LEAN DESIGN RESEARCH: DECODE, DEFINE, AND DEVELOP THE RIGHT SOLUTION
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Dialexa is a technology product development company that specializes in end-to-end product innovation, helping clients launch products across various platforms. They utilize design research methodologies, such as ethnography and design thinking, to understand user needs and enhance product development, alongside their achievements in funding efforts and growth rates for ventures like Vinli and Robin. The document also outlines tools, methods, and insights for improving operational efficiency and customer experience in the subscription-based car service Flexdrive.
LEAN DESIGN RESEARCH: DECODE, DEFINE, AND DEVELOP THE RIGHT SOLUTION
- 2. About Dialexa We are not in the business of normal. Dialexa is the only technology product development company with the competence and vision to help you launch any product, on any platform, from idea to execution. No matter how difficult the problem, no matter how uncharted the waters, we will work alongside you to create products that users love.
- 3. From Idea to Execution - End-to-End Product Development Innovation & Product Consulting Design Software Development Hardware Engineering Product Launch & Growth Hacking
- 4. Vinli: Achievements Finalist 2014 Startup Battlefield at Tech Crunch Disrupt San Francisco 235% Funding Goal Indiegogo Investors Samsung Cox Automotive Continental First Round Capital The Westly Group $6.5M Series A Funding
- 5. Robin: Achievements $1.2M Funding Raised Multiple Markets Dallas Miami Austin Houston 65% Month-Over-Month Growth Rate
- 6. Hi, I’m Sarah Senior UX & Design Researcher WORKED WITH BRANDS SUCH AS AT&T, GameStop, NBC-Universal, Sabre, Jones Lang LaSalle, Novation, Robin, Flexdrive ACU BFA GRADUATE: MAGNA CUM-LAUDE AT DIALEXA I lead our discovery sessions working with both stakeholders and customers to capture their needs.
- 7. Design Research A brief overview
- 8. Ethnography investigates not only what consumers say they do, but what they actually do. Place Picture Here - Ethnography in The Field of Design by Christina Wasson Design Thinking getting beyond the assumptions that block effective solutions. -IDEO & ACCUMEN Human Centered Design Course
- 9. Take this with you But wait it’s dangerous out there
- 10. Time Timer For anyone who wants to measure and manage time more effectively, Time Timer® is an innovative visual timer designed to “show” the passage of time through the use of a patented red disk that disappears as time elapses. Place Picture Here
- 11. Full Stick Post-its Place Picture Here Make sure to get at least 3 colors to help designate different sections or ideas. I really enjoy the location inspired post-its.
- 12. Fine Point Dry Erase Markers You can use them for everything! Place Picture Here
- 13. Voting Stickers Place Picture Here Decision makers get super votes/ more votes.
- 14. Snacks Place Picture Here I’ve made people miss the food trucks, the snacks kept them from revolting against me.
- 15. Tools & Methods to Start With Discovery / Kick Off
- 16. Stakeholder & Customer Interviews Talk to people
- 18. Business Model Canvas By Alexander Osterwalder
- 19. Business Model & Value Proposition Canvas EXAMINES Landscape around your business Your business model Your value propositions OTHER METHODS Lean startup method Start with the why - Simon Sinek The Startup Owner’s Manual - Steve Bank Blue Ocean Strategy The Business Model Canvas Revenue Streams Customer SegmentsValue PropositionsKey ActivitiesKey Partners Cost Structure Customer Relationships Designed by: Date: Version:Designed for: ChannelsKey Resources Value Proposition Customer Segment The Value Proposition Canvas VALUE MAP Gain Creator Product / Service CLIENT PROFILE Pain Reliever Gains Pains Client Job
- 20. Place Picture Here The Business Model Canvas Revenue Streams Customer SegmentsValue PropositionsKey ActivitiesKey Partners Cost Structure Customer Relationships Designed by: Date: Version:Designed for: ChannelsKey Resources EFFICIENCY VALUE
- 21. The Business Model Canvas Revenue Streams Customer SegmentsValue PropositionsKey ActivitiesKey Partners Cost Structure Customer Relationships Designed by: Date: Version:Designed for: ChannelsKey Resources Who are your key partners/suppliers? What are the motivations for the partnerships? Examples: Logistics partners ___ City management Examples: Technology & content fulfillment ___ Systems management Fleet management Examples: Sales margin _ Utility computing fees Fulfillment handling fees __ Pay per minute - $0.27 (all inclusive) What key activities does your value proposition require? What activities are important the most in distribution channels, customer relationships, revenue stream…? Examples: IT infrastructure & software Development & maintenance Fulfillment ___ Fleet management Telematics management Cleaning What core value do you deliver to the customer? Which customer needs