User Experience Strategy Masterclass - Become UX Strategist | Andy Woynarowski | Skillshare
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User Experience Strategy Masterclass - Become UX Strategist

teacher avatar Andy Woynarowski, Chief Rebel of 99grit

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

    • 1.

      UX Strategy Masterclass - What you'll get out of the course?

      5:36

    • 2.

      Welcome to UX Strategy Course!

      2:33

    • 3.

      The context of the Course - don't get yourself commoditised!

      5:05

    • 4.

      What is UX Strategy and why is it relevant and needed

      6:01

    • 5.

      Introduction to the UX Strategy Toolkit - get your hands on those canvases

      2:31

    • 6.

      Know your design limits - Canvas description and INPUTS section filled out

      10:12

    • 7.

      Listing out Creative constraints derived from the list of INPUTS

      6:08

    • 8.

      Summary of the UX Strategy Step # 1

      1:30

    • 9.

      Introduction and linking the Creative Constraints to Business Goals

      2:27

    • 10.

      Showcase of the SMART Goals Canvas

      7:15

    • 11.

      Listing out the Business Goals

      7:23

    • 12.

      Summary of the UX Strategy Step # 2

      1:50

    • 13.

      Introduction and linking the Business Goal to the Stakeholder analysis

      2:05

    • 14.

      Showcase of the Stakeholder Mapping and Archetype Canvases and Cards

      2:34

    • 15.

      Introducing the first step on the Canvas - The Stakeholder List

      3:49

    • 16.

      Listing out the Stakeholders

      4:29

    • 17.

      Mapping the Stakeholders agains the Key Business Goal

      4:45

    • 18.

      Showcasing of the Archetype Canvas and Profiling Cards

      4:31

    • 19.

      Creating the Archetype using the Profiling Card Deck and the Archetype Canvas

      15:34

    • 20.

      Introduction and linking the Archetype to the Value Proposition

      2:10

    • 21.

      Introduction to the Value Proposition tool

      2:25

    • 22.

      Listing out the Tasks and Aspirations as well as the Needs and Problems

      8:53

    • 23.

      Creating and summarising the Value Proposition

      6:24

    • 24.

      Introduction and linking the Value Proposition to the Business Goal

      2:18

    • 25.

      Showcasing of the Business Model tool

      5:15

    • 26.

      Filling out the Channels, Relationships and Activities of Business Model

      10:36

    • 27.

      Filling out the Partnerships and Resources of the Business Model

      4:51

    • 28.

      Finalising the Business Model and taking a look at the Breakeven Point

      8:13

    • 29.

      Introduction and linking of the first 5 steps together

      2:09

    • 30.

      Showcase of the Strategy Rework tool

      1:28

    • 31.

      Filling out the Strategy Rework tool

      4:59

    • 32.

      Summary of the UX Strategy Step # 6

      3:56

    • 33.

      Summary of the Course and Thank YOU!

      4:17

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About This Class

The key step towards becoming the Ultimate UX Designer. Become the partner in the discussion – not just an expert.

BECOME UX STRATEGIST

The key step towards becoming the Ultimate UX Designer

STEP 1

Know what you design limits are - No more time wasted – design for a tangible result

STEP 2

Become the partner in the discussion – not just a designer - Business goals – focus on the outcome – not the output

STEP 3

Know who you’re designing for and why - Map out the ecosystem of the project stakeholders and create their archetypes

STEP 4

Be able to create great Value Propositions - Make sure what you offer is unique and fully understand what it is

STEP 5

Be able to create a Business Model that fully supports you Value Proposition - Cover all the basis of the business and why should the end-customer care

STEP 6

Be able to consistently rework the strategy - Know exactly which end-user to talk to and what about as well as correct the course of the business

2,5 hours of knowledge packed content!

7 immersive canvases fully integrated in the User Experience Strategy Process - available for you to download and use everyday!

86 cards in a Beautiful Profiling Card Deck allowing you to create meaningful user experience archetypes in no time!

Resources - canvases and the Profiling Card Deck for you to download and use on your projects daily!

In this course you'll learn everything there is to know about user experience strategy. This is the only course on the market that not only shows the high-level process but also goes through each one of the steps in detail. In this user experience strategy course you'll get to work on an actual business case example - we'll be using out own tools to create an online academy: 99 grit academy for designers. This will allow you to fully understand how the User Experience Strategy tools work - we will not only show you the tools but also real examples of the results so that you know exactly what kind of results you should be expecting from each method. You'll learn User Experience Strategy focused on knowing what your design limits are, what is the outcome we're trying to achieve, who is the main project stakeholder and why, creating a great value proposition and putting it into the ecosystem of a business model. All of it wrapped together with a User Experience Strategy Rework Canvas.

In this design thinking course you will learn:

  • how to tackle any User Experience Strategy challenge that has been presented to you

  • 7 methods that are fully integrated creating this unique User Experience Strategy Process

  • how the entire User Experience Strategy works so that you can use any methods you might already know or even create you own exciting methods

The course is taught by Andy Woynarowski - a charismatic leader disrupting the landscape of design in Europe. Andy is a determinist and an artist as well as design thinking and experience design expert - he combines the worlds of arts and processes, making it easy to understand how the design thinking process works. Everything is explained using a cause and effect methodology - every User Experience Strategy process step creates value for the next step. If you ever felt like wasting time, resources and money on a full day workshop as it didn't lead to anything meaningful and lacked purpose - this User Experience Strategy course will cover this exact aspect with diligence and focus. The presented User Experience Strategy process is the only one that covers all aspects starting with Design Limits and finishing on the tangible rework-able User Experience Strategy where the vision is being transformed into reality. If you're fed up with lack of design impact or think that it's just about glueing post-it notes to the wall - this User Experience Strategy course is the first one that changes this approach.

Andy worked for Deloitte Digital as Head of Service Design capability in Central Europe and currently is the CEO of 99grit - a creative agency combining Experience Design (UX Design and Service Design), Digital Strategy, Design Thinking and Concept Art into one powerful package making a tangible design impact in Europe. He has worked as part of Research and Development Teams, Software Houses employing north of 500 Developers where he's built the entire Experience Design Team and the design thinking approach from scratch and lead the team that delivered the entire creative part of a Digital Transformation project for 25 000 000 EUR.

Meet Your Teacher

Teacher Profile Image

Andy Woynarowski

Chief Rebel of 99grit

Teacher

Hello, I'm Andy.

Creative director, determinist, leader and an artist. Fascinated with Design Thinking, User Experience Design, Visual Design as well as Concept Art. Worked as Head of Service Design capability of Deloitte Digital Central Europe. Delivered one of the biggest digital transformation projects in Europe - worth approx. 25 million EUR - comprising User Experience Design, Visual Design and Creative Direction - over 1600 UX/UI interface designs, 1,200,000 lines of source-code and 750 people involved in the project. A great follower of simplifying the approach which in effect delivers simpler products. CEO of 99grit - the creative agency changing the landscape of digital innovation in Europe.

