Circulation: 200 printed, electronic version
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Published by: Project InnoDoors at Center for Industrial Production, Aalborg University.
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Prepared by: Søren Wandahl, Alexia Jacobsen, Henrik Sørensen, Søren Bolvig Poulsen, Astrid Heidemann Lassen
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Title: User Values – From idea generation to idea clarification
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1st edition – Copyright 2011
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In order to make the subject matter clearer and easier to understand, the following makes use of the fictional example of ’InnoFloor’ A/S, which produces floors for both consumers and larger public projects. InnoFloor A/S has recently experienced an increase in the number of competitors and must therefore resort to new methods to maintain its competitive position.
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The branches that sprout from the customer segment branches represent the user segments. If the first branching from the customer branch does not represent a group of physical
Tools: Time: Participants: Cost: Difficulty:
Tools:
Pens, Whiteboard, Post-its Short
Medium
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Homes
DIY
get) ow bud l ( Y I tD t) Produc merchan r e b im T DIY ( Product
Professional
Architect Carpenter Contractor
Pens, Whiteboard, Post-its, Method reference
Long
Short
Time: 1-4
5-10
11+
Participants: Low
Medium
High
Cost: Easy
Medium
Hard
Difficulty: Figure 1: User Tree
Medium
Long
1-4
5-10
11+
Low
Medium
High
Easy
Medium
Hard
Customer
2 Systemisation of User Tree During step 2, the goal is to bring a more systematic structure to the user tree developed in step 1. Furthermore, the focus areas for the next steps ofPens, the Whiteboard, user segmentation arePC, selected Post-its, Tools: and prioritized. Minerva-map, Customer/User facts
eet)t) Long g g Short Medium d d u u b b w Time: w The user tree is systematized by creating a matrix of customers o l o l ( DIIYY( D t along the horizontal axis and users on the vertical axis. Custot c c u u d d o 1-4 branches 5-10 11+the t)t) are found in the lowest nParticipants: n a PPrro a mers of the tree, while h h c r c r e e m m r r e e b outermost branches represent the users. imb ((TTim Y Y I I D D t t c c Low Medium High u u Y PPrroodd Cost: An example of the matrix for InnoFloor A/S is shown here. DIIY Pens, Whiteboard, Post-its Tools: The first step in filling inEasy the matrix isMedium to remove theHard squares The method presented in A this chhititeeccttconsists of four Arrcpamphlet Difficulty: Long Short Medium and user. where there is no connection between customer Thesteps, which are described in detail in the following sections. Time: r e t n e p se fields are shaded in gray on Figure 3. Only customer-user ar C r e t n e p ar C essio‘tool nnaallbox’ is suggested for each step. The purffessio PrAoso-called combinations that cannot be removed. 11+ Fields 1-4occur should 5-10 pose of the tool box is to describe elements that must Coonntthe C t r a should not be removed just because the company does not r c Participants: a t c o t r oras successfully be considered for each step to be performed as possible. The tool box contains elements such as tools, time requirements, participants, costs and difficulty. It should be stressed that management support across the company is central to the process, as some steps may require resource use that must be approved. In addition, management support is important to ensure that the process of moving from customer focus to user focus is embedded in the organization and becomes part of operational routines.
