How to build a lovable product FAST

Who are we?
Introduction
Find and validate true client needs
Find and validate a fitting solution
Build and grow the solution
Scale and integrate the solution
Content

Who are we?
The team
3
Front-end
development
User
experience
Back-end
development
Artificial
intelligence
Robotic process
automation
Product
analysis
20+ years combined banking experience
Fintech background
Business
management
Growth
hacking
Business
analysis

What have we done?
Our ventures
4
Yuomi
Request payments from
friends
Stage 3: Build and Grow
Hachu
Financial advisor for
millenials
Stage 1: Client needs
Helder Lenen
Digital Mortgage Loan
Aggregator
Stage 4: Scale

Introduction
Issues to be adressed
Time consuming
product development
Failing foward is
costly
Presuming what
clients want
Issues

Introduction
Key take-aways
1. Failing is definitely an option, make sure to learn from it
2. There is no one-size-fits-all solution, customise your own
process
3. Without infinite resources, compromises need to be made
4. There is no alternative to doing it. Reading and talking only
teaches you that much.
Key take-aways
6

Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Stage 4
Scale and integrate
the solution
Introduction
7

Introduction
8
True customer needs
• Customers don’t know what solution they want
• Some companies choose to ignore customer feedback
• Customer-first is a popular company mantra
• Half of the Value Proposition Canvas is dedicated to customers
• Jobs-to-be-Done and Outcome Driven Innovation solves this
paradox by answering two questions
1. What is the task the customer is trying to do?
2. How much is your customer struggling?

Brainstorm on the Job-to-be-Done
9
Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Mon Define
Tue Sketch
Wed Decide
Thu Prototype
Fri Test
Brainstorm on the
Job-to-be-Done
Do interviews to
uncover desired
outcomes
Send out survey
to get
quantitative data
Analyse the data
to find
opportunities
Growth
Hack
Build Grow

The Jobs-to-be-Done Framework
The Jobs-to-be-Done Framework takes a step back from ideas to
learn what the customer really wants
• Job-to-be-Done:
“A group of people + the job they are trying to get done.”
• Not the customer journey but a focus on the customer’s goals
• Well-defined Jobs-to-be-Done are static and don’t change over
time
10

What are Jobs-to-be-Done (JTBD)?
• Questions; When you are using my product:
• “What job are you ultimately trying to get done?”
• “What is the underlying task at hand?”
• “What’s the overall goal you are trying to achieve?”
• Jobs should be:
• Solution-, technology-, product- and service-independent
• Actionable or emotion-focused
• In the customer’s point of view
11
How to define a JTBD
When trying to In this situation
Get When buying a house
Verb Object+ + Clarifier
Pay Together in a group
a mortgage loan
for a hotel

The JTBD Structure
The JTBD framework categorizes, defines, captures and organizes
all your customer’s needs. It contains these blocks:
• Job Map
• Emotional and social jobs
• Financial outcomes and related jobs
• Consumption chain jobs
12

Main Job-to-be-Done:
• Main Jobs-to-be-Done, which describe the task that customers
want to achieve via the Job Map
13

The Job Map:
• Every Job is a process, with a common structure
• The Job Map is a way to impose a structure over every small
Job Step
• The Job Map goes over the whole process of doing something,
from setting out the goal to concluding the process
14
Step 1: Pre-Execution
What must be planned, defined,
located or gathered, set-up or
confirmed?
Step 2: Execution
What are the most central tasks
that must be accomplished in
getting the job done?
Step 3: Post-execution
What must be monitored, verified,
modified, adjusted or concluded?

Emotional and social jobs
• Emotional job aspects: how the customer feels or wants to
feel about the solution.
Very important for sectors around trust or products which are
very similar to each other.
• Social job aspects: how the customer wants to be perceived
by others while using the solution.
Very important for products that people show to others.
15

Additional components
• Financial Outcomes, which are financial metrics used by the
purchase decision maker (buyer) to make the purchase of the
product.
• Related Jobs, which are jobs that the customer is also thinking
about while doing the main Job-to-be-Done.
16

Consumption Chain Jobs
• Consumption Chain Jobs, which cover the jobs after the
product is purchased. They help with the User Experience of
the solution
• E.g. repair, upgrade, clean, learn to use, install…
17

Do interviews to uncover desired outcomes
18
Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Mon Define
Tue Sketch
Wed Decide
Thu Prototype
Fri Test
Brainstorm on the
Job-to-be-Done
Do interviews to
uncover desired
outcomes
Send out survey
to get
quantitative data
Analyse the data
to find
opportunities
Growth
Hack
Build Grow

Measures of success
• Not all solutions to a Job-to-be-Done are equal
• Customer differentiate on different metrics
 These metrics are covered by outcome statements
19
Request my money back from friends after
we buy something in group
Minimize the time of setting up the payment request
Minimize probability that I send a wrong payment request
Increase number of platforms I can send payment requests
Job-to-be-Done
Desired Outcome Statements