Spent a year on a motorcycle journey through South America... See full profile

Level: All Levels

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Transcripts

1. UX Strategy Masterclass - What you'll get out of the course?: Welcome tonight, Great academy. It is our vision here to inspire you to chase your dreams and turn those dreams into tangible design careers through learning new design skills and being accountable in that pursuit. Welcome. I'm really glad that you're here. And I wanted to break them some of the wise when it comes to this course. Well, my story is I used to be a graphic designer that moved to be a UX designer, then moved to be a service designer, etcetera. But when I started my journey being a U Y designer kind of visual elements and as a whole, I was really struggling with having more of an impact. When it comes to the projects that I was involved in, it moved in. So So therefore, I wanted to have more of an influence of where the product is heading. And if she, some of the project managers, some of the developers that were struggling with same thing, we all want it as a team to have more impact on what this whole service, where the border, this whole product is actually heading. So when I became that ux designer, that's what I anticipated to actually have. But it turned out that I'm still missing a few elements within my skill set. And that's, you know, every every business meeting that I had with the business owners or the service providers, they'd be like, Okay, okay, I know understand that. The user says that, but this is the business body were talking about. So what do you know? So that's why I really wanted to put something. I dug my heels deep, and I was like, Okay, let's break this down. And I want to find out as much as I can about the strategy, the business and how it all unfolds. And I wanted to have a massive impact when it comes to yeah, full understand, fully understanding of where this product and this service is actually heading. And that's where this U S strategy course is actually coming from. And that's what it's all about. So that's what I knew that I need to become this UX strategist and there are six simple steps to actually get there to become this u X strategist one point our if you like. So the 1st 1 is to fully understand the design constrains that we need to actually be aware off when we're designing any improvements or any new services or products. So that's step number one. Step Number two is then defining and driving the outcome that we're trying to achieve now. The outputs, how many screens were going to be doing or how Maney ops were going to be designing? No, no, no, the actual business outcome were trying to achieve. And that's specific. Step number two. Once you know what we want to achieve within what kind of constrains, then we sit down and we talk. Stakeholders. What are the biggest impact business stakeholders that we need to tackle when it comes to the outcome that we're trying to reach? So that's step number three. Step number four. It's all about what can a value proposition do we have for those specific stakeholders to actually make our business work on our services? Being unique and beautiful, etcetera. Once we have that down, we can then go and actually take that stakeholder, take the value proposition and put it into the business context into an actual business model that makes it all work and step. Number six. To becoming a strategist is to actually be able to rework the strategy on a constant basis to make sure that whatever we put out into the market actually delivers on the business promise. And there's one promise that I would put in front of you as well. And that's if you learn how to become this UX strategist within the six simple steps, I can promise you one thing. You will very quickly change the perspective off you being on a business meeting from being a designer to a business partner in the discussion. So thanks to the methods that we've put together within this specific course, you'll be able to have more impact and more say on where the product or service within your project is actually heading the 2nd 1 You will increase your market value through having new skills and new competences when it comes to actually talking some of the business Lingle and and full understanding off what the service and the product is all about, and also you will increase your salary because your market value is going to go up. So if you are heading towards this difficult job interview and you wanna leverage yourself somebody that not only thinks about why are framing but actually is capable of tackling little bit more of a responsibility within your projects of this course is definitely for you to sign up, and I'm looking forward to seeing you in the actual course. So thanks to the skills and methods that we've put together, I was able to go from a graphic designers role to a managing director's road within five years within my company and then moving on to be becoming ahead of service design, Deloitte Digital and currently running my own design agency and a training academy for designers. And I'm still using the stools on a daily basis, so they're very relevant, and I'm using them on massive projects on projects ranging for with clients ranging from the biggest insurance and the biggest, the biggest financial entities in the market, all the way to the craziest game development studios on the planet. And all of those tools are very credible, and they really work for our day to day basis and our day to day design impact that we're trying to have. So I'm really looking forward to seeing you within the course and remember, it's 1% talent, 99% 2. Welcome to UX Strategy Course!: Welcome to 99 Grit. My name is Andy, and it is our vision here to inspire you to chase your dreams and turn those dreams into tangible design couriers through learning new design skills and being accountable. Welcome. It's great to see you here. Welcome to the U X strategy training. It's our first step into this. Well, bringing, you know, the the element that we've been talking about her of logs into something more tangible. We're getting into the gist of things where we would like to show you some of the tools and skills, um, that we've been acquiring and using our daily basis on our project work with clients. And yeah, I'm looking forward to sharing all of that insight that we've been putting together for quite some time now. I've been a designer myself for for quite some time now, and I started off as a visual designer. You wait designer. Then I went into a UX design role. Then I went to a services line row all the way to becoming a leader at Deloitte Digital Central Europe off the service design capability on. So I was the head of service design over there And right now I'm running my own design agency and also a training academy for designers. Um, so I wanted to share some of the things that I've learned over the years, and hopefully because our paths are pretty similar. Uh, share some of the, um yeah, some of the tips and tricks I've been using or would have learned along the journey within the last decade, you know, so that you don't make the same mistakes basically recording this message to myself 10 years ago to help myself out when it comes. When I was just starting out when I was Ah, you a designer trying to make you x etcetera. So this is the the first step into this whole endeavor, and I really hope that it's gonna be useful to you. And I can't wait to share some of the tools that we've been designing specific before this course on dsi what you think about them. So I'll see you around 3. The context of the Course - don't get yourself commoditised!: right. The entire context of this whole courses basically well. It's something that I've been thinking about for quite some time now, and it's about our workers. Designers is getting commoditized, and that's a That's a big risk that we're running on a daily basis. I think there is more and more you. Why or design systems available? There's more and more visual elements. You know. There's more and more service providers that actually give layout templates of branding. All of those elements that form a user experience projects together on bear getting well. They're getting cheaper and cheaper. And that's why I think that it's crucial for us not just to kind of minimize ourselves or limit ourselves to Avery narrow an expert field which is like you a design on Lee for us to actually broaden our skills it a little bit so that the work that is getting commoditized I believe over the next is going to get more commoditized over the next couple of years so that we mitigate that and we become more of a designer solving issues for four people rather than just amazing making something look, frenzy and I've been a U. Y designer myself, So I know that I know that it's not just making things fancy and that there's a riel solid skill behind it. But I believe that we need to learn new things every day. And this is where this is course, where this course is basically adding the value to wards. So when it comes to the user experience design field, a zit stands. At the moment, I believe there's a few things you being a visual delenda, a graphic designer or a person that doesn't really is not really familiar with the field. But I would really like to leverage the U. Y or visual design skills with this course. There's five elements that I believe the entire process on the entire skill set requires. And the 1st 1 is you exit strategy, which we're gonna be covering within discourse. And that's elements that relate more to a broad understanding of what user experience is basically answered. Answering two questions the who behind the project and the why behind the project. And I'll get into more detail about that. So you exit strategy is the first thing that I believe is missing as a skill set when you were a visual designer. Are you X designer? I've seen that in some of the UX designers I've been working with us on. I've seen that in myself, obviously. So the U. S strategy element is definitely one path 11 step on the first step towards towards becoming the ultimate UX designer. The 2nd 1 is UX research. So, basically, how do you turn that strategy into something more tangible? That's not just a hypotheses, but actually something that you've validated with and customer or with the end user. So that's the second element. So you X research helped recruit the people how to prepare yourself for the for the research, the quality qualitative versus quantitative methods of research, etcetera, and how to synthesize that information is something you can use as a designer. So that's the second element which I believe a visual designer doesn't have and really needs to have to become the ultimate designer. The 3rd 1 is you x so user experience modeling. And that's another element that I think that UX designers as well, but specifically you why designers and visual designers are lacking also. So these are elements like the creating a unique, a proper, a great user flow through throughout the entire system or the entire app. Then why're framing creating a meaningful and the understandable information architecture? These are the elements will be covering in the U X modeling apartment. I think these three elements are the 1st 3 steps towards becoming the ultimate UX designer on. There's two more steps which I think you being a visual designer or or having some skills in that area are pretty familiar with. And that's user experience design, and we'll be covering some more tools and and elements of that process so that you become a better at designing APS and systems etcetera. But that's, I believe, a little bit closer to what you're currently doing on a daily basis. And then the last one is prototyping and testing, which is the fifth element. So how to create those beautiful layup that you've just designed into a interactive prototype? And then how to test that with with and user? So these are the five elements. So the 1st 1 you X strategy 2nd 1 ux research 3rd 1 ux modeling. Then it's UX design, and then it's ux prototyping and testing on days of the five elements will be diving into the 1st 1 within discourse, which is called UX strategy. I'll see you in the next one. 4. What is UX Strategy and why is it relevant and needed: Welcome back. I wanted to talk a little bit about what you X strategy really is and how it's structured and what it's all for this whole user experience. Endeavor. Um, basically, when it comes to user experience design, there's a few elements that should be covered with every use, their experience dealing project. And I think that this whole UX strategies one term that has been around for quite some time . But there's as many approaches towards it as designers out there. And I just wanted to break it down for you so that you have a full understanding off how I interpret what you X strategy actually is. Well, user experience, as you probably know is, is a term used to describe a certain process off putting an end customer, which in this specific field is being called and user. So the person that actually uses the the APP or the system that were actually designing for that person and so user experience is basically a process of designing absence systems or any other form of interaction between the human being and we'll an interface. And usually when it comes to UX design, these interfaces tend to be digital. So like APS on mobile phones and desktop computers and laptops and tablets, etcetera. But that doesn't mean that user experience design it's not and is not capable of designing any other form of interactions. So if you go and look at, you know, a keyboard like this, it's an interaction element. It's got a structure. It's got information right here that I can, you know, learn how to use. And basically this becomes a point of interaction for me, and a UX designer could basically redesign this whole keyboard to make it more suitable for a specific context. This all goes down to, you know, remote controls for your TVs elementary. The light switches around your house. All of those elements are basically an interaction between us, a human being and the environment around you. UX specifically right now is more focused on the digital aspects of this whole thing. But I think that I believe that in the future will dramatically change, and we will be as designers capable off or required to design different types of interaction when it comes to voice. For example, when it comes to, um augmented reality APS, when it comes to TV, APS, etcetera, etcetera. So there's a lot off things coming our way. So learning how to design that interaction between the human being in any other kind of element off. Well, the touch point is different, something relevant and very needed. So that's what you X to me is or user experience is. But when it comes to US strategy, there's there's a an important aspect that we should be really covering here. That's how do we build an entire eco system and how to understand that entire ecosystem of how that end user that end customer fits into this whole, um, well, into this whole puzzle. And this. This is the first step into the actual process of becoming the ultimate user experience designer to me so that we fully understand not just how to design an app, but why is it an app and not, I don't know, a self service area on a desktop computer. Another one is the APP itself. And then are we talking to the right end user and how to make sure that we are talking to the right person And that's, um, the one of the first question that way should be answering with you. Ex strategy is who are we designing for and is it the right person? But we should be designing our our poor system for on what kind of value do we bring through that app or that system to that person. So that's kind of bringing me to the second aspect, which is the why behind the project or the why behind them behind the strategy. So when it comes to US strategy and basically covers the two questions, who and the why and their specific tools that will be showing you on how to actually create that or answers the answer, those questions. But the key aspect of this whole thing, this whole process is, and this whole step is to understand the context and make sure that you have the right person that you're designing for. You have the light, you understand you fully understand the limitations and the outcome you're trying to get to , you know, and you're able to create beautiful and unique value propositions for that specific person and then putting that in the context of the business so that you fully understand. Okay, if we have this value that we want to propose to this customer because we believe that this is gonna fill a dream of ours as a as a business. We need to make sure that that business is able to well create that feasibly and to deliver that and make itself run and generate some revenue. And we need to understand that as a designer as well. So this dramatically changes the perspective of a designer when you actually understand that entire set of elements not just being a wire framing well, why framing designer that basically boots were friends for the apse and the systems and is unaware off how or doesn't care about how the entire ecosystem works. So this is how I interpret UX strategy and what it's supposed to be and why it's needed. So, yeah, I'm looking forward to showing some of the ins and outs of how to actually tackle it. And yeah, it's great to see you here, and I'm looking forward to our interactions and seeing what you think about the courses about, So I'll see you in the next one 5. Introduction to the UX Strategy Toolkit - get your hands on those canvases: Welcome back. Now it's time to actually get straight into the practical aspects of the job. It's not. I don't want to go into too much every fairy elements and talk about theory and how it's all done. It said around When I get, I want to get straight into the gist of the work was prepared some meaningful tools to actually go through with you. You'll be able to download them so I can actually show it. Show them to you. So let's just break it down. Uh, just close those elements and yeah, let's just do that. So we've created the 19 in Great Academy UX Strategy folder for you. You will have access to that so you'll be able to print those those abdon. There's quite a few elements. I won't be showing all of them because we'll be going through one by one. But let's just open up Step number one. These are all cannabis is that you have access to, and basically we'll be going through this one. This is step number one of our UX strategy took it and we'll be going through each one of them so that you have a full understanding you'll have access to it so you can actually work on it. It's an A zero format, so you can print it out on a big sheet of paper and use it on. Your workshops will be doing it on on a mural up, so we'll be doing it digitally so you can actually do that as well for your collaborative work globally if you need to. And yeah, it's been scaled so that it actually fits a post it Note that 75 by 77 75 by 75 millimeters in size of these little square post it notes and it works great with that when you print it off on a format, a zero sheet of paper s. Oh, yeah. Without further ado, we can jump right in. What I would like to actually proposes go through a real life project. And that's something that I've been working on for for for quite some time. But, um, I want to do a revamp off the 19 angry Academy, so I would like to play the role off. The investor will be a little bit of a designer, A little bit of research research, E if you like Onda, we could go through the entire process of the U. S. Strategy based on how to create Great, um, online design training academy for you guys. And for me and for every of everybody else, you know, passionate about design. So that's what I would like to put in front off us, and, yeah, just get right into the just of things. 