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currently have any users in a certain customer group. Low
Medium
High
Cost: Formally, the focus has now shifted from customer to user, and the rest of this guideEasy will be centered on the users. Medium HardIt is Difficulty: now time to fill out the squares in the matrix with all the knowledge that company has about the different users. Naturally, the company may have a large amount of knowledge about some users, and less or even none at all about others. As a minimum, the available information about the behavior, needs, and characteristics of users should be inserted in the matrix. In addition, information about the company’s resources within
Tools: Time: Participants: Cost: Difficulty:
Pens, Whiteboard, Post-its, PC, Minerva-map, Customer/User facts Long Medium Short 1-4
5-10
11+
Low
Medium
High
Easy
Medium
Hard
User
Teacher
the user segment should be included. Placing users in a value map, the so-called Matrix from 2ndMinerva step map, should be considered. The Tools: Minerva map (see Figure 2) groups users in five categories based on their education, Short is important Medium income, etc. This categorization because Long it creates a foundation for Time: understanding across the company. common 1-4
5-10
11+
Participants: Once all information has been collected, the time has come to carry out a critical prioritization of which user groups to focus on. Often, the company will lack the Low Medium High resources Cost: to involve all user groups in the innovation process, making it necessary to prioritize. In other cases, the company may already know so much about each user group that a narrowerPens, focusWhiteboard, is not Medium necessary. Post-its, MetEasy Hard Tools: Difficulty: hod reference Prioritization takes place by marking squares in the matrix with red, yellow, and Long Medium green, where red is critical Short and green indicates that further attention is not required. Time: When prioritizing user groups, it is recommended to evaluate both the potential of 1-4user group and 5-10the estimated 11+ devoting further time to the output in a cost-benefit Participants: assessment. Low
Medium
High
Student
F.M. staff
Education
Easy
The “blue” Difficulty:High education
Medium Modern
Tolerance Culturel liberalisme Political influence Consumptions Anti-elite Balanced career Media scepticism Robust Active enviromental impact Superiority Dignity Spirit-power I-week Equality man/woman Liberalisme Results New family Mediaoriented Considerate Inconsiderate Regulation The ”grey” Matrix from 2nd step Materialisme Tools: Joy of nature Investment Outer sensuality Self-confidence Religion Soloist Long The “Purple” Leisure Aesthetics Medium WorkaholicsShort Roots Good will Time: Low education Excitement The “Pink” Nøjsomhed Medium prestige Low education Nationalisme Terrorisme Status High income Afraid og violence Free business 1-4 5-10 11+ Low Prestige Privatiseing Low and order Low income Participants: Tracing Fear of technology People attached to the Egoisme Family primary business, People link with family and the lokal Low Medium High Conformity and craftswork. Pratical work.
Easy
Difficulty: Figure 2: The Minerva Map
Traditional
Medium
area. Care, internal values.
Hard
Home
Kitchenstaff
Devoted in hygiene - many demands - 4% of turnover - hightech product group - specialised shoes - primarily women - no responsibility - high potential - call for high investment - “The pink”
Porter Patient Doctor
Very quality-conscious - money are subordinate - busy - high and many demands - resource demanding - “The blue”
Relative
The Hard “green”
High education High prestige high prestige High income Medium income Individuality Sensitive Liberal - mindedness People linked Political enviroment orientation with the private People linked with the public Consensus Egalitarian business community, and educational system. Empathy Technology Globalisation result oriented. Internal values.
Cost:
Health-care
No resources - unfulfilled needs - low investment - high interest - easily accessible “-The green” Children - activity - few demands - resistant -cleaning-friendly very easily accessible - few ewssouces, but enough - “The grey” Not easily available in speech - moving a lot - low income low education - no focus - low on investment - no responsible persons - ”The purple”
Figure Cost:3 shows an example of a partially completed matrix.
Idealistic
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Layout: Jesper Jønsson
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re is no doubt that arriving at this understanding is a very important step, but it is at least equally vital to shift focus from customer groups to actual user groups. There are many ways to do this, none of which are necessarily superior to the others. The method presented in this pamphlet is thus merely one way to shift the company’s focus to user groups. The central thing is to choose a method that is practical and usable.
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ISBN: 978-87-91831-39-3
User Segmentation re u is to user - From customer focus e L focus
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Projekt InnoDoors: Project InnoDoors is centered around the door manufacturer JELD-WEN Door Solutions and its value network. Together with the companies in the value network the project aims to increase the focus on exploiting growth potential through user-driven innovation. The project is funded by the Danish Enterprise and Construction Authority.
gg eett n n i i hh aarrkk t o Cl ppeerrmm Suu How? e oll r o o o o p p t g S miinng m m i S w Understanding the importance of moving from customer focus ryy to user focus is only the first step in the process. TheGalle
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The project period for InnoDoors runs from 01.10.2009 – 01.10.2011
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In other words, user segmentation is an effective and systematic approach to user-driven innovation, and the results are visible on the bottom line.
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The output of this step is a so-called ’user tree’ (see Figure 1). The illustration is based on the InnoFloor example. As mentioned above, the user segmentation builds on the customer segments that are already in use. These are illustrated as the lowest branches on the tree. InnoFloor’s customer segments are Education Institutions, Healthcare Sector, Food Sector, Retail/Leisure Sector, and Home/Consumer Sector.
Pragmatic
Partners involved in Project InnoDoors: JELD-WEN Door Solutions, Optimera, Henning Larsen Architects, INWIDO DENMARK, HP3, Abson, Confederation of Danish Industry, SmartCityDK, Center for Industrial Production (Aalborg University), Department of Architecture, Design and Media Technology (Aalborg University), and Department for Mechanical and Manufacturing Engineering (Aalborg University).
