Probe Insights, Business Model and Service Blueprint
Probe Insights
insights from our first experiments
insights from the event
other efforts
Service Blueprint
This week we began working on our business model after a lecture by Will. We began going through the worksheet he provided and identifying what these different sectors looked like for our project on sticky notes.
We used a color-coded system where the blue stickies identify the least risky or more “safe” aspects, the bright yellow identify questionably risky elements, and the pink identify the most risky elements.
Our key customers begins with the managements of the rental communities and is then used by the renters of the community—young professionals and college students. Our managers and residents are involved in a co-creative process with us (our service) and the expected result is to grow connected communities on a small scale and building wide. We see the residents getting value from this service by building friendships, support systems, and combating their loneliness, while the management gets satisfaction from higher renewal rates and free publicity (in the long-run saving them money and influencing their reputation in the greater community).
We identified the primary revenue stream as coming from the management, most likely from the rent money of its residents. As a whole our service is value driven, dependent on the residents and management seeing and getting value from our community-building activities, but we are also recognize there is the cost to host the events and buy such supplies. Our customers, in this case the residents, will be reached through electronic platforms like social media and email (or potentially our own platform), and physical interventions like posters and the events themselves.
The key partners we envision working with as the scale of this project grows is the management and potentially non-profits who could benefit from activities that have a more philanthropic motive. As a whole our service relies on financial support from the management, intellectual resources (help with co-designing and project development from the management and residents), human resources (resident time), and physical resources (community space to host events and supplies for the events). These all support our key activities of hosting community events, surveying and co-designing with residents/ management, and our digital platform which will host our sign-up process and digital assets for hosts of said community events.
Feedback we received from Will and Kristen brought focus to the publicity side of this service and how the benefits around residents renewing their lease could be something to focus on in order to sell this to our key customer—the management. Will encouraged us to look into Touchtown and how their services primarily act as an outward facing product to potential residents more than its current ones. With this advice we will bring some focus to the promotional side of things, especially in placement within the building.
Service Blueprint
To move forward to prototyping the product, we also developed a service blueprint to look at specific touchpoints of this service and to prioritize our tasks for the scope of this project.
Because of the limitations of remote education now, we have to move towards a more remote approach on our ends as well. Therefore, we have chosen to prioritize the mobile app and the TV.
