A council conducts advanced population segmentation based on resident needs, behaviours and motivations to develop and prioritise value propositions as part of its transformation journey.
Multiple service lines, ranging from social care through to waste management, each having different types of interaction and levels of consumption created a challenge. The council were looking for a way to design change consistently across these disparate delivery channels putting the consumer first – reimagining services to better meet customer needs. However, there was no consistent view of the council’s customers and their needs.
The Strasys approach
Working with a design group consisting of representatives from all the council’s services, Strasys explored different segmentation approaches against the council’s population, looking for cohorts that reflected its ‘real customer base’. As expected, data was a real challenge and alternative methods were developed to develop credible segments. Combining qualitative and quantitative data distinct segment profiles were created and tested with a design group.
The segment profiles were used in immersive learning and design workshops to develop value proposition for each segment. The impact on current operating models and the capability required to deliver the proposition were identified and agreed with stakeholders. Strasys subsequently trained a client team to manage and evolve the customer segments to support the wider transformation programme.
The council identified and prioritised over 40 value propositions which were aligned and embedded into its overall transformation agenda. However, the major benefit for the organisation was a greater understanding of its customers and a common language to improve and operate services – reimagining services to better meet customer needs. It also became much clearer how digital innovation can bring added value.