Jack Kerouac once wrote, “one day I will find the right words and they will be simple.” Unlike Kerouac we didn’t have to wait; we found the right, simple process. But our process’s apparent simplicity hides a power and effectiveness that gives our clients the advantages they need to be successful. Using simple words, here is a summary of what we do.
You can’t build the right tool unless you know its purpose and who will use it. To gain that understanding, we use “Lean Canvas,” which is a method that allows for entrepreneurs to focus on the problem they are trying to solve, their solution, their competitive advantage, and what metrics best illustrate whether they are achieving their goals. This process can also be used by established companies like General Motors and TrelleBorg. Lean Canvas is one of the most popular tools for developing businesses because it keeps things simple by focusing on the product and whether it fits a need in the market. These two things above all are what determines the small business success.
Some would rush into building their product without taking the time to draft the blueprints for it; we don’t do that. Instead, we begin by storyboarding the user journey map. Effectively, in this process we diagram how the user will engage with the site, what they can do, and how they will do it. Next, we use the sprint method made popular by Google Ventures to further design aspects of the site. Over a five-day period we answer, design and test the solutions to as many of your company’s challenges as we can, so that we can design a product that surpasses your expectations
Only after we have an exceptional perspective on your company’s goals and your product’s possibilities do we begin to build. We don’t start by building something will all the bells and whistles; the more features you have, the more things can go wrong. We use the agile development and lean startup practices, which is used by companies like Airbnb, Dropbox, Uber, and Stripe. What we do is we build a minimum viable product, or the simplest product that satisfies the needs of the market we identified earlier. By keeping things simple, we can build something clean and strong, with a decreased possibility of something going wrong. An errorless system is crucial for the next steps.
When using the “Lean Canvas” as part of our first steps, we identify the basic assumptions that a business makes about the market it is trying to enter; those things that the business believes to be true and build their product around. Using the minimum viable product we built in the last step, we then test whether those assumptions are true. This is another benefit of building a simple, basic product. If some of the assumptions prove to be false, it is easier to adjust and pivot the product when it is simple than if it has many features that might not be useful under the framework with new, verified assumptions.
In earlier steps, we story boarded how we think users are going to engage the site and we brainstormed metric to evaluate how successful the product is. This is where we use the metrics to evaluate whether our storyboarded process was correct. First, we analyse user behaviour online by using a collection of different software, such as Kissmetrics and Optimizely, to see how users engage your website when they happen across it during their daily activities. We also analyse the conversations that occur in the chat setup of our websites and mobile app where we talk with users that might have questions or comments about the site. Using the engagement from our chats, we recruit users to have more in-depth interviews regarding their experiences and how experiences can be improved. We record all of this data and exchanges to be used during the next steps.
This is the reality check step and where we really confront whether the assumptions we made in the first steps with our lean canvas step really matches the reality we uncovered with our user interviews and what we are seeing in the pirate metrics. The data we glean from our measuring steps inform us of what assumptions we need to refine, what assumptions we need to discard entirely, and what, if anything, we need to take into account going forward. This will form the basis of how we move forward in building the next, better version of your product.
Product-Market fit used to be something that you knew you had but you couldn’t quite describe what it was. The best way to view it is from the perspective of your customer; if your product were to suddenly disappear and a majority of your customers would very disappointed, you have a product that fits well with the market. We assess this using the results of your user interviews in the measuring stage. If we are getting rave reviews on the product, we are on the right path, but if under 40% of users aren’t expressing a deep appreciation of the product we know it is time to make some changes.
Perfection is a process, not a destination. There is always something that can be improved, a feature that can be optimised or a layout that can reorganised, which will improve the experience for your customers. Only through constant reinvention can you approach that perfect encounter that will build a customer relationship that will last, which is the whole point. A website is only as good as the experience the user has and whether it leads to a strong, continuous relationship. This is why we are proud of how we do things. We are able to build something that will last, something that will create positive user experiences, by making sure that it is always able to change. While we might always be adapting, we are always going to be the same group of people at our core; doing the simple things to achieve great things.