Know-how to invent the future

Know-how to Build the Right Products

Facebook – Creating compelling AR experiences

Facebook needed help to make the right strategic and product moves in Augmented Reality. What sort of experiences should AR deliver, to whom and in what contexts? The brief for this project: identify ways for Facebook to exploit emerging interest in AR in the important younger market.

We conducted ethnographic fieldwork in the UK and US along with teams from Instagram, Facebook, Messenger and Camera groups. Spending time in and out of home with younger people gave us insight into sharing, camera and messaging behaviours that lend themselves to AR experiences.

The research led to the development of the Facebook AR Studio – resources that help creators develop interactive, shareable effects that respond to people and their surroundings. Concepts developed during the research have been shipped by teams at Instagram and Messenger.

Know-how to Think Two Moves Ahead

Renault-Nissan Alliance – Road-mapping opportunities and concepts for future mobility

The development of new motor vehicles is a long process but disruptive mobility services are rapidly emerging. One growth area is pooled mobility services. What are the threats and opportunities in this space? What combination of hardware, software and services will gain the Alliance a stake in this shared mobility future?

We conducted in-depth ethnographic research in urban India, UK and Brazil – exploring existing transport infrastructure alongside people’s mobility practices and preferences. Engagement with experts, planners and policy makers gave us insight into the drivers of change and longer term trends.

We delivered a clear point of view on what opportunities exist at the intersection of infrastructure, current mobility practices and cultural preferences for sharing. Tangible service and design concepts communicated these insights at the vehicle and system level. The work has been influential in shaping, Robo-Taxi, an autonomous vehicle service concept.

Know-how to Build Strong Brands

Procter & Gamble – Innovation for a new market segment

P&G Fabric Care were concerned by the threat posed by new market entrants with natural credentials such as Method and Seventh Generation. They needed to understand the mainstream green consumer and develop a five year innovation roadmap for each of their four big brands – Tide, Gain, Dreft and Bounce.

We ran a Stripe studio that included ethnography and a range of experiences (doing yoga, visiting food co-ops). This enabled the client team to understand intuitively what makes this market. During the studio we identified the right design, positioning & packaging for their bio-based technology.

Tide, Grain and Drift have since launched bio-based extensions. Tide Purclean, is an award-winning product designed for the environment, produced at a zero-waste facility using renewable energy, and packaged for end-of-life management.

Know-how to Think Two Moves Ahead

Intel – Shaping product strategy for spoken interfaces

With spoken interfaces proliferating, Intel needed a clear strategy for investing in the space, or risk missing out. Our Discovery Studio provided a foundational understanding of voice interaction that underpinned their new strategy.

Spoken interfaces are fast becoming standard for smartphones, cars and – with Google Home & Amazon Alexa – the home. Intel’s technology capabilities can enable these new technologies. They needed a clear perspective on the future of spoken interfaces and how they should anticipate and profit from this shift in computing interface.

We set-up two Discovery Studios to explore the world of spoken interfaces in London and San Francisco. Alongside engaging industry experts, we worked with advanced users to identifying emerging use cases and identify what aspects of spoken interfaces were most promising. We identified 8 benefits of voice interaction that are shaping this technology’s trajectory.

Working with Intel researchers and Engineers, we developed these initial frameworks into a perspective on the role Intel could play in supporting and accelerating the technology. Our work was presented to Intel’s executive team and integrated into product strategy.

Know-how to Build Strong Brands

Duracell – Developing the lowest cost per impression campaign in P&G’s history

With potential growth areas identfied, the Duracell team needed penetrating insights to devise a commercially successful campaign to grow sales.

Market analysis had pin-pointed six areas their lives where people care about battery performance. The team now needed to get beyond the numbers and understand the importance of power that can be trusted. They wanted motivating, emotional insights that could inspire a major, integrated campaign.

Two strategy studios, in San Diego and Miami, immersed creatives, strategists, marketers and executives in the worlds of their consumers across these 6 areas. During the San Diego studio we camped as a team with outdoor enthusiasts. In Miami, we fought it out with video gamers and exposed ourselves to the world of hearing loss.

Marketing campaigns can be slow to develop and launch, but the studio immersed the team responsible for setting strategy and guiding execution in the same experiences. They worked together on insights and briefs and left the field aligned and energised. The first spot in the campaign went live within three months and broke engagement records.

“Experiencing the Stripe Partners approach has made me re-think the way I run my brand”

Marketing Director

Know-how to build a long term growth plan

Zava – Developing a 3 year business plan

Zava had achieved tremendous growth in their first few years as a start-up, but were unclear on what their future direction should be. We ran a Strategy Studio with their leadership team which produced a 3 year growth plan and, more importantly, a feel for their customers world.

Zava’s mission is to be the first true ’online doctor’. The business had achieved fast growth selling prescription medicines, but the market has been rapidly commoditising. Management believed that to sustain high growth the business needed to enter new markets.

We ran a Strategy Studio with the executive team, including medical, financial and marketing specialists. The Studio provided a first hand experience of their customer’s world, including a set of missions which helped participants understand what it is like to be served by an online doctor.

We used these encounters to develop shared insights and ideas about what the company should focus on next.

By the end of the process the management team had a 3 year plan. But more importantly they had come to embody the world of their customer. When we interviewed them a year later this intuitive understanding of their customers was continuing to drive their business to new heights.

“I honestly think that countless things have changed because of the work with you…the whole way we think about what we do is different”

Medical Director