1. Market problems & opport‘ies
Understanding the Dealer customer segment
Market problems & opport‘ies
Product & Tech teams
Tools & Analytics
Product Owner
Head of Motor
DMS (& DoneDeal)
Dealers

2. 1. Tools
Aim: Develop a deep understanding of the Dealer customer segment and its problems.
How: Apply Design Thinking principles to generate user personas, empathy maps and As-Is scenario maps, based on customer data (including surveys, interviews, and observation). Use these artifacts to ideate and then create and validate solutions.
Competitive analysis – DMS products offered by competitors.
Market analysis – analyst and industry reports about the current market.

3. 2. Activities
Gather data about our customers’ experiences and expectations with DMS software via:
Surveys of dealers
Interviews and focus groups
Observation (observe how dealers get their DMS tasks done)
Interview colleagues at DoneDeal and Distilled SCH about their experiences with the segment.
Research market data, trends, competitors, and current DMS offerings.

4. 3. Stakeholders
Map the needs of all stakeholders, including internal ones, and the relationships between them.
Stakeholders in motor dealerships:
Sales
Marketing
Finance
Admin
Service
Parts
Valeting
Colleagues at Distilled SCH and DoneDeal:
Head of Motor
Engineering
Design
Support
Business Devel-opment

5. 4. Act on learnings - Personas
Define personas based on the customer data gathered through research.
Describe each persona’s role, tasks, beliefs, motivations, and frustrations.
Create an empathy map and an As-Is Scenario (aka Experience) map – these artifacts help us understand the users’ experiences, especially their pain and gain points.
Define the persona’s point of view about the challenge that we want to resolve.

6. 4. Act on learnings - Ideation
Working from the persona’s point of view and empathy map, brainstorm ideas for a solution to the challenge.
Arrange the ideas thematically into goals and then prioritise them according to feasibility and importance criteria.
Identify user stories in a To-Be Scenario (using the who, what, wow format – eg: “As a Sales Manager, I can access the latest sales data and share it with Finance in less than a minute”).
Create a cup cake  birthday cake  wedding cake roadmap – ie, from MVP through to fully-featured product.

7. 4. Act on learnings - Prototypes
Based on our Design Thinking research and ideation, create wireframe prototypes and test them with selected customers.
Use various methods – including usability tests, surveys, and interviews – to capture feedback.
Represent this information in, for example, a Feedback Capture Grid, to help us analyze our progress
Based on customer feedback, refine the ideas and iterate until a final prototype is agreed.

8. 4. Act on learnings – business model
Create a business model canvas (or modify an existing one), to include the value proposition, resources, marketing channels, partners, costs, and revenue, among other components.
Refine the canvas as we learn more about the customer segment’s needs, the product vision, the market opportunity, and our costs and resources.

9. 5. Validation
Measure dealer delight about proposed product capabilities – for example, by using a Kano model and questionnaire
Survey participants about the research, design, and testing processes in this period.
Use metrics based on dealers’ KPIs (eg: unit sales, market share).
Create and prioritise requirements - based on the Pragmatic Marketing formula.
Course corrections – based on sprint reviews.
Sales trend at Distilled SCH.