What is a desired outcome statement?
A desired outcome is measure of success, defined by the
customer.
• Measurable, controllable and predictable.
• Quantifiable in terms of importance and satisfaction.
• Can be analysed to uncover underserved and overserved needs.
• Underserved: customers rate it as important but are not satisfied
• Overserved: customers rate it as unimportant but are very satisfied
That’s why we define desired outcome statements.
• This helps us identify areas to focus for solutions and ideas that
• Allow us to do it better (underserved)
• Allow us to do it more cheaply (overserved)
20

How to define a desired outcome statement?
• Questions; When you are using my product:
• “What outcome do you want to achieve?”
• “What’s the metric you want to optimise?”
• “How do you want to feel, or be perceived as?”
• Some quick rules for outcome statements:
• Should start with “Increase” or “Minimize”
• Metrics:
• Functional: Time, Probability, Frequency,
Amount, Risk, Number
• Emotional/Social: Broad range
• Solution-, technology-, product- and service-independent
21
How to define a desired outcome statement
Improve this In this situation
Minimise when buying a house
Direction + Clarifier
Increase when buying in group
Metric
the time
the number
to get final offer
of platforms to get repaid
Object+ +

Customer interviews
Desired outcome statements are uncovered through customer
interviews
• Structured way to get the voice of the customer
• Allows you to go in depth
• The list of desired outcomes are largely the same for the same
customers
• Their importance and satisfaction will be different
• Get qualitative information
• No need for statistical significance yet
Goal of interviews: Get a list of desired outcome statements
22
In
depth
Interview
Short
Interview
Surveys
Text Reviews
Feedback Rating

Interview Script: Validate the Job Map
1. Job Map validation
• How do you prepare, set-up and verify the job?
• What do you do when executing?
• How do you follow up and adjust the job?
2. Related jobs
• What are other tasks that are related to the main job?
3. Customer Experience
• What do you do with the product that is not directly related to the
execution? For example clean, store...
23

Interview Script: Desired outcomes
1. Negative points
• What are the worst parts of the job?
• What is frustrating, time consuming, difficult of the job?
2. Alternatives
• What alternatives did you consider?
• Why did you choose your current solution?
• Why would you choose an alternative?
3. Emotional
• How do you want to feel while doing the job?
• How do you currently feel while doing the job?
4. Social
• How do want to be perceived during or after the job?
5. Financial
• What financial metrics do you consider?
24

Send out survey to get quantitative data
25
Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Mon Define
Tue Sketch
Wed Decide
Thu Prototype
Fri Test
Brainstorm on the
Job-to-be-Done
Do interviews to
uncover desired
outcomes
Send out survey
to get
quantitative data
Analyse the data
to find
opportunities
Growth
Hack
Build Grow

Limitations of interviews
Interviewing people gives a lot of depth but takes a lot of effort
• Very time-consuming to receive statistically significant data from
interviews
• Risk to take biased decisions from limited number of inputs
Send out a survey
• Large number of respondents
• Anonymous
• Quantifiable
26
In
depth
Interview
Short
Interview
Surveys
Text Reviews
Feedback Rating

Goal of the survey
• Measure the importance of each desired outcome
• Measure the satisfaction of several existing solutions for each
outcome
27
When requesting your money back from friends after you buy something
in group
How important is it to you that you
are able to:
How satisfied are you with your
current solution
Minimize the time of setting up the
payment request
Minimize probability that I send a
wrong payment request
Not at all Not at allVery Very

Profiling Questions
To clarify the segmentation to be done in Step 4, the survey should
also include profiling questions such as
• Personal questions
• Age
• Sex
• Employment status
• …
• Specific questions related to the survey
• E.g.: Have you bought a house already?
• E.g.: How much can you save each month?
28

Analyse the data to uncover opportunities
29
Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Mon Define
Tue Sketch
Wed Decide
Thu Prototype
Fri Test
Brainstorm on the
Job-to-be-Done
Do interviews to
uncover desired
outcomes
Send out survey
to get
quantitative data
Analyse the data
to find
opportunities
Growth
Hack
Build Grow

Uncover needs with a Market Basket Analysis
• Market Basket Analysis:
• Originally: “What are groups of products that are bought together?”
• For us: ”What are underserved needs that are grouped together?”
• It also provides a support factor that
indicates how often these are grouped
together.
• A higher support factor indicates that
more people have the same underserved needs.
30

Market Basket in action
“47% of people think questions 20, 21 and 24 are important but are not satisfied with their current solution.”
= “47% of people are underserved for questions 20, 21 and 24.”
31

Unveil by 0smosis
• We created a tool for you!
• Automatically generates:
• Customer side of the Value Proposition Canvas
• Most important baskets
• Overview of impact per question
• Demographics
• All free!
• unveil.0smosis.com
32
Unveil
by 0msosis

Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Stage 4
Scale and integrate
the solution
The Design Sprint
33

