Bob Westrope
Michael Price
Chris Parker
Stephanie Taxy
Thom Milkovic
Aarti Sheth
Tom Barber
Kene Iloenyosi
Steve Simpson
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When things change suddenly and immensely (e.g. coronavirus), what people want and what they demand from the businesses that serve them switches up. The most successful companies are the ones that can adapt the quickest to deliver new value to their clients in new ways.
It’s up to each firm’s leadership team to recognize that ‘the same old way‘ will only lead to ‘the same old outcomes.’ Leaders must decide to repair, replace, or reinvent their capabilities and their brands. Aiming that change at what their customers and clients want most is smart.
Your customers don't think in departments or silos. They expect a single, on-brand experience. We help you organize around customer's jobs to be done so you're not wasting time, effort, or money on things that don't matter.
No matter how hard you try, or how much you spend, your brand can't be any better than what your customers experience. We help you find what customers want most so that you deliver that time after time.
Improvements in sales come efficiencies in the selling process and from adding value for the customer. We help you balance your focus on both. So customers notice the value you offer, don't feel inclined to shop elsewhere, and bring you referrals for new business.
Design thinking lets us help you find ways to lower the cost of deliver of a product or service while maintaining margins. Knowing sooner what customers want (anticipating their needs, for example) lets you serve better at lower cost.
(All images come from real projects, and are used with permission. Click the logos to explore)
Customers of this fast-food giant wanted things even faster, so we developed directional concepts for a digital drive-thru. Recommendations included multi-line service, clear bags, and image-based communications. McDonald’s finally opened their digital drive-thru concept nationwide in the US in 2018.
We helped one of Canada's largest Telcos extend their experience/story framework and designed and facilitated a 5-country teleconference. The TELUS team explored journey maps, adaptive business design, and other tools to help them transform not only the experience, but the underlying capabilities that deliver it.
What started as a typical access-to-care project became an Innovation Accelerator. Improved patient/caregiver experiences helped the hospital system earn more from elective procedures and fund needed initiatives in basic care.
We helped a retail founder transition his specialized audiophile brand into a destination-quality mainstream store. Sales doubled over the previous location thanks to a customer-centric experience.
Using Experience Design and Adaptive Business Design tools, our team (then at IBM) helped introduce a market-leading Innovation Center to make complex sales easier. It worked. Close rates went from 25% in the field to 75% in the Centers. So, IBM expanded the concepts to four additional continents.
Innovation is now as important to this QSR brand as its hospitality origins. We helped the company envision its future drive-thru experience with live actors. Our recommendations helped improve both the drive-thru experience as well as the innovation process itself.
Storyminers is often asked to help leaders create and introduce their first-of-a-kind, game-changing assignments. Why? Because our unique mix of strategy, story, experience design, and technology gives them the ability to envision their desired future state faster–so they can go further.
These White Papers look into specific issues and how these apply to problems you might be facing. We hope you find some clarification on these pages, and we’re always open for a chat if you want us to help.
