LEAN DESIGN RESEARCH: DECODE, DEFINE, AND DEVELOP THE RIGHT SOLUTION

Lean Design Research

About DialexaWe are not in the business of normal. Dialexa

is the only technology product development

company with the competence and vision to

help you launch any product, on any

platform, from idea to execution. No matter

how difficult the problem, no matter how

uncharted the waters, we will work alongside

you to create products that users love.

From Idea to Execution - End-to-End Product Development

Innovation & Product Consulting

Design

Software Development

Hardware Engineering

Product Launch & Growth Hacking

Vinli: Achievements

Finalist 2014 Startup Battlefield at Tech Crunch Disrupt San

Francisco

235% Funding GoalIndiegogo

Investors

Samsung

Cox Automotive

Continental

First Round Capital

The Westly Group

$6.5MSeries A Funding

Robin:

Achievements

$1.2MFunding Raised

Multiple MarketsDallas

Miami

Austin

Houston

65% Month-Over-Month Growth Rate

Hi, I’m Sarah Senior UX & Design Researcher

WORKED WITH BRANDS SUCH AS

AT&T, GameStop, NBC-Universal,

Sabre, Jones Lang LaSalle, Novation,

Robin, Flexdrive

ACU BFA GRADUATE:

MAGNA CUM-LAUDE

AT DIALEXA

I lead our discovery sessions working

with both stakeholders and customers

to capture their needs.

Design ResearchA brief overview

Ethnographyinvestigates not only what consumers say they do, but what they actually do.

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- Ethnography in The Field of Design by Christina Wasson

Design Thinkinggetting beyond the assumptions that block effective solutions.-IDEO & ACCUMEN Human Centered Design Course

Take this with youBut wait it’s dangerous out there

Time TimerFor anyone who wants to measure and manage time more effectively, Time Timer® is an innovative visual timer designed to “show” the passage of time through the use of a patented red disk that disappears as time elapses.

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Full Stick Post-its

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Make sure to get at least 3 colors to help designate different sections or ideas. I really enjoy the location inspired post-its.

Fine Point Dry Erase MarkersYou can use them for everything!

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Voting Stickers

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Decision makers get super votes/ more votes.

Snacks

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I’ve made people miss the food trucks, the snacks kept them from revolting against me.

Tools & Methods to Start WithDiscovery / Kick Off

Stakeholder & Customer InterviewsTalk to people

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Business Model CanvasBy Alexander Osterwalder

Business Model & Value Proposition Canvas

EXAMINES

Landscape around your business

Your business model

Your value propositions

OTHER METHODS

Lean startup method

Start with the why - Simon Sinek

The Startup Owner’s Manual - Steve Bank

Blue Ocean Strategy

The Business Model Canvas

Revenue Streams

Customer SegmentsValue PropositionsKey ActivitiesKey Partners

Cost Structure

Customer Relationships

Designed by: Date: Version:Designed for:

ChannelsKey Resources

Value Proposition Customer Segment

The Value Proposition Canvas

VALUE MAP

Gain Creator

Product / Service

CLIENT PROFILE

Pain Reliever

Gains

Pains

Client Job

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Revenue Streams


Cost Structure




EFFICIENCY VALUE


Revenue Streams


Cost Structure




Who are your key partners/suppliers?What are the motivations for the partnerships?

Examples: Logistics partners

___ City management

Examples: Technology & content fulfillment

___

Systems managementFleet management

Examples: Sales margin_Utility computing feesFulfillment handling fees

__Pay per minute - $0.27 (all inclusive)

What key activities does your value proposition require?What activities are important the most in distribution channels, customer relationships, revenue stream…?Examples: IT infrastructure & softwareDevelopment & maintenanceFulfillment___Fleet management Telematics managementCleaning

What core value do you deliver to the customer?Which customer needs are you satisfying?

Examples: Online Retail_Fulfillment by amazonAmazon web services

___

Individual urban mobility w/outcar ownership

What relationship that the target customer expects you to establish?How can you integrate that into your business in terms of cost and format?

Examples: Customized on-line profiles & Recommendations

___

One-off sign-up

What key resources does your value proposition require?What resources are important the most in distribution channels, customer relationships, revenue stream…?Examples: IT infrastructure & software Global fulfillmentinfrastructure___Service TeamTelematic systemsSmart fortwo car fleet

Through which channels that your customers want to be reached?Which channels work best? How much do they cost? How can they be integrated into your and your customers’ routines?Examples: Amazon.com AffiliatesAPI___Car2go.com, Car2go parking lotsCar2go shops, Pickup/drop off

Which classes are you creating values for?Who is your most important customer?

