The Brief

The face of public health in Austalia has changed. Customer are now empowered to spend their government funding where they see fit. As such, publich health companies had to become more commerical in selling their services.

My task was to help these organisations understand a diverse customer base at a level to enable them to design services to sell and increase services provided to their customer base.

Through ethnographic studies and focus groups we create a series of profiles and a concise journey map which became the fuel for the company to change.

The Challenges

• Changing a 'mindset' of a company used to blocks funding to think of people in different ways.
• A diverse customer base with highly emotional challenges.
• Tight timeframes to shift a non-commercial company to a commercial organisation.
• Create a roadmap for success within tight budgets.

The Process

• Measurement and success definition

  We met with the senior management team of Dianella and created a framework for success for the project. We defined clear success metrics and goals which were used to focus our work.

• Quantitive Research

  Over 5 days we conducted 16 workshops with respresentatives from all customer segments.

  During these workshops, we used design thinking strategies to not only uncover real insights about our customer base but involved them in rapid ideation to help solve problems.

• Design thinking

  Using the data we collected we broken down all the challenges and opportunities into a discreet set of actionable problems.

• Journey maping and profiles

  We constructed a simple, easy to use journey map which combined all our findings into a simple, actionable plan. We also created six empathy profiles to power the business to recognise their customers needs and understandings.

• Roadmap

  We constructed a final report which gave the organisation a clear plan to implement with short, medium and long term objectives.

The insights

The following insights and are still used by the company as part of their ongoing plans.

• Although customers have diverse problems, there are set of core states customers go through and identifying these with their current customers will help sell services.
• Internal training and systems need to adapt quickly to cope wth the new world.
• Customers are loyal and want to be a part of a community that doesn't exist.
• Customers have low socio-econmic foundations and therefore traditional marketing may not reach them.
• Mindsets of staff were slow to change and education needed to be brought in to take peopleon this journey.

The Solution

An internal facing plan and roadmap that can be enacted over the coming year to educate staff, understand their customers needs and empower the business to change.

Deliverables