An Introduction To Intrepid Jan09

A N I N T R O D U C T I O N TO A N I N T R O D U C T I O N TO

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w w w. t h i n k i n t r e p i d . c o m

W H AT W E D O , H O W W E T H I N K A N D H O W W E W O R K

INNOVATION MATTERS | In a world of me-too propositions and ideas, innovation is the key element in providing growthCONTEXTUAL UNDERSTANDING

WHAT WE THINKWHAT WE DO

DESIGN IS STRATEGIC | Impeccably designed systems, products, and services are really all that separate one business from another these days. Quality and brand alone is not enough.

BUSINESS PLANNING AND SUPPORT

THE EXPERIENCE ECONOMY RULES | Businesses must orchestrate memorable events for their customers –that memory becomes the product - the "experience”.

Tomorrow’s successful businesses will be the ones that

INNOVATION AND IMPROVEMENT

Tomorrow s successful businesses will be the ones that spot WHERE THE VALUE IS in the customer experience.

PILOTING, LAUNCHING AND ONGOING MEASUREMENT

HOW WE WORK: AN EXTRACT FROM OUR WORKING MANIFESTO

We break our boundaries and challenge convention to produce outputs that are distinctive, intelligent, business focused and effective. That’s why our clients come to us and stay with us.We are professional in everything we do. We are honest, on time, informed. We don’t just do it, we do it well.

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p y g , , j ,We are confident and realistic. We know what we are talking about. We say never be satisfied with the satisfactory. We get excited about our work – it’s infectious, appealing and profitable for us and our clients.

T H E I N T R E P I D I N S I G H T S W H E E L : O U R C A P A B I L I T I E S

Intrepid has capabilities to enable decision making across the entire business lifecycle:

UNDERSTANDING:The foundational work of any research initiative at Intrepid is built on developing the background understanding of customers and markets.

INNOVATION & REFINEMENT:As the process moves from “observational” focus to an “inquiry” focus we progress from focus, we progress from understanding unmet needs to conducting concept and hypothesis testing.

MEASUREMENT:The final stage of our process concerns tracking the overall success of a product or service in the market

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and monitoring the customer experience with it.

S O M E O F T H E B U S I N E S S E S W E W O R K W I T H

The combination of commercial acumen, research skills, innovation and fun makes Intrepid hard to beat

Amidst mounting City pressure, Intrepid gave us the confidence to put our customer

and fun makes Intrepid hard to beatVP Consumer Support, Microsoft EMEA

gave us the confidence to put our customer first. They helped us get the proposition right and time our launch perfectly3G Proposition Manager, O2

When we started the Money Basics web project we didn’t believe it was possible to do your customer-led design process in the timeframe. Your exceptional project management style sets you apart from all of the other agencies we use. You are the most responsive and focused business that I work with.Customer Research & Planning Manager, GE Money

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I N S I G H T C A N O F T E N C O M E F R O M T H E M O S T U N E X P E C T E D P L A C E S

How we think about insights:

1. They’re not immediately apparent

2 Insights can be based on one data pointLook Up

Can we charge

Where we look for insight:

2. Insights can be based on one data point

3. They often come from unusual sources

4. They’re often discovered accidentally

5. They can be often rooted in observed

li

Can we charge more?

Look BackwardsCan we re-invent

the past?

Look to the Future

What’s emergent?

anomalies

6. Rarely emerge from quantitative analysis

7. They are NOT a number, a fact or a quote

from a customer.

Look SidewaysWhat’s happening

in adjacent markets?

Look Far & WideWhat’s happening in other places?

8. Are always useful

9. Can be the basis for competitive

advantage

Look DownCan we make it

affordable?

Marketers have generated ‘000s of definitions for customer insight

“A fresh and not yet obvious understanding of customer beliefs, values, habits, desires, motives, emotions or needs and can become the basis for competitive advantage”

(Kellogg School of Management)

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“Penetrating discovery about consumer motivations that can be applied to drive growth”(Diageo)

W E B E L I E V E I N U S I N G Y O U R $ F O R I N S I G H T N O T A P R O C E S S !

From data to….. The real value: How we approach projects

InsightOf most value because it offers new ways of looking at a market that

Insight

New understanding that is actionable and competitively

unique

The real challenge

leads to competitive advantage

RecommendationsSummarises the implications of your project/

research

Recommendations

Findings

Interpretation of findings

Carefully considering j bj i

FindingsSelected information that is of interest, but

lacking in implications

I f tiFindings

Information

project objectives

Data analysis and reduction

Information

Data

Think Gartner reports. Information informs but offers no indication of relative importance to a business

Data

Think database extracts…

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Typical research studies: budget is mainly spent in data collection

Intrepid research studies: budget is mainly spent on driving insight

C A N T H E M A R K E T G I V E Y O U T H E I N S I G H T Y O U N E E D ?

