<aside> <img src="/icons/groups_yellow.svg" alt="/icons/groups_yellow.svg" width="40px" /> I supported a client to explore the potential of a new customer, and what means for the product, marketing, and sales strategies.

Throughout several months we worked closely together, and in collaboration my team delivered a (co-created) product and marketing strategy based on a set of quantified personas.

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Quick find:

Client: JobCloud // Team: UXR Lead, junior UXR, client project lead, client UXR // Project Duration: 10 Month exploration // Goal: Explore and define a potential valuable target-group

PROJECT SETUP

This project started with a small request: facilitate a workshop to merge insights from 15 interviews into a group of personas.

It became quickly clear that more was needed to deliver actionable value to different departments, and increase the awareness on if and how to keep the personas ‘alive’.

The project turned into a 10 month customer centric transformation project, before handing it fully back to the client.

<aside> <img src="/icons/bullseye_yellow.svg" alt="/icons/bullseye_yellow.svg" width="40px" /> GOAL

Facilitate a workshop to merge insights from 15 interviews and define personas.

Explore the dependency of different departments, and what ‘actionability’ of a persona means to different departments.

Deliver a set of actionable insights and personas.

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MY ROLE

SERVICE DESIGN LEAD

• Setup the project process, setup a stakeholder collaboration (bi-weekly stakeholder review sessions).
• Define persona material
• Onboard and off-board relevant employees
• Setup a way of working that shows research value

WORKSHOP MASTER

• Increase transparent collaboration
• Collect many many insights
• Ensure personas to fit all departments
• Prepare for change of working and feeling of co-ownership of personas, also for after the project was delivered

PROJECT PROCESS

OVERCOME DISTRUST

The project started with a lot of distrust against it. Many people had doubts about the usefulness of personas.

Besides, a lot of input and effort was asked from employees with little feedback and understanding of the value of this.

BUILD TRUST

I based a project approach and collaborative setup on the need to bring back trust in the project, by actively and transparently updating stakeholders, and make sure to often ‘give something back’.

ENABLE TRANSPARENCY

• Weekly checkin with the core team (me as UXR lead, UXR intern, UXR client, project lead client).
• Bi-weekly checkin with the project team, core team + key stakeholders (heads of marketing, sales, support, product, data).
• Monthly delivery of actionable outcomes.
• Quarterly handover of outcomes in a presentation and Q&A format with all relevant employees (100+ participants).
  • the process below shows the quarterly goals

METHODS

HIGH STAKEHOLDER INVOLVEMENT

• Analysis of 15 (previously done) interviews
• Full day (virtual) persona workshop
  • Finalise and publish need-based personas
• Several further stakeholder workshops
  • customer journeys
  • communication journeys
  • value proposition evaluation
  • quantification setup
• Large scale survey to validate and quantify the personas
  • 400+ current customers
  • 200+ non-customers

OUTPUT

PLAN AND INSIGHTS HOW AND WHY TO ENGAGE

• Target-group profile
  • 4 quantified and validated need-based personas
• Prioritised product and feature opportunties
• Customer journey with pains and gains identified
• Department specific co-created impact:
  • 4 marketing strategies co-created
  • Internal sales trainings and workshops
  • Strategy for product improvements
  • Insights for the support team to better understand needs

REFLECTION

PROJECT IMPRESSION