Creative possibility design

Creative Possibility Design
November 2011 | v.0.1

Nowtom ©2011 | Now That’s What We Call Tomorrow

1.0 Intro
2.0 State of Design
3.0 Creative Possibility
4.0 Measurement
5.0 Summary

Nowtom ©2011 | Creative Possibility Design Slide 2

1.0
Intro


“Ideas are like rabbits.
You get a couple and
learn how to handle
them, and pretty soon
you have a dozen”
John Steinbeck


20 Facts You May Not Have Known About Rabbits.

1. Rabbits are not rodents, they are 12. Rabbits can see behind them, but have
lagomorphs. blind spot in front of their face.
2. A rabbits teeth never stop growing. 13 When rabbits are happy, they will jump
3. Rabbits can purr similar to a cat. and twist, this is called a binky.
4. Rabbits cannot vomit. 14. One rabbit can potentialy reproduce to
5. Mothers typically only feed their kits 50,000 in 3 years.
about 5 minutes a day. 15. You can literally scare a rabbit to
6. Rabbit meat is lower in fat, cholesterol death.
and calories than chicken, pork or 16. Rabbits can have false pregnancies.
beef. 17. Rabbits groom themselves.
7. Rabbits have 28 teeth. 18. Domestic rabbits cannot breed with
8. A four pound rabbit will drink as much wild rabbits.
water as a 20 pound dog. 19. The only place a rabbit sweats is
9. Rabbits do not hibernate. through the pads on its feet.
10. Rabbits can jump 36″ and higher. 20. Rabbits eat their own night droppings
11. Rabbits can suffer heat stroke. called cecotropes.


2.0
The State of Design


Race To The Bottom?
Over-consumption

Faster obsolescence.

Information overload.

Demanding even faster innovation, better, more
improved products, at ever lowering prices.

This is not just a race to the bottom where
commoditisation lurks, but where we will simply
exhaust our resources, our planet and ourselves.


Design Is Good For
Solving Problems.
However, we have only skirted “design innovation”.

We are still attempting to link product and service.


Design Is No Surrogate
For Brand Clarity.
There isn’t a single pattern to the functionality, aesthetics or price
points in the offerings across the consistent top brands in all
categories and industries.

Yet there is consistency to their quality, the unique differentiation
and consistency of the emotional brand experience they provide.


“It’s not about how the
consumer feels about the
design. But rather, how the
design makes the consumer
feel about themselves!”


Rising Consumer Aspirations.

There Is No End To The
Improvements That People
Want Made In Their Lives.

Any good UX professional Any good marketing
will tell you that knowing professional would tell you
your users is essential for that knowing your users has
great experiences. long been recognised as
fantastic business!


UX vs CX
User Experience (UX) is about how users Customer Experience (CX) goes beyond
interact with the products and services user experience with the use of the product
you offer. to include the customers’ interactions with,
and relationship to, your brand in its
entirety.


UX vs CX
It’s almost impossible to distinguish where a “product experience”
begins and a “brand experience” begins.Yet the two are typically
separated within most organisations.

Customer Experience (CX) is often limited to traditional marketing
methods and tools, and User Experience (UX) is associated with
product/service development.

Both are strategic differentiators and creating a unified CX+UX
strategy only benefits brand loyalty and margins.


UX+CX Mashup?
User Experience Customer Experience
User motivations Consumer business need
Qualitative data Marketing data
User focused Business focus
Not usually large data input Market research
Personas, user journeys Brand architecture, business model
Prioritisation (users, features) Focus on benefits, not features
Reducing complexity Identifying business opportunities
Mapping (personas, journeys) Consumer experience
Sociology, psychology, design Business, marketing, finance


3.0
Creative
Possibility

Strategy 101

Supply. Demand.
A company must be aware of the The key is insights into customers and
resources and capabilities through which their needs in the form of an “Experience
it can create uniqueness (and do it Opportunity”.
better than competitors).


Supply

business org supply marketing
model chain

product/ service
process
service design


Demand


94,862,570,547 Return in
only 7 years*?
Discounted Rabbit Flow
Year One: Year Two: Year Three: Year Four: Year Five: Year Six: Year Seven:

1 mother rabbit 37 1369 50,653 1,823,508 69,293,304 2,563,853,248

x 3 female babies* x3 x3 x3 x3 x3 x3

x 12 months x 12 x 12 x 12 x 12 x 12 x 12

= 36 babies = 1332 = 49,284 = 1,823,508 = 67,420,512 = 2,494,558,944 = 92,298,716,930

(+ the original 1) (+ 37) (+ 1,369) (+ 50,653 ) (+ 1,872,792) (+ 69,293,304) (+ 2,563,852,248)

= 37 = 1,369 = 50,653 = 1,874,161 = 69,294,673 = 2,563,853,617 = 94,862,570,547

*If, starting at the beginning of Year Two, each of the Year One female rabbits also produce an
average of 3 female offspring.