are you satisfying? Examples: Online Retail _ Fulfillment by amazon Amazon web services ___ Individual urban mobility w/out car ownership What relationship that the target customer expects you to establish? How can you integrate that into your business in terms of cost and format? Examples: Customized on-line profiles & Recommendations ___ One-off sign-up What key resources does your value proposition require? What resources are important the most in distribution channels, customer relationships, revenue stream…? Examples: IT infrastructure & software Global fulfillment infrastructure ___ Service Team Telematic systems Smart fortwo car fleet Through which channels that your customers want to be reached? Which channels work best? How much do they cost? How can they be integrated into your and your customers’ routines? Examples: Amazon.com Affiliates API ___ Car2go.com, Car2go parking lots Car2go shops, Pickup/drop off Which classes are you creating values for? Who is your most important customer? Examples: Global consumer market (North America Europe, and Asia _ Developers & companies Individuals & companies that need Fulfillment ___ City dwellers What are the most cost in your business? Which key resources/ activities are most expensive? What are the most cost in your business? Which key resources/ activities are most expensive? For what value are your customers willing to pay? What and how do they recently pay? How would they prefer to pay? How much does every revenue stream contribute to the overall revenues? Examples: Technology & content fulfillment ___ Systems management Fleet management Which key resources/ activities are most expensive?Which key resources/ activities are most expensive?
- 23. Value Prop Canvas By Alexander Osterwalder
- 24. Value Proposition Customer Segment The Value Proposition Canvas VALUE MAP Gain Creator Product / Service CLIENT PROFILE Pain Reliever Gains Pains Client Job
- 25. Pains Gains Customer Job(s) Manage security Assure compliance Manage staff Satisfy users Create value for Corp Design IT strategy Manage budget Manage legacy systems Fully integrated Ability to provide business critical info Support innovation Ability to invest in new systems Integrated platforms (mobile, cloud) Happy users Seat at the top of management table Projects on time and on budget Employees following IT policy Unified purchasing Contribution to revenue growth Infrastructur e downtown Budget cuts Updating Software Mobile gadgets of employees Security breach Getting fired Antiquated legacy systems Budget overruns of 5% Compliance breach Overflowing request of IT products CIO Example
- 27. Gain Creator Product / Service Pain Reliever Web app (upsell) Value prop canvas Exclusive online companion Book Online exercises, tools, community Courses (upsell) Helps shape ideas Helps create products + services people want Helps understand what matter to customers Shared language to communicate + collaborate Software supported methodology Step by step instructions to get started Proven effective suite of business tools Share with and learn from peers Enables practice + skills (self assessment) Access to advanced material + knowledge Integrates with other business methods Brief, clear, + applicable content Integrated with Business Model Canvas Engaging online multimedia content Practical visual and enjoyable format Minimizes risk of (big) failure
- 28. Value Proposition Customer Segment The Value Proposition Canvas VALUE MAP Gain Creator Product / Service CLIENT PROFILE Pain Reliever Gains Pains Client Job Share moment of fun Both enjoyed moment Waiting in line Connect with each other Leads to great conversation Not able to get babysitter Not intimate enough Movies on big screen Movie website Duo seats big screen & surround sound Advanced online booking
- 29. Value Prop Mad Libs Dialexa engage helps project managers who want to by and Improve client relationships Unproductive meetingsAvoiding Centralizing Easy communication about the project Our (product) helps (customer segment) who want to (jobs) by (your own verb + pain) and (your own verb + gain). Unlike (competitor) TEMPLATE
- 30. Journey Map Visualize your research
- 31. REGISTER BACKGROUND CHECK APPROVED / EMAIL / CALL DRIVE RENEW EMISSIONS AND PREP IN RENT CENTRIC SYSTEM GPS PREP RIDE SHARE INSPECT (TX) ON LOT PLACE TAGS AVAILABLEBUY APPLY FOR TAG/ TITLE SMS 3 SMS 1 REPO TURN OFF PAID / CAR RETURN SMS 2 APP NOTIFY MARKET MANAGER CALL MEET CHECK CAR/ CLEAN AVAILABLE BILL IN MAIL FLEX DRIVE PAYS FIND CUSTOMER INVOICE/CALL CUSTOMER CUSTOMER PAYS APPROVED SELL ACCIDENT REPORT OVER $800 REVIEW SWAP INVOICE SALVAGE LEAVESERVICE SHOP FLEXDRIVE APP CAR LIGHT RECALL NOTICE DRIVER AWARE SWAP SERVICE SHOP PROVIDE PROOF APPROVED LEAVEOVER $800 REVIEW Dynamic pricing structures will help adjust and perfect their business model. Automation will empower Ops to spend more time on important process efficiencies such as reducing repos, increasing utilization and margins, as