There are dangers in treating customers as ‘fonts of all wisdom’ especially where the future is concernedThere are dangers in treating customers as fonts of all wisdom , especially where the future is concerned.

Why?Customers’ ideas can be incremental

Customer contexts mean their feedback is rooted in what they know rather than what is happening in the worldthe world

Because they focus on what they think is doable

Asking people to tell us what they want tends to screw up what they think they want

Because they often get it wrong!

Who generates insight?*

50

75

100

*incite survey May 2007 amongst UK research/ Insight managers

0

25

Our research-

insight dept.

Brand-product

marketingteam

Research agency

Other

managers

How we approach things differently?We don’t allow methodology to constrain our thinking or approach

We ensure any research or insight goals are firmly rooted in what the business needs

We promote engaging & enjoyable research experiences that give stakeholders the choice to be

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involved at each stage

The way in which we communicate & report insight is tailored to the way in which our clients best consume it.....we are flexible & recognise we need to adapt to be relevant

S O M E M E T H O D S W E U S E T O D R I V E I N S I G H T

OBSERVATIONAL TECHNIQUES:

Digital ethnography

PARTICIPATORY METHODS:

‘Theme days’Video/ online diariesOnline diariesSubject Matter expert interviewsC t t l i i

Advisory CouncilsClients doing researchOnsite ‘case studies’

Contextual inquiry

QUANT ‘DERIVED’ TECHNIQUES: Methodologies that enable client interaction, Q Q

Choice based conjoint (simulated experiences)Customer defined surveys

inspire and you can learn from are also often MORE FUN to be involved with!!!Importantly, all these methods are IN CONTEXT & therefore the feedback gained is more meaningful & reflective of how people actually b hCustomer defined surveys

Community observationInfluencer surveys

behaveWe also use all traditional techniques where appropriate, but ensure our clients are heavily involved in the insight collection to ensure maximum actionability

CASE S T U DI E S APPENDIXCASE S T U DI E S APPENDIX

C A S E S T U D Y A S S O C I AT I O N O F O N L I N E P U B L I S H E R S ( A O P )

• Objective: Understand the mindset and behaviours of the most digital savvy consumers in the UK to help AOP’s members (eg BBC, The Times, Financial Times) understand how they discover new content, influence others and exploit content discovery tools eg Digg

Methodology: Di it l th h F ll i ‘ t & t’ l h t • Methodology: Digital ethnography. Following a ‘meet & greet’ launch event, a branded interactive blogging tool was used by participants to record their daily digital experiences & thoughts. The site enabled us track behaviour over time and to interact with them and prompt for depth when needed

• Key finding: Branded mixed with user generated content can strongly support advocacy; where these sites also include social bookmarking tools the propensity advocacy; where these sites also include social bookmarking tools, the propensity to revisit/ recommend is high as the ‘openness’ of tools such as Digg and Delicious talk directly to what the savviest digital consumers believe is valuable; openness, honesty and dialogue

• How it was implemented: This is hot off the press... the recommendations will be used to inform long term user generated content strategies.g g g

• From the AOP team “Just a quick note to say thanks to you both for today…your enthusiasm for the project really shone through and the Board’s interest in the project has rocketed! Our Chairman was particularly impressed…” (AOP Project Manager)

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AOP invested $50k and 6 weeks

EXAMINING THE END-TO-END CUSTOMER EXPERIENCE IN THE EDUCATION MARKET

Client: Microsoft Education TeamGoal: To understand the working practices of Teachers, HE, FE and Education Advisors; Identify and remove barriers to CPE and

advocacyMethod: Barrier Busting! End-to end process exploration from the customer perspective. Customers are given a problem to solve and

their selected touch point experiences are recorded and analyzedOutcome: A detailed low cost implementation plan that could be influenced and changed by the UK education teamOutcome: A detailed, low cost implementation plan that could be influenced and changed by the UK education team

Key Metrics

The metrics chosen to test the process points were based on the key drivers of

Research Objectives:

To identify the resources used to solve typical problems and resultingbehaviour from the FY02/03 education customer experience programme. The barrier busters were asked to rate each touch point they used: How confident did you feel that you have all the information you need to

resolve your issue effectively for your educational establishment? 1 is Not at all confident and 9 is Completely confident

How strongly do you agree with the statement that your experience of dealing with [process tested] made you feel that Microsoft understood your

experiences of education professionals To identify the barriers to an effective unmanaged customer

relationship; by exploring, recording and analyzing the end-to-end relationship that exists between Microsoft and its customers

To remove these barriers through focused action, potentially at a cross-company level

g [p ] y yspecific issues?

