OK, let me introduce you to Jackie Harris, a colleague of mine, who works out at the University of South Wales. Country with north. They cut it just. I don't think that's I think that's quite cool really. And and Jackie and I have known each other, saying now probably about 1415 years or more. And we've had a good working relationship in that time and working on project ideas in and around about service developments and and how we make much, much better use of marketing intelligence to help us drive what we want to drive forward. So without too much of it do, I'll ask Jackie to take up the rings for those who want to at this point, eat their bags of crisps and things, and by all means. You can turn your cameras off, I've just like everybody to turn their cameras back on as and when later in the afternoon. If that's OK with everybody, cool. OK, can you see that everyone? Yeah, that's fine, yeah. OK, I'll turn my camera off so that you don't have to look at my. Face talking, let me just get that one to slide. Presentation OK, so here you go, good to go. OK fantastic. So as Alan said my name is Jackie Harris from. University of South Wales I'm sitting lecturer in marketing and I run the the MSC in strategic and digital marketing so he's asked me to come along today to talk about. Market intelligence, in relation to new product development. Uhm, what I've done is this is something that I've developed over the years with my students and please just bear in mind that what I'm delivering you for you today normally takes me either a 10 week module or a four week intensive course. For postgraduate, you know. So please. I I don't want you to feel overwhelmed, but this really is a a bit of a market Intel 101 session and I'll be happy. Very happy to answer any questions that you've got at the end of the session. We do have about halfway through a bit of a comfort break for about 10 minutes. For me to have a couple of gulps of drink and I'm not on the gin quite yet this afternoon, but uhm, yeah, we'll have a 10 minute comfort break about halfway through and then we can resume and finish off and have some questions. Excuse me, so you may come, hopefully you know this diagram. It's a UM. Value proposition diagram or UM. Oh gosh, sorry. My brains got on value chain. Thank you dumb. And the way I'm I've presented this is is on the basis of some colleagues work in Swansea University here and the late. Nigel Piercy, who was quite a provocative character and colorful character. It's probably one of the only textbooks that I would recommend students or non marketing students to read. Actually because he takes a very pragmatic view of how marketing is generally treated. In organizations and offers up and not a new way of doing it, but points out that the, UM, the pros and cons for for taking a process perspective view of going to market so. And also I I particularly like this approach because I believe as you know, before some of you came in the room I was talking about how marketing is perceived generally as being, you know, the sort of the sexy activity, the bells and whistles. The advertising etc. The PR. But that tends to come to be the very visible signs of marketing and and what where I place myself is within a strategic marketing perspective, so I'm very much about how does the organization or the company. How do they? Operational, operationalize and organize themselves to deliver value to a particular audience or market, whether that be a you know a segment, a tribe, whatever you call your audience, whether that's in a B2B context or a BTC context, or more recently we're seeing direct to consumer. So the value chain that I'm proposing here focuses on the elements in red principly excuse me. I might take a view of market knowledge from a perspective of understanding how we have processes that define value for the customer. Processes that create value for the customer and processes that deliver value for the customer. And obviously where you guys would come in studying new product development and innovation is within the creating value. But before we get to that, we really need to understand who we're dealing with in the market, and whether there are actually any. Any new markets that we can we can offer? So the text that come in particular Chapter 6 of PSC's market lead strategic change? Take much of my focus of this session from Chapter 6. UM, he he he is not prescriptive necessarily in in what he talks about, but what I've added and brought to the discussion is an element of marketing called customer experience, which we've started to see. It's not actually anything new, but the second text experience experiential marketing by why did bat at? Provides a nice framework, uhm? For experience which you can develop and design into your new products or new services. So essentially what we're looking at is a strategic process of going to market and having that market developing a market, sensing and learning strategy within an organization. Can be quite challenging. UM often it's you know what we wish for and what we want to happen and what we need to happen can be challenging from a cultural point of view. But if you involve. People from all parts of the organization and and get them to understand what you're trying to to achieve, I think. Pretty good, can come from it. So essentially what we're gonna look at this afternoon. It's what we mean by market sensing and learning, and we're going to look at something called me kinetic data, and I'll talk specifically about etic data which is. Market intelligence and trends, market trends and then the EMICK data and how we carry out emick data research through sort of. Classic market research but but in real time market research as well from the benefit of digital to cross disciplinary tools and specifically I focus on ethnography and empathy. Then I'll look at defining value through empathy mapping. Creating value for the customer value proposition come first in new product development and then to delivering value through a phygital experiences and customer journey development. So really hopefully you'll get some insight into