Examples: Global consumer market (North AmericaEurope, and Asia_Developers & companiesIndividuals & companies that need Fulfillment

___

City dwellers

What are the most cost in your business?Which key resources/ activities are most expensive?What are the most cost in your business?Which key resources/ activities are most expensive?

For what value are your customers willing to pay?What and how do they recently pay? How would they prefer to pay?How much does every revenue stream contribute to the overall revenues?

Examples: Technology & content fulfillment

___

Systems managementFleet management

Which key resources/ activities are most expensive?Which key resources/ activities are most expensive?

Value Prop CanvasBy Alexander Osterwalder



VALUE MAP

Gain Creator

Product / Service

CLIENT PROFILE

Pain Reliever

Gains

Pains

Client Job


Customer (Segment) Profile:

Pains

Gains

CustomerJob(s)

Manage security

Assure compliance

Manage staff Satisfy users

Create value for Corp

Design IT strategy

Manage budget

Manage legacy

systems

Fully integrated

Ability to provide

business critical info

Support innovation

Ability to invest in new

systems

Integrated platforms (mobile, cloud)

Happy users

Seat at the top of

management table

Projects on time and on

budget

Employees following IT

policy

Unified purchasing

Contribution to revenue

growth

Infrastructure downtown

Budget cutsUpdating Software

Mobile gadgets of employees

Security breach

Getting fired

Antiquated legacy

systems

Budget overruns of

5%

Compliance breach

Overflowing request of IT

products

CIO Example


Value (Proposition) Map:

Gain Creator

Product / Service

Pain Reliever

Web app (upsell)

Value prop canvas

Exclusive online

companion

Book

Online exercises,

tools, community

Courses (upsell)

Helps shape ideas

Helps create products +

services people want

Helps understand what matter to customers

Shared language to

communicate + collaborate

Software supported

methodology

Step by step instructions

to get started

Proven effective suite

of business tools

Share with and learn

from peers

Enables practice + skills (self

assessment)

Access to advanced material + knowledge

Integrates with other business methods

Brief, clear, + applicable

content

Integrated with Business Model Canvas

Engaging online

multimedia content

Practical visual and enjoyable

format

Minimizes risk of (big)

failure



VALUE MAP

Gain Creator

Product / Service

CLIENT PROFILE

Pain Reliever

Gains

Pains

Client Job

Share moment of

fun

Both enjoyed moment

Waiting in line

Connect with each other

Leads to great

conversation

Not able to get babysitter

Not intimate enough

Movies on big screen

Movie website

Duo seats

big screen & surround

sound

Advanced online

booking

Value Prop Mad Libs

Dialexa engage helps project managers

who want to

by

and

Improve client relationships

Unproductive meetingsAvoiding

Centralizing Easy communication about the project

Our (product) helps (customer segment)

who want to (jobs) by (your own verb + pain)

and (your own verb + gain).

Unlike (competitor)

TEMPLATE

Journey MapVisualize your research

REGISTER

BACKGROUND CHECK

APPROVED / EMAIL / CALL

DRIVE

RENEW

EMISSIONS AND PREP

IN RENT CENTRIC SYSTEM

GPS PREP

RIDE SHARE INSPECT (TX)

ON LOTPLACE TAGS

AVAILABLEBUY APPLY FOR TAG/TITLE

SMS 3

SMS 1

REPOTURN OFF

PAID / CAR RETURN

SMS 2

APP

NOTIFY MARKET MANAGER

CALL

MEET

CHECK CAR/ CLEAN

AVAILABLE

BILL IN MAIL

FLEX DRIVE PAYS

FIND CUSTOMER

INVOICE/CALL CUSTOMER

CUSTOMER PAYS

APPROVED SELL

ACCIDENT REPORT

OVER $800 REVIEW SWAP

INVOICE

SALVAGE

LEAVESERVICE SHOP

FLEXDRIVEAPP

CARLIGHT

RECALL NOTICE

DRIVER AWARE

SWAP

SERVICE SHOP

PROVIDE PROOF

APPROVED

LEAVEOVER $800 REVIEW

Dynamic pricing structures will help adjust and perfect their business

model.

