Posts Tagged ‘requirements’

Minimize outputs – maximise outcome

September 24, 2017

There’s always more to build than we have time or resources to build—always. [The art of the possible is to] minimize output and maximise outcome and output.

Jeff Patton: Mapping User Stories, p. xli

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Shared understanding

September 21, 2017

Shared documents aren’t shared understanding.

Jeff Patton: User Story Mapping, p. xxxiii

Product funnel

August 8, 2017

The actual funnel depends on the type of product, e.g. for You Tube, NYT, Buzzfeed

  1. Awareness
  2. Education
  3. Engagement
  4. Conversion
  5. Revenue
  6. Recurrence

OR (SaaS, enterprises w Freemium plan etc.)

  1. Awareness
  2. Education
  3. Conversion
  4. Engagement
  5. Recurrence
  6. Revenue

From: Laura Klein et.al. Build better Products

 

Latent requirements

November 24, 2015

When we design innovative solutions we often have to deal with two types of end-user requirements:

Obvious (explicit) requirements: clearly articulated improvements, amendments or extensions. For example, a faster horse, a cheaper car, more memory, more screens, louder speakers, and so on.

Latent requirements: unmet needs that people find difficult to express, write down or articulate.

Most people, when invited to contribute to the “innovation” of a product or service, end up simply describing an evolution of something familiar – their contribution to the process is limited by what they know. A conversation about the “possible” is difficult enough; and a structured conversation about the “impossible” is, well, nearly impossible. Researchers, designers and other “proxies” intervene to develop an understanding of what people really need. It is this understanding that drives innovation; not the users themselves.

http://blog.tobiasandtobias.com/2014/04/is-it-time-to-put-henrys-horses-out-to-grass/

Customer roles in B2B

September 16, 2015

Profiles of customers within an organisation vary according to sector and size of organisation but typically include the following

  • Influencers
  • Recommenders
  • Economic Buyers
  • Descision makers (typically sit within organisation)
  • End users
  • Saboteurs

Osterwalder et.al. 2014: p.50

Capabilities

February 19, 2012

Capabilities can be defined as combinations of people, process and technology

Empathy Map

November 16, 2011

What does she think and feel?

  • What really counts
  • major preoccupations
  • worries & aspirations

What does she see?

  • environment
  • friends
  • what the market offers

What does she say and do?

  • attitude in public
  • appearance
  • behaviour toward others

What does she hear?

  • what friends say
  • what boss says
  • what influencers say

Summary:

Pain

  • fears
  • frustrations
  • obstacles

Gain

  • wants/needs
  • measures of success

Based on a tool developed by XPLANE; described in: Osterwalder, A. & Pigneur, Y.: Business Model Generation; Hoboken, NJ:2010. pages 130

Customer-centric business model design

November 16, 2011
  • What job)s) do(es) our customer need to get done and how can we help? What are our customer’s aspiratins and how can ewe help him live up to them?
  • How do our customers prefer to be addressed? How do we, as an enterprise best fit into their routines?
  • What relationship do our customers expect us to establish with them?
  • For what value(s) are customers truly willing to pay?

Osterwalder, A. & Pigneur, Y.: Business Model Generation; Hoboken, NJ:2010. pages 129

Business Model Strawman

November 16, 2011

The 9 building blocks of a business model

  • Customer segments – An organisation serves one or several customer segments
  • Value Propositions – It seeks to solve customer problems and satisfy customer needs with value propositions
  • Channels – Value propostions are delivered to customers through communication, distribution, and sales Channels
  • Customer Relationships – Customer erlationshipsare established and maintained with each Customer Sefgment
  • Revenue Streams – Revenue Streams result from value propositions successfully offered to customers.
  • Key resources – Key resources are the assets required to offer and deliver the previously described elements …
  • Key Activities – … by performing a number of key activities
  • Key Partnerships – Some activities are outsourced and some resources are acquired outside the enterprise
  • Cost Structure – The business modelel ements result in the cost structure

Osterwalder, A. & Pigneur, Y.: Business Model Generation; Hoboken, NJ:2010. pages 16/17

For printable canvas to be used in WS etc. see www.businessmodelgeneration.com

CCIR brand personality metric

November 15, 2011

Centre for Communication Interface Research (CCIR) is part of the School of Engineering at the University of Edinburgh

CCIR’s brand personality metric uses a proven questionnaire based on an extensive study of the salient attributes of brand personality from published academic and business literature and from previous experiment work in the area. The brand personality attributes assessed in CCIR’s metrics focus on customers’ organic perceptions and attitudes to new processes experienced in an experiment setting, addressing perceptions of brand personality for 24 attributes:

  • Modernity attributes: a brand that is forward thinking, modern, imaginative and stylish.
  • Enthusiasm attributes: a brand which appears confident and enthusiastic.
  • Personal attributes: a brand that is conscientious, welcoming, cheerful, caring, friendly, helpful, approachable, patient, sincere and genuine.
  • Competency attributes: a brand that is dependable, professional, consistent, meticulous, efficient, competent, trustworthy and security conscious.