This is a new business, but there's a portfolio of innovation experience behind it - in retail, mobile, energy, banking, health and fitness.
A sample of projects worked on over 20 years, launching innovations inside big brand businesses and developing new propositions for clients as a project partner...
"RICHARD'S GUIDANCE OF BOTH THE PROCESS AND THE THINKING WAS EXCEPTIONAL - CONSISTENTLY STRIKING THE RIGHT BALANCE BETWEEN CHALLENGE AND SUPPORT, CREATIVITY AND PRAGMATISM. AS A CLIENT I FOUND THE SCRUTINY OF OUR THINKING AND THE PROVOCATION TO MAKE THIS STRONGER INVALUABLE THROUGHOUT"
DIRECTOR, MAJOR UK RETAILER (PREVIOUS COMPANY PROJECT)
Making wearable tech more useful every day
Consumers are starting to use wearable tech more regularly, but the market has been dominated by health and fitness tracking. Working with a financial services client, the project needed to identify how wearables technology was evolving and how customers might want to include paying for products and services in retail, using wearable devices.
tracking activity, but what now?
It was clear that mid-market customers were enthusiastic about their wearable tech for exercise tracking, but they weren't sure what they would do next. They were generating a lot of new data to keep track of their exercise, but how was it helping them to achieve their goals? How did it help tell them what to do next - the little ways they were trying to improve their health or make their lives easier to manage?
more useful every day?
How might a more useful wearable proposition experience help them in their everyday lives? And how might that drive take up amongst more people? What might make a wearable device and experience something indispensable to wear all day, every day, not just for exercise or specific health tracking?
For example, could the wearable be supported by a digital coach or gym membership to make a more complete health and fitness solution? Would wearables help us to pass more quickly and smoothly through big city transport and office barriers?
CUSTOMERS DESIGN NEW CONCEPTS
A customer-led approach designed new concepts that solved everyday problems. They were co-created in customer workshops, using stimulus from trends and ideas all around the world. Each concept had incorporated understanding of the technology and design possibilities, with a pricing model that made sense to customers. Each married a physical device with a broader digital experience (like a health coach plan).
MAKING EVERY DAY EXPERIENCES EASIER
The key to the next generation of wearables now emerging is that there is an understanding of how customers are behaving and what they're looking for next - straightforward, indispensable devices and experiences that seemlessly fit into our lives, but saving us time, helping us to stay healthy (in body and pocket) - making things just a little easier every day.
New wearable propositions are now emerging from these early concepts. Products and experiences that are beginning to seamlessly integrate into our lives, just like our smartphones did before. What once stands out as something novel, can soon become a mass-market essential, with the right customer proposition design thinking.
- market review of emerging wearable products and services
- customer behaviour research
- customer and colleague co-creation workshops
- shortlist of new proposition concepts with defined features, benefits
- creative 'adcepts' to illustrate potential market positioning
- indicative customer pricing models
- headline internal capabilities and feasibility
This case study refers to a recent project, designed and led by On Tap founder whilst at a previous product and service experience design consultancy.
Reinventing a retail customer offer:
new services, seamless shopping and new value competition
Shopping is changing fast.
First, the big shift was from city centre to out of town shopping centres and huge supermarkets, then the smarter retailer competed by understanding customer data and targeting different segments, then the internet challenged with lower prices and endless choice.
unlimited, Seamless shopping
And now customers expect all of that to come together - with seamless shopping that allows them to access unlimited product choice, personalised recommendations and great value purchases at any time and any place, on any device. So how do the oldest, most established and trusted brands adapt to this highly competitive world of value and choice? How do they make the most of their brand strengths to grow?
integrated, omnichannel experiences
The 'omnichannel' world is creating new winners and losers. The winners are the retailers who can create a complete ecosystem, that captures every selling and interaction opportunity by understanding what the customer did last and making their next shopping decision easy. Those that are beginning to struggle haven't clearly defined the role of different channels, or responded to new value expectations.
ENd of the big box shop?
For more and more families, the retail park big box shop has become less attractive, versus increasingly convenient home delivery options. And for those looking for niche products, the specialist high street retailer isn't always so essential, as the internet brings a whole world of 'long tail' products in easy reach.
little & often shopping
Others have responded to tougher economic times by shopping in retailers they trust will have a smaller, 'edited' range of the right products that's available close by - so that they can top-up when they need to, rather than wasting products like food when hectic lifestyles mean that plans change.
every channel shoppers
And the most demanding customers are mixing up all these behaviours - switching between in store, mobile, Twitter recommendations, laptop, premium store experiences and functional value transactions, ordering here and collecting there - expecting the retailer to keep up!
national brand refreshes retail offer
For one major retailer with an ambitious growth target, they needed to refresh their customer offer to grow in a way that understood their strengths, didn't jeopardise their successful model, and responded to all these trends, before those trends risked undermining their position.
smart up-SELL but declining visits
The brand has a strong heritage of trust and is much-loved by customers. The retailer had invested in powerful customer data and CRM tools to target increased spend from its core base. However, as shopping habits have changed, customers were finding they didn't have as many reasons to go out of their way to shop there, with so many supermarket, value player and online store competitors. A new younger generation didn't have the same habit of shopping as frequently with the brand.
making a new proposition stand out
Changes to the customer proposition would need to be substantial if customers were to notice in their busy lives, full of competing communications. For their spending habits to change significantly, achieving the company's ambitious revenue growth goals, customers would need to be triggered to re-evaluate what the retailer could do for them.
new customer behaviour insighT & SERVICE DESIGN
Over a 4 month period a full customer insight and innovation process designed a series of new initiatives. Beginning with a long wishlist from the business, exploring the brand potential and frustration with customers, this was narrowed down into a few key areas:
- a new personalised value and loyalty proposition
- 2 integrated in-store and online specialist advice services (with varying price/subscription options)
- an essential products convenience offer for everyday high street shopping
- a new omnichannel 'anytime anywhere' integrated high street and digital shopping experience
For each of these, there were bespoke customer research sessions - from group co-creation to accompanied in-store walk-through prototypes of new integrated face-to-face consultation and digital advice services. Each also involved a specific product feature and experience design, a pricing and revenue model, and a blueprint for rolling out across the business nationwide.
Example project output
- Commercial goals, target customer personas and needs, re-defined
- International competitor best practice, innovation examples and trends reviewed
- Brand territories explored and tested with customers
- New product and service initiatives designed with customers and shortlisted
- Product and experience features designed and tested
- Concepts visualised for store and digital environments
- In store consultation and digital experiences prototyped and requirements specified
- 3 year growth path developed for each new initiative
- Benefits case, capabilities and operational blueprint
- Pilots and go-to-market plans designed
- Programme design and implementation advice for cross-functional senior team
- Multi-media executive packs to brings to life customer insights, prototypes and blueprint
All the new value and service propositions are now at pilot phase in selected stores, with early indications outperforming customer take-up, satisfaction and commercial expectations. These propositions have formed the 'beacon' elements of a refreshed overall customer offer, which is now informing the business's operating model changes - transforming the business, ready for its new customers.
This case study refers to a recent customer offer programme, designed and led by On Tap founder whilst at a previous product and service experience design consultancy.
HIGH STREET MONEY FOR A DIGITAL GENERATION
RE-DESIGNING MONEY WHEN YOU'VE GROWN UP DIGITAL
The brief: a high street financial services businesses wanted to explore a new proposition for a new generation of younger customers, to grow their business for the future.
Case study coming soon.