6. Know your design limits - Canvas description and INPUTS section filled out: all right, so let's just jump in into the into the first part of them, the first step into becoming aux strategist. Basically, as I said earlier, the first step is all about knowing what your design limits are. And there's quite a few areas when it comes to actually identifying those elements and their own listed in the tool. So let's just jump right in. And as I said before, we'll be we'll be covering, um, something that has been a passion of mine for quite some time. So basically teaching others about the ins and outs of design and how to create this great online design academy experience for designers. Eso yeah, this whole cannabis is basically broken down, and each one of them is broken now. Similarly, there was a start point on. There is, ah key take away. So the entire cannabis is built around these three steps for the first step off. Knowing your design limits, the 1st 1 is the input. So basically, when you sit down with business people on your first meeting, or when you're actually starting a project, or when it's all your own startup or whatever that is, there's quite a few elements that I always try to get from the client that we're helping out, or a startup owner that tries to create some innovation within their company and build on a backbone over UX strategy is what kind of information do we have currently that you could give us so that we can actually digest that information and put some, put it to some use and kind of synthesize it into information that's usable for us and create some design limits or design constrains? Or how I call it here creative constraints And this is step number one, and each kind of us, as I said, has a starting point. And this is step number one says Start here. So that's where we're going to start. So the inputs, what we need to do with this canvas? Basically, it's list out the current factors affecting the project. So if somebody invites you over what it's affecting the project currently, so there might be some ongoing projects in some current data available, and for 99 great the ongoing projects there is, Ah, there's quite a few. So there's there's, there's client work, there's client work that effects you know the resource is we have what we can do, what we can let go. We can't let go. So there's a little cooler client work right there. Another one is if there's any current data, there's analytics, analytics, reports from Google on 1900 dot com right s. So there is some current data available. We have some stuff on available on on you. To me, You, to me. We have, ah, design thinking, cores design thinking, of course available so we can get some information from you to me about what kind of students we have, etcetera. And we also have, uh, skill shirt design thinking course. So we have the design thinking course here in here, and basically that's the current data available. When it comes to okay, If we want to design and new online academy, there's some information we could be actually using. T get some some, you know, some design limits defined. So that's what I would basically go through with, with any projects saying, OK, what is your current project lineup? Do you have the resources for eight were and where we could get any additional information about it, about you know, what we should be looking out for another one is existing strategies and plays in the long term vision. Eso This is if you're working with a bigger client, they usually have something that they put together a few years back, and they're currently executing it. So they have a strategy that they've developed and they've got some gold that they're trying to reach. And there's some activities happening. So I would basically put down when it comes to night and in Great I've got a I've got like , there's Ah, 19 and grit strategy for 2022. 2023 right? So I've put something like that together. I've listed out some goals why I want to be etcetera, etcetera, where this company is heading, what kind of impact we're trying to have, etcetera. So I have that kind of listed up in a in a simple Excel spreadsheet, but that's enough for a designer to actually look at it and see if there's anything that we could actually use to to find out that there are some limits when it comes to timeframes, etcetera on the long term vision. Yeah, well, why not the long term vision would be 99 grid, um, the best online academy in European Union. Let's imagine that, right? So it's like it's gonna be the best. Only an academy, the most impactful creating, you know, wealth and and value for you guys. And it's gonna be just fantastic. And I just wanted to put a little remark. Have you noticed how perfectly aligned those posted notes are and to the actual canvas it took us, you know, a lot off time to do it. Teoh, make sure that it actually works this way. So the elements related to make existing strategies in place and long term visions This is the stuff that I would put in here. Another one is brand specification. Well, 19 angry doesn't really have a brown speaking specification. But if I was working with, you know, that's amazing. And at 19 a grid is this big corporate environment that is gonna be years from now. There would be like a brand spec documentation. So, like, collars, typography, iconography that we should be, you know, aiming towards the communication that we should be using etcetera. All of those elements related to branding and corporate identity. They would be somewhere there. So, like brand spec documentation and maybe a corporate corporate identity T I don't have anything like that. We don't have anything like that lined up in 19 0 great. We're doing it very lean at this moment in time, but eventually we will have something like that put together. So let's imagine that. But we have that, and these are the elements that I would actually put in here, and then we have corporately legislation and compliance. So for some of the sectors that you you'll be designing stuff for, like tobacco, alcohol may be gambling. There's, you know, maybe insurance or banking and finance sector. These are quite heavily regulated. So usually there is quite a few elements that we should be considering when it comes to these kind of sectors. And that's the stuff that I would put in here. So elements like there might be some, um, I don't know, like legislation for ensure. Well, let's let's keep it up. 19 and grid. So let's go. Uh, what we need to be what we need to look at as as a company doing these things globally. It's like a GDP are, um so basically personal information. How that how secure that is and what we're doing with it, getting all the necessary allowances from you guys and from anybody who actually subscribes to us to make sure that they can unsubscribe at any time, etcetera, and that they can make sure that their information is safe. So we do, and that's limiting us. When it comes to what we can do it, we can disorder. So I would say GPR is one of the legislation elements that even us as as an entity we need to We need to be, oh, confront when it comes to I t. Transformation and infrastructure, these air only elements that relate to technology that we're using. So it's basically when it comes to I t. So it's it can go all the way down to the browsers were using or the browser usually should be accommodating. So let's imagine that it's the the browse or specifications for some of the president that I was involved in the past in the past way would need to go as far as I don't know, Internet Explorer six, which for some of you, if you still remember, that browser was pretty dreadful in pretty dramatic to actually, and it was very limiting for us, for us as a designer or a design agency to actually accommodate those needs. But that's where we would put that stuff in. So, like brother Specification, maybe there's something that relates to devices and devices, and there's a specific device specification. So there's a specific list of devices that we should be really accommodating are taking account off that we're designing for tablets or mobile phones or just mobile phones are smartphones, and the browser doesn't really matter to us because we're just, well, the desktop drive drugs there's anyway. So device a specification would go here as well if there's any current IittIe transformation happening. So there is a 90 strategy being built at the moment or there's something being undertaking by this company. Then we would definitely put that stuff in here. But for us is a 19 a great there is no transformation. That comes 80. There's some browser specification, but there is ah, big limit were using where 19 Ingrid is on the think if IQ platform. So I would put the I think fic uh, platform for P learning and there's, there's some limitations when it comes to think of it, what you can do with it, what you can do with it, what kind of interactions you're able to to to do what kind of interactions you can do. So these are the elements that we would put in in here as well. So the inputs and that could happen over one conversation with with the business person would be like, OK, so what kind of elements are you currently doing? What's currently happening happening on the company that can have a hand, in fact, can have an effect on a member at what we're heading with this UX strategy off hours. So that's step number one with this canvas and I'll see you, you the next one. 7. Listing out Creative constraints derived from the list of INPUTS: welcome back. So we've got our first part of the canon vests on our step number one. So how to know your design limits covered? So we know what we're what kind of input information we're getting from the client, which is 19 Ingrid's, but kind of, you know, the the chief rebel of grit. And he has given up, dusted this information, and it's great, so but this is just a step number one. So we have a list of elements that you can then email back to Andy and say, Dude, give us all that information The client work and the resource is your your currently having in place. But we don't have access to because these guys are too busy doing the work. Do we have the analytics report from Google? Give us your strategy for the next three years, etcetera. So we basically download all that information and digested. And there's one key thing for for this exercise, basically, to go to step number 22 take each one of those elements. So let's do client work and then list out the creative constraints that actually are being created by this input by this element that we've just listed out. So we take it one by one and we just try to list out all the constraints that we need to take account off while undertaking the project as a designer. So when we're creating this UX strategy, what should we be looking at? So the creative constraints is basically a list off kind of information that we get from this as an insect. So if we look at, for example, let's imagine the Google analytics that we have on 19 Ingrid come There can be a creative constraints related to, um the how global the platform is. Eso basically that might be something that relates to the location of the actual company that intercom a date. So there can be too much in time time frames for time zones. Um, related to the to the 19 Ingrid Academy, I would say just like working hours, right? So this is something that we would look at as ah limitation or creative constrains that there that 1900 people are only available between specific time to a specific time within a specific time zone. But if we want to go global, it should change or we need to work around this constraint and say, OK, we only have this this level of time available to us and we can get that from 19 Ingrid Google analytics information When we see, um, you know, what are the times that people visit the page and where they're from? So that's kind of the information we could get out of that and that would tell us that. Okay, we have a times old related element here that we should be really the really limits what we can do as a designer around the U. S. Strategy that so That's, for example, one thing. There's a client, and there's client work currently happening. So the availability off resource is, um, depending on the, uh, client work being undertaken. Right? So there is, um, like any company 19 agreed. It's pretty busy working away on actual projects as well, so they're real ability off the personnel. The staff to actually create value for our end user is pretty limited with the time, So we need to accommodate that and make sure that will be become up with us a value proposition. It's workable. So so that's that another element would be just going through it through the list, basically, and maybe there's Ah, uh, digital. Let's see the GDP are, for example, or maybe the brother specification. Or maybe this Think if ECB platform, for example, is that there's a limited, limited amount amount amount off components available to build the website website. So if you haven't available of a boat, so I haven't seen think if it come page itself. It's basically like any any kind of component based webpage like weeks dot com or squarespace. You basically go there and you have a list of templates that you can use, and they're pretty scars and limited when it comes. And it's a big limitation for for a design project like that. So we really need Teoh. Make sure that it works on. That's the list of components people were using. So and you basically just go through each one of those elements, talk to the people responsible for for this entire project and try to list out as many creative constraints as possible when it comes to well, basically defining what kind of elements you as a designer need to consider when it comes to this specific strategy that we're gonna be building around the customers and that basically, yeah, that's basically just of the whole off this whole thing. So, yeah, I think that we can just list out as money as a spot herbal, and that's kind of step number two and step number three is basically taking three key creative constraints out of the list off those and basically just moving them down, uh, down here. So I would just do that, change their color. And that's basically the end of this entire step in the process. So moving those things to to the key creative constraints element and we'll wrap it up in the next one, and I'll see you there. 8. Summary of the UX Strategy Step # 1: all right, so we're basically done with step number one of the entire U X strategy becoming endeavor on to summarize it. Basically, there are three main steps with this specific element off the project is to know what your design limits are. Step number one is listing out all the inputs that that kind of generate the creative constraints. And these can be ongoing projects. Current data available. Existing strategies, brown specifications, corporate legislations and current I could transformations and infrastructure and technological aspect of this cold project, and that's kind of step number one. Once you've listed those out, then we go into listing out the creative constrains that are aligned or kind of derived from each one of the elements that we've just listed in Step Number one. And then step number three is basically taking three key creative constraints and putting them down into the key take away and the final take away off this entire till, it's really easy. It's if you just follow it step by step. The tool is very simple to use and very easy to actually accommodate within a within your project, and that's what it's supposed to be. The tools are supposed to be easy. The discussions are supposed to be difficult. And that's the way that I usually explain this whole thing. The discussions are difficult. The tools are simple To make those discussions uh, well, easier to work with. 9. Introduction and linking the Creative Constraints to Business Goals: Okay, We've covered Step number one of the U. S. Strategy, of course. And so far so we know what our design limits are. And I really urge you to check it out yourself. Take the kind of us and put it in front of in front of yourself. Either printed out or put it on mural. Or just basically have ah, have a good working session with your team. Or basically put it in front of you and you try to make it work. S Oh, that's step number one. But moving on to step number two is basically understanding a little bit more about not just the constrains, but okay, within those constrains, where do we want to get? And that's basically how do we define the business goals that we're trying to achieve? So if you're being invited to a meeting on this regardless, if it's within your organization s Oh, you're starting a project, you're being invited as a designer to run the project with with the team, or is it something that is it something that you're doing as your own design agency or your freelancer? Whenever you're sit down with the person that actually makes the decisions. It's really important for us to understand as designers within this specific step of the process, what is the underlying outcomes that we're trying to achieve. So I always say that it's about the outcome, that the output, it's not about designing wire friends and abs and systems. It's about why we're doing this. What is the outcome that were actually expecting and how to measure that? How to actually list out all of the business goals on what is the structure tour to actually do it. So there is obviously a tool for that, and I will show it to you right away on It's basically a breakdown off of our off the actual business goals. But before we get to that, I just wanted to to make it fully aware off where this whole thing fits into. So we have our designer limitations, were creative constraints, and so we know what we These are the boundaries that we should really fit our entire strategy within, and then the 2nd 1 is OK within those constraints, what kind of business goals were trying to achieve, and that's basically break down off this second step. So in the next one, we'll go into the actual too. And, yeah, breakdown. So some business goals so you can actually see the mechanics of the tool, So I'll see you in the next one. 10. Showcase of the SMART Goals Canvas: right. So let's get right into the just of things. Um, we're at step number two of this process, and we want you to become a partner at a business discussion, just a subject matter expert or a designer. So this is a key key step, and I believe that it doesn't really matter what kind of table you're sitting at. Once you start talking about this business element you very quickly, and I can promise you that change from being a designer towards a partner at a business meeting. So that's really crucial. And it has helped me dramatically over the years. So I'm really excited to share this information with you. So going to straight into the actual just of things, there is a specific tool that I like to use when I break down the business goals on bits called smart goals. I kind of have my own twist on this thing, this whole thing. But again, the cannabis is built like the previous one on step number one. This is step number two. As you can see, it's available to, you can download it printed off. It's also a zero format, so it's pretty big, but it's actually ideally fitting 75 by 75 millimeter posted notes, so you can actually pretty easily work with it. Wants to pretty print it off. So it has two steps. Basically, the 1st 1 is, as you can see, there's number one over here, and it's about listing out all of the business goals. And then the second step is the final take away. So you pick one business, go the entire process off. Going through UX strategy is a process, I believe off letting go. So we need to prioritize and pick and let the rest go. We don't want to over analyse. We don't want to get stuck in over thinking Maybe this maybe that one. It's these canvases air specifically built so that they don't fit a dramatic amount of information. It is supposed to be pretty fast, pretty iterated approach and pretty lean. Therefore, what we're gonna be doing