Applying Design Thinking in the Retail Industry
Distrifood Dynamics is an online database with information about supermarkets in the Netherlands and Belgium. In addition to an up-to-date store database, you gain insight into consumer profiles and spending, catchment areas, trends, and construction and renovation plans of supermarkets.
Client
Distrifood Dynamics
The Challenge
The source of truth for the Supermarket Industry
Distrifood Dynamics came to us with a request for help to breathe new life into their long and successful digital product. Because the product has been around for several years, technical obstacles became more apparent. Distrifood Dynamics decided to take the step to rebuild their product technically, and they also saw this as an excellent time to look at how they could further improve the product for their current and new customers. Using different methods, we researched with Distrifood Dynamics how we could further develop the product into a more user-friendly version and make it even more attractive for current and potential new customers.
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The Process
At BTNG it’s our goal to make businesses more user-friendly, to reach that goal we make use of the Design Thinking process. The Design Thinking process encourages organizations to focus on the people they're creating for, which leads to better products, services, and internal processes. We specifically make use of the double diamond method, would you like to know more? Check out our approach page.
PROCESS
The Process
At BTNG it’s our goal to make businesses more user-friendly, to reach that goal we make use of the Design Thinking process. The Design Thinking process encourages organizations to focus on the people they're creating for, which leads to better products, services, and internal processes. We specifically make use of the double diamond method, would you like to know more? Check out our approach page.
PROCESS
The Process
At BTNG it’s our goal to make businesses more user-friendly, to reach that goal we make use of the Design Thinking process. The Design Thinking process encourages organizations to focus on the people they're creating for, which leads to better products, services, and internal processes. We specifically make use of the double diamond method, would you like to know more? Check out our approach page.
PROCESS
The Process
At BTNG it’s our goal to make businesses more user-friendly, to reach that goal we make use of the Design Thinking process. The Design Thinking process encourages organizations to focus on the people they're creating for, which leads to better products, services, and internal processes. We specifically make use of the double diamond method, would you like to know more? Check out our approach page.
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Setting the target, aligning, and defining success
We initiate the project with a kick-off workshop together with the team. This workshop contains multiple exercises to increase collaboration and knowledge-sharing. To generate alignment, we agree upon the mission and vision of the project, a problem statement, and research goals. - A clear vision and strategic goals
- Overview of customer profiles enriched with Needs & Jobs-to-do
- Research that provides clear insights into new opportunities
- Ideation session that results in multiple solutions
- Solutions translated into (validated) prototypes
- A clear, future-proof product vision and concepts
GOALS
Setting the target, aligning, and defining success
We initiate the project with a kick-off workshop together with the team. This workshop contains multiple exercises to increase collaboration and knowledge-sharing. To generate alignment, we agree upon the mission and vision of the project, a problem statement, and research goals. - A clear vision and strategic goals
- Overview of customer profiles enriched with Needs & Jobs-to-do
- Research that provides clear insights into new opportunities
- Ideation session that results in multiple solutions
- Solutions translated into (validated) prototypes
- A clear, future-proof product vision and concepts
GOALS
Setting the target, aligning, and defining success
We initiate the project with a kick-off workshop together with the team. This workshop contains multiple exercises to increase collaboration and knowledge-sharing. To generate alignment, we agree upon the mission and vision of the project, a problem statement, and research goals. - A clear vision and strategic goals
- Overview of customer profiles enriched with Needs & Jobs-to-do
- Research that provides clear insights into new opportunities
- Ideation session that results in multiple solutions
- Solutions translated into (validated) prototypes
- A clear, future-proof product vision and concepts
GOALS
Setting the target, aligning, and defining success
We initiate the project with a kick-off workshop together with the team. This workshop contains multiple exercises to increase collaboration and knowledge-sharing. To generate alignment, we agree upon the mission and vision of the project, a problem statement, and research goals. - A clear vision and strategic goals
- Overview of customer profiles enriched with Needs & Jobs-to-do
- Research that provides clear insights into new opportunities
- Ideation session that results in multiple solutions
- Solutions translated into (validated) prototypes
- A clear, future-proof product vision and concepts
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Preparing and performing the research
In the Discovery Phase, together with the project team, we defined a research goal, problem statement, and hypotheses to set a clear direction for our research. Research Goal To which questions do you want to find the answers? Together with the project team, we came to the following research goal: Discover how Distrifood Dynamics can become a must-have solution by adding the most value to the distribution strategy of their customers.
Preparing and performing the research
In the Discovery Phase, together with the project team, we defined a research goal, problem statement, and hypotheses to set a clear direction for our research. Research Goal To which questions do you want to find the answers? Together with the project team, we came to the following research goal: Discover how Distrifood Dynamics can become a must-have solution by adding the most value to the distribution strategy of their customers.
