Sculpting the Customer Journey: AIDAOR

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Из курса от партнера University of Virginia

Innovating with the Business Model Canvas

20 оценки

University of Virginia

Innovating with the Business Model Canvas

20 оценки

Have you ever gotten really excited about reading or writing a business plan? You might have started out excited, but I’m going to bet you didn’t stay that way. Let’s be honest- business plans are boring and mostly ignored. The beauty of the one-page Business Model Canvas is that it drives meaningful focus. It helps us organize our ideas and have better discussions by forcing specificity and bringing linkages between key business drivers to the foreground. Innovation requires one hand being very focused on a fundamental need or problem while the other hand quickly tests different solutions. For this, the Business Model Canvas is very innovation friendly: It's a lot easier to tweak the model and try things with something that's sitting on a single page In this course, you’ll learn key tools from the worlds of design thinking and Lean Startup to approach the Canvas with thoughtfulness, focus, and above all a test-driven approach to business model innovation.

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Focusing for Profitability and Growth

How do you avoid the distractions that keep companies from innovating their way to organic growth? The best recipe is a hyper focus on finding product/market fit and scaling it. Fortunately, the Canvas is a great way to create that focus. We’ll start the course by looking at the jobs you do for customers and how your particular propositions drive revenue. We’ll also look at how you link those with focused customer journeys to keep these customer-centric linkages healthy and growing.

Sculpting the Customer Journey: AIDAOR3:55

Storyboarding AIDAOR7:06

Delivering the Customer Journey through Customer Relationships and Channels2:54

Mapping Customer Relationships and Channels6:09

Persona/Proposition Fit and Revenue Drivers6:27

Scaling Product/Market Fit with the Growth Hacking Canvas5:27

Creating a Culture of Experimentation1:12

Познакомьтесь с преподавателями

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

Let's talk about sculpting the customer journey.

And this is important for two reasons actually.

On the product market fit,

the relationship between customer segments and value propositions.

I think that you'll find the tools we're going to learn about

here are a really useful way to texture out those assumptions.

So, for example, with enable quiz we thought,

all right, well, the basic assumption is,

if we offer this quizzing solution then people will try it out and ultimately pay for it.

And then, how do we break down to all the sort of detailed assumptions that you saw?

Well, let's see now, we need to get them to a landing page,

and we need to get them to sign up,

and then we need to do this, and then we need to do that.

Well, this story boarding,

journey mapping stuff, I think is a great way to hep you do that.

It is also an extremely important tool

for thinking through these customer relationships and channels.

And when I see people go through the canvas,

a lot of the time they've just kind of

proforma filled something out here in a very arbitrary way,

and they haven't really thought about that.

And so, I think this is a good thing to do before you even worry about what this means,

particularly in what you're filling in here.

Think about the journey you want the customer to have,

how you're going to deliver that,

and how you're going to test that,

before you even worry about these. All right.

Now, the framework we're going to use here is this one, AIDAOR.

And there are lots of perfectly okay ways to map out the customer journey,

heuristics for doing that.

If you have a different one, totally, that's absolutely fine.

I like this one because it makes sense I think and it's worked well with learners,

and fun fact, it's over a hundred years old.

It was invented in the 19th century.

It's one of the earliest extant business frameworks,

at least the ones that are actually used.

And the idea here is that,

we think about a customer,

or even a user maybe,

if that's an internal thing that we're selling to our audience.

We start with attention.

And how do they even find out that this thing exists?

Because we can't assume that because they don't, in most cases.

Second is, how do we engage their interest?

Especially in today's hyper interrupt-driven,

distraction-driven world, if we get their attention,

if we're fortunate enough to get that,

we better be really good at telling them

exactly why they need to pay attention here or we're losing them.

So, how do we engage their interest?

And then, if they don't have a strong emotional reason for wanting to solve this problem,

do this thing that we're proposing to them,

we're probably not going to get very far,

and we need to engage that.

Then we think about action,

and this can be kind of layered.

So, we want to kind of pair action,

we'll of course call this A with reward.

So, what is the smallest possible thing we have to make them do to get

some kind of early reward or gratification

from engaging with our product or service or whatever it is?

Even if it's an enterprise I.T.

project. Onboarding is sort of everything that happens to that step.

And so obviously, there's kind of a cyclical relationship between these things.

But, if we're a Facebook user,

the earliest reward we get is finding one

of our friends and seeing what they have going on.

And then the onboarding would be everything we

do to sort of find the rest of our friends,

and flush out our network,

and become habitually addicted to Facebook basically.

And then retention is everything that happens after that.

And so, that's how long do we keep the customer,

when and why do they come back,

what are the triggers for that to use our product or re-buy it or whatever that is.

If we are focused on having them share

about us and we want a kind of viral growth engine, well,

then we really look carefully here at what are

the triggers and prompts where we can get them to do that,

and how do we increase their level of

involvement and investment in our product over time.

And that is AIDAOR,

one way, I think a pretty good way,

to think about the customer journey before you go off

and really get into detail on customer relationships and channels.

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