[wuc 2016] dr. mirko caspar, managing director, mister spex | creativity for performance

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Dr. Mirko CasparManaging Director

CREATIVITY FORPERFORMANCE

17.06.16

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WHO WE ARE

MISTER SPEX AT A GLANCE

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Largest European Online Eyewear Retailer

More than 2 Mio. customers

10 countries

400 employees

Largest assortment in stock and

best customer service

Creativity for Performance by Dr. Mirko Caspar

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TODAY‘S TOPIC

1. CREATIVITY! WHY „FOR PERFORMANCE“?

2. THE CREATIVE PROCESS AND HOW CANDATA HELP?

3. HOW TO „ORGANIZE“ CREATIVITY?

4. A FEW LESSONS LEARNED

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Source: http://wirtschaftslexikon.gabler.de/Definition/kreativitaet.html

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WHAT IS CREATIVITY?

„Creativity is the ability of an individual or a

group to think and act in imaginative and

formative way. " (Gabler Wirtschaftslexikon)

Creativity


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Source: Clayton Christensen Innovators Dilemma: http://hbswk.hbs.edu/item/clay-christensens-milkshake-marketing; Copernicus Marketing Consulting and Research:http://www.greenbook.org/marketing-research.cfm/top-10-reasons-for-new-product-failure

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ANY TYPE OF CREATIVITY & IDEAS?

Creativity without Performance


Failure rate of disruptive product innovations

~80%

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Read more: http://www.businessdictionary.com/definition/performance.html#ixzz49Yug9Zn5

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PERFORMANCE

What means Performance?


“The accomplishment of a given task measured

against preset known standards of accuracy, completeness, cost, and

speed.”

i.e. task: We want to sell high quality eyewear better

and thereby

sell more eyewear to more people.

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Source: https://en.wikipedia.org/wiki/Creativity

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THAT IS CREATIVITY!

Creativity


“Creativity is a

phenomenon whereby

something new and

somehow valuable is

formed.” (Wikipedia)

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CREATIVITY FOR PERFORMANCE: Leads us to the combination of creativity & data


CREATIVITY THAT PRODUCES RELEVANT, VALUABLE RESULTS


TODAY‘S TOPIC





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Read more: https://hbr.org/2015/09/design-thinking-comes-of-age; partly based on and adapted from Clayton Christensen´s Innovator´s DNA Model

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THE CREATIVE PROCESS

Building a Design Thinking Process

Define

Ideate

Prototype

Test Empathize

Learn about

the audience

Construct a point of

view that is based on

user needs and insights

Come up with

creative

solutions

Build a representation

of one or more ideas

and present to others

Return to original user

group and testing

ideas for feeback


Essential behavorial skills

Questioning

Observing

Networking

Experimenting

https://hbr.org/2015/09/design-thinking-comes-of-age

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Read more: https://hbr.org/2015/09/design-thinking-comes-of-age; partly based on and adapted from Clayton Christensen´s Innovator´s DNA Model

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HOW CAN DATA HELP IN THE CREATIVE PROCESS?

Building a Design Thinking Process

Define

Ideate

Prototype

Test Empathize

Learn about

the audience

Construct a point of

view that is based on

user needs and insights

Brainstorming

for creative

solutions

Build a representation

of one or more ideas

and present to others

Return to original user

group and testing

ideas for feeback


Scope + Insights

(make it relevant)

Test

(make sure it works)

https://hbr.org/2015/09/design-thinking-comes-of-age

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HOW CAN DATA HELP?

ITERATE, TEST AND LEARN

Implement an agile process

1. Creative Idea (Hypothesis)

2. Design & Prototyping

3. Implementation

4. Measure/ Evaluate

Iterative

Cross-functional

Evolutionary

Rapid

Flexible

…

12Creativity for Performance by Dr. Mirko Caspar

Understand:

Customers

+ Problems

Generate

Insights

Test

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GENERATE INSIGHTS,

DEFINE THE SCOPE


1. Creative Idea (Hypothesis)


3. Implementation


Iterative

Cross-functional

Evolutionary

Rapid

Flexible

…


Understand:

Customers

+ Problems

Generate

Insights

Test

Phase 1

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WHY DO I NEED A BRIEFING?

Brief your team


Connecting objectives with creative strategies

Building team consensus

Aligning expectations

Defining clear, measurable goals

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WHAT MAKES IT RELEVANT: CUSTOMER CENTRIC VIEW

Who is my customer and what does he expect? Do you offer something interesting?

How can data help?

Key Buying Factors

• price

• assortment

• usability

• …

Customer

Company Competition

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Effectiveness

significant

perceived

Efficiency

economically

defensible


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WHAT IS A GOOD BRIEFING?

Brief your team


Open briefings are a terrible risk, if the agency/or team has an “out of the box” idea

they’ll pitch it anyway. If they don’t have a clue what problem they are solving and why,

they won’t find the clue neither!

Good briefings should have

Target group, needs, attitudes…

Competitive landscape

Insights and an objective

Tasks and targets tightly defined

…

…

Briefings are information on all necessary facts to run a job or task.

Mandatory facts

Budget

Timeline

Project Team

Key Stakeholders

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NEW TV SPOT: FAMILY SPOT MISTER SPEX 2016

https://www.youtube.com/watch?v=PJYV3HIJWpw


How to start creating a data-based concept?