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rr o o t t All is needed purposes, meaoccthisssknowledge enn of foruserinnovation e Dninguuthat rr eethe actual meffect segmentation is a larger m o N o N number of more visiblenninnovation These ideas ought eenn ofideas. WW ee number r r to result in an increased realized products d d MM yield ilil increased profitnew and services, which willhh due to their CC basis in comprehensive knowledge about the users.
This step should not be regarded as a one-off activity. On the contrary, the user tree must be continuously developed, and it is important to involve as many people as possible in this process.
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The answer is knowledge about users. The company acquires a deeper knowledge of the known users of its product or service and potentially knowledge of unknown or new users. Specific knowledge of the needs of users, whether conscious or subconscious, their values, and their use of the company’s products or services can be gained through user segmentation. The company’s knowledge of its customers is updated and it gains insight into the direct connection between users and products or services.
In this step, it is important to draw on the knowledge and experience that members of the organization have built up over their time in the company or the industry in general. Including people from different departments and management layers is therefore vital. Because this step builds on participants’ knowledge of the industry, it may take longer than expected. No investments are required for this step, aside from any costs associated with procuring a whiteboard, markers, and post-its.
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However, users are very different and have specific needs and individual values, giving rise to a need for more knowledge of users and their use of the company’s product or service. What does a company gain from carrying out user segmentation that it cannot gain from customer segmentation?
people, the branch is developed into further sub-branches. For example, ‘classroom’ branches from Education Institutions, but does not represent a group of physical people. It can be developed in the sub-branches of teacher, pupil, and cleaning staff.
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Most companies already categorize their customers in some way, making it quite easy to start the journey towards user focus and user-driven innovation.
The goal of the first step is to define the various user segments. This is based on the company’s existing customer segmentation. The Sales and Marketing department should be able to provide additional information if the customer segments are difficult to remember or define.
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There are a number of good reasons to undertake a user segmentation that will shift the company’s focus from customers to users. Firstly, it is important to be aware that a customer is not always a user and vice versa. In user segmentation, a user can be regarded as a subcategory of the company’s customers. An example of a customer segment is kindergartens and preschools, with subcategories of users such as teachers, pupils, and cleaning staff.
1 Definition of User Segments
B a ke r
Why?
Nurse
Large group- primarily women - focus on ergonomics moving - moving equipment “The green”
Staff Product DIY (low)
80/20 rule - main market - sales division with 4 persons - large retailer network - high investment in digital product catalouge
Produkt DIY (high) Architect-user
Resource-demanding - rare and few customers - higher potential - low on investment - demanding collboration agreements “The blue and green”
Carpenter-user
Focus on quality - customer seeks advice - functionality price-conscious - unknown marketshare - high potential calls for medium investment “The blue and purple”
Contractor-bruger
Figure 3: Partially filled matrix
3 Methods and Tools This step builds on the matrix developed in step 2, which resulted in a more detailed description of the users. The purpose of this step is to explore the yellow and red squares that were defined in step 2. A new matrix consisting only of the red and yellow fields is created (see Figure 5), and methods and tools are added for each field. The methods and tools are drawn from the method graph, which was originally developed by Merit and Nielsen (2006) and later refined by the InnoDoors project group (see Figure 4). The x axis represents the level of user activity and the y axis represents user roles. The level of user activity inspires reflection on whether the users will only be observed or if they will take active part in the development process. The level of user activity covers:
4 Achieved Knowledge User roles Video Card Game, Bodystorm
Online Communities, e.g. Linux
Developer
In the last step, the methods chosen in step 3 are applied. This step can be resource-intensive, depending on the nature of the tools chosen in step 3. A considerable amount of time and some investment may be required, for example in the case of creating a blog.
Lead Users Super User Workshops
Tools:
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►►
►►
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Passive observation: Users are not part of development, but are observed within their own environment and thereby provide insight into their daily life
Short
Time:
Improves
1-4
SWOT, Busines and Trend Analysis Brainstorming + Prioritising
Dialogue: Users are part of a conversation, for example in the form of an interview or a questionnaire Active participation: Users are partners in various experiments and dialogues with the purpose of refining existing products and services or creating new ones.
Product Prototype
Evaluator
Usability Testing
User-driven innovation: Users take the initiative and are the main partners in development of a product or service.
(Merit og Nielsen, 2007)
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Informer
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Not participating O
Tools: Long
Time: 11+
Participants: High
Cost: Hard
Difficulty:
Pens, Whiteboard, Post-its, Method reference Short
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Passive observation
Tools:
Lego Serious Play
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Cost:
Dialogue
The output of this step is a new matrix made up of the yellow and red fields from previous steps, which includes various tools and methods. Figure 5 is based on the InnoFloor example and shows that all the red and yellow fields from the step 2 matrix now form a new matrix, which contains both persons responsible for each field and the methods that will be applied.
