How might we establish an owner experience focus throughout the business? 

Dyson is a product focussed organisation, that focus has treated them well. However, within the current 'experience landscape' they know they can't keep going with that single focus. At the end of 2016 the customer experience team at Wunderman was tasked with defining the foundations of an owner experience culture and creating a roadmap of delivering that OE in the coming year(s).

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How did we approach the challenge? 

To fully understand the challenge in front of us we had to build a holistic understanding of the current Dyson owner experience. Working with data we undertook a qualitative study that would iteratively build a picture of what it is to own a Dyson machine. We engaged key stakeholders throughout the process, including customers, in store staff, field engineers, third party staff, business owners, and support staff behind the scenes. 

Understanding the experience

We immersed ourselves in the experience, going through stores, visiting participants in their home, interviewed stakeholders, conducted observational studies and spent days shadowing engineers. In total we conducted over 1000 hours of primary research, that explored a range of complex needs and allowed us to uncover unique insight that would drive the creation of any future experiences. 

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What we found

This breadth of research led us to eight key insights. 

  • Owners want Dyson purchases to be emotionally significant.
  • Trust represents the ownerships biggest opportunity in retail.
  • Indirect and uncontrolled purchase environments fall below Dyson standards. 
  • Packaging is not a flowing, planned set of interactions. 
  • Registration is poorly communicated and when noticed, seen as low value. 
  • Usage and performance challenges often stem from incorrect choice of machine in purchase. 
  • There is a high expectation of Dyson as a brand, which we don't preserve. 
  • Our field service engineers deliver on experience behaviours that we should learn from and embed throughout the business. 

What we did

We ran a series of workshops presenting our findings and research activities back to the client, some findings were able to be actioned immediately, for others we had creative sessions where we conceptualised new solutions to the problems, guided by our newly created Dyson experience principles. These solutions were prioritised and then prototyped to test their value. 

 We conducted a series of workshops that explored the findings, insights, principles and created over 200 possible solutions to the challenges. 

We conducted a series of workshops that explored the findings, insights, principles and created over 200 possible solutions to the challenges. 

What did we deliver?

Wunderman delivered the components of the customer experience through illustrated customer journeys and scenarios, including key service roles, sales channels, differing owner needs and the role technology can play in the ownership experience.

We also crafted a series of experience principles that would sit alongside Dyson's engineering principles, these would ensure that future experiences would live up to customer expectations of Dyson . Finally, we detailed the key opportunity areas where the future experience could provide value across the whole network.

The project led to a series of other projects with Dyson, including the roll out of some of the detailed concepts, we're continuing to explore ways to provide customer experience excellence. 

Team Credits

Hannah Steele, Sean McHarg, Marcus Reynolds, Rob Curran, Mark Blaskey.