is listing of four business goals that are key and then just picking one key business go out of the four. So to break it down as a a za framework off thinking about this whole thing, a smart business go is basically an acronym So it's five letters and the first letter s stands for for specific. And that basically means naming a specific part of the business that we're trying to impact with this project. So this can be sales. This can be public relation. Or, you know, PR or marketing elements off this whole project is gonna be customers. So you wanna have more customers? This can be, um, mitigation off risk or maybe some cost reduction elements. So these are the areas that we can be listing out in the first specific element or area of the business golden mean to define. So that's step number one B s specific as possible. What we're trying to change here. Which area of the business or which area of the service it's the 2nd 1 is M, so that's measurable. And that's how do we want to impact that area or by how much? And I don't usually use very specific numbers here, like 27% or 14% because that's very difficult to Dio. Unless you really have detailed daytime, very good track record off off those being achieved on. Maybe then you don't even need this tool, but that's very rare to actually have that kind of information and be so certain that you can achieve 14.5% over an increase. So I basically use three or four kind of levels. So to me, what's important is to understand what is the level of impact we're trying to have on this specific area, and that can be. Are we trying to change that area by 3% 30% 300% or 3000%? So that very easily shows me the impact we're trying toe have. I don't need to know if it's 2.5% versus three or is it 30 or 32%? What I need to understand is what is the level of impact we're trying to have? And that's what that M measurable element stents stands for. The 3rd 1 is a sign nable, and as you can see, these are a little bit grayed out because I believe that for each business go a little bit less relevant. But their key, um, for for the project itself, so assign Herbal is basically who which person in the project on our side of the business side is responsible for that for the achievement of this specific goal. So if you want to change the area of the business by this much who is assigned to deliver that, and that's really difficult to do, it sounds really easy when you actually read through the framework. But when you actually sit in front of a business committee and you're trying Teoh to make this call, you know, sit down with them, OK, we've got the goals. Who's responsible for this girl that, you know, there's this moment of awkward silence, usually that I find on each meeting that actually covers the business goals. But it's really crucial, because if everybody is responsible for the go, nobody is, and nobody's gonna do anything about it. So this is key. So that's a assign herbal that are is realistic. And that basically brings us down to looking at two things to me personally, the track record within the company. So is this goal realistic? As for us, our track record shows, so we have achieved similar goals in the past that are so similar to the ones that were trying to achieve here. If we have, it's realistic and we can put it down. If we haven't, maybe we can look at the second element, which is the competitors. Do we know any other companies or any other competitors that we're currently competing against that have achieved similar results in the past or are achieving them currently? And that kind of creates a credibility of this entire business? Go. It's great out also, because kind of a check a check point rather than the actual name. It's like having a look at. Have we done this in the past? Or any company that we know what has done in the past? And that's kind of ah, checklist off. OK, it's realistic, and the last one, but not least definitely is the time relation element and that's t so it's time related. We want to make sure that whatever goal we're trying to achieve is defined from the perspective off the time that we give ourselves to actually achieve it, and I usually do it within 6 12 or 36 months. I break it down into these three categories. I don't go anywhere further than 36 months because that to me it's too long term and it explodes into a long term vision off the entire company rather than a business goals. I would just cover it maximum 36 months, and that's, um that's that. 11. Listing out the Business Goals: all right, so let's jump right into the actual Canibus and try to fill out some of the some of the business goals. So let's imagine, like we are doing from the very start of this of this project, that we are doing this for 99 Great online Academy. And in that way there's a few areas that I would like to specifically impact. With this you exit strategy project eso the 1st 1 would be I would like an increase in sales off the online courses. Running an online academy requires the conversion or basically delivering the value to to the students and basically increasing probably the the sales, for that matter as well. So that's come specific. It can be when it comes to that area of the off the impact. So I want to design a new on land academy, and the main goal that I would put in there is to increase the sales of the online courses there. So the 2nd 1 is okay, measurable. So by wants, what figures should I be, um, impacting that area by and is it 3% well and really, that's not really enough, I'd say 300% might be a little bit of a stretch, so I would go for 30%. And all I do here is basically say by 30% and that's it. And that's what I put into this into this bracket here that assign herbal. Well, I'll be I'll be doing the design work here for this specific course. So and I will be doing the courses that I'll be putting it all together, etcetera. So I would say that the good old Andy is responsible for the delivery off this goal. Now, when it comes to the how realistic that is we've achieved at 19 Ingrid similar goals in the past when it comes to increasing off our online sales for design thinking, masterclass courses, for example. So I think that it is definitely realistic. And at this moment in time, what we need to do here is basically just, um, design thinking masterclass courses, Mr Course closest courses, um, show a positive truck record. So sometimes I just put a simple just to check, um, here just just kind of reassure myself that it is realistic, But sometimes when I do have a concrete example to actually put in I basically put something in that validates and basically create a whole credibility off this goal, being realistic. So that's what I would urge you to do as well if you have an example like that. So that's that. And I would like to basically raised that within the within 12 months, and that's it. So that's goal number. Once I would like to increase the sales of online courses by 30% I'll be assigned herbal, and I'll be making sure that that's delivered. We've done that in the past with our design thinking, masterclass courses, and I give myself 12 months to do it right. So after we're done with the redesign, etcetera, I'm hoping that the newly redesigned um online Academy will deliver this goal for us. So that's goal number one. The 2nd 1 Let's say I would like, um, more customers. More customers on registered on 1900 dot com, right? So let's imagine that I want more people basically being immersed into the environment. They're and basically, you know, leaving their email and registering. So I would like that to be to be raised by how much I would say, also by 30% uh, we're actually let's do it by three. Let's be ambitious here by 300%. So what? This means basically that I would like to have three times the amount I have or we have. We have now, uh, and the poor old Andy is gonna be responsible, probably for all of those goals right now, but it's fine. You know, I'm used to hustle, so no, no to worry when it comes to the to the registration on kind of raising it by a factor of three. Basically, I know that it's pretty realistic because the amount of emails we have currently is not that big, and we can definitely see other. Our competitors, uh, have done that in the in the past, so I can do a little bit of research around another online academies and see what their structure is. But definitely, I feel we feel that it's that it's pretty realistic, and I would like to do that within six months. Right? So that's goal number two, and as you can see, it's a pretty easy way to to actually do it. The next one would be increase in my would say brand recognition right So I would like this academy would be so cool and so innovative and so nice and bring so much value that it will increase the brand recognition off 19 Ingrid, for example, the brand new grit and I would like to do that by 30%. And the good old Andy is going to be responsible for all of that. Unfortunately, and we can definitely see again our competitors. We can see. We can see other, uh, online. Our economies. Um, yeah, raising their brand awareness a swell. And I would like to have that That's instant 30% system the big I would say. And I would like that to be raised within six months. And OK, so we have increasing off sales. More customers, more brand recognition. Let's do a kind of social media chatter. So I would like kind of mortuary er, about 19 in grade and online courses, etcetera, again by 300% or 300%. Let's do it so ambitious again, let's be known. Let's be known out there by Andy Paroled and again, And yeah, we can definitely we can definitely see other brands achieving this, uh, chatter level. So we can definitely know that it's possible to do that, and I will give that a little bit off off more time to actually actually get there. So as you can see, Step number one is filled down. I've got four main business gold that I would like to achieve. You can obviously break it down even further and just basically Atmore and more and more and more bill business goals. But these campuses are specifically designed to actually think off. The key business goes that you would like to achieve not, you know, a whole list off those, but basically focusing on four. And that's pretty much step number one being taken care of. I'll see you in the next one. 12. Summary of the UX Strategy Step # 2: all right. So as you can see, we've basically covered the entire step number One of this things cannabis. It's pretty simple to dio once you use this this breakdown and I've seen it so many times that this element in the process is actually pretty well limited in those conversations around what are we trying to achieve with within this project? So this is pretty powerful to Dio, and moving on to to the final step of this canvas is basically moving or choosing one of those business goals and moving it to the key business Go. So out of the four, we just pick one, and all we need to do is basically pick one. So what I would actually do is let's just go with the increase in sales. Yeah, let's get some more revenue. Let's get some more cash. Why not? And I will actually change the color and that's us done. So basically, as you can see, it's pretty easy to do. We've got four business goals that we've mapped out, and we've chosen the key one that you would like to achieve and all of those key taker or the final takeaways within those cannabis is are elements that we're gonna be using in the next steps of the process. So it's very helpful to know exactly what we're aiming for at each step of the way. And the aim that was our aim at this stage of the process was to pick one business goal out of the whole list off the ones that we have generated. Eso that's really the just off this whole exercise. So now you know how to map out business goals, how to put them together into this, into the structure, what should be listed there and how to pick the key one. And that's pretty much that's pretty. That's pretty much it, so I'll see you in the next one. 13. Introduction and linking the Business Goal to the Stakeholder analysis: right. So we have covered the two first steps of becoming AUX strategist. So by now you know how to define the limits that you should fit your design work into when it comes to you. X strategy. And you should know exactly within those limits what kind of goals you're trying to achieve within this project. So the two first and very key steps you already know how to do so Congrats on that. We're moving into the third step, which is basically finalizing the first question that we're looking the answer to. And that's the who of the project and its whole length together. And that's where these links are gonna be really starting to, to to show off. Basically, this entire third step of the U. S. Strategy element is all about how to create an archetype or how to define the stakeholder and how to choose the right stakeholder for the job. So if we have a business goal that we're trying to achieve 100% off the time and all of the cases that I've worked on in my job as a designer, there always is a specific stakeholder that has the biggest impact on that specific goal that we're trying to achieve. And that usually is that customer in some of the president that we do. But then, always some of sometimes the recipients of our services and products are not the end customers, but are actually people within the organization. Some of the department's maybe some of the employees, maybe some off the B two B organizations were trying to be attractive for attractive to eso . There is more elements to this whole to this whole puzzle, but a step number three. It's about taking the business goal and then looking at which of the stakeholders are impacting the goal that we've defined the most and then picking the key one of the very end of it. So that's what we're going to get into, uh, in the next one, I'll see you there 14. Showcase of the Stakeholder Mapping and Archetype Canvases and Cards: Okay, so now that we know what step number three is all about, let's break down the canvases in and show you the tools of how do we actually get into the practical aspect of the off the course? So, as you can see here we have two canvases for this specific step. And the 1st 1 is more about knowing who you're designing for and why. And the 2nd 1 is really defining the who. So the 1st 1 is more about defining a whole list of stakeholders. This is like step number one, And that's what we were gonna be starting with in the next video. It's about building the entire list of stakeholders. As you can see, there are internal and external stakeholders, and there are people that are organizations etcetera. The first step is basically to list up the entire list. A list of the entire list Put all of those stakeholders onto this into this 11 list and then once we've done that, we move over to t to step number two, which is the key business goals. So we This is the spot where we actually link the step number two of the U S strategy to step number three. So we take the business goal that we've actually highlighted in the previous section and put it right right there. And we'll be doing that practically and we'll show you how to do it. Once we've done that, then is just combination of those two. So we take the entire list of stakeholders in conjunction with the business, go and we just prioritize them in accordance to that one, and we'll show you how to do that. Once we have that, we have one final stakeholder at the very end of the canvas and we take this one. Put it in here. That's our key stakeholder. But stakeholders are pretty broad of a term. So that's why we need to break it down even further to fully understand what you actually mean. When we say that stay color, what kind of customers are we trying to achieve or or be attractive to? And that's where we break down elements. When it comes to the primary architect Robert attributes and secondary archetype attributes on, we're gonna be using this fancy, um uh, profiling Kardec, as you can see here and it's built. It's got around 120 cards that are basically designed by us and will help us very much and actually defining the primary archetype attributes as far as the secondary attributes are concerned as well, and that will help us to actually break down very easily and very quickly who we should be designing for Andi answering the question, the WHO behind the project, so I'll see you in the next one. 15. Introducing the first step on the Canvas - The Stakeholder List: All right, So now let's go right into the tools and fill them out with what we're up against within this project. So a so you can see here, there to cannabis is I will go with the 1st 1 and actually to change the flow a little bit , I'll go back. Teoh to step number two, you extravagance. Step number two on We are going to copy our fancy key business goal that we've actually river actually defined in step number two on. We're gonna paste it right in here into our key business. Go on. As you can see, there's exactly five, um, five spots available. So all we need to do is just align it very nicely. I'll turn the color back, Teoh two yellow or maybe even something less off something that's, well, maybe a little less noticeable. There you go. So that's the That's the key deliverable from our previous step that we just copied in here . So now we know that the key business deliberate trying to achieve it reminds us here that it's the increase of sales by 30% world, and he is responsible for that. We know that we've done that in the past and we have 12 months to do it. So now, looking at the business, golden having into the back of our heads, we look at the stakeholder list and that's where we really start to work with the tools. And when it comes to stakeholder mapping, there's so many different ways of doing it. But the way that I usually do it is they break it down into two groups of two. So there are stakeholders that our internal and their stakeholders that are external and that's the first breakdown over here and looking at it, the internal stakeholders, the way that I defined them is these are the stakeholders within the context of the business goal that you have an effect on. So these are the people you employ. These are the companies you have a B two B contract with. This is something a provider of a service that you're using that actually you have any means of controlling. And that's the first, the first kind of group off stakeholders that you could be starting to thinking about what to think about, and the 2nd 1 is external stakeholders, and these are the stakeholders that you have no effect on you have no control over those stakeholders. These are your potential customers, your competition. Local and global governments, organizations that you have no control over, have no interaction with. But they still can affect the goal that you actually put in place. So that's the first breakdown. The second breakdown is obviously their stakeholders that our people and there are stakeholders that are organizations. So that's another element that helps us to think about what kind of stakeholders there are and what we should be thinking about when reelection mapping those out. So when it comes to people, um, these are we'll stay colors that are human beings. And it's basically the difference is how we're gonna be describing those those takeovers for people. We're gonna be using more of a demographic information eso their location, their age group, maybe maybe their work or their education level, something that allows us to actually imagine those people and for organizations were going to be doing a little bit over breakdown, uncomfortable structural information of that organization. So the size of the organization, the location of the organization and they're main business drive what they actually are being driven by what might be their motivation on how that interacts with our business go So that's pretty much the gist of the first steps. So what we need to do is basically start to fill it out, and that's what we're gonna do in the next one. 16. Listing