Aligning DreamPak’s Value Proposition
with Customer Experience
Dr. Salah S. Hassan
Professor of Strategic Brand Management
School of Business
The George Washington University
E-mail: hassan@gwu.edu
Customer Experience
• A person’s feelings of pleasure or disappointment
that result from comparing an experience’s
perceived performance/ outcome to
expectations.
• Customer experience includes all aspect of a
company’s offering such as customer care,
product features, informational cues, ease of
use, reliability, and after-sale support services.
(dimensions that makes it happen)
Managing Superior Customer Experience
• Each facet of customer
experience is managed
separately and often times
we refer to customer
experience in its totality
without understanding the
crucial dimensions that
makes it happen.
Direct vs. Indirect
Customer Experience
• Direct Customer Experience is when you buy, use, and initiate a service
contact like visiting an outlet, flying an airline, or staying in a hotel.
• Indirect Customer Experience is when you are involved in unplanned
encounters like being exposed to advertisements, word of mouth, news
stories, reports, reviews, sales presentations, etc.
Customer Experience Gaps
• Three major gaps need to be addressed:
1) Why do we have to connect brands with customer experience?
1) What it takes to design a superior customer experience?,
2) How to achieve the benefits of a winning customer experience strategy
through transformative branding that affect consumers’ happiness?
Client’s Assignment
1. Behavioral research and insights regarding the “breakfast” category
which includes but is not limited to an understanding of the
“detractors” and the “promoters” of consumers’ breakfast eating
habits/ buying experience (shopping, and buying dry mixes and RTE
pancakes).”
2. What challenges do you anticipate with the introduction of this product
and technology? How might these challenges be mitigated?
3. How do you compare the sensory experience (i.e. taste, aroma, texture)
to competitive pancake offerings?
Customer Experience
Positive
Customer Experiences
Negative
Customer Experiences
Greater customer loyalty
Damaged business reputation
Positive “word of mouth”
Negative “word of mouth”
More sales opportunities
Fewer sales opportunities
Less price sensitivity
Reduced business prospects
Using Personas to Create
Customer-centered Experience
Building Personas from Identified Target Market Segments (Shoppers vs. non-shoppers)
Both May be based on similar or overlapping data
Present a set of portraits to help Tanger make decisions
But Fill different needs…(not the same)
PERSONAS
Built on different types and
styles of interaction
Focus on defining user’s
goals and how to meet them
Primarily based on qualitative
research (post interceptions)
TARGET MARKET SEGMENTS
Built on different buying behaviors
Focus on how the business can reach
and attract them
Relative quantitative size of segments
is important
What are personas?
• Basic definition
– “A persona is a user archetype you can use to help guide
decisions about product features, navigation, interactions, and
even visual design.” - Kim Goodwin, Cooper
• User models
– Models can consolidate complex information into an (easy to
remember) abstraction
– Remembering & making sense of all the raw data would be
impossible without them
Persona do’s and don’ts
• Should:
–
–
–
–
–
–
be based on user research
be based primarily on qualitative research
be focused on users’ goals
be based on common behavior patterns
be specific to your design context or problem
come to life, and seem like real people
• Should not:
–
–
–
–
be focused on stereotypes or generalizations
be an ‘average’ of observed behavior patterns
be based only on user roles
be based only on information gathered from subject matter
experts, as they cannot completely represent end users
Methods used in persona profiling
•
•
•
•
•
•
•
User observation
Contextual inquiries
Interviews
Focus groups
Diary studies
Existing data
Existing knowledge
Writing persona profiles
• Draft persona characteristics & goals for each persona
– If possible, all info should come from actual user research (your notes)
– All persona information should be relevant to your design context
• Check persona set
– Anything missing?
– Any redundant personas?
• Write the persona descriptions
– Some bulleted lists, some narrative
– You may have multiple formats depending on your team’s needs
– A few personal details OK
• Try to relate them to your design
• Add them last
• Choose primary, secondary, etc. persona(s)
Best Buy: From Managing Brands to
Managing People
Before Customer
Centricity
Persona
Profiling
Connecting Brands
with Customer Experience
Best Buy Personas
Best Buy Personas
Best Buy Persona Marketing
Shopper Experience Journey Touchpoints
Value Proposition
• Articulating the specific benefits that a company is offering to its
target market.
• Why should the customer buy my brand?
• Fewer reasons/ features/ experience can be better!
• Identifying customers who will value a unique offering that is simpler
& more convenient than what they have been getting in the past!
Quality + Shopper Experience
Perceived Value =
Cost
Conclusion
• Strong brands create consistency by aligning all
company initiatives to a higher level of purpose
related to the culture of the organization.