Preparing and performing the research
In the Discovery Phase, together with the project team, we defined a research goal, problem statement, and hypotheses to set a clear direction for our research. Research Goal To which questions do you want to find the answers? Together with the project team, we came to the following research goal: Discover how Distrifood Dynamics can become a must-have solution by adding the most value to the distribution strategy of their customers.
Preparing and performing the research
In the Discovery Phase, together with the project team, we defined a research goal, problem statement, and hypotheses to set a clear direction for our research. Research Goal To which questions do you want to find the answers? Together with the project team, we came to the following research goal: Discover how Distrifood Dynamics can become a must-have solution by adding the most value to the distribution strategy of their customers.
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Defining the Problem Statement
We trusted our unique BTNG Problem Statement workshop to define a clear problem statement. The exercise takes about an hour but generates an unbelievable amount of alignment, which saves us a lot of time and resulted in the following Problem Statement: How can Distrifood Dynamics
Sales & Marketing specialists of medium-sized manufacturers and multinationals with a branch in the Benelux
provide relevant insights into
the supermarket landscape at retail and formula level
that helps them to
convince retailers to add (more) products to their range?
Defining the Problem Statement
We trusted our unique BTNG Problem Statement workshop to define a clear problem statement. The exercise takes about an hour but generates an unbelievable amount of alignment, which saves us a lot of time and resulted in the following Problem Statement: How can Distrifood Dynamics
Sales & Marketing specialists of medium-sized manufacturers and multinationals with a branch in the Benelux
provide relevant insights into
the supermarket landscape at retail and formula level
that helps them to
convince retailers to add (more) products to their range?
Defining the Problem Statement
We trusted our unique BTNG Problem Statement workshop to define a clear problem statement. The exercise takes about an hour but generates an unbelievable amount of alignment, which saves us a lot of time and resulted in the following Problem Statement: How can Distrifood Dynamics
Sales & Marketing specialists of medium-sized manufacturers and multinationals with a branch in the Benelux
provide relevant insights into
the supermarket landscape at retail and formula level
that helps them to
convince retailers to add (more) products to their range?
Defining the Problem Statement
We trusted our unique BTNG Problem Statement workshop to define a clear problem statement. The exercise takes about an hour but generates an unbelievable amount of alignment, which saves us a lot of time and resulted in the following Problem Statement: How can Distrifood Dynamics
Sales & Marketing specialists of medium-sized manufacturers and multinationals with a branch in the Benelux
provide relevant insights into
the supermarket landscape at retail and formula level
that helps them to
convince retailers to add (more) products to their range?
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Setting up Hypotheses
Together with the Distrifood Dynamics team, we made hypotheses that we can use in our research. By researching if we can confirm these hypotheses, we can get a clearer vision of which direction we could proceed. To confirm or debunk our hypotheses, we collaborated with our client. We decided which current customers we should interview to learn more about their challenges, pains, and needs. Together, we prepared the questions for our interviews. BTNG (an external party) conducted and recorded these interviews to receive their honest opinions.
Setting up Hypotheses
Together with the Distrifood Dynamics team, we made hypotheses that we can use in our research. By researching if we can confirm these hypotheses, we can get a clearer vision of which direction we could proceed. To confirm or debunk our hypotheses, we collaborated with our client. We decided which current customers we should interview to learn more about their challenges, pains, and needs. Together, we prepared the questions for our interviews. BTNG (an external party) conducted and recorded these interviews to receive their honest opinions.
Setting up Hypotheses
Together with the Distrifood Dynamics team, we made hypotheses that we can use in our research. By researching if we can confirm these hypotheses, we can get a clearer vision of which direction we could proceed. To confirm or debunk our hypotheses, we collaborated with our client. We decided which current customers we should interview to learn more about their challenges, pains, and needs. Together, we prepared the questions for our interviews. BTNG (an external party) conducted and recorded these interviews to receive their honest opinions.
Setting up Hypotheses
Together with the Distrifood Dynamics team, we made hypotheses that we can use in our research. By researching if we can confirm these hypotheses, we can get a clearer vision of which direction we could proceed. To confirm or debunk our hypotheses, we collaborated with our client. We decided which current customers we should interview to learn more about their challenges, pains, and needs. Together, we prepared the questions for our interviews. BTNG (an external party) conducted and recorded these interviews to receive their honest opinions.
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Turning information into insights
In the define phase, we start by digesting and analysing the information we have gathered in our research during the Discover phase. With this data, we create personas and define multiple opportunity areas.
