Behavioral Modeling: Engaging Customers Throughout the Decision-Making Process
Rich WarnakaShane Johnston
@IM_WEEK#IMWeek
INTRODUCTIONS
Shane JohnstonLead Researcher
Effective UI
Rich WarnakaUX Manager
Cabela’s
OVERVIEW
1 Background and Context2 Why Behavior?3 Behavioral Modeling in Practice
CABELA’S
Founded in 1961
Cabela’s is the world’s largest direct marketer of hunting, fishing, camping, and related outdoor merchandise.
CABELA’S : Context
Growth of the direct online channel.Total Revenue = $3.6 billionDirect Sales through Cabelas.com and Cabelas.ca = $1 billion (%27.7)
Multi-channel experience.55 Retail Stores throughout North America.
Data rich – helps explain what happens.Cabela’s CLUB = 1.7 million card holders
Little understanding of why it happens.
CABELA’S : Intelligence Gaps
The Persona Problem
Market Segment CentricStagnant ArtifactsFluff Factor - ConjectureRequires Organizational Buy-In
BehavioralFlexibleFactualIntuitive
BEHAVIOR & INSIGHT
Humans are not (completely) rational actors.
BEHAVIOR & INSIGHT
Behavioral Determinants
HeuristicsEither learned or hard-coded ‘rules of thumb’.
Previous ExperienceTacit knowledge gained through practical experience.
Emotional AffectThe valence, responsiveness to stimuli, and motivational intensity.
ContextThe environmental and situational conditions.
BEHAVIOR & INSIGHT
Behavioral Modeling
A strategic framework for identifying behavioral commonality across customer segments.
IN PRACTICE
Modeling Objectives
1 Model common behavioral patterns for a given condition (shopping).2 Map behavioral determinants and customer touchpoints against the model.3 Identify gaps in the customer experience.
IN PRACTICE
The Current Model
IN PRACTICE
Behavioral ModelShopping
IN PRACTICE
Components
PatternsIdentifiable regularity in customer behavior.
ThresholdsThe point at which a small change in conditions transitions aperson to another stage or model in the shopping/hunting lifecycle.
ContextsThe environmental and situational conditions (including social structures).
TouchpointsPoints of interaction with the company/brand.
RolesPatterns of behavior across the model.
IN PRACTICE
Key Learnings
1 Shopping is not a linear process.2 Design experiences that support our customer’s behaviors.3 Segmentation alone provides a one dimensional view of
customers.4 We should recognize that there are different roles throughout the
process.
IN PRACTICE
Paradigm Shift
The customer does not live for your company, your company lives for the customer.
IN PRACTICE
Use within Cabela’s
Foundational for more traditional types of research, analysis, and strategic efforts:1Journey Mapping of specific experiences.2Focus for ethnographic and contextual inquiry research efforts.3Provides filter for priorities and site architecture.
CONCLUSION
Thanks!
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