well as creating insurance reports proving uber should pay for accidents. Payment plans and unification of the separate systems will solve critical pain points for collections and will mitigate risk and loss. Preventing the use of prepaid cards and empty debit accounts along with having a authorization hold will ensure Flexdrive gets paid. VEHICLE PURCHASED & ADDED TO FLEET CUSTOMER SIGN UP MISSED PAYMENT GET / SWAP / RETURN MAINTENANCE / RECALL DOING TOLLS / VIOLATION / TICKETSUBSCRIPTION ACCIDENT VISION The research for this journey map includes interviews with the team and documents provided. Created July 2016 Flexdrive provides consumers with the most convenient, affordable, and fun subscription-based alternative to car ownership while empowering fleet owners to monetize vehicles by increasing utilization. By providing superb customer experience and automated administrative workflows Flexdrive is pioneering a new way to experience the road. Digestable - Flex Central will present data to be highly digestible, hierarchical and organized. 1 2 3 Intuitive -Flex Central will be easy to use and navigate. Empowered - Flexdrive employees will feel in control and highly productive using Flex Central. GUIDING PRINCIPLES Automation – reduce manual steps to streamline processes 2 1 3 Scalability – ability to handle and support increasing demand on systems Integration – reduce the number of disparate systems and tools GUIDING PRINCIPLES This document was prepared by Dialexa. SOURCES &TEAM THINKING Fleet Managers: “Give me all the data.” Fleet Manager: “I’ve got to decide to salvage this car or fix it.” Operations: “Subscribers don’t usually have the money to pay the $1,000 deductible all up front so we do a $250 deposit to get back into the car and it’s a headache to keep track of.” Market: “I keep track of the subrogation for our customers to know if I should refund them or charge them.” Billing: “Very manual process to cross reference the customer, time, and vehicle.” Billing: “I use notes to say this name is a habitual viloator; however, there is a disconnect between invoiced.com and rentcentric updates.” Billing: “This is very spreadsheet orientation” Fleet Manager: “I want data on cost of maintenance across the states. I am getting brake pads for the same price in Texas as in Georgia?” Fleet Manager: “The maintenance invoice lag is bad and we have to create the data to show this was taken care of.” Fleet Manager: “I need a history of cars and customer so we can see if there is trends in car breaking down due to it’s make vs person vs service shop. We also want to see revenue per vehicle or customer.” Operations: “Hope we did an oil change in between swaps.” Market Manager: “If we have too many people in one kind of car and there’s a recall, this could be disastrous to our business.” Fleet Manger: “I copy and paste from Rent Centric.” Fleet Manager: “Let me see all markets.” Fleet Manager: “We should be able to see car history with customer history.” Operations: “People make fun of me for my calculator but it helps me get sales tax done.” Operations: “We need late fee deterrent.” Operations: “We don’t have a clear picture of someone not paying or someone trying to pay but their card was declined.” Billing: “We really want to mitigate risk.“ Operations: “Changing payment day is a very manual process and I’m using a calculator.” Market: “A digital body damage form would be useful so it wasn’t at home and it was easy to pull up and show to a customer.” Fleet Manager: “I need a non revenue report and Rent Centric won’t give me return dates so I can’t make it.” Fleet Manager: “The default is 15 passenger van. I guarantee you we don’t have one.” Fleet Manager: “Every field I have is a dropdown!” Fleet Manager: “I don’t need to create new make and models for all markets because they get typoed and it’s double the work.” Billing: ”When we have legacy customers we give legacy pricing and that messes up our current pricing.” Market Manager: ”I need a better way to capture and post photos of the car.” Customer Service: “What is the background of this driver?” Market Manager: “App saves us paper and creates a digital copy. If we could do this for our body damage that would be super helpful.” Market Manager: “I’d really like a surface pro.” Market Manager: “We don’t have the analytics to do drip campaigns and convert signups.” Friction Frequency Personnel Effected Friction Frequency Personnel Effected Friction Frequency Personnel Effected Friction Frequency Personnel Effected Friction Frequency Personnel Effected Friction Frequency Personnel Effected Friction Frequency Personnel Effected Friction Frequency Personnel Effected USERSJOURNEYOPPORTUNITIES ALL OPS EXPERIENCE MARKET Central will be sensitive to the screen sizes a market manager uses since he or she is often out of an office. Digitizing paper forms helps ensure they do not get lost. By spending less time on manual process and spreadsheets, market managers can