Hard
Pens, Whiteboard, Post-its, PC, Minerva-map, Customer/User facts Long Medium Short
Tools:
1-4
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Participants:
Low
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Cost:
Easy
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Difficulty:
Photo Diary
Active participation
Level of Userinvolvement
User-driven development
Figure 4: Method Map Step 3 can be approached in two ways. The company can choose to delegate each field to one or several persons, who are then responsible for filling in the tools to use to gain knowledge about the user group. Another approach is to first reach a consensus on which tools to use and then delegate responsibility for each field. The order in which these tasks are carried out is irrelevant. The important thing is to ensure that tools and one or several responsible persons are assigned for every field.
High
11+
Time:
Customer
Teacher F.M. staff
Education
Health-care
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Responsible/Department: Knud T/Production
Doctor Nurse Architect-user Carpenter-user Figure 5: Further development of matrix from 2nd step
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Matrix from 2nd step Short
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The following points should be given special attention in order to successfully embed the user-driven innovation culture in the company:
Home
Interview / Photo diary ______________________ Responsible/Department: Lars M/Marketing Observation of user ______________________
Kitchen staff
5-10
Creating a user-driven innovation culture takes time and just carrying out the four steps presented in this pamphlet is not enough. The methods and culture must also take root in the organization. It is vital to create a feeling of ownership in key people and start a process where the user-driven methods are applied continuously. The needs of users change over time, making it necessary to repeat the steps described here at suitable intervals.
►►
User
1-4
Anchoring
Personas
Active observation
Naturally, this step can only take place once all the planned Short that aMedium tools have been applied, meaning long period ofLong time Time: may elapse between step 3 and this step.
Difficulty:
User Travels & Service Blueprint
Segmentation
11+
Pens, Whiteboard, Post-its, Method reference
Rapid Prototyping
Interactive (IKEA Anna)
Research Guide
Co-creation methods: Battarbee, K. (2004). Co-experience - understanding user experience in social interaction, Institute of Design. Helsinki, University of Art and Design Helsinki.
Medium
Interviews
Developing
Ethnographically inspired field work: Wynn, E. (1991). Taking practice seriously. Design at Work. J. Greenbaum, Kyng, M. Hillsdale, New Jersey, Lawrence Erlbaum Associates, Inc. Publishers: s. 45-64.
Medium
Simulated Use
Improving: Users provide ideas for changes and improvements to the product or service.
Usability testing: Rubin, J. (1994). Handbook of Usability Testing. How to plan, design and conduct effective tests, Kathrine Schowalter.
Easy
Difficulty:
Difficulty:
The various methods will not be explained in this pamphlet – we refer to the method handbook developed by InnoDoors as well as the following literature:
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Service Pilot
5-10
Long
Cost:
Participants:
Informing: Users explain, inform about, and show their circumstances. Evaluating: Users are given the possibility to evaluate the new or improved product or service, for example through usability testing.
Low
Mock-Up
Not participating: There is no direct access to users, and representatives are used instead.
(Merit og Nielsen, 2007)
►►
ea
“Teach Me How”
The user roles axis defines how users are involved in the development of a product or service. The user roles cover: ►►
a rP e Us
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Co
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Medium
Participants:
Cost:
Active observation: Users are observed under predetermined conditions
Tools:
Pens, Whiteboard, Post-its
Participants: ►►
The knowledge achieved by working through the methods and tools is inserted into the matrix, so that the red and yellow fields defined in step 2 can now be said to be green.
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User travels/observation ______________________ Responsible/Department: Thea S/Procurement User travels/observation ______________________
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Responsible/Department: Sarah K/Business improvement Interview/simulated use ______________________ Responsible/Department:Kenneth K/Sales
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Rapid prototyping/co-creation ______________________ Responsible/Department: Fie N/R&D Lego Serious Play/Interview ______________________
Responsible/Department: Morten J/Product design
Top management: Work with user-driven innovation should take place in the entire organization, but no results will be achieved unless it has the FULL support of top management. Cross-functional: Almost all parts of the organization will be affected by and profit from a transition to a user-driven innovation culture. A broad selection of people from across the organization should therefore be included from the start. Cost: Management must accept that resources in the form of both time and money will be needed. “An everyday thing”: Everyone is busy, and no one feels they have the time for another extra task. It is therefore important to attempt to integrate the steps in daily operations. Long term results: User-driven innovation is a journey, and results will not be visible on the bottom line until late in the process.