DEFINE
Turning information into insights
In the define phase, we start by digesting and analysing the information we have gathered in our research during the Discover phase. With this data, we create personas and define multiple opportunity areas.
DEFINE
Turning information into insights
In the define phase, we start by digesting and analysing the information we have gathered in our research during the Discover phase. With this data, we create personas and define multiple opportunity areas.
DEFINE
Turning information into insights
In the define phase, we start by digesting and analysing the information we have gathered in our research during the Discover phase. With this data, we create personas and define multiple opportunity areas.
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Creating a super-specific niche user persona
Say hello to Birgit. She represents the Shopper Marketing Manager at a medium-sized Dutch manufacturer.
Creating a super-specific niche user persona
Say hello to Birgit. She represents the Shopper Marketing Manager at a medium-sized Dutch manufacturer.
Creating a super-specific niche user persona
Say hello to Birgit. She represents the Shopper Marketing Manager at a medium-sized Dutch manufacturer.
Creating a super-specific niche user persona
Say hello to Birgit. She represents the Shopper Marketing Manager at a medium-sized Dutch manufacturer.
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How clustering interview insights turn into actionable Opportunity Areas
We used our ‘Desert of the unknown’ Miro board to create opportunity areas. An opportunity area is a great way to identify business value opportunities that will likely have a positive timescale/effort to generate value. We can quickly start generating new and exciting ideas with our Ideation Workshop by defining these opportunities. But before we do, we make sure to prioritise them to help the team gain focus.
How clustering interview insights turn into actionable Opportunity Areas
We used our ‘Desert of the unknown’ Miro board to create opportunity areas. An opportunity area is a great way to identify business value opportunities that will likely have a positive timescale/effort to generate value. We can quickly start generating new and exciting ideas with our Ideation Workshop by defining these opportunities. But before we do, we make sure to prioritise them to help the team gain focus.
How clustering interview insights turn into actionable Opportunity Areas
We used our ‘Desert of the unknown’ Miro board to create opportunity areas. An opportunity area is a great way to identify business value opportunities that will likely have a positive timescale/effort to generate value. We can quickly start generating new and exciting ideas with our Ideation Workshop by defining these opportunities. But before we do, we make sure to prioritise them to help the team gain focus.
How clustering interview insights turn into actionable Opportunity Areas
We used our ‘Desert of the unknown’ Miro board to create opportunity areas. An opportunity area is a great way to identify business value opportunities that will likely have a positive timescale/effort to generate value. We can quickly start generating new and exciting ideas with our Ideation Workshop by defining these opportunities. But before we do, we make sure to prioritise them to help the team gain focus.
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Turning ideas into testable prototypes
Arriving at the Ideation & Prototype phase is always a pleasure. By now, our designers have their creative motors roaring and are ready for their fastest lap. When the light turns green and we start burning some rubber, the first lap is what we like to call: Ideation Workshop.
Ideation & Prototype
Turning ideas into testable prototypes
Arriving at the Ideation & Prototype phase is always a pleasure. By now, our designers have their creative motors roaring and are ready for their fastest lap. When the light turns green and we start burning some rubber, the first lap is what we like to call: Ideation Workshop.
Ideation & Prototype
Turning ideas into testable prototypes
Arriving at the Ideation & Prototype phase is always a pleasure. By now, our designers have their creative motors roaring and are ready for their fastest lap. When the light turns green and we start burning some rubber, the first lap is what we like to call: Ideation Workshop.
Ideation & Prototype
Turning ideas into testable prototypes
Arriving at the Ideation & Prototype phase is always a pleasure. By now, our designers have their creative motors roaring and are ready for their fastest lap. When the light turns green and we start burning some rubber, the first lap is what we like to call: Ideation Workshop.
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Ideation & improving new ideas - Powered by collaboration
With the opportunity areas in mind, we got together with the team and did an ideation session to define multiple directions for the prototype. With the Karate Brain Miro workshop, we improved these ideas together. The Karate Brain is a fun workshop we developed to improve new ideas. If you'd like to learn more about the workshop (or want to try it yourself), good news! You can use the Karate Brain Miro template for free!
Ideation & improving new ideas - Powered by collaboration
With the opportunity areas in mind, we got together with the team and did an ideation session to define multiple directions for the prototype. With the Karate Brain Miro workshop, we improved these ideas together. The Karate Brain is a fun workshop we developed to improve new ideas. If you'd like to learn more about the workshop (or want to try it yourself), good news! You can use the Karate Brain Miro template for free!