Automation will empower Ops to spend more time on important

process efficiencies such as reducing repos, increasing utilization and

margins, as well as creating insurance reports proving uber should pay

for accidents.

Payment plans and unification of the separate systems will solve

critical pain points for collections and will mitigate risk and loss.

Preventing the use of prepaid cards and empty debit accounts along

with having a authorization hold will ensure Flexdrive gets paid.

V E H I C L E P U R C H A S E D & A D D E D T O F L E E T C U S T O M E R S I G N U P M I S S E D PAY M E N T G E T / S WA P / R E T U R N M A I N T E N A N C E / R E C A L L

D O I N G

T O L L S / V I O L AT I O N / T I C K E TS U B S C R I P T I O N A C C I D E N T

VISI

ON

The research for this journey map includes interviews with the team and documents provided.

Created July 2016

Flexdrive provides consumers with the most convenient, affordable, and fun subscription-based alternative to car ownership while empowering fleet owners to monetize vehicles by increasing utilization. By providing superb customer experience and automated administrative workflows Flexdrive is pioneering a new way to experience the road.

Digestable - Flex Central will present data to be highly digestible, hierarchical and organized.

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Intuitive -Flex Central will be easy to use and navigate.

Empowered - Flexdrive employees will feel in control and highly productive using Flex Central.

GUID

ING

PRIN

CIPL

ES

Automation – reduce manual steps to streamline processes

21

3

Scalability – ability to handle and support increasing demand on systems

Integration – reduce the number of disparate systems and toolsGU

IDIN

G PR

INCI

PLES

This document was prepared by Dialexa. SO

URCE

S&

TEAM

T H I N K I N GFleet Managers: “Give me all the data.”

Fleet Manager: “I’ve got to decide to salvage this car or fix it.”

Operations: “Subscribers don’t usually have the money to pay the

$1,000 deductible all up front so we do a $250 deposit to get back into

the car and it’s a headache to keep track of.”

Market: “I keep track of the subrogation for our customers to know if I

should refund them or charge them.”

Billing: “Very manual process to cross reference the customer, time,

and vehicle.”

Billing: “I use notes to say this name is a habitual viloator; however,

there is a disconnect between invoiced.com and rentcentric updates.”

Billing: “This is very spreadsheet orientation”

Fleet Manager: “I want data on cost of maintenance across the states. I

am getting brake pads for the same price in Texas as in Georgia?”

Fleet Manager: “The maintenance invoice lag is bad and we have to

create the data to show this was taken care of.”

Fleet Manager: “I need a history of cars and customer so we can see

if there is trends in car breaking down due to it’s make vs person vs

service shop. We also want to see revenue per vehicle or customer.”

Operations: “Hope we did an oil change in between swaps.”

Market Manager: “If we have too many people in one kind of car and

there’s a recall, this could be disastrous to our business.”

Fleet Manger: “I copy and paste from Rent Centric.”

Fleet Manager: “Let me see all markets.”

Fleet Manager: “We should be able to see car history with customer

history.”

Operations: “People make fun of me for my calculator but it helps me

get sales tax done.”

Operations: “We need late fee deterrent.”

Operations: “We don’t have a clear picture of someone not paying or

someone trying to pay but their card was declined.”

Billing: “We really want to mitigate risk.“

Operations: “Changing payment day is a very manual process and I’m

using a calculator.”

Market: “A digital body damage form would be useful so it wasn’t at

home and it was easy to pull up and show to a customer.”

Fleet Manager: “I need a non revenue report and Rent Centric won’t give me return dates so I can’t make it.”

Fleet Manager: “The default is 15 passenger van. I guarantee you we don’t have one.”

Fleet Manager: “Every field I have is a dropdown!”

Fleet Manager: “I don’t need to create new make and models for all markets because they get typoed and it’s double the work.”

Billing: ”When we have legacy customers we give legacy pricing and that messes up our current pricing.”

Market Manager: ”I need a better way to capture and post photos of the car.”

Customer Service: “What is the background of this driver?”

Market Manager: “App saves us paper and creates a digital copy. If

we could do this for our body damage that would be super helpful.”

Market Manager: “I’d really like a surface pro.”

Market Manager: “We don’t have the analytics to do drip campaigns

and convert signups.”

