Our client had a recommendation-based product in beta with a select group of customers and distribution partners and were readying for a full commercial release. A successful release, though, depended on the client’s ability to navigate significant known barriers, including multiple delivery systems and challenges with data collection, management and distribution.

The Engagement

XperienceLab was engaged to develop a feasible product experience strategy that delivered on customer expectations and met the client’s strategic goals to:

  • Sell the product in the commercial market
  • Build credibility in the science and data powering the product
  • Increase the value of the product and its service platform
  • Reduce the complexity in the product’s service framework

The Solution

XperienceLab analyzed existing primary and secondary research data, filling in knowledge gaps with our own research, to identify and fully articulate the business opportunity. We defined customer mental models and expectations, their key areas of friction and moments of truth using application demos and guides, existing usage metrics, satisfaction reports and surveys, customer experience maps, operational calendars and interviews with customers, stakeholders, distribution partners and subject matter experts.

The friction scoring revealed the following zones of interest:

  • Delivery support systems were too complex, with too many access points
  • It was impossible to share data from system to system or from customer to company
  • Product interactions were not aligned with the customer’s and distribution partner’s mental models
  • Required input was scheduled during the customer’s busiest time of the year
  • The singular focus of the product didn't align with the customer’s expected value

With the opportunity clearly defined, we began modeling a better future-state experience. New ideas for the product were evaluated based on their ability to:

  • Limit required tasks and input and reduce system complexity
  • Align tasks with the customer’s and distribution partner’s mental models
  • Leverage data to make the customer’s operations more efficient
  • Provide better access to data
  • Help the customer recognize the product’s value

The design of the new product experience was powered by a series of collaborative Visualization workshops that included key stakeholders from the client’s IT, Operations, Sales, Business, Marketing and Executive units. During these co-design sessions, our Experience Architects and Designers worked with these stakeholders to produce an interactive proof of experience that was built upon human-centered design principles, grounded in technical feasibility and engineered to deliver on business priorities.

The Outcome

At the end of the 12-week engagement, we helped the company deliver a product concept that included:

  • An interactive prototype that fully demonstrated the vision, scope and high-level capabilities needed for the new experience
  • Videos of the proposed experience to share the vision and align the organization
  • Assets such as mental models and measurement frameworks to help govern critical design and development decisions, ensuring they remain tethered to the human experience and an actionable strategy

Services utilized

  • Journey & Value Stream Assessment
  • Concepting & Proofs of Experience
  • Strategy Alignment & Innovation Workshops

Cross-discipline, cross-industry experts Meet the team