how. What I'm talking about fits together with where you sit within that creating value through new product development. So just to put some excuse me some context to this. Principally we're looking at sources of market knowledge. There are four areas that I focus on. Management information systems, the stuff that we gather in real time in our organizations, and traditionally these would have done been done by. Quite often in the field salespeople, or on on the shop floor salespeople, UM or two. Distribute distributors and distribution channels, but more obviously in latter years in the last decade or so, we've been getting into more real time information gathering, which we can use to understand our current customers and our current performance and our current sales and and how customers react to that. So it tends to be internal and historic existing knowledge, but can also be ongoing so we can look at. Sales data finance data. We can look at other things like quality data as well returns. And we can look at things like supplier quality data and you know batch information in in relation to warranties or UM complaints or UM. So what I'm looking for. Warranty type depending on the type of. Obviously the type of market you're in. Now we got market research. You know what we need to know? Find out, explore and how we do it. Principally, this often has been done through traditional market research methods such as surveys and questionnaires. I'm not, I won't, you know, I won't sort of come. Not a lie about this, but I'm I'm I won't sort of cover this up. I'm not a quantitative research on a qualitative researcher, my. I think there is a place for quality. Quantitative research in relation to sort of real time point of sale or point of purchase information or even post purchase information that you could you want to gather, but I think. Generally, these days we tend to be over surveyed and it does have its flaws in terms of being self selected. From the respondents perspective, I then move on to sort of market intelligence. What we can find from existing knowledge. So things like academic research, market data industry, including things like our macro environment. And trends for external microenvironment information that is quite often very current, and there's some very good organizations out there that do some very good research and offer good insights into. Quite recent and contemporary information. So I'm thinking of people like Euromonitor or Gartner. Uh mackenzie. Those types of organizations that will get World Economic Forum depending on where where you are in the world and where you're where you're choosing to compete and where your markets are, will obviously determine that the information that you look at. And then I'm going to talk about what we can find, use, and interpret and develop a definition of value. For example, defining, create and delivering value gives you competitive edge, and this is what I would say is that. You know the previous UM, or you know, market, research and market. Intel is something that. Can be done by everybody. Obviously what we already know in terms of our managing in our management information systems is very contextualized. Market research can be very contextualized, but it depends on where we're getting it from, or whether we're carrying out our own primary research or whether we're taking it from market intelligence such as others market research, and so. My argument here is for doing cross disciplinary tools, which is a combination of the first three plus your own primary research. Is that it gives you competitive advantage because the first three for the most part, uhm, you know our competitors can look at how we're doing. We can look at competitor performance as well, so we're all really fishing in the same pond when it comes from comes to information and knowledge. But the way we can gain competitive advantage is by understanding something that our competitors don't don't know, and the only way we can do that is by putting ourselves in front of the customer and talking to the customer directly and understanding the customers needs and wants. And so we are able to define, create and deliver value specifically for that customer and we therefore outcompete others in the market, hopefully. So I mentioned two terms. I make an etic perspectives UM and this is something that, UM. I think he's quite useful in using me kinetic perspectives in the understanding of consumer behavior, attitudes and cultural consumption schemes, as well as using them to generate consumption experiences that are both intellectual and perceptual. These two thoughts underline conflicting standpoints as they analyze behaviors by considering either perspective of the insider, the observed consumer. So the target, all the outsider, the observer of the, the company, or the perceiver. So if you think of a management information systems and cross disciplinary tools as being the things that are very contextualized, either your current customers or your future customers, and, and hopefully new markets or new product development, and then you've got the broader context or broader social context that is determined by the scanning of trends and market research, secondary market research observations and surveys, and market tests. Before we talk about that, I just wanted to highlight, Uhm. Where we are at the moment in terms of. Information and this is something that I came across probably about a year ago. Now there's a gentleman called David Matin, who runs. He's part of trendwatching.com, a trend watching website, which, if you haven't seen it go and have a look at it because it's very interesting. But he also writes A blog that he publishes normally twice a week called New World, saying humans. And this is some observations that he made about a year ago. Obviously, as we were sort of mid. Just coming out to well mid pandemic. And it's a reaction really to. What had not just the pandemic but what had has been happening over the last sort of 10 years or or so. And he talks about the fact that we all sense that we're living at a moment of systemwide