out the Stakeholders: all right, so it's time to fill out the first. The first part off the canvas. Eso Let's break it down pretty practically practically here. Eso when it comes to internal stakeholders that actually control at 19 in Great. And there are people. That's something that let's change the color. There's something that we that I would put in in here to start with. And that's 19 Ingrid employees because these guys have had an effect on the goal. Right is the people that we way employed that create the courses with with us that set things up on that have an impact and can you know, without the people within the company, it might be really difficult to actually achieve the 30% increase in the sales. So that's definitely a steak. A little we do. You can have some control over who can affect our relationship, motivate these guys etcetera. So it's like 19 Ingrid employees when it comes to external some stakeholders. But we have no effect on, I would say, maybe other instructors. So there are other instructors teaching ux design, teaching design, thinking you know any other form off design and innovation, etcetera eso other instructors teaching design skills don't. Right. So these are the people that we don't control, and these are not always agencies. Or all right, you are a cabin. These these are just people like, like me, basically teach others about design skills so they can affect the sales the 30% sales increase. So I would put them down here as well there. When it comes to kind of internal organizations, when so so organization that we do have an effect on, I would say, I think if it platform eso the guys that give us the e learning platform, we have b two b contract with them. So we have some control over them, so we can use their expertise, their knowledge and their capabilities to impact that the business goal that we're trying to achieve. So I would put those elements here. And when it comes to the external, that would be other design academies, uh, teaching design skills, for example. Right. So So that's that another external stakeholder that is a person is obviously the customer, right? So potential customers on I would actually break them down even further because customers customers like anyone. So I would actually break it down, I would say maybe that potential customers or a please do a dash visual designers. You will. Designers, right graphic designers, visual designers. So that's, Ah, someone that could really affect the sales increase. Because these are the people that could actually buy the courses right? Another one would be, Ah, let's imagine maybe potential customers. Um, let's say existing UX designers, right existing UX designers. And there's so many things that are actually very vague about the stakeholder name. And that's why we need the second part of the actual exercise to break those down even further. But for this specific exercise, at this moment in time, this is enough. So we know that there are external stakeholders are people. There are other instructors. There are potential customers that are visual designers and also existing UX designers. That can be, um, affecting to go because their potential customers right. So basically, this is the exercise you list as many stakeholders that impact the business school. You're trying to achieve internal external people organizations and he just do it. This'll a So I think that for the for the sake of the exercise, this basically highlights how to do it, and it's pretty easy. It's once you break it down. Once you get really into the into the thinking about who were those people in organizations are. It's pretty easy on the list. Grows pretty rapidly. So I urge you to check it out, print of the canvas and fill those Fill those out so I'll see you in the next one. 17. Mapping the Stakeholders agains the Key Business Goal: Okay, so we've got the stakeholders listed out. The list isn't final, obviously, but you know that you know the mechanics of the tool, and I hope that it's it's pretty easy to do. So we have some of those internal external stakeholders and step one done. So What we need to do now is use the same kind of us and basically go to step number three because we've already included the business goal that we're trying to achieve. And all we need to do is map all of those stakeholders on that list against that goal. And there's one trick that I always use, and it is really powerful, and it's very easy. Uh, and it works. It works every time, and it just requires a little bit of a mindset shift when it comes to prioritizing and putting that list together. So the way that I usually do it and I would urge you to do it as well is take any one of those. Tickle is it doesn't matter if you feel that it's important or not. All of those air relevant. All of those are important within the the context of the business go because That's why they're mapped. That's where they listed. So I go and I take any one of them. I just take, let's say, 90 Langridge and I just put it anywhere on that list and that first posted know that you put on that wall on that canvas is determining the actual access, the actual scale off that access, because every every subsequent posted know that lands on this axis is going to be either MAWR important within the context of the goal or less important, within the context off that goal. So let's imagine so 1900 employees pretty relevant, pretty important people that when it comes to the increase of sales of our online courses, right, so then I take any one of them, and I just okay, think if it platform it's organization, we have some effect on them. But do they really have an effect on them on the increase of sales? Well, they do in some extent, but I think that employees of 19 Ingrid have a bigger impact on that goal. Then I think if it platform so I just move it to the left because, as you can see, there is a narrow from the left to the right and the further you are to the right, the closer you are to the impact off the off the business school that we've highlighted. So I would say that Think of it. Platform is a little bit less of an impact generator when it comes to to the specific business goals. So I take another one. I say, OK, other instructors teaching design skills. Well, if they generates 25,000 different courses on the same subject that we dio well, they might be impacting even more than our current employees. I would actually put it a little bit further closer to the goal on and see how that lines up. Then we have other design academies teaching device schools Well, they're even more impactful when it comes to well, stealing some of the customers, for example, and therefore having a huge impact on our delivery of the 30% increase in sales. So that's another one. But then again, we go to tow our beautiful customers, and we have UX designers and we have visual designers, and for me, I would say, Well, ux designers, are they more important than the other design academies or instructors teaching design skills? I don't think so. I think that thes these academies can actually have a pretty big impact when it comes to Teoh us reaching this business goal s I would actually put them in. And here and then when it comes to potential customers as visual do Landers, I think that this is the key stakeholder to actually increase the sales of our online courses because I believe that we can leverage the visual designers capabilities and competence is and, you know, create even more of any impact when it comes to their roles. And we just need to make sure that the value of bring through our courses actually delivers on that. And this is the entire prioritization done, and all we need to do is just move it to the right so that it's aligned. And basically the final take away of this exercise is done. All we need to do is change the color, chase the court, this one and we know that within the context of the increase in sales by 30% which I'll be responsible for within 12 months, we believe that the potential customers being visual designers are the biggest impact stakeholder for this specific business goals, and that's pretty much the step done. That's pretty much everything in to do within this step. I'll see you in the next one. 18. Showcasing of the Archetype Canvas and Profiling Cards: Okay, guys. So we know who the key stakeholder over project is. If we want to achieve a 30% increase in sales of our online courses on 99 Great Academy by 30% within 12 months, we know that is the visual designers that we should be really aiming at. Two. Bring value to these guys. Self. Some of their issues self. Some other problems toe actually make that goal a reality. So let's move on to the next to. And that's something that we've been working on very heavily over the last over the last weeks months to bring a package together so that it's really easy for you to map this out, but very impactful for the project itself. And this is basically defining the Who actually should be stopping. I should stop saying basically all the time. I don't know if you're annoyed with that already, but basically is a word that I really finds to be over using a touch. I believe I'll do my best not to basically use it too much. There's another word that I use too often. I believe that's actually so actually basically, you know, these are the words are trying to avoid but going back to the tool. Um, all we need to do here is basically take the potential customer visual customers card. I will copy it, so I will leave it on that campus as well on in order for you to quickly copy and stuff on your Oh, it's like when I think in any other app, you just hold option key on the Mac and old on PC, and it basically just copies it and just drag and drop. It can copy as many Allen's. It's possible you can do Command Z or control Z on a PC to actually actually on do that. So we have our potential customers visual designers in, and now it's time for the for the big one. Um, in order for us to bring some more light into the into the stakeholder name, it's pretty vague. I mean, visual designers. Come on. It's half of the world is visual doing right? Definitely the process that I work everybody of the business stable. They're all visual designers. Everybody knows everything about typography, iconography, colors, branding There, you know, it seems to me sometimes that all you need to do to be a visual designer is have eyes. Yeah. Anyway, um so potential customers being visual designers is something of a broad term, and for us, too, bring more light into the subject so that we know who we should be talking to and who we should be recruiting for you. Ex Richard stages etcetera. It's pretty important to actually put some actually, to put some stuff to put some stuff down on. We've designed a deck of cards. You can see it here. It's actually printed out, and it's got all of those beautiful colors on categories to actually to actually put down as primary attributes and secondary attributes off our stakeholder. I have them digitized, obviously, because they are printed and let me just open that up on. There is quite a few off those categories in, and I'll describe all of those in detail in the next video, going back to the to them, to the cannabis. Only thing to do now is take the archetype attributes. There is 10 different categories of those on pick out of the out of the cars that we have, the ones that we think are relevant to the visual designer the potential customers that we can imagine, and that's what we'll do in the in the next video. So it's pretty easy. We start with the coping of the put off, the off the final take away from our people's canvas, which is the potential customer being a visual designer. And then we just add, Using this beautiful cart deck will add the primary and secondary archetype attributes to create more of a detailed outlook on what that stakeholder, who the stake of it actually is, and we'll do that in the next one. 19. Creating the Archetype using the Profiling Card Deck and the Archetype Canvas: Okay, so we have our potential customers who are visual designers, and now it's time to break down some of the primary and secondary archetype attributes when I mean archetype. There's so many different ways off describing what we actually mean. Some people call it proto personas, part of personas designed personas, archetypes. There's so many different ways off describing what we actually mean, but I don't really see any value in chasing the definitions off those words. What I'm trying to do is from a vaguely defined stakeholder name. Put some very tangible, very concrete aspects of information to it so that I can imagine who that stakeholder is Currently. It's a visual designer, so it's pretty vague. So let's just break it down and go straight into the categories that we have. And as you can see, actually, I will go back to the cannabis. The categories that we have here are the age off that stakeholder, the family structure, the location, where do they live, the education level and where they work. And that's the key primary archetype attributes that I would use and proposed for you to use as well on. We have secondary archetype metric which add to the whole picture. So we can actually imagine it a little bit better when it comes to who that visual designer is. And that's the wealth, what kind of wealth they have and generate. How do they spend their free time? What kind of sports do they play, What they do in their free time? What motivates them when it comes to their life? Motivation? And also, where do they fit on the trend on the trend curve if you like. So these are the 10 attributes, and we'll just yeah, go right into the right into the deck of cards, and we have that available for you as well. So you will be able to download. It does. You can see there's quite a few of those. And when it comes to the first category, which is the age we have, the youngster, which is like 18 to 27 years old, we have a person that's gathering the experience of their like 28 to 35. We have the production time, which is like 35 to 50. We have the top form, which is the person in the ages off between 50 and 65. We have a person chasing their dreams between 65 72 we have a senior, which is a person above 70 72 years old, 70 72 years off age. So each one of those categories has a specific list off off chords that you can pick from and imagining that stakeholder which category and which card we should be picking from each category. So the ages, the 1st 1 then we have the family structure. They have small kids. They have kids that are teenagers, are grown Children. We have the location really live in the village or in a small city. We have the education. Are they're still studying? Are they, you know, Do they have Ah, scientific mind, etcetera. Do they have a car, an apartment or a house or delay? Use a bicycle or a scooter to actually move around? And where do they fit on the trend on the trend? Curves. So are they an innovator early adopter? Or are they a skeptic that doesn't really want to do anything with innovation and everything that's new? It's something that they don't think it's necessary, etcetera. Another one is sports duly play extreme sports or v AP Sports. Do they play golf? Um, another one is work related elements show. Do they work in an office or the lower management or higher management? Are they a specialist, etcetera? Another one is their free time. How did they spend it? They go to concerts and live events to they prefer high culture. So go to theater, read books, newspapers and or Internet A social media, etcetera. Their life motivation are motivated by money or status and prestige are as its safety or something related to belonging. For example, that's really relevant to them. So these are all the cards and all the categories. As you can see, there's plenty of them. You will have access to them. You'll be able to download them and use them after the course. And what we need to do is basically just open up the file. That's right here. So you'll have access to this whole Folder 19 and great Academy you X strategy. And there is another folder called Profiling Deck and all you need to dio iss take the the relevant cart and copy it towards to our to our fancy cannabis. Now this canvases online. So when I'm going to be coping the currents onto the canvas, they're going to scale up a little bit because of the size and the real solution of those cards. But in the pdf, if you print them out, they're actually exactly the size that fits the canvas pretty, pretty neatly. So we've decided we've designed the cannabis so that they actually when you use them. And if you print the canvases and a zero format, you'll be able to just stick the cards right on top of the right on top of that, in the kind of a spindle work. Beautifully. So, um yeah, so go go right ahead and do that. Okay? So when it comes to age, let's imagine the visual designers now going back to the to the project itself. So visual designers aged between 18 and 27. Well, maybe a little bit on the young and if you like, so I would probably go with someone gathering the experiences isn't only an academy, they might use them off their new skills and competences. I would go with this one, so agent between 28 35 I would just basically doing drag and drop. And we are I don't my friends with this one. So this iss the age, right? So the person we're aiming for, the visual designers are within the ages between 27 35. All right, so the second element of the primary archetype attributes is the family structure. So moving on to our to our card deck, we need to go straight into the family. And I would suggest that maybe out of the entire list, and I think that the person being in between 27 35 they might have some small kids, so I would take that card. Maybe, and because that can really affect the amount of time they have. And if we want to create this great online learning academy for these guys, it might actually have an impact on the amount of time they have, um, available to them to do that kind of learning with us. And on that basis, yeah, we just need Teoh. Make sure that they are available to us within the time frame, so it has an effect. So, in a research stage, for example, we'd be looking for people that are in that age and have kids small kids. Because then we would be able to validate if our offer or value proposition makes sense to them and how their structure the structure off their day, how it looks like. So the 2nd 1 is family. The 3rd 1 is the location. So we moved down in our Kardec to location. And again, we need to make a judgment. Co visual designers who are potential customer Where do they live? Is it a village And they live in the country is at a small city like a small town somewhere on the outskirts. Is it Is it a big city environment, or are they actually somewhere abroad? And they visit their place of birth regularly, like I did when I was back in on UK working away. Um, and this is kind of the, uh, these levels. I would I would I would pick a big city, maybe for the sake of this exercise and just try to come up with him. I was just scale it down. You won't be a you won't have to do this scaling when you actually print the currents off and print the kind of itself. It will work perfectly. So it's just for the sake of mural. It's doing this. So the location we've got so big city. When it comes to education, we just go to the next next element. Are they a student will not because there they're working away are the humanist. So are they. Is their psychological profile built around the self scales? Or is it the scientific skills and doesn't make any difference for us? As far as the visual designers capabilities off, that stakeholder is concerned. Are they highly qualified? But without the higher education, when it comes to a degree, or did they have, Ah, higher education degree? And if it matters, definitely put that in. So for this for this element, I would maybe say that OK, maybe we're looking for a visual designer who has a profile built around soft skills, right? So let's just so they're