Solving problems for shoppers

STOCKLAND - SERVICE DESIGN

Stockland had identified some key customer challenges taking place inside their shopping centres nationally. Existing services, properties and infrastructure were not doing much to solve these problems. There was a need to investigate at a deeper level to get a better understanding of why.

APPROACH

Through a rigorous process, existing service design methodologies were combined into a bespoke approach to provide a deeper understanding of the challenges customers faced. Detailed first-hand knowledge of customers would provide the empathy required to explore meaningful solutions.

PROBLEM FRAMING

First stop was to openly explore the problem space with Stockland stakeholders, understand their business challenges and frame the problem from a customer perspective.

RESEARCH

To explore the problem space from a customer perspective, a tailored combination of Stockland staff interviews, in-centre customer observations and intercept interviews were carried out. The result was an extensive and valuable data set - direct from the people that mattered. Roughly 3900 data points, not a small number to work with.

RESEARCH

To explore the problem space from a customer perspective, Stockland staff interviews, in-centre customer observations and intercept interviews were carried out. The resulting data set was extensive - roughly 3900 individual data points.

ANALYSIS & SYNTHESIS

Understanding what everything meant was made possible through intensive data analysis, pattern finding and synthesis into insights. The resulting opportunity space provided a robust strategic platform for ideation and concept development.

IDEATION

With a newly defined opportunity space and set of design principles, ideation was conducted to explore ways of transforming identified customer needs into meaningful outcomes. In a way that leveraged but also built upon the existing Stockland retail ecosystem.

NEW OPPORTUNITIES

The final concepts were presented as storyboards, told from the perspective of customers in a ‘future’ Stockland where a more meaningful customer experience was in place. The narratives were based on real problems and real people observed during the research.

KEY OUTCOME

New opportunities defined from gaining true empathy for customers

CONTACT