Wireless Retailer Re-Design
Competition in the wireless phone market is a well-documented story. To maintain their edge, U.S. Cellular sought to study the range of factors affecting customer’s path-to-purchase and in-store shopping experience. We conducted shop alongs and intercepts as our field researcher observed and video tape customers. Following each shop along, in-depth interviews were conducted. The video footage was coded and reviewed by analysts, ethnographers and project leads. Results produced deep insight into three area of importance; information, merchandising and advocacy. Recommendations were provided for enhancing touch points such as online messaging, media advertisements, in-store design, sales associate behavior, phones layout, and plan communications. As a result of all our efforts, the client and agency partner reported a series of “quick wins” and were well positioned to tackle the challenge of performing a system-wide make over.
Designing a High Performance Culture
Activision, video game publisher, was looking to energize its performance culture. The goal was to establish a “common language” about great performance and to improve the quality of the conversations and decisions across the entire organization. We assembled a seasoned team of organizational psychologists to dig deep with company executives to understand their historical barriers to candid performance conversations and decisions and to articulate their desired performance culture. From this work, components of our overall solution were developed that would impact leadership. A competency model was then developed, approaches for enhancing talent selection and development outlined and a rollout and communication plan put in place. Our team then worked closely with influential members of the executive marketing team to ensure successful implementation of the new talent roadmap within the organization.
Improving Complex Service Systems
With rising complexity in serving customers, McDonald’s executives raised the question of how capable their overall system was in achieving their operational challenges. An intense analysis of existing data as well as numerous in-depth personal interviews with company leaders, HR executives and store managers surfaced a wide number of issues that affected the system. Areas such as the ability of store management and operations to make the right choices for their particular situations, training efficiencies and store technology and design were identified and judged as important for upgrading the operation. Following the report, internal workshops and brainstorming sessions took place in order to generate approaches and timetables for making adjustments.
Improving the Productivity of 1.7 Million Employees
McDonald’s, the world's second largest employer, wished to identify opportunities for improving labor productivity world-wide. The complexity of this task was compounded by the fact that varying metrics are used across countries to evaluate labor efficiency. Over a period of time, we facilitated an internal team in order to identify where opportunities existed and where common metrics could be efficiently employed. The result is a common language for metrics, prototyping where improvements can be made, field testing changes to employee engagement and recommendations for improvement and ultimate adoption.
New Spark in the RadioShack Experience
To revitalize the customers experience in their stores, Radio Shack wished to better understand how customers shopped them. Several test stores were chosen and customers pre-recruited to participate in a number of shop-along tasks. Ethnography, eye-tracking glasses and IPad enhanced questioning using video replays were used to aid respondents in explaining their attitudes and behaviors. Several areas surfaced where customer engagement could be enhanced. These included design recommendations for how the stores could be made more convenient to navigate, how in-store signage could be enhanced and how associates could better assist customers.
New Order Process Evaluation
McDonald’s developed a promising new approach for front counter employees to serve customers. The goal of the research was to assess the effectiveness of new system on both customers placing orders and employees filling them. Video and audio analytics were used to capture and code thousands of transactions during a six month trial period at test restaurants. Additionally, personal interviews were conducted with customers and store crews. Results indicated customers they liked the new system and that it reflected positively on McDonald’s in the way customers were served. Employees also liked the new system and found it to be more efficient approach to filling orders.