transition and dumb. But what is the nature of this shift? And he talks about examining 3 newly abundant goods which can help us to get a handle on that question. The first he talks about his information, which I think is the most obvious of the three, I think none of us come in the room. Word deny the fact that information is in is in its abundance, particularly with. The connected world that we live in, I mean those of us who are old enough to know a world pre Internet. But you know can understand the experience of trying to find out information without Google and the arguments that may have caused in the past. You know between between friends and family. Uhm? And I think today. We're in a world where if we lose our device or lose our connection. Two that information, then we feel quite lost. Even those of us who perhaps, uhm, you know, are are quite used to. Technology, and perhaps do as other generations are a bit more sort of attuned to it and and live their life through it. We can. We can take it or leave it, but certainly it has become something that we have become very much used to, and so you know, these devices allow US access. To an end infosphere that has essentially merged with our brains, I feel dumb. And I think that's changed the nature of thought and how we deal with information, but. Just by having an abundance of information doesn't necessarily mean we have an abundance of knowledge. We have to be able to take that information, interpret it makes sense of it, and place it within the context of how we're going to use that within our organizations or for a particular task that we have in hand. And therefore you know information doesn't necessarily translate immediately into knowledge. The other one is capital. And Matt in talks about a text written by a gentleman called Albert Vengeur called in world after capital. And Wenger argues that we're living at a moment of transition out of the Industrial Age, which was an age defined by capital scarcity. And today physical capital. Things like food, cars and factories and machines are no longer than defining constraint on human endeavor. You know, if we sort of reflect on what happened during the pandemic, how hospitals were built, UM, and even the vaccines were developed far quicker than we had seen them before because of. The capital that was available to us in terms of of biotechnology. Uhm, however, access to capital is still highly unequal, but across the aggregate we have enough to serve the material needs of all humanity. It's an epoch defining shift, but where do we go next? Questions vengar. Into the knowledge age in which the defining constraint is human tension. Which leads to. The aspect of intelligence. Which is emergent and across history. We humans are the only source of the only kinds of intelligence able to solve our problems in the world. To come, that intelligence is abundant. We can glimpse this new reality when artificial intelligence interprets an MRI scan and diagnosis, cancer or drives the car on the open road, or, as we've seen with the pandemic, solves some of biology's most famous problems. However, this shift doesn't mean an abundance, abundance of virtual objects that are equivalent to human minds. Yeah I uh, my eyes, we're building an arrow, they can operate only within a limited sphere, but often are superhuman inside it. And they're not as far as we understand away through this, quickly defining. Sorry, uhm. Quickly close contact. Still access to superhuman narrow AI is a revolution that will reshape the economy and do something weird and that is slowly eroded. The feeling that we've always take taken for granted as a species of being the smartest entity in the room. So it's really interesting that, UM, Maten talks about this, but he also talks about scarcity as well. He talks about scarcity in relation to three aspects, which I've well, I've highlighted. Sorry I just. Rearranging my notes and the first is knowledge which I alluded to. So knowledge, which is information synthesized as to become useful to us, is still scarce. There's so much we need to know how the brain works, how to generate an endless cheap supply of clean energy, how to stop the aging process. It's common to observe that a connected world has not amplified us in the ways dreamed about by the early Internet pioneers. The Internet wasn't. It wasn't information, Big Bang, but we've had no symmetrical explosion in our ability to process that information. The tools we use to interface with this new info verse primarily some version of a news feed are limited and rely on an outdated Gutenberg conceptualisation of knowledge. We need new kinds of knowledge tools. The second aspect of scarcity is attention, and I think this is something that we can all relate to. And Wenger argues that its defining constraint. Of the new Knowledge Age, if we are to solve the huge problems we faced in the 21st century. We need direct vast amounts of attention towards them. Capitalism was great at allocation of capital. That's how we got so rich, but it's terrible at allocation of attention and incentivizes many of the world's smartest people to spend their days devising new credit derivatives rather than solve it. Climate change. The sharp end of attention, scarcity, it seems, is our need to be creative. And then finally connection. And I think this is again, you know, bearing in mind that Wenger was writing this before the pandemic. I mean, if you're interested, I will pass on the the link to vengers publication because it is available as a free PDF. So he talks about connection and he talks about that. We all face complex social and ethical problems that can only be solved by a uniquely human understanding and intuition. And Wenger says at the beginnings of a new system to allocate attention, lie in one mindfulness that allows us as individuals to regulate our attention. And two decentralized systems that aim to spread knowledge widely rather than create new concentrations of capital. By this signing, human connection of the ICU variety. If we achieve a world of total abundance, a world in which we have enough of