focus their efforts on getting more people in cars. Instead of tracking the current state of cars and copy and pasting data, fleet could be working on forecasting and solving for the value of company to a dealer. A better system can help a fleet manager increase fleet utilization and inform market demand for cars. Better education on the website will help overcome the hurdle of understanding the business. The market is ripe to accept a subscription based car service and by partnering with dealers can offer a new stream of revenue that benefits dealers, consumers, and . A driver score can help mitigate risk and adjust pricing. With the right tech and experience company could function with little to no human touch-points. Buisness can position itself to be in dealerships where the offering is to buy, lease, drive. Calendar integrations with customers can help enhance their experience with by enabling them to plan the perfect car for the right event. ALL Ops personnel would benefit from understanding how the car and subscriber data are tied together. F1 will greatly reduce the amount of steps, human errors, duplication, and will also reduce the number of portals employees currently struggle with - creating better efficiency and giving employees several hour of their time back to their day. Better data will enable better reporting. Better reporting will inform the user of the current market and business trends, empowering the user to make better decisions to improve and grow the business. Spreadsheets are used in general to gather information from multiple screens and platforms so that the users have everything they need to make decisions and take action. F1 will eliminate the need to create those spreadsheets, saving everyone valuable time. With more accurate data we will have better analytics, enabling Flexdrive to be more proactive rather than just reactive. BILLING FLEET CUSTOMER MVP Maintain current operational capabilities and automate manual processes with an integrated system that is built specifically for Flexdrive. Meeting for the first time requires additional time to go over the subscription agreement. Uber drivers require extra steps. When a customer returns a car, ops has to go to a different screen to ensure they paid. Uber drivers require 2 extra steps. Tolls are more steps because billing has to cross reference the toll dates to the time the customer was in the car and attach the report to the invoice. Recalls are an extra hassle because of the amount of swaps and coordination that has to happen. Happy path subscription really requires no work from the team. Millage might be the only thing we want to regulate. CURRENTSTEPS PRIMARY VARIANTS 0 25 15 20 5 10 ENGINEERINGDESIGN MAP KEY Ongoing, Non-Linear Unclear Process Non-Linear but Time-Based
- 32. Story Mapping A user story I can understand
- 33. Story Mapping METHODOLOGY Story Mapping gives us a shared understanding of what we are building and ensures we answer the ‘why’ of our user stories not just ‘what.’ Together we mapped out the process over a few screens ensuring we capture important workflows and who uses them. We also discussed how they can change over time. This exercise helped us better see the product as a whole including details for key user stories, screens, and features. Place Picture Here
- 35. Test What You Put Out There
- 36. Growth Hacking For all the beautiful data nerds
- 37. Experiment and Test Sprint Hypothesis Synthesis Here we will take all our findings and put them in Test Cards. These can be any idea, and are scored based on 3 metrics that help us prioritize what each sprint will accomplish. Typical sprints launch and test 3 experiments / week depending on resources.
- 38. Experiment and Test Sprint Prioritization Here we will take all our findings and put them in Test Cards. These can be any idea, and are scored based on 3 metrics that help us prioritize what each sprint will accomplish. Typical sprints launch and test 3 experiments / week depending on resources.
- 39. Experiment and Test Sprint Execution Test cards are chosen each week and executed. As they move through various stages, visibility into the sprint is shown in this view and analysis is performed once enough data comes through.
- 40. Learn Review Learnings and Categorize Experiments Analysis occurs each week as experiment data becomes significant. They are tagged and categorized as successful, unsuccessful, or inconclusive. This creates a searchable document the team can look back on when new ideas come up that may be similar, or other team members can get a good idea of what’s been tried before and the history of each experiment vein.
- 41. Learn Review Learnings and Categorize Experiments Deep analysis and explanation is provided to team members regarding what worked and why. The why is the most important part, allowing additional experiments to pivot off the new learnings.
- 42. User Testing For those of us who prefer to just ask why
- 45. Questions?