humanist. So let's just do that. There you go. And the last one for the primary attributes is is the work and I think the work is actually this slight greenish um, so do they work in office environments? Did they are lower management or higher management role or their specialist labour technological science related are the entrepreneur. So are they running their own company? Are they self employed like freelancer, or are they an employee within a company? So for a visual designer, let's imagine that our main visual designer, when it comes to our our primary area of interest when it comes to this UX strategy, we're gonna be willing our strategy around people that are actually employed within a company, okay, just for the sake of the exercise. So they are an employee, and that pretty much sums up the first part. And the primary archetype attributes and all we can do is basically move on straight to the secondary archetype attributes as well. On these are wealth, so going straight to cards, I'll just do it with you. Well, so do they have a car? Do they have an apartment, or do they have a house eso for this specific one? Let's imagine that a visual designer in the big city, so I would say, OK, they haven't apartment. It's ah, it's it's It's a secondary attribute on if it really matters. It sometimes helps us to recruit the right people for the research stage because then we know that out of the entire out of the entire segment, off visual designers living in a big city we want the ones that actually own an apartment right or or a car or a house, etcetera. So if that's relevant, definitely listed out here, that can help you dramatically when it comes. Teoh Recruiting those people for your research When it comes to free time, let's imagine that they are visual designer and they, uh, yeah, they're on Internet and social media a bit, and that also can have an impact on on your recruitment. You can add additional details, obviously, and we'll be covering that in our are you X research part of the course. But for this, for this level off input, it's It's enough for us to imagine that visual designer that they spend their free time on Internet and social media when it comes to sports. Um, that's the motivation, the sports page somewhere around. Just bear with me. That's the work. That's the free time. That's to motivation. And that's a channel of distribution. That's the product. Let me just with that sport eso do they do excrete extreme sports, the traditional sports, etcetera. I would just pick something. Maybe Maybe you like amateur, so they play a sport. The play sports hobby, but doesn't take part in any sporting events doesn't invest too much time or resource is our money into the sporting gear, etcetera. So they're just doing it as a hobby. And then the last but not least two is the motivation and the the trend curves. So when it comes to their life motivation, what do they really care about? Is it money? Is it prestige? Is it pleasure and comfort was a development expert on experience. So since we're aiming for somebody that we think should be getting some more skills, maybe we could find someone that actually is driven by that. We just fit our entire UX strategy are on the people that actually want to develop themselves. You go to these conferences on want to gain more experience so we can actually focus on those. And then when it comes to trend curve, we can see we're looking for innovators. Kind of early adopters may be or are we looking for someone who's more pragmatic when it comes to their ports? where they smoke AIDS, etcetera, maybe go with somebody that's pragmatic On aan has a very practical approach to words like new services and products. They're not conservative, and they're not like skeptic. They value the new services and products, but they treat them practically, Um, and that's it. Pretty much the final take away of this entire count of us is the primary archetypes attributes, because that's what it can really leverage and use in the research stages on these are the key element. Allow us to actually limit the amount of people from the visual designers because now we know their age. We know that they have small kids. You know that we live in a big city. We know that they're humanist when it comes to their education s. So there is a specific list of educations that actually fit that profile, and they're an employee within a company. And if that's not enough in, if their list is off potential people that we can talk to, it's still too big. We can then go further and say OK, but we want people that actually own an apartment and spend time on Internet and social media within a certain time zone or time frame off the day, etcetera. We want them to do some sports, but I'm mature wise so that they're not doing triathlons. Are marathons, their motivation being development and experience as well as their pragmatic approach to to innovation? So this really easily on and rapidly summarizes and allows us to imagine. What do we actually mean by a visual designer being a potential customer? This dramatically increases the process of recruitment when it comes to you. X research. But we will cover that in detail in the second part of the course. So as far as you X strategies concern. We have defined the WHO behind the project, and this sums up states three off the course, so thanks very much for listening and I'll see you in the next one. 20. Introduction and linking the Archetype to the Value Proposition: All right, so we have our archetype ready. We know who we are designing for. We know why those people are relevant to this project because we know that they have the biggest impact on the business goal that we've defined. And we know what kind of limits or creative constraints mean accommodate within the project itself. So that summarizes the first part of our understanding of the entire context. And now, since we know who we are designing for and what we're trying to achieve now, the next step, which is the step number four and the entire project is to identify the value proposition that we're trying to create for the visual designers living in a city with small kids being between 28 35 years off years of age. This of this moment in time, it's all about coming up with meaningful, unique ways off solving their issues because they have alive. They have a job, they have a family, they have their own commitments, and they only have a certain amount of time to actually interact with us. And their time is there asset. So we need to get their attention and bring as much value as possible so they can commit their time to our business, to our service, to our products. Since we want to increase the sales by 30% of our only courses and we know who we are, I mean, who we are aiming at now. It all takes a little bit of a different approach, and we just try to empathize with them and see where they're coming from and what kind of tasks and aspirations they have within this within this step, and then try to come up with meaningful in the unique ways off putting products and services together for them to actually make them reach those aspirations and make those tasks as easy and as pleasurable for them as pure Ainley possible. And that's what this whole value proposition is all about. So we'll jump right into the tool so you'll see what I mean. I'll see you in the next one 21. Introduction to the Value Proposition tool: all right, So now it's time to go straight into the tool and show what the cannabis is built like and how the tool is structured and what the mechanics are like. So moving from Step number three to step number four, and it's pretty pretty simple. All it takes is 33 steps. There are three phases of this analysis and the 1st 1 Since we know that we're aiming at the visual designers, we know what they are or who they are, and the business goes in the back of our heads. But we want them to spend more time with us and learn from our 99 great online academy. There's are there specific tasks and aspirations that these people might have in that area , so in the development, and that getting more experience and within the time frames that they have. So they're specifics, specific tasks and aspirations, and that's what we start with. And we're gonna be listing those out once we know what they care about and what what potential tasks they need to undertake to actually get to the respirations and what they want to achieve in life. Then we have specific means that we need to fulfill or problems that we need to solve for them, too, for them to to achieve those aspirations or make those tasks as easy for them as possible. So we will identify specific needs and problems that are associated with those tasks and aspirations. And then Step number three is listing out all the products and services that could help with solving the problems that we went into fight or fulfilling the needs that we went in to fight in this step Number two. And we pick the three top products and services that we would like to propose as value to those guys within this within this tool. And that's the value proposition, we want to immerse ourselves into their shoes a bit, understand what the aspirations are, how they're doing them currently and what kind of problems and needs they might have, and on that basis come up with new, meaningful ways off fulfilling those needs and resolving those problems. And that's pretty much the just off this exercise. So we'll jump right into the into the concrete example information in the next video. So I'll see you there 22. Listing out the Tasks and Aspirations as well as the Needs and Problems: all right. So it's time to get right into the gist of things. Um, let me see if everything works as it shoot Exactamente. Asi can see the post it notes are perfectly aligned with with the brackets available in a beautiful cannabis. So let's start with the tasks and aspirations. As you probably remember. They have small kids. They live in a city there, 20 to 35 years old. They are. They aspire on their live motivation is about getting more experiences in developing themselves. So for a visual designer to to to acquire new skills, we can name what kind of skills we believe they should be acquired. What we can, what we can teach them, right or what they would want to learn about. So I would say, maybe they would like to learn about. Well, you work strategy. Why not? Maybe they would learn. They could learn about, uh, you X research, right? I'm sure they would love to learn more more about that. Maybe it's you X modeling. So you see where I'm going with this? Um, obviously, we can actually name it as a task. So learn. You look strategy, learn UX research and I know that it's pretty artificial, and that's what I would actually anticipate that in order for them to to get to their motivations when it comes to developing themselves. Yeah, they have some design skills that would like to learn these air concrete ones, but we're gonna be more vague. We can just say learn new design skills because we can teach them. You want you act service designed as I'm thinking we can, you know, we can teach them how to do html CSS coding, etcetera, etcetera. So they just want to learn new design skills. And we just listed so some examples of those so they would like Teoh earn more cash, right? That's their aspiration. Let's imagine they would like to, um, be more secure in the market, uh, secure at their job, Let's say of their job, right, so they don't want to get fired. They want to be the best designer in the company, so they can, you know, be safe and get a mortgage and just be yeah, just just be relaxed. So that's, uh, that maybe they want to increase their market value so they wants to learn the skills so that you know, they can put stuff in the C V and be more valuable to a potential employer, so increased their market value. Is there anything else? Let's let's see their visual designer that can learn new skills, get more cash, be more secure their job and also increased their market value on Maybe they would like to have, uh, have more time for the family. Because small kids, um, anything else that we can come up with so more time for the family market value. Maybe they want to progress their career, so progress their career so they don't want to be a U Y designer visual designer for the rest of their lives because they know that being 65 being a you a designer might be a bit of a stretch. So maybe they would like to progress their career towards being, ah, lower manager or the higher management position. Or maybe yeah, just just stepping up the a few a few letters ladder steps in the in the environment, other currently at. So they want to go, um, progress their career towards management right on. Maybe they would like to go freelance and to be more on B'more in, dependable, in dependable, independent. There you go, and basically, that's all you do. So you list out all the aspirations in the tasks that you imagine that person wanting to do within the the area that we were identified. So we can say that this is our potential customer, and this has the potential tasks and aspirations that that person might have within the area that we're looking at. So let's imagine that, right. Um, and when you list those out, basically there is. Ah, there's a whole list off needs and problems associated with each one of them. So moving on to step number two immediately. What happens is you just take each one of those so, like, learn UX strategy, and then you list out all of the all of the needs or problems that person might actually have when it comes to this specific. So let's start with learn UX strategy, so the need or the plot problem might be that they think it's too difficult. Uh, business lingo. Well, then, go is scary, right? It's winning when it comes to difficult with double it. When it comes to business lingo for you way designers or visual designers, they might feel this. Well, this fear, I would say off, you know, elements like revenue margin and profit and how it all comes together. Business goes etcetera, but as you can see it sometimes difficult when you actually put it down. But they might feel that way. So let's put it in as a problem or need that they would like to fulfill. When it comes to user research, there might be a problem that, uh, it's hard for them to empathize, empathize with another person, right? So, yeah, so they would like to learn that. But they're really it's hard for them to do that when it comes to learn UX modeling. They think they lack the analytical, uh, skills Teoh accommodate by entire process. Right process. Uh, there you go. Come on, date. Okay. Buggered it up with two. And there's an I in there. There's a limb, right? Right. So they might fear that when it comes to learning new design scales, they feel they don't have the time to learn new designed to learn new skills of any sort. Right? So it's something that we could come up with when it comes to a non lander will come. Just will come up with some cool products and services to solve that. Another one. They want to learn more cash. Well, so there they're scared. Um, their work is being commoditized with a Z. I think it's going to be commoditized. Let me see it. Commoditized. I think it's a word, isn't it? Yep, the work is being commoditized. For example. When it comes, they would like to be more secure. Their job. Um, but yeah, that's that's kind of really relevant to the getting scared that the work is being promoted . Ties. That's what they would like to learn. More, more, more skills. So basically, this whole mechanics work this way. So you list out the tasks and aspirations, and then you take one by one and list out potential needs and problems of that specific person. What what is their need? What is the problem that we're trying? Or they might feel for for that specific element in the tasks and aspirations area off the canvas so we'll take a short break. So have a think about the tasks and aspirations and needs and problems, and we'll move on to the products and services immediately afterwards, So I'll see you in the next one 23. Creating and summarising the Value Proposition: All right. So we have the tasks and aspirations done. We know what kind of problems and needs are associated with those tasks and aspirations. So now it's time to come up with the value proposition that actually fulfills the needs and solve some of those problems. So we go from number two. So from the needs and problems all the way to products and services and the final take away over there. So ifit's too difficult for those for those guys to actually understand the business lingo , we can train them on that so it can dio create on online academy mustard class mustard class, Um, teaching, um, business, Uh, business lingo ah. Targeted at visual designers. Right. So, Aziz, you remember they are, um we've listed them out as having more of the soft scales on bear four. They might be scared of that very scientific approach to margins and business lingo on. Therefore, we can create an online academy Mestre class just targeting that, just targeting what they need on their daily day today work. So that's one value that we could put in front of them and say this is what we're gonna be doing and when it comes to, it's hard for them to empathize with another person. We can then do another one weaken, do create and, um, mentorship program where we'll get some of the greatest UX researchers or people that deal with you ex research or research on any customer segment on that basis. Try to mentor that, take them on board, take them through some of the research projects that we undertake, and on that basis, they'd be able to learn how to empathize with other people. So create a mentorship program. Um, on you ex research, uh, again specifically designed for visual designers, right, Because we want that to be asked as personalized as possible. Um, when it comes to, let's take another one. They're scared that their work is being commoditized. So what we're gonna do is create on online or maybe create a podcast that covers covers aspect related. Teoh me covers the aspects related to being or becoming more attractive on the job market on the on the job market, for example. And also, let's we're gonna do create a, um, like up. Let's imagine a program ah, for how to become a freelancer so they can maybe we can correspond with earning more cash that way so they can do their day to day 40 hours a week in the corporate environment that they're working out in an office and then do some online freelancing in the evenings, for example, when they're not bathing their kids or anything like that. So basically what you do is you list out all of those elements and again you just take it one by one. So if there's a there's a problem or a need, like they feel they don't have the time to learn new skills. Great. So what we're gonna do is we're gonna do something that they can listen to on the way to work. So if they're on the tram or their commuting or we can do something like that, so you have a podcast there, but we're gonna dio create something or a product product to listen to while they're, uh, commuting right. And we're going to do an E o d book like, um, design audiobook, right? That's what we're gonna be doing and looking at this, I'm sure that you are already looking at, but why's why's it? It's irrelevant when it comes to you x right? Well, not really. Because to create own land Acadian masterclass, for example, Teaching business lingo targeted of visual designers There's so many different ways you can actually do it could do it through podcasts through a wet Bates through a film through ah Anno article. And all of that has to be put in some sort of ah, touch point and digital judgments. Is it a nap, or is it on desktop computers that allow on a laptop? How do I have access to a do a low again or it free for me to actually get there and listen to it? That said, All right, so there's so many different features functionalities that mean to design them, to actually make sure that that value that we propose here is being