everything, connection will be the only scarcity left. It can be understood then and as a as a kind of ultimate scarcity, one which we cannot transcend. So to to truly be aware and listen to another person is the ultimate non scalable good. It means physical presence. It means deeply focused one on one attention. And it can't be sourced outsourced to machines. Yes, there will eventually be convincing AI conversational agents. We may even come to accept that AI's are aware and can themselves in some sense, yes. But people will continue to want to be seen by other people. This is simply a way of saying in world in which we have everything we could ever need. What will remain is our request to truly know one another. And essentially, that's where I'm coming from with in this this presentation. This afternoon is that we have lots of information at our fingertips and within our environments, but actually it's knowledge and attention and connection that we need to. Engage with and that is scarce, and I think. Uhm? From a, uh, strategic marketing perspective. I try and emphasize to my students that. You know there is not a one size fits all. There is only the value that you create for your audience and how we break through the noise that we hear and experience as employees as customers as audiences and how we. From a market innovation POV and new product development perspective, how do we make sense of that information? Turn it into a knowledge to be able to create and deliver value for the audiences that we're tasked to serve. So I'll stop talking to you about sources of market knowledge now. We'll focus on these four elements. I just want to define marketing on marketing research generically as being an activity or a set of institutions and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners. And society at large. And you know, we can. Yeah, markings all often. Placed in the in the context of a full profit goal, but actually over the last 20 or 30 years we've seen more marketization of lots of other organisations, whether that be not for profit or public sector or organisations and. Almost every product or service we engage with, whether it's a transactional, overtly transactional process, IE. You know, we pay for it we. We we pay a price for it. We're actually still experience as a customer. If you if you look at things like the NHS. And other public services. We offer our expectations for those things are often viewed through the eyes of our experiences as consumers of any other product or service. So you know, we tend to. Expect a, you know, a three or four or five star service when actually the resources that are allocated to public sector organizations are are obviously are obviously tight in terms of resource. So let's talk about why sources of market knowledge matter and it's about understanding customers and markets. It's not having an intensity of knowledge as well. It's not about having a surface generic. Uhm, cliched approach to knowledge. And. We need to ask ourselves the crunch questions of what do we actually know? What do we know that the competition doesn't and where does that insight provide produce a competitive edge and and advantage? And I like to use these three questions. What business are we in? What business could we be in and what business should we be in? And I think those are really interesting in terms of understanding where we are now, where we could be. In terms of. New products, new services. You gross markets and covering new gaps in markets. And what business we should be in based on things such as our capability to respond to those opportunities and the skills that we have within the organization. Or perhaps we need to. Bring in. Uhm? The reason I think you know one of the reasons that PS. He talks about, and he cites somebody called Nassim Taleb. Is the phenomenon of black Swans versus white Swans? Some of you may already know of this term. And we've certainly experienced them. This phenomena in the last few years, so black Swans are highly improbable events and and the term comes from the southern 17th century news. The first sightings of black Swans in Australia. And up until that time, people had always thought that all Swans are white, because that was all they saw. So no amount of observation of white Swans can allow the inference that all Swans are white. But the observation of the single Black Swan can refute that conclusion. So sad mills. And So what it does is. Makes us think about what we observe and what we accept as being truth within a particular context and a particular perspective. So what you see is not necessarily all there is, and that's the point of the Black Swan white swan analogy. So what we're looking at is highly unpredictable events. There are outliers belong in the realm of regular expectation, and they have a massive impact. But when they happen, we often avoid learning. We try to make it appear less random and more predictable than it actually was. I also highlights the impact of what we don't know that we don't know. So in you know, they're the unknown unknowns. As a famous U.S. military leader once said. And actually this is about having the ability. And priority for better learning processes. So this is Piercy, Piercy's mantra was all about having a. And iterative. Market sensing and learning strategy. So it wasn't a one off process. It wasn't a one off activity. This is something that needs to be embedded within the culture of an organization. That we constantly look for new insights and constantly look to gain more understanding of our audiences so that we are able to respond appropriately. Not only appropriately, but respond with. You know, with some creativity and innovation. Mentioned before, you know the. Digital transformation has been happening for the last 25 years or more, but actually it's only in the last two years that some organisations have. Experience in rapid digital transformation. And about five years or more, we started to hear the term big data come into usage. And what we mean by that is vast caches of data with very sophisticated analytics analytics. And I think what we