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https://www.youtube.com/watch?v=PJYV3HIJWpw

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DATA DRIVEN MARKETING KPI´S – CONVERSION FUNNEL

Creativity in Performance in Marketing- How to…

Measure until the end

Look at the most importantsubsegments to understand

Target group, visitors

Product groups, categories

Brands…

ResultpagesHomepage

ProductdetailPages

Option pages

Basket Con-firmation

Returns

Conversion rate/ bounce rate/ average time spend/ scrolling

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WHAT HELPS TO GENERATE INSIGHTS?

Get the relevant data


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WHAT HELPS TO GENERATE INSIGHTS?

Get the relevant data


"It’s easy to get stuck in one side or the other. If you do a lot of exploratory

behavioral observation of humans, you can get stuck in that method; if you

only do a lot of big system analysis you can lose the human touch.“

- Nate Bolt/ Facebook

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Mixing data with

individual use cases!

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RAPIDUSERTESTS: OBSERVE!



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HOW CAN DATA HELP? PHASE 1

Relevant data & researches

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Quantitative Research

– Surveys

understand Customer Segments their Needs and our Performance

versus the competition.

asses the Potential of different target groups and define our Positioning

and our USPs. (Potential & existing customers)


Quantitative Research

– Tracking

understand Customer Behavior, Customers Flow, Performance of

different approaches

Identify relative strengths and weaknesses of product (also bugs;-))

Qualitative Research

Understand: Perception, Customer Experience, i.e. current usability

bugs

Inspiration: concrete improvement levers and ideas

Prioritization: (partly)

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HOW CAN DATA HELP?

PHASE 2


1. Hypotheses


3. Implementation


Iterative

Cross-functional

Evolutionary

Rapid

Flexible

…


Understand:

Customers

+ Problems

Generate

Insights

Test

Phase 2

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A/B- TESTING: HYPOTHESIS, PRIORITIZATION, TESTING


Original Variation B Uplift

Visits 2029 1766 -

Exit rate 30,51 30,24 -0,88%

CTR (PLP) 58,06% 58,44% +0,65%

CR (Sale)9,41%

(191 Conv.)

10,19%

(180 Conv.)+8,28%

1. Hypotheses (Case landingpage lenses)

Potential Customers don‘t understand that high-quality lenses are included and that they save up to 50%

Content is neither easy to scan and read nor trustworthy

2. Prioritization & Roadmap planning 3. Implementation

4. Testing

Original Variation B (New)

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WHAT DO WE DO? PHASE 2

Relevant data & researches

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Quantitative:

Tracking

- A/B Testing

- Web-Tracking

Does it work? - Asses the impact of different messages, products,

features, ads, landingpages, etc.


QuantitativeResearch

- Surveys

Do they like it?

(If not?)

Qualitative

Research

Understand: Perception, Customer Experience, i.e. current usability

bugs

Always test

hypothesis!


TODAY‘S TOPIC





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MANAGING PEOPLE,ORGANISATION & PROCESSES

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MANAGING PEOPLE TO CREATE A CUSTOMER CENTRIC,

DATA-DRIVEN AND AGILE ORGANISATION

Top down: Tell them what to do - then you have to have all the answers

Bottom up: they tell you what to do - then they need all the experience, scope, vision and

strategy

So its boths, supported by a …

clear vision

deep customer understanding

deep understanding of mechanics and levers of your value proposition

shared values & approach (personal responsibility, quality, committed, etc.)

clear goals and scope

Data Driven organisation & processes

GoTrack/ Test

DecisionBack toteam

Critiquesessions

Team –Bottom up

Delegate + Definition Scope & Task – Top down


1 2 3 3 4 5 6

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SET THE SCOPE – AGILE & PROJECT BASED

2. Sprints1. Top 5 Projects

Part Description Presenter Time (min)

Process / Discussion

- Winner Reporting Cycle- UX Involvement

Falko 10

Priorities / Discussion

Roadmap & Upcoming AB Tests Falko 10

Update CTA & Price Adjustment Sarah 10

Update New Lenses Info Page Valentina 10

Presentation 2D/3D as fourth product picture Franziska 15

3. A/B Testboard 4. Product Council


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Move creativity process forward by asking 4 questions

1. What is the current objective?

2. What components are directly related to the objective?

3. Are those components effective in achieving the objective?

4. Why? Why not?

Pixar – a successful example

GIVING FEEDBACK WITHOUT RUINING CREATIVITY

Critique Sessions


Critiquesessions

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CULTURE EATS STRATEGY FOR BREAKFAST

Mind set

Culture

Process not Org Structure

Requirements

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Read:



TODAY‘S TOPIC





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SO WHATS?

Creativity needs scope, insights and structure for something valuable (Briefings)

Be sure to be customer centric

Data can help

Mix quantitative AND qualitative data and insights

Critique session are super helpful (use experts)

Be agile

www.misterspex.de 34

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CORE VALUES OF MISTER SPEX

AGILE DATA

DRIVEN

CUSTOMER

CENTRIC

Building organisation and processes



THANK YOU!

[wuc 2016] dr. mirko caspar, managing director, mister spex | creativity for performance

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