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After reading and analyzing the case, students will be able to: understand how to identify customer pain points by using customer experience mapping and the Jobs to Be Done framework; identify hypotheses to measure and improve the customer experience; articulate the logic for creating a quantitative metric for the quality of the customer experience; understand how business executives can lead the development of machine learning analytics models.

The advent of design thinking as a tool for innovation has led to its adoption in a range of organizations. While proponents of design thinking continue to focus on the principles and practices of their method, little is known on the organizational conditions required for design thinking to attain a long-term impact. This article explores seven empirical case studies to identify the conditions required in organizations seeking to integrate design. It identifies four conditions-strategic vision, facilities, cultural capital, and directives-and examines their relationships.

Organizational leaders are increasingly turning to design approaches as a panacea for uncertainty and disruption. However, frictions between design and typical engineering and management practices make integrating design into organizations difficult. To do this well, it is necessary to foster the coevolution of two types of design capabilities: deep expertise in design practices and wide understanding, application, and scaffolds of design. Underestimating the coevolution leads to three typical "pitfalls" that can limit the effectiveness of investments in design. This article examines each of these tensions in the context of large technology companies and presents practical recommendations on how to avoid them.

Kanopy LLC (Kanopy) was a video streaming platform that hosted independent and documentary films for educative purposes. Founded in 2008, Kanopy had rapidly expanded to several countries. By 2017, it had more than 3,000 college libraries and several public libraries as subscribers. Although Kanopy’s services were received with much enthusiasm, under Kanopy’s pay-per-view pricing model, libraries soon incurred subscription fees that exceeded their budgets. Kanopy’s popularity became an impediment to growth as libraries cancelled subscriptions or switched to more restrictive models. By December 2019, even though Kanopy’s revenues were increasing, the company’s founder needed to consider how to ensure the company’s continued growth. Given libraries’ constrained budgets, what changes did Kanopy need to make to sell its streaming services to libraries?

Recent years have seen the dramatic rise of direct-to-consumer (DTC) brands by several startups. Many of these brands, such as Dollar Shave Club, Harry's, Glossier, and Allbirds, entered mature markets dominated by established companies, and yet they grew rapidly to attain valuations over $1 billion. At the same time, some DTC brands such as Casper saw a significant drop in their valuations after going public. Are these DTC brands fads or the dawn of a new era? And how should incumbents respond?

This article examines the cardinal tenets of design thinking using the research, theory, and insights of social psychology. People's intuitions are often incorrect and, moreover, it is often difficult for people to revise their thinking. There are four principles common to many design thinking approaches: observe and notice; frame and reframe; imagine and design; and make and experiment. For each of these design thinking prescriptions, this article analyzes the social-psychological phenomena involved and illustrates practical applications from a real design thinking project at IDEO. Design thinkers and their companies can use these insights from social psychology to inform and inspire the design thinking process.

IDL Innovation Hong Kong Co. Ltd. (IDL) was a well-known interior design company specializing in commercial retail centres. The design company’s goal was to help its partners create more value by presenting effective interior design. However, with the rise of e-commerce, the financial performance of the conventional retail industry had dropped significantly. To help the industry regain customers, the design company developed a new business framework that combined online components with traditional consumer social spaces, based on the common interests, wants, and needs of consumers. In September 2018, the design company transformed a shopping centre in Shijiazhuang, Hebei Province, China, that had been losing sales for some time. The shopping mall soon saw a substantial and consistent increase in foot traffic, sales, and revenue. The project was a great success for both the mall and IDL, but could this concept be also effective when applied to other projects?