need to bear in mind that all you know all big data is relative. It depends on the obviously your audience base and the type of organization that you're dealing with and the complexity of it. At least you I have with big data is that he answers the knob. It answers the what, but it doesn't necessarily answer the why. Whereas small data, so little pockets of information relative to the big data, can offer us tiny clues to uncover huge trends which we may. Want to exploit into new products and services so? Today really what I'm looking at is about answering the question, why? From the audience perspective. And it's about developing a process of superior learning. Which used together will produce, you know, some very insightful outcomes. It's about understanding from a data perspective as well about understanding that data is constantly changing. Data processing processing is constantly changing. GDPR UM, which came into force in 2018 and was there really to let or to give back ownership of data to our audiences, whether that's actually happened during the pandemic. I think that's a massive question and very much an issue that we're starting to see in some of the market intelligence trends. That are coming out the privacy and trust in particular. Our issues that are are front and center of some of the audience is out there and also what we've got coming up this year is the end of third party data. So the data that we have really should come from the customer themselves rather than being bought or paid for. What's the difference between market center and market research? Well, the process of sensing is is different to the technique of market research and that there are limitations of conventional marketsite research that I've pointed out and there are limits to the questions. It does take a lot of time. And net and people don't necessarily know what they want, UM? They don't necessarily have that. They may know the problem, but they don't necessarily have the solution. It's also about addressing the elephant in the marketplace, so it's about purposeful inquiry. UM, it's what we're looking for. We will inevitably find so if we go looking for something hard enough, we will find it. But sometimes we refuse to believe it, even if it doesn't mean as it doesn't meet our expectations or the answer that we're looking for. So sometimes we see things that we don't want to see, and we choose to ignore them. I'm passing talks about this in terms of satisfaction questionnaires and surveys. We feel quite. Happy with ourselves if we're reaching you know, a high satisfaction rate of saying 80 or 90%. And actually, you know that's fine, but what we should be focusing on is the remainder percentage that aren't satisfied because actually satisfaction is a is an attitude, whereas loyalty is a behavior. So what we're looking for really is customer loyalty or audience loyalty, because it means that they will come back to us. They're not only satisfies they are, they are, so they are so. Met in their values by us that they choose to come back to us for more, and that's not necessarily in value. Here is not necessarily determined on price. It could be an all of the many other factors. Also, it's about understanding ethical research about never conducting research where the search for truth is compromised and always be honest with research participants and at all times protect participants from harm. So that's some sort of, you know, some sort of formalities or some. Context to why we need sources of market knowledge. So our first. Look at market knowledge is through management information systems and you know I'm sure those of you in the room will under will have a good idea of what we mean by those. Existing market information. Sorry management information system. So things like finance department revenue and sales purchasing changes in raw materials or production quality human resources such as changing employee skills or even a deficit in employee skills and sales staff. So the anecdotal customer comments that may come back to you on a product or a service that is good information to gather, but it's also but. What do you do with that information and how do you hold that information? You know, in a more formal way. Then we've got a. You know, some institutions gather secondary data, so you that you can access that can be complementary to your in your internal systems, such as educational, government, trade, social media sites and commercial data providers. And obviously some of that may go now under sort of cookies directive with third party data is no longer going to be available to us, but certainly. With data analytics such as social media platforms, website analytics, we are able to understand. What products or services are being bought or sold or engaged with things like time of day, geographical region? You know the the impact of our marketing, communications, etc. Maybe things like complaints or queries, frequently hard ask questions can all be useful in. Giving us some understanding of current customer needs and current customer insights. You can also look at obtaining information from a interviewing staff staff, so you might prepare questions to be asked of them and ask for examples. So Samara, Dotel aspects there or they may be able to to to point specifically to recorded information and then obviously as I've mentioned before, we've got social media data such as analytics which we can look at segmenting and profiling. So the customer and then we can move on to surveys and observations and market tests. So there's a range of these which obviously I can't go into in any great detail, but these are the types of research methods that can be used, and again, a lot of these can be used in real time these days because of digital technology. Because of you know you can put a poll on Twitter or a poll on on Instagram, depending on where your where your customers are or where your audience are to be able to test. Perhaps a responses to existing products as well as as new product developments, but certainly look at where or not. Products or services are meeting customer