The Customer Discovery Handbook. This customer discovery handbook draws on long- standing practices from design research and usability engineering. I think you’ll find it a useful complement to your work in ‘design thinking‘, ‘Lean Startup‘, ‘Customer Development’, and the related topic of ‘business model generation‘. Discovery/design research spans everything a business does around making things and selling things. The first step to success is structuring your ideas. I’ve organized the balance of the handbook around the following five areas: These areas are tightly related to the Venture Design process and I reference those tutorials, templates and workshops below. Persona & Problem Hypothesis.
I’ve paired these under a single heading since most of the related activities are done together. The key questions you’re trying to answer for yourself are: Who is my customer and do I understand what makes them tick? Have I identified one or more problems that are important to them? What alternatives are my target personas using to deliver on the problem today? The persona is a humanized view of your customer, be they buyer and/or user of your product.
For background, see the tutorial here on Personas. By problem, I mean an underlying job or need that exists for your persona(s). Anchoring to the right problem (vs. The aforementioned tutorial describes personas & problem scenarios. Your goal at the end of this is to have clear working answers to the above, supported by notes that are vivid, actionable, testable for you and your collaborators. Preparation. High quality observation learning offers the only good answers to the questions above. That said, I highly recommend pushing yourself to 1) brainstorm a set of personas and problem scenarios and then 2) pick the most important and draft them.
Why? I’ve found my students & advisees get the most mileage out of the mentally and emotionally taxing work of finding subjects and interviewing them when they have a focused view of what they want to know. This section of the Venture Design page has tutorials, examples, templates, and workshops you can use to draft your first set of personas & problem scenarios: Tools for Creating Personas.
Once you’re comfortable you know what you want to know, it’s time to move to execution. Execution. Ready to go discover who and where you can innovate and deliver value? Here we go! 0. Know What You Want to Know. Before you go out and execute discovery, you’ll want to have a clear idea of what you want to know. See the previous section on this. Create a Screener.
You have specific personas you want to learn about.What simple, factual question can you ask a potential subject to be sure they’re relevant? Drivers For Proliant Dl380p Gen8 Quick more. This is more important than it may seem.
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We have a natural bias to go with subjects that are convenient & comfortable, which can dramatically limit actionable learning. Don’t blame yourself, but do screen yourself! For example, let’s say we’re interested in problem scenarios around some aspect of network management, with the idea of possibly building an application for network engineers to manage transport elements like routers and switches. We have a persona(s) for the end user that we want to develop and validate.
A good screener would be: ‘How many times last week did you log into a switch or router?’. Design an Interview Guide. Not a survey and not a script, this a tool for you to organize your questions across your objectives and available best practices, many of which you’ll learn and incorporate as you go. Do not worry about sticking to the script every time. You won’t create a useful persona by attempting ‘statistically significant results’. Do worry about covering your bases on the persona and problem scenarios.
Do worry about updating the guide as you learn what’s working for you and isn’t (yes, it’s OK to update the guide as you go along; it doesn’t invalidate the data). Here’s an example of an interview guide for ‘Enable Quiz’, a startup- up that’s looking at problem scenarios around how HR managers screen technical recruits for engineering jobs. PERSONA HYPOTHESISQuestion Format.
Example Questions (Enable Quiz)Tell me about [yourself in the role of the persona]? Tell me about being an HR manager?
How did you choose that line of work? Why? What do you most, least like about the job? What are the hardest, easiest parts of the job? I’ve heard [x]- does that apply to you? Tell me about [your area of interest]? Do you do screen new candidates?
If not, who? Can you tell me about the last time? What was the trigger? Who else was involved? What was it like? Tell me your thoughts about [area]? Where do you learn what’s new? What others do? Who do you think is doing it right?
How did you make your last decision? What do you see in [area]? Where do you learn what’s new? What others do? Who do you think is doing it right?
How did you make your last decision? How do you feel about [area]? What motivates you? What parts of it are most rewarding? Why? Tell me about the last time?
What would it be like in your perfect world? Mixpad Audio Mixer Keygen Generator Software . What do you do in [area]?Would you show me your interview guide?
Example notes? What the vetting process was like on the last few candidates? PROBLEM HYPOTHESISQuestion Format. Example Questions (Enable Quiz)What are the top [5] hardest things about [area of interest]?
What are the top 5 most difficult things about making good tech hires? Why? How do you currently [operate in area of interest- if you don’t have that yet]? OR Here’s what I got on [x]- is that right? How do you currently screen for technical skill sets? Who does what? How does that work? What’s [difficult, annoying] about [area of interest]? What’s difficult about screening technical candidates?
How do you validate they have the right skill set? How are the actual outcomes? Examples? What are the top 5 things you want to do better this year in [general area of interest]? What are the top 5 things you want to do better in technical recruiting and hiring?
Why is/isn’t [your specific area of interest on that list]? Why is/isn’t screening for technical candidates on that list? You may notice that the two parts of the interview guide overlap.
That’s OK- particularly if you observe that you’re getting new and different responses between the different forms of the question. Subjects will remember things they wanted to tell you over the course of the interview and they will never understand all the questions exactly the way you intended (that’s just the limitations of human communication).
For a template with these items, see Interview Guide (Venture Design Template). Find Subjects. Are you finding that getting to the right interview subjects is difficult, messy, and time- consuming? Good- you’re probably doing it right. If I knew an easier way, dear reader, I would tell you straight away.
The reality is that soliciting online and even using high- priced agencies tends to deliver atypical subjects, semi- professional participants that are not a reliable or useful source of actionable learning. Find your subjects by hook or by crook and use the screener to make sure everyone’s investing their time appropriately- that’s the best way.
Is your persona an oncology nurse? Call your uncle across the country who does the books at a hospital see who he knows. Half of those people will probably tell you never to call them again (that’s hyperbole). Take solace in the fact that quality learning at this stage will have geometric benefits downstream. Should you compensate them? Yes, in some fashion. They’re generously giving up their time for your venture.
If you’re a startup you probably can’t afford to compensate them at market rates. You should nevertheless present them some token of your appreciation (Starbucks gift card, etc.), acknowledging that it’s just a token and that you’ve appreciated their generosity with their time. Not only is it appropriate and polite, but it will make it much more likely that they help you find other subjects. Interview Subjects. Never, ever, ever, pitch subjects your product, or even advocate a particular point of view. Your job is to learn something from the subject that will allow you to scale an offering to 1.
It’s not to sell them something (or worse yet have them tell you what you want to hear). That said, most subjects will not understand your approach or objective and that will make them uncomfortable. Being forthright with them about what you’re doing is key. Explain to them what you want to learn. That is your objective (not selling).
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