlisted (week of) Monday 24 November.
If your idea is shortlisted, you will be asked to develop a simple business plan to
explore your idea in more detail (week of) Monday 1 December.
Stage 3: Present to an Assessment Panel
Shortlisted applicants will then be invited to present to an assessment panel on
Monday 12 January 2015.
http://challenge.vichealth.vic.gov.au/about.html

• Don’t worry about the quality of your video, VicHealth will
be assessing the quality of the idea, not the quality of the
footage.
• VicHealth do not expect you to develop professional
quality videos. Make it cheap and cheerful. Just talk to a
camera. You can even record yourself on your smart phone!
challenge.vichealth.vic.gov.au

thank you
DAVID HOOD
@DavidAHood
JULIAN WATERS-‐LYNCH
@jwaterslynch
join the conversa<on on twi=er with
@VicHealth
@DoingSomeGood
#VHinnov
doing
something good

VicHealth Innovation Challenge - Alcohol: Ideas Jam 2014

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