delivered to those guys . But before we get there, we need to make sure that whatever value we've proposed is feasible business wise. So to wrap it up the key, take away the final take away of this entire tool of this entire value proposition or the three top element that we've chosen as key elements of the value proposition connected to the key needs and problems connected or derived from the tasks and aspirations off or potential customer, which we've defined as visual designers in all the details in the archetypes. So this wraps up this entire step number four. So now you are able to create great value propositions on the basis of three simple steps. Tasks in aspirations, associate it needs and problems and then products and services that correspond to those I'll see you in the next one. 24. Introduction and linking the Value Proposition to the Business Goal: welcome back, Another step ahead of us and another step behind us. We've just cover the step Number four, which is creating meaningful, tangible, unique value proposition. Sport are potential customer, which is the visual designer. Um, And right now, it's time to make sure that this value proposition, which is unique and great for them when we know that that it's actually feasible business wise. And that's where we're gonna be getting into creating a business model that actually covers all of the basis off. How do we put that value proposition in front off that potential customer? So the way that it actually works there are specific elements of the business model that we should be really tackling here will get into the details of the actual till. But the main aspect of this whole thing is, is it a sustainable business? And how do we deliver the value that we've proposed here to their and customer? What is that channel of distribution off that value? So these were the element that we're gonna be having to think about within this process. Step and the main, the key take away off this entire step is to be ready to validate if our value proposition can be delivered within those channels of distribution and that we have some additional ideas of how to make the those relationships that we set up with with our potential customers, how we grow those and on that basis come up with tangible and concrete information about what the cost structure off that whole endeavor is going to be and how much revenue we're gonna be generating out of this off that delivery of that value to those to those potential customers. And there's a break even point. Are we making enough money through this business model to accommodate the costs? And if we dio great, we have a running business that makes sense. If we don't already, we can see some issues that we have overshot some of the assumptions, and then we can go back and rework it again. So let's break it down. Let's go right into the tool. I'll show you how it works, and I'm really excited to share this one with you, so I'll see you in the next one 25. Showcasing of the Business Model tool: All right, so let's go right into the tool. Um, step number five is ahead of us, and that's you. Exit strategy. Step number five. And as you can see here, it's pretty exciting. But then don't get overwhelmed. A lot of these elements we already have in place. So I'm gonna first described the canvas itself, and then we'll start to copy stuff from the other campuses because we have a lot of that here already. So, uh, to create a unique business model, we obviously can start with the archetype. So we know this is our customer. This'd their aides, family location, education in the work. And this is the other primary attributes that we already covered in the previous videos. So that's the stuff that we can just copy in for the for the sake of this exercise step number two is natural value, and that's the elements that we already have as well. So we have the value proposition, and the three key elements go into here. And the 3rd 1 which is the final take away, really are the are the activities. So if we want to deliver this value to this customer there, some concrete activities that mean to start doing to actually make that happen. Each one of those activities has a few elements that we need to add to the to the picture. But it all starts with the archetype and the value and noted for us to deliver that value to that on customer toe are visual designers. We need to use some channels to distribute that value so we can do it through a mobile app . We can do it through an online service. We can do it through a podcast. We can do it through a beauty me marketplace, etcetera, etcetera. So we list the most meaningful channels of distribution of that value to that archetype took to our to our customer and user. So we list up the value which already have, and this too, will allow us to do okay. We have three different channels of distributing that value to this. To this end customer, there is another time we just called relationship. These are the ideas that we have to make that relationship grow. How to make sure that the relationship that we're setting up with their visual designers is starting to grow the value that we provide is getting bigger and they invite their friends over and it actually starts to starts to grow. So this is the left hand side of this entire canvas, and that's pretty much it. And then we go to the right hand side of the off the off the canvas. And we obviously need some concrete activities to set up those channels to create those relationships, to deliver that value. And these are the key activities mean to put in front of ourselves and see Okay, what do we need to do to deliver this value through this challenge to this, um, to this end customer group. And to do that, we need some resource is so we need so people, we need some equipment, maybe some hardware with some investments. We need some time to actually deliver these air that value to this to this customers and actually create those activities. So really said the activities, the resources required to do those activities. And on top of that, there might be some partnerships that we can set up that can support us on the way to get there so we can outsource some of those activities to other partners, or we can leverage our partnerships to make those activities bigger, better and stronger. And that's the right hand side of the business model. And to sum it up, there are two main aspects off this whole thing, the revenue we create. And we need to name at least three elements how we're going to be generating the revenue. So how much and how we're going to be creating that the cash flow? How is the money going to be coming in into our door into the company door? And also, in order for us to create those activities or undertake the activities with the resource is and partnerships is going to cost us some resource is is going to cost us something. So it's gonna be other time money on baby, some other aspect off this whole thing, but namely its the amount of money we need to spend to make this whole business run and this is the amount off revenues or the cash that we can generate through that action, and all we need to do is just see where our break even point is it closer to the revenue or is it closer to the toe to the cost of If it's closer to the cost, that means that we're not breaking even. And therefore, this whole business at the level off concept is not working, and that's what we need to change, and we can then go back and rework it. So the cannabis, it looks overwhelming, but it's really easy to actually fill it out, and you'll see it once we start. Start doing that in the next phase of the exercise, so I'll see you in the next one. 26. Filling out the Channels, Relationships and Activities of Business Model: All right, So let's start filling out the entire business model canvas. And what we're going to be doing is will fill out the stuff that we already have. So we go to step number three. If you remember. Step number three has all of our primary archetypes attributes, so we can basically copy that. Go back to step number five. There you go. And the great thing about it, but it's all same size, so you don't need to re scale anything anymore. So that's that. That's my masterwork. So we have that filled out. The 2nd 1 that we already have is the value. So we go to step number four. There you go. I've actually for gotten to change the color of those into the into the fancy pink. We can copy that. Come on to copy or come on sea or control seat on on the PC to copy those elements in and go to step number five and paste it all. And there you go, which is the color to this light grey like we did and and some previous steps so that it doesn't mess with visual language of this whole canvas. And as you can see we were, like, halfway there already. So not to worry. We start with the left hand side. So the main value that we are putting in front of our customers, the visual designers, is we want to create an online academy masterclass, teaching them of a business lingo. We want to create a mentorship program that teaches them UX research. And also, we want to create a podcast that covers aspects related to become to becoming more attractive from the job market. So you want to put these three things together as value to support thes thes guys in their well, their motivations in and where they where they want to be in the future. So the first thing that I would like to do here is I know what the value is. I know what, who the customers. What I need to do now is take that value and try to deliver it to to the archetype. So there are three main channels off distribution that I should list somehow. 1st 1 obviously for me would be the 99 Grit Academy. So we're gonna add design a an online academy that will deliver all of that right. So we will have, um, online courses available online. You can sign up, and you can have access to all that value online wherever you are. 24 7 etcetera. So it's Lynton and Great Academy Luncheon, Angry Academy at www 0.19 and grit dot com. Right. Great, Fantastic. But that might might not be enough, right? So what we could do then? We have the academy, but actually, what we're gonna do is we're gonna use use a marketplaces, use market places like you to me and skill share to again deliver that value, right? It's not going to generate as much cash, possibly because you to me in school, she will get some chunk of that revenue out of us. But it's a big market place. We might find some visual designers there. It might be a little bit easier for us to do it. So 19 in great a new to me as a separate kind of marketplace capability off off, off delivering that value to these guys. And another one might be Let's do, I don't know. YouTube channel channel, um, showcasing, um, kind off day to day, day to day design work at Montenegrin so we can showcase, um, some of the elements on YouTube so that they have access to that value showing snippets of the masterclass teaching the business lingo and how we actually run on day to day basis on a real projects, etcetera. So we have, ah, YouTube channel to deliver that we have three channels, right? So we have our mountain angry dot com we have, you know, me and skill share on. We have a unique challenge showcasing that day to day work, and that's it. So we have the channels down, and then we can move to some ideas about the relationships and how we're gonna trying to growing the relationship with with our visual designers. So what, we could dio we can set up a Facebook page group, um, on build the community visual designers sharing their experiences around. For example, you x research, right? So specifically for visual designers so that they can share information about how they undertake their use user experience reaches what kind of elements they feel that they're lacking what the problems are and how to start it all off. We're gonna have some moderators there. So and so some experts there. They're going to be engaging the community and bring value, showcase some of the work, give them free tools to use etcetera. So we want to build that relationship and make it grow as much as possible. So Facebook Group is is, um is one thing that we could be doing to deliver additional value and make that relationship grow. We're gonna open up to open up, um, mentorship free online mentorship calls with Andy, um, personally guide through a process. Right. So we're gonna get me. I'm going to open up my Kanda and I'll give may be used callin Lee to do it. And we'll just list out slots of time, like 20 minutes calls we can have with anybody around the world at specific time slots and will create this meaningful, unique personal experience for the visual designer sitting for me up any time with the data . I know that they're gonna be phoning me, and I can respond to any, um, any issues there. And on top of that, we're gonna do life sessions streamed on YouTube on Facebook. On that cover, the design challenges design challenges, uh, for visual designers, right. So we will do weekly challenges. Um, on life sessions that we're gonna be starting on Monday, for example, I'm going to do that on YouTube and Facebook. And every Monday we will have a life session where we'll be covering some of the theories and then giving a weekly challenged for everybody involved and seeing how they how they interact with the challenge and how they tackle it. So and we believe that that relationship will grow through the engagement and the amount of resources and time we put into it. So, like with every relationship, the more time you put in, the more time you, um, get out. So the left inside is done. So we have what kind of channels we want to distribute the value one and what kind of additional ideas that we have to make that relationship grow done. That's that. Now, when it comes to the activities which is the next element, we know that if we want to create the 19 Ingrid Academy in marketplaces, etcetera reading to generate some activities to, well, get some activities done to actually create that. So we need to yeah, we to design the 19 hundreds webpage um, webpage, right. Read to design the whole thing. So that's one thing we need to, which is like Kato. To get it done, we need to create online courses. Um, on UX research, UX strategy. And, um, you x attractive on the job market. So and freelance design business. Right. So we'll create these street kinds of a kinds of courses, like you excretion strategy and how to become a freelancer. Run the projects, etcetera pitched the work and all that. So we'll create those online courses. We will have the design academy in 19 angry dot com. And also, we will set up the set up the YouTube. So says set up social media, social media, uh, you troop Facebook, etcetera communities a swell as, uh well, think about communities. That's fine, right? You know what I mean? So we will YouTube. So we will set up all the social media channels on YouTube channel, get everything working. It's a big activity in its own, and it requires quite some time to actually do it. But we feel that if we want to deliver this value through these channels, mean to design the the actual webpage nights and Ingrid to come. We need to create those courses so you can put them on 19 and great as well. Us, you, Timmy and skill share And weekend. We need to set up the social media challenged as well to to make it happen. Now this usually requires some resources to get this done. And so partnerships, etcetera. But we will get to that in the next video. So right now we have covered the our customer. The value will bring the channel of distribution, additional ideas, how to enrich the relationship. On what key activities do we need to do or cover to actually make that happen? So I'll see you in the next one. 27. Filling out the Partnerships and Resources of the Business Model: Okay, so we've covered pretty much most of the most of the cannabis already. So now what we need to do is just at some additional elements and will be able to close it up pretty quickly and pretty rapidly. So in order for us to get these activities on the way, Andi start delivering the value to our to our customers. We need some resource is to make it happen. So for us to design the 99 grip webpage we need, uh well, we need the design team Design team built off. Ux designer. You a designer? Probably UX researcher are Well, we'll leave that at you. X Um, So you are you x. You? Why? We're going to need some. Ah, deaf team put together. Right? Uh, or we're gonna be using Think if it may be so we won't. So we'll just do you Why a new X people will be enough as far as the design team is concerned, right When it comes to think, if it not this thing. So that's our partner in this whole thing. So we need to set up the think if IQ contract on soups crew. Right. So we're gonna have to reach up to think if it think off which plan we're gonna be executing against etcetera. So I think if it is our partner in that whole thing, another one is, um, you to me and skill shirt as partners reach out, uh, try to them about maybe reach out to them about additional marketing capabilities off our courses. Right? So they might have some tools that we might be able to leverage when it comes to even giving some of the revenue away to them. But on that basis, they will give us some some cash back or help us out with marketing over courses. So design team think if it you did me skill share, what else do we need? A za resource? Well, we have the design team, and we're going to do it on Think if it Well, as far as the researchers consider weed like recording equipment, right, we need toe on camera, microphone a microphone. We need, you know, some, um Hari. Call it like I'm software for editing on screen cast. That's right. So this is like for us to create those courses online. We need the recording equipment and get this time. And then when it comes to set ups off social media, YouTube, Facebook while the resources we need to we need, like maybe a social media legend, eso expert, to build the strategy for social media and content, curation and execution. Right. So in order for us to set up this whole social media aspect off off off our business, we need some people that can do it for us or know how to do it. Have to set up YouTube channel, how to make it work on, then have to set up Facebook pages, etcetera, etcetera. What kind of statistics we should be looking at, etcetera, etcetera. So we need the expert. We need some recording equipment, wheat, some a design team torture design thing with us. When it comes to partnerships, we can list another one. Maybe in some way, shape or form. Maybe we can get an influencer designer, uh, on YouTube or INSTAGRAM to review some of our courses. So this could actually help us out with the brand awareness and Christine to say, as etcetera, they might need to be paid. But maybe we can reach out to some influence or designer on YouTube or Instagram to give a good review on our courses. So that's it. So we have the resources and the partnerships, so the top side off that business model is done, and now it's time to review the revenue and the cost structure of each one of those and see where we stand as far if our business model is making any money, so I'll see you in the next one. 28. Finalising the Business Model and taking a look at the Breakeven Point: Okay, so now it's time to break it all down and see if the businessman that we came up with for visual designers and the channels of distribution and the relationships and all the ideas that we have about how to do it, is that actually feasible. Is it making any money? And what kind of elements do we need in place to actually make that happen? So we go to the way we kind of strolled down to them to the lowest part of the canvas. And as you can see here, there's revenue and there's costs. Let's start with something more inspiring. So let's go with with revenue. And if we want to deliver this kind of values, created only academy, create a mentorship program and also have a podcast that covers some of the aspects. All of those elements when we distribute them on r R r 99 great dot com page on the marketplaces. Azumi, etcetera, New troop. They should all be generating some sort of a revenue. When we do that, same goes for maybe additional relationship ideas that we have. So let's go with Mountain Angry Academy. So let's imagine that, um uh we put let's imagine 10 courses there, right? And this is a simple, very simple math. So we'll do 10 courses. Well, dio um, lets him. Let's be really ambitious. Let's do 100 students per course, and we're going to do that at $27. Or let's do maybe something a bit easier to calculate. 