The Design Sprint
34
Stage 1
Find and validate
true client needs
Stage 2
Find and validate
a fitting solution
Stage 3
Build and grow
the solution
Mon Define
Tue Sketch
Wed Decide
Thu Prototype
Fri Test
Brainstorm on the
Job-to-be-Done
Do interviews to
uncover desired
outcomes
Send out survey
to get
quantitative data
Analyse the data
to find
opportunities
Growth
Hack
Build Grow

What is a design sprint?
• Fast paced environment to
• Restate the goal
• Come up with ideas
• Select one or more
• Prototype it or them
• Get customer feedback
• All in one week
The Design Sprint
35
How should the
solution work?
How should the
solution be built?
What solution do
we want to offer?
Conceptualise
solutions
Decide on
prototype
Prototype Interview and
learn

Requirements
• Diversified team:
• Decider: Takes the tough decisions
• Maker: Knows how the product works
• Designer: Knows how to make an attractive product
• Customer Expert: Knows what the customers wants and how he
acts
• Marketing Expert: Knows how to reach customers
• Finance Expert: Knows how to make money
• Facilitator: Knows how to do a design sprint
• An important challenge to get done
• A room, whiteboard, pens and lots of post its
• A freed up week for everyone
The Design Sprint
36

General guidelines
• Drawing skills don’t matter
• Ugly sketches are fine
• Sketches need to be clear, not pretty
• Fast paced environment doesn’t allow for pretty sketches
• Words matter
• Don’t use dummy text
• Give catchy titles
• Pay attention to wording
The Design Sprint
37

Timeline of the week
Monday: Define: Define the objective, review the conclusion of
Step 1 and ask the experts
Tuesday: Sketching: Get inspired, come up with ideas, create
variations
Wednesday: Deciding: Evaluate and score ideas, decide on
solution, make a storyboard
Thursday: Prototype: The day to prototype! Prepare interviews
Friday: Test: Test with interviews, discuss results, find patterns
Find the complete checklists here.
The Design Sprint
38
Mon Define
Tue Sketch
Wed Decide
Thu Prototype
Fri Test

Monday: Define
10:00: Begin at the end: Where do we want to go? What’s the
ultimate goal? Get optimistic (how far can we get?) and
pessimistic (How could we fail?).
11:00: Review your previous work: You already have the customer
journey (Job Map) from stage 1. Take it in the room so you can
view it at all times.
14:00: Ask the experts: ask for information, but also about
previous efforts and their experience. Update the goal and
questions with their expertise.
15:30: How Might We?: indicate problems as opportunities and
organise them
16:30: Pick a target: Select one type of customer and one point on
the customer map.
The Design Sprint
TMon W T F
39

Tuesday: Sketch
10:00: Get Inspired: look and present other solutions from the
same and also other sectors. Write down good ideas on post its
14:00: Proto-designs – all individually
• Restate ultimate goal to keep the mind fresh
• Take notes from all the information in the room
• Write down rough ideas and circle your best
• Crazy 8s: Fold a paper in 8, create 8 variations on good ideas in
one minute
• Solution board: short, nice storyboard with your solution. It needs to
be self-explanatory
The Design Sprint
M Tue W T F
40

Wednesday: Decide
10:00: Evaluate and score ideas: Go over all solution boards and
discuss good parts and improvement points
11:00: Score ideas: Score all solution boards individually with dots
11:30: Decide: Divide winners from ”maybe-laters”. The Decider
has the last word.
14:00: Create Storyboard
• Start from the first customer interactions: How does the customer
get introduced to your product? E.g. NYTimes article, facebook ad,
friend recommendation…
• Go over each step and make sure you have a clear design
• Create it visually so the prototyping will go fast
Important: Keep the goal and the most important opportunities and
challenges in mind!
The Design Sprint
M WedT T F
41

Thursday: Prototype
10:00: Prototype, prototype, prototype
• Select the tools to create the prototype(s)
• Divide the work
• Everyone can prototype
• Make it appear real
• The surface is where the customer consider the product a hit or a miss
• Get valuable feedback on Friday with the surface
• It doesn’t have to work
• Mechanical Turks, where you play the AI is perfectly fine
• Fixed mockups that aren’t connected to the internet work as well
• Prototype the complete flow
• Landing, referring, executing, finalising
• End the day with a trial run
• During the day, prepare the interview scripts
The Design Sprint
M ThuT W F
42

Friday: Customer Tests
09:00: Test, test, test
• Five long customers tests provide the necessary feedback
• Or do more short customer tests
• Interviews
• Start where the customer would meet the product
• Let the customer think aloud
• Ask open questions
• Create broken sentences so the customer can fill them in herself
• Debrief
• After each interview, and at the end of the day
• Find patterns is customer feedback
• Negative feedback is much more valuable than positive feedback
• Document all feedback for later reference
The Design Sprint
M FriT W T
43

What’s next?
+ Product was received positively
1. Create a working version of the product
2. Launch it for real
3. Grow your customer and your product
4. Never stop asking for feedback
- Product was received negatively
• Directly incorporate feedback into product and retest
• Do a new (shortened) design sprint to
1. Refocus on problem
2. Select new idea
3. Rework the product
The Design Sprint
44
Rework
Launch

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