Glad to see that the CFO is
now paying attention too...


Emotion and interactivity
combine to form demand,
visualised as an
“Experience Opportunity”.
By mapping personas and/or competetive products it is
possible to discover and analyse experience opportunities!


RKS Design Framework

Self-Actualization DYNAMIC
Empowered, Performance

Consumer Hierachy of Needs,
Marlow’s Hierachy of Needs

Aesthetic Needs CREATIVE

Desires & Aspirations
Aesthetic, Entertaining

Need to Know & Understand INTELLIGENT
Intuitive, Meaningful

Esteem Needs PERSONAL
Expressive, Unique

Belonging & Love Needs COHERENT
Systematic

Safety Needs NATURAL
Accurate, Functional

Psychological Needs ESSENTIAL
Dependable, safe


RKS Design Framework

DYNAMIC

Dynamic
Empowerment
Empowered, Performance Sensory
Pure beauty
Low tech Self-expression
CREATIVE
Aesthetic, Entertaining
ARTISTIC ENRICHED
INTELLIGENT Individuality Substance
Intuitive, Meaningful
Quirkiness Style
PERSONAL
Expressive, Unique
Pure function Functionality
COHERENT Multi-tool
Systematic Low invol vement

NATURAL BASIC VERSATILE
Functionality

Accurate, Functional Value Performance

ESSENTIAL Accessible Efficiency
Basic

Dependable, safe
Passively Immersive
Interactive Interactivity
Experience
Nowtom ©2011 | Creative Possibility Design
Opportunity Spaces Slide 23

Experience
Opportunity?
Use “Experience Opportunity” along with a combined CX+UX approach to
identify and drive different experiences for different products, different
customers in different journeys and different contexts.


Customer Products/ Consumer
Profiles Services Decision Journeys

Experience
Parents who are Opportunity
Premium Organic
“Sensation Seekers” Bio Carrots Need
Trigger Exploring
Post-Consumption Researching
Experience Deciding
Opportunity Consumption Shopping
Preparation
Hip Hungry Hares Extra Orange & Purchase
Carrots

Experience
Opportunity XXL Barbeque
Macho Bucks Carrots
tential
Any “pain point” is a po
on
nity for innovati
opportu

Differentiation
Innovation
Events. Journeys may be
influenced or triggered
Customer lifecycle
People. by events (marriage,
stages.
Customers still seasonality etc.).
Post-purchase etc
interact with

Touchpoints
people.
CX
& Channels
Experience Measurable
Opportunity Goals
nment
Stakeholder Alig

Product/
Service
UX
Devices
Information &
content. Relevant and

Possibility Context. The experience
needs to be adapted for
different contexts (eg
Products &
services. Mental
accessible.

Wishbone.
models.
emergency, ad hoc,
planned, support...)


Goals & Measurement.
“Experience” or “creativity” are abstract concepts that are not
“easily measurable”.

But improving a companies ability to “help customers reach their
goals” increases innovation & differentiation opportunity, brand
perception, perceived value and ultimately the bottom line.

Plus it‘s easily communicated between various stakeholders,
management, marketing and creative teams.


And...
Just in case you’re
wondering, no, a
rabbit does not have a
wishbone!


5.0
Aligning &
Measuring
Creative
Possibility


KPI’s & Shareholder Alignment
KPI’s Shareholder Alignment
Outcomes. Achieving desired Outcomes. Complete customer journeys by
customer outcomes in the timeframe scenario.
and manner desired?
P&L. Revenues and profits by customer
Customer Metrics. Meeting or segment. Match product lines to customer
exceeding customers’ metrics at key segments. Costs to serve each segment etc.
points in the Possibility Wishbone?
Retention.
CX+UX Satisfaction. Customers’ own
assessment of the brand/product Share of Wallet.
experience.
Growth.

Customer Acquisition.


Validated With...
Brand value
Vitality index Expected net annual cashflow Return on
Sales from products from your branded products / intellectual property
created in last 3 years / Your target annual return on Total sales /
Total sales. investment percentage (Market cap. - Physical assets)

Vi + Cm + Bv + Ra + Rip
Contribution margin Return on assets
(Sales - Direct costs) / Total sales Net profit before tax / Total assets


6.0
Summary.


1814.
The French magician Comte became the first conjurer on record to pull a
white rabbit out of a top hat.

George Stephenson introduces the 1st steam locomotive.


Creative Possibility Design.
UX good for building on the experience.

CX great for business.

Defining the “Opportunity Experience” space with a unified CX+UX
approach benefits product/service innovation, differentiation as well as
stakeholder alignment/management.

And ultimately brand loyalty and margins too!


Creative possibility design

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