Ideation & improving new ideas - Powered by collaboration
With the opportunity areas in mind, we got together with the team and did an ideation session to define multiple directions for the prototype. With the Karate Brain Miro workshop, we improved these ideas together. The Karate Brain is a fun workshop we developed to improve new ideas. If you'd like to learn more about the workshop (or want to try it yourself), good news! You can use the Karate Brain Miro template for free!
Ideation & improving new ideas - Powered by collaboration
With the opportunity areas in mind, we got together with the team and did an ideation session to define multiple directions for the prototype. With the Karate Brain Miro workshop, we improved these ideas together. The Karate Brain is a fun workshop we developed to improve new ideas. If you'd like to learn more about the workshop (or want to try it yourself), good news! You can use the Karate Brain Miro template for free!
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Bring ideas to life with high-fidelity clickable prototypes
In this phase we create a high-fidelity prototype of the most important user flows. We decided to prototype these screens by the earlier outcome of the opportunity areas and the research goal.
We created the following prototypes:
Create a target audience
Target audience overview
Store overview
Bring ideas to life with high-fidelity clickable prototypes
In this phase we create a high-fidelity prototype of the most important user flows. We decided to prototype these screens by the earlier outcome of the opportunity areas and the research goal.
We created the following prototypes:
Create a target audience
Target audience overview
Store overview
Bring ideas to life with high-fidelity clickable prototypes
In this phase we create a high-fidelity prototype of the most important user flows. We decided to prototype these screens by the earlier outcome of the opportunity areas and the research goal.
We created the following prototypes:
Create a target audience
Target audience overview
Store overview
Bring ideas to life with high-fidelity clickable prototypes
In this phase we create a high-fidelity prototype of the most important user flows. We decided to prototype these screens by the earlier outcome of the opportunity areas and the research goal.
We created the following prototypes:
Create a target audience
Target audience overview
Store overview
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Create a target audience Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
Create a target audience Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
Create a target audience Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
Create a target audience Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
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Target audience overview Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
Target audience overview Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
Target audience overview Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
Target audience overview Prototype
By giving our users the ability to define their target audience, we’d be able to provide them better insights. In this prototype, we user-tested profile creation.
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Store overview Prototype
A new way to navigate and filter the supermarket database to better find what you’re looking for.
Store overview Prototype
A new way to navigate and filter the supermarket database to better find what you’re looking for.
Store overview Prototype
A new way to navigate and filter the supermarket database to better find what you’re looking for.
Store overview Prototype
A new way to navigate and filter the supermarket database to better find what you’re looking for.
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Trial by fire ignited by the stakeholders
In this phase, we validated our prototype by doing user test interviews. We guided the previously interviewed people through the prototype while asking them about their first impressions, feedback, and if they see it as an improvement compared to the current platform.
After completing the user tests, we analyzed the data by using Dovetail. We categorized and gathered observations, insights, feedback, and possibly new opportunities in Dovetail.
We checked if the test results confirmed our hypotheses or were false.
TEST & VALIDATE
Trial by fire ignited by the stakeholders
In this phase, we validated our prototype by doing user test interviews. We guided the previously interviewed people through the prototype while asking them about their first impressions, feedback, and if they see it as an improvement compared to the current platform.
After completing the user tests, we analyzed the data by using Dovetail. We categorized and gathered observations, insights, feedback, and possibly new opportunities in Dovetail.
We checked if the test results confirmed our hypotheses or were false.
TEST & VALIDATE
Trial by fire ignited by the stakeholders
In this phase, we validated our prototype by doing user test interviews. We guided the previously interviewed people through the prototype while asking them about their first impressions, feedback, and if they see it as an improvement compared to the current platform.
After completing the user tests, we analyzed the data by using Dovetail. We categorized and gathered observations, insights, feedback, and possibly new opportunities in Dovetail.
We checked if the test results confirmed our hypotheses or were false.
TEST & VALIDATE
Trial by fire ignited by the stakeholders
In this phase, we validated our prototype by doing user test interviews. We guided the previously interviewed people through the prototype while asking them about their first impressions, feedback, and if they see it as an improvement compared to the current platform.
After completing the user tests, we analyzed the data by using Dovetail. We categorized and gathered observations, insights, feedback, and possibly new opportunities in Dovetail.
We checked if the test results confirmed our hypotheses or were false.
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Impact
Conclusion
To discover how to add the most customer value for Distrifood Dynamics to become a must-have product for their customers. During our journey, we landed on five opportunity areas which we explored. Together with the team, we turned these opportunity areas into three prototypes which we tested with real customers. We are successfully arriving at the end of our quest. The feedback from these customers gave us the insights we needed. The new ideas increased the value perception from a 7.3 to an 8.5. And with the feedback we received on further improving these ideas, we feel confident that we can crank that up to a 9+!