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

Friction

Frequency

Personnel Effected

USER

S JOU

RNEY

OP

PORT

UNIT

IES

A L L O P S

E X P E R I E N C E

M A R K E TCentral will be sensitive to the screen sizes a market manager uses

since he or she is often out of an office.

Digitizing paper forms helps ensure they do not get lost.

By spending less time on manual process and spreadsheets, market

managers can focus their efforts on getting more people in cars.

Instead of tracking the current state of cars and copy and pasting

data, fleet could be working on forecasting and solving for the value

of company to a dealer.

A better system can help a fleet manager increase fleet utilization

and inform market demand for cars.

Better education on the website will help overcome the hurdle of

understanding the business.

The market is ripe to accept a subscription based car service and by

partnering with dealers can offer a new stream of revenue that

benefits dealers, consumers, and .

A driver score can help mitigate risk and adjust pricing.

With the right tech and experience company could function with little

to no human touch-points.

Buisness can position itself to be in dealerships where the offering

is to buy, lease, drive.

Calendar integrations with customers can help enhance their

experience with by enabling them to plan the perfect car for the

right event.

ALL Ops personnel would benefit from understanding how the car

and subscriber data are tied together.

F1 will greatly reduce the amount of steps, human errors,

duplication, and will also reduce the number of portals employees

currently struggle with - creating better efficiency and giving

employees several hour of their time back to their day.

Better data will enable better reporting. Better reporting will

inform the user of the current market and business trends,

empowering the user to make better decisions to improve and grow

the business.

Spreadsheets are used in general to gather information from

multiple screens and platforms so that the users have everything

they need to make decisions and take action. F1 will eliminate the

need to create those spreadsheets, saving everyone valuable time.

With more accurate data we will have better analytics, enabling

Flexdrive to be more proactive rather than just reactive.

B I L L I N G F L E E T C U S T O M E R

MVP

Maintain current operational capabilities and automate manual processes with an integrated system that is built specifically for Flexdrive.

Meeting for the first time requires additional time to go over the

subscription agreement. Uber drivers require extra steps.

When a customer returns a car, ops has to go to a different

screen to ensure they paid.

Uber drivers require 2 extra steps. Tolls are more steps because billing has to cross reference the

toll dates to the time the customer was in the car and attach the

report to the invoice.

Recalls are an extra hassle because of the amount of swaps and

coordination that has to happen.

Happy path subscription really requires no work from the team.

Millage might be the only thing we want to regulate.

CURRENT STEPSPRIMARY VARIANTS

0

25

15

20

5

10

E N G I N E E R I N GD E S I G N

M A P K E Y

Ongoing, Non-Linear Unclear Process Non-Linear but Time-Based

Story MappingA user story I can understand

Story Mapping

METHODOLOGY

Story Mapping gives us a shared understanding of

what we are building and ensures we answer the

‘why’ of our user stories not just ‘what.’ Together

we mapped out the process over a few screens

ensuring we capture important workflows and who

uses them. We also discussed how they can change

over time. This exercise helped us better see the

product as a whole including details for key user

stories, screens, and features.

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Test What You Put Out There

Growth HackingFor all the beautiful data nerds

Experiment and Test Sprint

Hypothesis Synthesis

Here we will take all our findings and put them in Test Cards. These can be any idea, and are scored based on 3 metrics that help us prioritize what each

sprint will accomplish. Typical sprints launch and test 3 experiments / week depending on resources.


Prioritization

Here we will take all our findings and put them in Test Cards. These can be any idea, and are scored based on 3 metrics that help us prioritize what each

sprint will accomplish. Typical sprints launch and test 3 experiments / week depending on resources.


Execution

Test cards are chosen each week and executed. As they move through various stages, visibility into the sprint is shown in this view and analysis is performed once

enough data comes through.

Learn

Review Learnings and Categorize Experiments

Analysis occurs each week as experiment data becomes significant. They are tagged and categorized as successful, unsuccessful, or inconclusive. This creates a

searchable document the team can look back on when new ideas come up that may be similar, or other team members can get a good idea of what’s been tried before

and the history of each experiment vein.

Learn

Review Learnings and Categorize Experiments Deep

analysis and explanation is provided to team members

regarding what worked and why. The why is the most

important part, allowing additional experiments to pivot

off the new learnings.

User TestingFor those of us who prefer to just ask why

Questions?