Zomato, a leading restaurant discovery and review platform, entered the highly competitive hyperlocal food delivery space in 2014. Though Zomato was a leading platform for search and discovery, it trailed behind the market leader in the delivery landscape. While Zomato’s attempt to increase profitability by implementing a subscription model proved popular among customers, it antagonized a significant segment of its restaurant partners. As December 2019 drew to a close, the key decision-makers at Zomato wondered whether entering the growing delivery market and the subsequent transition would be worth the cost of competition. The startup would have to make a strategic decision with respect to its market dominance and competitive moves in the delivery market. Should it focus on the large, hypercompetitive markets in major cities to build high-density delivery networks, or should it focus on pre-empting the competition by nurturing small-town markets? Would acquiring its competitors help in rapid scaling, or should Zomato engage in another round of business model innovation by focusing on cloud kitchens and private labels?

This article examines how Siemens's molecular imaging group incorporated design thinking principles into R&D to regain market leadership. Marked departures from its past practice included a "universe of possibilities" for lifetime customer value; multi-iteration "leapfrog concepting" ahead of prototyping; and adherence to an "innovation metric" that enabled simultaneous consideration of customer value and business cost. These elements gave rise to a dynamic capability, "creative forbearance," which supported the innovation team's unbridled creativity while building in patience for introducing new features to its product platform. This case illustrates how design thinking can be integrated in settings replete with technological and customer complexity.

Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management "Design-Led Strategy" and show how it complements but extends current design-thinking perspectives. Adopting a strategy-as-practice perspective, this article identifies four archetypal practices that managers can use to strategize with design-thinking content. Its findings provide insight into the practices associated with situating design thinking within organizational practice.

In July 2019, Evangeline Leong, co-founder and CEO of Kobe (a Singapore based start-up providing Influencer Marketing services) had a challenging task ahead of her. Her company was preparing for a campaign to build brand awareness of Jia Jia herbal tea amongst millennial consumers in Singapore. At Kobe, Leong and her team provided end-to-end influencer marketing services for clients including consultation on marketing strategies for realising brand objectives, assisting clients in identifying KPIs, execution and monitoring of campaigns, analysis of campaign results and providing recommendations. In addition, Kobe's AI driven influencer platform allowed clients to choose the most suitable influencers from a database of over 5000 influencers. Millennials in Singapore were social media savvy and often-brought products based on recommendations of influencers they trusted. Targeting this customer segment through social media was therefore a viable option. However, the Jia Jia campaign had a few limitations including a small budget and a short timeframe. Another constraint was that herbal tea was not popular with millennials. Historically Chinese herbal tea was synonymous with Singapore's culture and dated back to its history as a British settlement. However, over the past decade, bubble tea had become the preferred drink of the millennials. Leong knew she was being ambitious in trying to "sell bell-bottoms to Millennials", and she wondered if her influencer marketing campaign to rebrand Jia Jia herbal tea in Singapore could be as successful as the Levi's Jeans' 501 campaign. Could Leong turn the clock back and make Jia Jia the most talked about beverage brand in Singapore?

This case study focuses on enterprise considerations when entering into new sales modalities. Retail shopping models had long been considered binary - either e-commerce or brick and mortar. In practice the retail industry involved a long spectrum with pure e-commerce on one end and pure brick and mortar on the other end. In between, many different models were emerging like ordering online and picking up in-store (Walmart's Grocery Pickup), shopping in-store and ordering online (Warby Parker and Bonobos made their name in this space - largely facilitating the showroom behavior of consumers), digitally-enhanced physical shopping (several companies hold patents in this space with virtual reality promising to push this model), and many others. By 2019 Amazon, was the world's most valuable online retailer at around $1 trillion (USD). So, when the company announced the purchase of Whole Foods and further committed to the expansion of Amazon Go store locations many questioned the strategic value. Why would a company so clearly successful in the digital realm seek to enter the more traditional brick and mortar space?

