Our approach: the Nordstrom ModelDecember 12, 2014a 4 mins read, written by marcel
Tells your customers story to you and us in just 6 six steps;
- Define the challenge
- Observe people
- Form Insights
- Frame opportunities
- Try Experiments
- What is the difference between optimization and innovation. Optimization is aimed at changing something which already exists. Making things ‘better’ based on information from your customers. This could mean that you change the entrance of your store or the flow of making payments on your website. It always has to do quick wins. This sounds a bit condescending towards people whom are involved in optimization projects, but it surely isn’t.
- So you need to see the people working with your service or product. People who do or don’t engage with your brand. Talk to them, make pictures of them in their natural habitat (e.g. their office space). Get to know the way the use your service to be able to form insights.
- Analyse things you have seen while observing your customers. See it in the right context. Ask more questions the get the know the why behind the whys’ why. That is how you form insights and that is how you discover opportunities.
- Time for insights to become opportunities. Somewhere else at this website we talked about pain points being opportunities to do better. Be aware of the opportunities’ context. Challenge the opportunities in your own context. It is nice to innovate, but the innovations need to have a good soil to grow in. In other words, you need to be able to actually create something new from these opportunities.
- For most people this is the most fun to do. Just think of ways to create solutions for the opportunities we came up with. Being creative, sticking notes to a wall, and so on. But don’t forget that this is a very important part of the Nordstrom Model. Without a proper brainstorm session, the outcome will be useless. So, we use the Lotus Blossom sheet to help us visualize the brainstorms’ output.
- Nothing better than to actually give the brainstorm output form in the sense of concepts. In the form of paper - or even interactive - prototypes. Trial and error. So build the experiment, measure its effect, learn from the experiment and do it all over again. Sounds familiar? This is the way Lean Startup and Agile works.
When you have learned about the experiments it is time to reconsider whether the challenge you started with still holds. Or was the first attempt to define the challenge a complete disaster. Don’t hesitate, but do it all over again. Refine the experiment or redefine the challenge.
Nordstroms circle is complete and ready for round two. Are you?