expectations, so we've got things like surveys. Focus groups interviews intercept interviews, projective techniques, observation, and nog refi. So why did bat at the book the experiential marketing? She's got a really good section actually on research techniques that you can have a look at. I'll, you know those those texts. Or at the end of this presentation. Obviously, I've already mentioned there are some. There's two types of. Research that we can undertake. We can take undertake quantitative research and qualitative research. When you use quantitative research when looking for factual information. So it tends to be sort of yes or no, or it tends to be on a scale. Answers need to be expressed generally need to be expressed numerically and you're looking for answers that need to be proved and then qualitative are when is when you're looking for ideas and opinions. Thoughts and feelings, behaviors, answers do not need to be expressed as percentages or statistics and need insights for new customers and products. So what we're hoping to do within this session is to understand where both elements come into play and how, in particular, the qualitative approach to our research can gain much deeper, much richer insight. Into our audiences and and what they're trying to achieve. Right, so everybody OK does every alright for a break for 10 minutes. OK, we'll break for 10 minutes. OK? Yeah, that's fine. So we'll come back at 5. That's OK with our five to two if that's OK with everybody. Yeah, yeah, good yeah fantastic. Yeah sounds good. We were. Hi students, if you come back onto visual just for a minute while we're waiting for Jackie to come back. Thanks cheers OK. Listen at the end of Jackie's. The second part I'm going to briefly go through what the new assessment is that you've got again, which is fine. I'm quite happy to do that, but also to make you aware that I've changed the teams around from what you earlier read. This is to take into account additional people who have just joined the course, so please hang around if you can. I will try and do it very very quickly at the end of today's lecture session. And I'll also make sure that the notes come out to later today. There's one team in particular who I'll need to have a chat with at the if not at the end of today, then hopefully. Reasonably soon, not after which will be the team which will contain the people. Craig Jones, Jenny Ball and Claire patrum. We need to have a chat that is your group and we need to have a chat. If we've got time at the end of today, that would be great. If not, I need to see if we can get a chat with you sometime on Monday evening if that's possible. OK, so I'm going to hand over back to Jackie if Jackie is back you back Jack. Yes I am back is everybody back everybody is back. But you, Jackie? Yes, can we start again? Yes please OK right moving on. OK, so let's look at scanning trends and clues. The next part, and you know I've differentiated here between market research. The first two and market sensing the. The final to which is what we what we need to focus on, so I'm going to look at processes that define value. Through market Intel scanning trends or clues and this is something that you can do continuously. It's something that I do quite enjoy actually on a on a week by week, day by day basis. So benefits of conducting secondary search means that it's lower cost research is done by others. It doesn't cost you in terms of time, it may cost you in terms of money. Uhm, often the research is dumb. Might provide you with answers that you have have to certain particular questions. And maybe the information that is needed and what I would suggest though is that you look at the methodology and of the design of methodology that they've taken. Uhm, if only perhaps to give you some ideas of your own when it comes to primary research, but also to check their the validity and rigorousness of their methodology. Also, it is a good idea. You know it's a it's a good source of industry information and it brings some context to a research issue. When it comes to looking at requirements for secondary data, it's important that it's relevant. It must address the issue being researched, but also it needs to be timely and it doesn't need to be outdated credible in terms of is the source. Expect a provider of information. Is it accurate and can we as a company? Can we afford it the the issue I have obviously with Secretary secondary data is that it's not necessarily answering the questions or asking the questions that we would want complete insight into. Its in the often it's in the public domain so other people can look at it as a competitors can look at it and also it's historical. So as much as we like to think that past behavior will indicate future behavior and to a certain extent that is that is correct, it doesn't necessarily. Mean that it gives us any insight into where we might invest in terms of innovation or new products or services. Also, in terms of secondary research, we can look in a much broader external environment such as, UM, political and. Changes. Whether you know our aspirations or our market. A more our industry sector, you know, leans to the left or right or or take some middle ground, but also how changes in governments and politics might change the environment in which we in which we compete. And certainly there's no more pertinent time than recently. And this last few days has been a certainly a particularly contentious time politically. Then we've got legalities. You know, we may be in a market sector or an industry that is governed by strict legislation. And we need to be mindful of new laws or regulations that may impact on us and with which obviously a lot of these macro environment issues tend to be things that are have an impact on us. But we don't necessarily have any control over then. We've got economic aspects such as growth or decline in the economy. Social aspects in terms of changes in consumer preference and expectation, and I think coming out of out of this last few years, certainly at customer expectations have changed. Uhm? So rapidly in terms of how student, how