2030 bucks, right? And this would also have to be compared to our business go that we've defined so, like, 30% of an increase in the revenue. But we in the sales off are off our online courses on this. Let's imagine that the 10 courses, 100 students and 30 bucks per student is enough. So there's like 10 courses, 100 students in each one of them said There's 1000 students, which is equal to 30,000 U. S. D. Yearly, right? Let's imagine that. So where are getting $30,000 a year from or turn courses? Eso There's like 100 students per year that signed up to each one of them on average. So that's one thing. Let's go with you to me. So let's imagine that you know me and skill shirt they share like 50 50 split. When it comes to the revenue that these guys generate, there's gonna be the same 10 courses there. There's gonna be 1000 students, per course a pair, of course, at we're just going to be generating around five us deeper course because you did me. Their model works pretty much. They split the revenue with you, and that equals two off 10 times 1000 students per course, which is 50,000 U S. D. A year, right? So we're generating already 80,000 bucks a year out of these out of these two. Plus, it's actually times, too, because it's 10 um, 1000 students, per course, 10 courses, but two platforms, right? So it's 100 grand a year. Awesome. So we're already generating six figures. Six figures, man, it's great. And then we have YouTube channel showcasing the day today Design work. So we can some begin to some affiliate marketing on on YouTube, get some commercials, don commercials done, get some monetization on Facebook, and let's just put a bulk figure. We're going to generate 10,000 US Dean doing that. So although no, our entire business model creating the only an Academy, creating mentorships and podcasts and all that generates around 140,000 bucks a year. Right with these, with these numbers in and when it comes to our cost structure, we need a team in place. So let's imagine that we need to designers and they're going to cost us some, uh, some cash. So, um, maybe one designer, maybe one ux away designer and I will pitch in myself and I'll do most of the work and most of the legwork myself. So let's imagine that there's a there's a pair of person that we need to pay. I don't know. 60,000. Uh, maybe I don't know. Okay, just a $60,000 U. S. D before stuff, right? So we're going to do that. We need to buy some recording equipment, camera microphones, etcetera. So we're gonna dio 10,000 USD for gear, right? You won on social media expert to build a strategy. So let's let's employ another person, and we're going to do that for I don't know. We're gonna get it. Be to be specialist. We're gonna pay them, you know, three grand a month and yeah, I think it's a bit too much as the 10 grand a year for for social media expert be to be right. So we have We're gonna spend around 8 to 12. We're gonna spend 1000 bucks a month for a social media expert to do some strategizing and put some of the some of the word out there that there's a 19 Ingrid Academy, etcetera. We're going to spend 10 grand for the gear and we're going to get one staff, which we're going to be paying 60 grand a year. And that's our main cost structure, right? Relevant resources and activities were trying to undertake. So, as you can see here, we should be where about 140 k over here. And we are about 60. Did you do Teoh $82,000 on this? It's so we're breaking even pretty well. We are generating around 2030 40,000 bucks on top off the costs, which is great. So I would basically if you go to mural on the left, there's we can take a shape. Let's just do a shape over here, make it, make it or break it. Let's just do it, Okay, that's the color off the line. Let's just do a fill like so and we're going to highlight one of the elements. I think that we're breaking even pretty well actually, uh, like so and that's it. And this is just a highlight on the canvas that we are breaking even, Um, it's It's a subjective feeling, obviously, depending on the business you're actually mapping out. But we are feeling like we are actually closer to where we need to be when it comes to the actual break even point. So that pretty much summarises the entire business model campus be filled it out, and the key takeaways off. This whole thing is, but we're breaking even as a business on and three main aspects go to the next step, which is what kind of activities that we need to start doing undertaking to make it happen . What kind of relationship growth ideas we have and what are the distribution channels off the value that we're trying to provide to our glorious visual designers? This wraps it up. Guys, this is step number five aux strategy, and you are now able to create your own business models on the backbone off the Who in the project and the value that you're trying to create for those guys. So I will see you in the next one. 29. Introduction and linking of the first 5 steps together: Welcome back. We've done the five stats of the entire process so far and we're getting close to the finish line. Really, there's one more step ahead of us, which is kind of reworking the strategy, and it kind of summarizes the entire five steps that we've undertaking so far. Um, so basically what we've covert is we've looked at the the limitations and creative constraints of the entire endeavor of the entire project. Within that, within those constraints, we define some business go that we wanted to achieve on the basis of those business goals. We then went into the analysis off the stakeholders and picked the key stakeholder that we felt had the biggest impact on the business goal that we've identified or defined. And then we've turned that stakeholder into a meaningful, tangible archetype, which represents and allows us to imagine that stakeholder old but better then for that specific stakeholder and that archetype, we were able to finally answer the question the coup of the project. So we knew who were designing for that. We moved on to step down before, which was providing great value proposition for that stakeholder within the area of the business go that we've identified and finally put that value proposition within the context off the entire business model. And now we know that we can actually break even under the business idea that we have actually has a potential off generating some, yes, some cash and make it may make the entire eco system work. Now it's time to summarize all of those five steps into one into one visual canvas that puts all of those elements together so that we can then look at it in one place and have a very good understanding off where it all came from and how it all works. So, um yeah, we'll do that in the next one, so I'll see you there. 30. Showcase of the Strategy Rework tool: Okay, so now it's time to get our hands dirty again and get into the final step of the, um off the process off becoming the UX strategist. You pretty much have all the tools already known to you, which is great. Now all we need to dio is have a look at the count of us and I'll break down all of those elements. And yeah, we'll just go through each step of the way so that you will understand what it's all about . This rework the strategy, canvass the step. Number six is the final step that summarizes, as I mentioned in the previous video, all of the all of the all of the elements that we've done so far. So you can see that the three key creative constraints that we have from step number one we have the key business goal that we've identified a step number two. We have in the archetype that we've defined in step number three, along with some of the value, proposition and needs and problems that we identified in the subsequent steps and the relationship and channels that we've defined. When we were thinking about the business model itself, so Now all we need to do really is just go through the canvas, copy all the elements and then have a good a good observation and and kind of derived the elements that we would like to take to the next phase of the project. So I'll see you in the next one. 31. Filling out the Strategy Rework tool: Okay, so now let's go through through the actual count of us practically and apply some of the some of the noise that we've already gathered on Euro here. So let's go to all the way to the beginning. Step number one man. It feels like it's been forever since we've been here, but yeah, the key creative constraints that we've identified you can take the final take away from this step in the process. Go to step number six to the last one and just copy those bad boys. And as you can see, we've identified the time zones being an element that constraint us. The availability of resource is due to some client were being undertaking and the limited amount of components on the think if IQ website build kind of structure that limits are our design work. So we've got that. Then we went into step number two, which is the business goals. And as you can see, we've listed out beautifully for business goals and we've picked up the key business go to be taken into account for this specific project in accordance with our main assumption off letting things go on just focusing on the key elements. And yeah, we have the increase off sales online courses by 30% delivered by the good old Andy, who has done stuff like that in the past with his design thinking masterclass. And we think that and you should get it done by 12 more than 12 months. You know, he's he's right. So So that's that right? Then we went and we took the business goals you probably remember, and we've put it in Step number three, which was built off two canvases. We've put that go here, and after listing all of the internal external stakeholders, we listed them out and mapped them out in accordance with the delivery or impact on that specific go. And we found the potential customers visual designers, being visual designers, as the key stakeholder in the project. And then we broke it down into primary and secondary archetype, attributes and weaken. Just take those and a co pay them also into step number six. This is a pretty easy exercise. All we need to do is just do some copy and paste, and we are almost there. Sell archetype, family, big city being a humanist and employees off a company. And afterwards, as you remember, we had the who answered eso we knew who were designing for and no, now it was It was a step to actually come up with. Okay, what are we supposed to be designing for them? What is the value that we bring to the table? And that was Step number four, where we I looked at the needs and problems and the products and services. And for this specific element, I want to copy the key needs and problems in the key products and services. Eso just to have a look at that's think is difficult to Yep, that's the one that we did. That's the one that we did. Yeah, that's so so these these six. And we just copy these bad boys into step number six as well. So the value was the pink one, right? So when a Creadon, an academy, wouldn't create a mentorship program when you x research and a podcast that will cover some of the aspects related to becoming more attractive, job market, then the needs and problems that we went into FIDE is. They think it's too difficult on the business. Lingo is scary. It's hard for them to empathize with with another human being. And they think that the lack the analytical, analytical skills required to accommodate the entire process and understanding, etcetera. So that's that. And then moving on to the last step in the process, which was our business model. We have this relationships and channels. Excuse me? That we what we want to copy here as well. And you might be asking. Well, why are we copying all of those elements in here? What is the What is the point off doing? Just that. Well, let me just do that. And then I will tell you exactly why I feel This is an absolute crucial step to dio at this specific moment in time. But before we actually get there, get your cannabis out, do what I just did. So copy all of the elements from Step 12345 all the way onto this canvas and I will see you in the next one 32. Summary of the UX Strategy Step # 6: All right, so we have everything copied in. So, um, all of the post it notes, I hope are aligned properly on your cannabis, like the our mind, and beautifully. And why are we doing this? I mean, what is the What is the point of this exercise is just copy and paste, right? Well, to an extent, we have been going through the five steps throughout the process to actually create this overall outlook on on the actual strategy. So this summarizes what are the key creative constraints. What is the key business goal we're trying to achieve? Who is the main recipient that we should be targeting and has the biggest impact on our business go? What kind of value? Its corresponding with what kind of needs and problems off that specific recipient. And what are our ideas about how to grow our relationship between our business and that that potential on customer? And also, what kind of channels are we going to be using to deliver the value to those people? Well, this allows you to actually have Ah, a quick look at the entire strategy of how we're gonna be building our business around that on customer, and this is a great starting point to to move to the next stage of the process because, as you probably know and are aware of it all over, this is hypothetical. The key creative constraints are, well, they're maybe not hypothetical because they're a fact. There are specific things that we, as designers, need to fit into a Sfar as creative process is concerned. But when it comes to the value, the archetype, the needs and problems, the relationship in the channels, they're pretty hypothetical. It's something that we came up with during this exercise with the business people, and that needs to be validated. And that's why having all of that and wants you on one canvas on one sheet of paper allows us to now look at all of them, see how they align together, and if they still make sense to us, and on that basis, move off, move onto the next stage of the process, which is UX research. And there's a separate course on you ex research that starts with with this canvas that we're going to be providing you with as well so you can move on to that one. But at this moment in time, I feel that whatever you find out in the later stages of the process, you know from your customer research market research competitor analysis whatever happens that effects your end customer the value u proposing. But channels of distribution of the value of the needs and problems have identified. You have one place to know work on it, to change it, to maybe take some stuff out and replace it with something else. You know exactly how to get here because you've covered the five steps of the process. So it should be pretty easy for you to now come up with new, meaningful ways of actually approaching each one of those areas and filling out each one of those tools that we've provided for you and having a tangible discussion with whoever's around the table. How much, however many perspectives you're actually accommodating to create as much value out of these tools as possible. So this summarizes the step number six off the UX strategy, and now you're able to rework your strategy to new, meaningful ways and make sure you're always on point when it comes to the delivery of your off the value that you have to the right and customer having the right or the appropriate limits on your design, making sure there that you focus on the outcome and note enough the output Eso I'm really happy that we got here this fast and I hope this is some something that inspires you to actually use on a daily basis, and, yeah, I'll see you in the next one. 33. Summary of the Course and Thank YOU!: Welcome back. This is the last part of the course. I can't believe that we go to here so fast. Um, I'm hoping that this was a good adventure. It was certainly a great adventure for me to start building this strategy around how to create this unbelievable online academy and how to fulfill that vision off. Where I where we want to take this whole thing, um, to revamp the entire entire process and what we did. We went from analyzing the limitations, the creative constraints within the process. We then defined what kind of business goals we would like to achieve within those limits. Who is the main impact stakeholder when it comes to us achieving that that go, we then transferred that stay cooler into something more tangible, like an archetype. On that basis, we took that archetype and derived some needs and problems and tasks and aspirations in order for us to become with cool value propositions for that specific archetype. And on that basis, we fit that value proposition into a wider context of a business model. Making sure that would be do proposed actually delivers business value. So it actually creates a business that its operational and treats feasible revenue results . So we then summarize it into one specific cannabis. That kind of highlights all of that in one place, s so to me it pretty much wraps up the entire step of the process. So now you have a full understanding off the entire context off why we have chosen this specific customer. What are we trying to achieve? What is our value proposition? What is the business model behind it and how it all works? All you need now is basically take these tools taking the canvases and our fancy fancy corns. I'm just looking here at the monitor so I can see what's happening. You can take the car to take the kind of asses and make great use off them. And what I'm really hoping that you get to is unraveling the mystery off this design and UX strategy and how difficult it seems to be. And what I'm really hoping for is that you become the partner at a discussion about the business of your potential clients off the team that runs a project together with you in your company that when you sit down with your new startup I D or a friend that has an idea about what they're going to be doing, You know, the new uber off. You can actually use these tools, breakdown all of the assumptions and see if they steak. And if they make any sense from the perspective off the end, customer and user that we're trying to be as attractive to as possible. So I'm really glad that you made it this far. And I'm really hoping that these tools and the entire process is simple enough and you're gonna be executing on it. And I'm really looking for Teoh to hearing, you know, some of the some of the feedback that you might be having reviewed the course, check us out on linked in on Facebook on YouTube, we're on 99 great dot com where many, many places. I'm sure you'll be able to find us. Andi, I'm looking forward to interacting. Don't be a stranger. Reach out to me and will be glad to give you some feedback. Give us some more insight into what kind of tools we're using on a daily basis. And, yeah, let's just be in touch. And I'm really looking forward to our interactions. So, yeah, I'm Andy and this is 19. Anger it. And it is our vision to inspire you to chase your dreams and turn those dreams into tangible design careers. And, well, I wouldn't say keep you accountable, which is part of our mission statement, because I think that because you got here, that actually means that you kept yourself accountable pretty well. So thanks very much for listening and watching, and I'll see you around.