• Customers judge the quality of the brand by the
responsiveness of the first person they come in
contact with to discuss their problem.
Activity
Map out the customer experience journeys of
powder mix users vs. ready to cook buyers.
Customer Experience Journey
Mapping Workshop
Oracle . CX Journey Mapping Workshop . designingcx.com
Elements of Customer Journey Mapping
Workshop Colors
(Post-its are a good way to anchor the briefing)
Personas
(People)
Touchpoints
(Needs, Moments
of truth & trust)
Channels
Emotions
(websites, social
media networks
in-stores)
(High points/
happiness, anxiety/
frustrations)
Decisions
(Roles/Behaviors)
Time
(What it takes to complete the journey)
Before
Oracle . CX Journey Mapping Workshop . designingcx.com
During
After
cus·tom·er ex·pe·ri·ence
The sum of all experiences a consumer has with a supplier of
goods or services, over the duration of their relationship with
that supplier.
Oracle . CX Journey Mapping Workshop . designingcx.com
Behavioral Analysis of
Customer Experience
Shelf-Stable Liquid Batter
Our Company
Founded in 2000 by Dr. Aly Gamay who owns dozens of
patents in the food & beverage industry;
Leader in developing & manufacturing shelf-stable,
liquid concentrates for various product markets;
Partnerships with leading national branded companies in
dietary supplements, creamers, water enhancers, etc.
Mission: transform the beverage & supplement categories
by pairing our proprietary liquid mix technology with
unique packaging formats in order to create true value for
consumers as well as our partners.
Our Company (cont’d)
Our Technology
Super-concentrated, shelf-stable liquid mixes for the
beverage & dietary supplement markets;
‘Shelf-stable-by-formulation’ methodology for liquid
preservation;
Combines benefits of powders (shelf-stability) with
advantages of RTD (consumer-friendly liquid format)
without burdening supply chain;
Food & beverage current offerings reflect the
technological limitations of suppliers.
Our Products
Our Distribution
Mr. Batter’s™
First complete, shelf-stable, liquid, readyto-cook pancake batter in the breakfast
market
Primary form factor will be stand-up multiserving bottle that can be squeezed
directly onto the griddle/pan/plate;
Absolutely no refrigeration required, no
preparation & no clean-up or mess typical
of dry mixes
Each 16oz. unit yields about 24 standardsized pancakes
The Product
The Objective
We aim to transform the $425 million
pancake market by introducing a new
food technology that combines the
benefits of shelf-stability with the
convenience of RTE frozen offerings,
as well as the high-quality perception
of liquid batters.
Competitive Offering #1
Brand recognition
Convenient packaging
No prep/mess
Merchandised in refrig.
Weak brand in pancakes
Requires refrig./freezer
Competitive Offering #1 (cont’d)
Competitive Offering #2
Strong brand recognition
Convenient packaging
No prep ingredients/time
Same formulation as boxes
Requires vigorous shaking
Usage three days post-opening
Requires refrig./freezer
Competitive Offering #2 (cont’d)
Competitive Offering #3
Strong brand recognition
Short prep time/minimal effort
Convenient packaging & format
Requires freezing
Lake of freshness
Low quality (microwave)
Competitive Offering #3
Key Benefits
Short prep time/minimal effort
Convenient packaging & format
Completely shelf-stable
No additional ingred. required
Unique liquid batter delivery
Brand recognition
The Buyer/User
Mass market targeting based on varying only the preparation
process;
Aim to target the millennial generation, particularly those with
young children, in addition to college students and other groups
with limited time, resources, and appliances;
Older consumers will likely not be the primary buyers of shelfstable liquid batters;
While younger consumers (those under the age of 18) would be
unlikely to purchase our offerings, we believe that they will be a
strong purchase influencer;
The Assignment
“For the purposes of this course, we intend to focus exclusively on how
the habits, experiences, and behaviors of consumers in the shelf-stable
breakfast category present both opportunities and challenges for success.
The ultimate objective is to tailor Mr. Batter’s marketing communication
and brand experience to align perfectly with the consumer experience.
We are seeking from your group supplemental research and
insights regarding the “breakfast” category which includes
but is not limited to an understanding of the “detractors” and
the “promoters” of consumers’ breakfast eating habits/
buying experience (shopping, and buying dry mixes and RTE
pancakes).”
Discussion Topics
1. How do you compare the sensory
experience (i.e. taste, aroma, texture) to
competitive pancake offerings?
2. What challenges do you anticipate with
the introduction of this product and
technology? How might these challenges
be mitigated?
Thank You
My Contact Info:
Tarick Gamay
Vice President, Sales & Marketing
tgamay@dreampak.com
Student 1 :
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