All too often, I’m working on one aspect of a product while valuable insights emerge relating to other areas of the broader customer experience.
Classic example: A website usability study generates feedback around physical product, brand, delivery, billing or in-store interactions.
In theory this offers double or triple whammy for the sponsor of the project. …but not always in practice.
…In some (often larger) organisations, each channel of the customer experience is ‘owned’ by a separate department, and there’s no guarantee insights will be shared with those who can use them to improve their part of the product or service.
In a welcome change I worked with a bite-sized firm where it was possible to actually ‘get everyone in the same room’, for industrial, web, marketing, packaging designers and copywriters all able to benefit from each round of research, acting on insights relevant to their design process.
Swiftpoint, a nimble Kiwi start-up were well aware their customers would interact with more than just their website, or the physical product.
I ran several streams of user research, covering all customer touch-points, knowing every insight would be put to good use.
…A refreshing change to know each part of the team could have their part of the customer experience informed by the research.
Here’s a step-by-step case study to reveal the approach I took.
Anyone else had similar experience getting this level of buy-in with small teams? … or better still, with departments in larger companies?
