- Value Proposition
The Blue Ocean Strategy (Fig: 15.3) represents the central pursuit of value viability by its equal emphasis on respecting the needs of the buyers (product differentiation) and the industry (elimination of waste) with the creation of industry firsts. (Kim and Mauborgne, 2015)
Ultimately the goal of any organization is to believe in their true objective and values (Vejlgaard, 2012) solving multiple challenges with a single core idea, and then turning that shared value into an end-to-end experience. (Keiller, 2016) Expanded upon this is the Elizabeth B.N Sanders Levels of Needs Expression (Fig: 15.1) and The Four Levels of Strategic Planning (Fig: 15.2) these pyramids of hierarchy converge and help validate an innovative solution confirming that it makes sense and having a clear purpose of value. (B.-N. Sanders and Richardsonsmith, 1992)
“Shared value is created when both social and business issues are addressed connecting a company’s success with social progress…These set values expectations can be analysed from behaviour and understanding the user’s values.” — John Keiller, Co-Founder & CEO at Common Good
A standard industry tool that can help measure valuable outcomes has roots from Don Normans 4 Types of incremental and Radical Outcomes (Norman and Verganti, 2014) plus IDEO’s Innovation matrix (Fig: 15.4) which too determines that technology and meanings need to be aligned for a revolution to happen.
“By creating areas of specialisation, with an easy to understand portfolio with rationalised reasoning can have cultural cross-selling impact.” — Jourik Migom, Executive Planning Director @ AQKA
AQKA employs a similar trim-tab mindset with their Effort Impact Analysis (Fig: 15.5), where by listening to your gut can help define true value. (Smith, 2016)
REFRENCES
Articles
Shedroff, N. and Noessel, C. (2012) Make it so: Interaction design lessons from science fiction. United States: Rosenfeld Media.
Morrison, A., Ross, G., and Chalmers, M. (2003) ‘Fast multidimensional scaling through sampling, springs and interpolation’. Inf Vis. 2 (1), pp.68–77. Available at: http://www.dcs.gla.ac.uk/~matthew/papers/JInfoVis.pdf
Pullman, M., and Gross, M. (2004). Ability of Experience Design Elements to Elicit Emotions and Loyalty Behaviors. Decision Sciences. 35. 551–578. 10.1111/j.0011–7315.2004.02611.x.
Books
Diller, S., Shedroff, N., and Rhea, D. (2008) Making meaning: How successful businesses deliver meaningful customer experiences. United States: New Riders Publishing.
McCarthy, J., and Wright, P. (2004) Technology as Experience. Cambridge, MA: The MIT Press. (Norman, 2004)
Moggridge, B. and Ishii, H. (2006) Designing interactions. Cambridge, MA: MIT Press.
Norman, D.A. (2005) Emotional design: Why we love (or hate) everyday things. New York: Basic Books.
Olshannikova, E., Ometov, A., Koucheryavy, Y., and Olsson, T. (2015) ‘Visualizing big data with augmented and virtual reality: Challenges and research agenda’. Journal of Big Data. 2 (1).
Online
Nippon Design Center Inc (n.d.) Hara Design Institute. Available at: http://www.ndc.co.jp/hara/en/
Tibbets, L. (2010) IFTTT. Available at: https://ifttt.com
Reports
USTWO (2014) Pixel perfect precision handbook. Available at: https://USTWO.com/blog/the-ustwo-pixel-perfect-precision- handbook-3/
