Because the Design Thinking theory was new to all of us, it took some time before we fully understood the process. Our lack of experience in applying the theory led us to feel a bit overwhelmed since at the beginning we didn’t see it as a set of smaller processes yet. We were unclear how to tackle the problem and we strongly felt like we had to start with some preliminary research in order to identify the persona that we would target. Also, it was the first time working together as a team so we were still figuring out each other’s strengths and weaknesses. This caused us to work in an unstructured manner during the first day of the process. After observing this, we took some time to talk about it. We re-approached the client brief and broke it down into digestible pieces of information. Also, we made sure to have a clear, common understanding of where we were in the process and where we were headed.
In order to understand the needs of our customer, first, we needed to understand who exactly our customer is, what they want and how they think. We realized that the best way of gathering these insights is to talk to actual customers. We kicked off the empathizing phase by making a general journey map. This journey map was designed for the as-is state, focused on the actual activities by the user. In doing so, we looked at the full journey, so from awareness all the way to idle. We answered questions like: “how do people become aware of takeaway.com”? and “what makes a loyal takeaway.com customer?”
The reason why we decided to start with making a general journey map was to understand the full process that people go through in ordering with Takeway. After we were done with the journey map, we actually felt like it didn’t make much sense since we didn’t see the relationship to the actual brief. We went over the brief as given to us, after which we considered narrowing down our focus to the “use” phase only since the moment the food gets delivered falls into this category. Since we all found that the brief was based on assumptions (there was no data to support the hypothesis that making the delivery moment more special was an actual need as expressed by the customer), we decided to take a step back and look at the bigger picture. We decided to conduct field research in order to identify which moments of engagement can, according to the customers, be improved.