AlloVoisins, a web platform founded in 2013, had reached its 2018 enrolment goals seven months ahead of schedule. Because of a large new competitor entering the market, Edouard Dumortier, CEO, was evaluating a list of partners for his planned Business-to-Business-to-Consumer (B2B2C) strategy. These partnerships aimed to drive further enrolment. AlloVoisins allowed people within communities to post needs (e.g. babysitting, borrowing tools, house checking, etc.) for other members to fulfill for a mutually agreed upon fee. The company had previously used paid media but did not find that such channels resulted in the enrolment figures Dumortier believed he needed to compete. This type of advertising and promotion also required a lot of cash, which as a start-up AlloVoisins did not have. Therefore Dumortier opted for B2B2C strategies, which required less cash on hand. AlloVoisins was considering partnering with other businesses and selling to them, or getting them to promote his company, rather than communicating directly with customers. The question, though, involved selecting partners from a list he came up with after some research to best achieve his goals. In order to maximize AlloVoisins' opportunities, partners would need to provide access to the largest database of customers possible but also fit well with the value offered by AlloVoisins.

Ads tell us about attractive new offerings we might want to try. But it could be they also make us feel discontent with what we currently have--and diminish our sense of well-being in the process. When researchers looked at survey data on the life satisfaction of nearly a million people in 27 European countries and compared it with the annual ad spending in those nations, they found an inverse relationship between the two. When ad spending went up, national happiness went down.

The (A) case describes the difficult situation Avon faced back in 2018 when a new CEO arrived.

The (B) case describes the decisions taken by the new CEO as well as the impressive results achieved in less than 2 years.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 1 explores why marketing analytics has had such an uninspiring performance in the past, looking at data problems, poor investment decisions, scarcity of analytics professionals and skills, and other reasons. Several models are discussed, including Davenport's five-stage analytics maturity model, Wayne Eckerson's analytical maturity model, and the ALADA Model, which will help achieve analytic success through macrolevel solutions. While small- and medium-sized companies approach marketing in the same ways as large companies, they also have their own advantages and disadvantages when it comes to analytics. This chapter addresses that and discusses models that are best for smaller companies. It also describes what analytics marketers and leaders do. All the models and strategies discussed are more of a compass rather than a detailed map; as such, innovations in analytics at more granular levels are needed.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. This chapter is all about segmentation. Segmentation divides customers into distinct, meaningful, and homogeneous subgroups, which results in several benefits, including higher sales revenue, reduction of marketing cost, and better product development. However, the implementation of segregation has not been very effective. This chapter discusses the importance of segmentation, its benefits, and why it has failed. Segmentation can be categorized into three levels: strategic-level, managerial-level, and tactical-level. Ways to develop each level of segmentation are provided as well as practical ways to use and apply them. Segmentation must be used individually. The one-for-all segmentation will cause confusion and result in lower ROI of marketing initiatives. Because every department and team has different needs, each one must build several types and levels of segmentation in order to address their challenges effectively.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 3 explores how marketers can gain deeper insights into their customers. Four tools are given for this purpose: customer segment profiles, customer personas, customer journey map, and the 360-degree customer view. Customer segment profiles help brands to understand different groups of customers and to see whether or not the company has developed good segmentation work. Customer personas help understand the emotional and behavioral triggers behind individual customers within a certain segment or market. Customer journey maps are used to analyze user behaviors and help understand how customers go through the sales process. The 360-degree customer view provides all meaningful information about a single customer in one location. Ways of building and developing these tools are also discussed.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 4 discusses how to effectively use direct mail in a time that relies so heavily on technology. Direct mail has been used as a marketing tool for decades but response rates have been stagnant or declining for years. This chapter introduces the 541-rule for direct mail, which is based off of Ed Mayer's 40-40-20 rule. This rule states that the chemistry of three elements - list (50% weight), personalization (40% weight), and testing (10% weight) - will determine how well a direct mail campaign will perform. List selection is given the most weight since choosing the right customers is essential to an effective direct mail campaign; personalization is about making customers feel special by offering relevant messages, products, and services; testing can uncover customer trends and opportunities to enhance future campaigns. The 541-rule has been proven effective in increasing the ROI of direct mail campaigns. While online advertising is rising, direct mail is an essential element in the marketing mix and will be here for years to come.