1 is Strongly disagree and 9 is Strongly agree

How strongly do you agree with the statement that your experience of dealing with [process tested] made you feel that Microsoft valued its relationship with you?

1 is Strongly disagree and 9 is Strongly agree

Impact in the Business

The education team had limited budget and little corporate power so going back with ‘strategic’ recommendations about the education customer experience doesn’t work for them

They can’t change the business plan but they can change the content and delivery of education customer interfaces

How strongly do you agree with the statement that your experience of dealing with [process tested] made you feel that Microsoft was knowledgeable about the education market?

1 is Strongly disagree and 9 is Strongly agree

How strongly do you agree with the statement that your experience of dealing with [process tested] made you feel that Microsoft understood the specific needs of the education market?

We gave them 50 tactical actions to drive through their on-going communication and channel relationship programme

We provided them with video examples of real customers experiencing real problems: it makes it very difficult not to take responsibility and not to act

We produced a business case to negotiate education specific resources at the call centre

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specific needs of the education market? 1 is Strongly disagree and 9 is Strongly agreeThe customer’s voice speaks loudest of all when trying to

change the way a business operates

C A S E S T U D Y b S k y B M O N T H LY H E A LT H C H E C K

Customer Group No. in core

Sky digital (new) 200

Sky digital (transition) 200

Sky digital (existing) 200

Sky analogue 200

The Monthly Tracker Read by everyone in the business from the receptionist to

Rupert Murdoch

Each page of data owned by someone in the organisation• Accountability framework publicly acknowledged

Sky digital cancellers 100

Sky analogue cancellers 100

ONdigital 100

Cable digital 100

Cable analogue 200

Accountability framework publicly acknowledged• Each owner was given three days to digest information

and to propose actions – accountable for progress the following month

Clear link between the customer and the financesWh ti l t i b d di t

Customer Metrics from Primary ResearchAdvocacy Rating of:

Installation processGuide

Terrestrial 450

Total 1850

• When operational metrics were bad, we saw a direct impact on the customer metrics

The business could defend against seasonal customer discontent that emerged as trends showed where and how they could improve the customer experience at peak operational timesGuide

EPGSky RemoteTechnology ReliabilityCustomer call centreAdvertising recallBrand value buy-in

operational times

Campaigns could be focused on the key drivers of behaviours to ensure commercial success

• We used our Advocacy modelling to build a transition campaign, which proved to be one of the most

Internal Metrics from Internal Business Unitsdramatically successful campaigns to move the remaining analogue customer base to the digital service. The transition rate increased 40% in the month after the Advocacy-based campaign was launched

ARPCTotal revenueSalesUpgradesInstallationsTransitions (analogues to

Advertising spend (inc. competitors)BARB dataGeographical coverageTGI Campaigns

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Transitions (analogues to digital)Call centre metricsComplaint metrics

CampaignsCampaign metricsActivities since last report

O2 MOBILISATION: CURRENT DEPLOYMENT AND FUTURE OPPORTUNITIES IN SALES AND PROCUREMENT PROCESS MOBILISATION

Client: O2 Product TeamGoal: To assess the market opportunity for O2 to be an active player in providing end-to-end mobilisation solutions for Procurement and

Sale Process AutomationMethod: Qualitative exploration to explore verticals in depth, 300 telephone interviews with key business decision makers in Enterprise

companies (500+ handsets)Outcome: Customer focused proposition development including expansion of partnership opportunities to develop credible market

positioning

Research Objectives:

Identify the suppliers that people use to deliver their current l

Key Findings

Mobilisation comes after or as part of the implementation of a data or sales or procurement systems

Explore the current level & future potential of mobilisation of the sales & procurement process in different sectors and business sizes

Is there a threshold demographic?

Explore device strategiesWh ill id d i ?

process management systemMobilisation is on trial

The concept of mobilisation in sales & procurement is still viewed in simplistic terms:

Getting your e-mail, using a mobile phone or a PDA, dialling inWho will provide devices?

Barriers to adopting mobilExplore decision making around mobilised solutionse solutionsROI anticipated / perceived benefits of fully mobilised solutionTechnology as a driver of mobilisation

dialling in

Very few businesses had the call from the board to mobilise. Rather, they had the call to:

Improve processesIncrease efficiencyManage the business more effectively

Identify key business functions that would benefit from mobilisation

Preferred sales model for mobilised solutionsRole & credibility of a network provider

Estimate of O2’s market credibility and opportunity in this corporate space

These business issues are still the domain of the systems specialist or the software provider

Mobilisation is a ‘after thought’ or a ‘value add’ component of systems in the majority of businesses

Intellectually the value of the proposition is there but it is still a “hard sell’

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it is still a hard sell