not students? Sorry how customers want to be served or audiences want be served or expect to be. Engaged with, I think, has changed fundamentally, and that's probably definitely due to technical, technological aspects such as. It's not just new products and new processes, but certainly digital transformation within how we engage with brands, engage with products and engage with services and how we actually. Buy and use products as well and then we've got the environmental aspects such as. Policies and pressure groups that we need to take on board. They need to take on consideration. Other aspects of scanning trends so we will can look at things like trends in product consumption, new entrants into the marketplace, competitive growth or decline, and new technology inventions and also in terms of consumers. Things like current consumer segment preferences, potential customer, sorry consumer segment preferences and changes in demographics and psychographics. In terms of tracking information, and I think again this, this builds into this market sensing and learning strategy. We need to have some formalization of how we gather and use the information, but how we track information overtime as well? So usually it's about recording the name of the publication, and that might be within a virtual context. Uhm, it could be the date of the source, and where we found it. For example, in a website database or a document, and then perhaps we organize that into that information into a software database program, which people can can access, and whether you've got things like customer relationship management, databases, or some form of. Record keeping that everybody can access to understand. Obviously under GDPR regulations, understand how information can be gathered and we can use that information and simulate it and synthesize it enters into some form of knowledge insight. So in terms of quantitative secondary data. We can look at academic research. We can look at trade associations, government sources, social media sites, and market research firms. Uhm, could also look at popular magazines. Depends what market you you're in. Uh, my always say to my students. You know, I give you permission to read the trashy. The trashy magazines because I think sometimes the lowbrow can actually give us as much insight as the high brow. And we can also look at business and trade publications and obviously websites and social media. And there's lots of technology out there at the moment. Well, not at the moment, but there is lots of technology out there that will help you look at things like sentiment analysis, brand reputation, for example. Notwithstanding all the analytics that you could, you could engage with from from your own management information. But certainly there's lots of platforms out there that you can garner. Insights into into your own market. Reputation and branding, but also those of your competitors as well and and the industry generally. So where we're at in terms of developing, developing some unique and much greater depth of insight is coming to the cross disciplinary tools, which stand between measurement and management understanding. So in other words. You know this is where we start collecting all of the information that we've gathered from management, information systems research and trend analysis. And we take that forward to perhaps under uncovering. Deeper research insights into the audiences that we currently engage with, or we we want to engage with, and there are various. Disciplines or tools that we can use? We've got ethnography, Internet sensing and futurology as well as customer experience. The ones I tend to favor or I tend to find that. Most practical and accessible for for a general use tend to be the ethnographic and the customers experience approaches. So we're looking at specifically things hidden in plain sight, and particularly from a customer experience perspective, bat at. Comes up with the 70s of customer experiences, which is worth looking at and she talks about the concepts related to experience, but also, as I've mentioned before, she also goes into some good research processes so as much as I'm giving you an overview of some of these processes, she offers more in depth approach and implementation to these, so I would recommend that you're going to have a look at that. If you wish. Terms of research techniques in which should I use the best and most accurate customer or market intelligence is built with a combination of data, so as much as I say I'm not a quant person. That's OK because it doesn't mean to say that I can't ask for quantitative information from from our data sources, say from in the university, but I wouldn't necessarily use that in a standalone context. I would always want to marry that up with some qualitative information, and it actually. It's something that I'm doing at the moment. With my students, both in my undergraduate and my postgraduate teaching is that I'm going back to. My students and talking to them about the module content? UM, specifically, if it's about module one teaching, but certainly with my course students, I'm going back to them and saying, asking them about their student experience, how they found the content of the course, what they intend to do with that. You know why they specifically chose the course, etc, just to understand. You know what? What value you know was the value that I created? Uhm, correct at the beginning of the course, is it still valid? Is it still relevant to them and in terms of testing the content and moving forward and improving on the content? Where can I go and and so this is something this is a process that I use rather than just talk about. But in all of that, it does need. For some reason my my things aren't moving that's it. It does mean a process of understanding. So in other words, what I'm looking at is. Or rather. It is about interpretation. It's about how I interpret it. Interpret the information you know. How do I? Make that into some form of market understanding, and that's based on my market sensing capabilities that comes from some of the information that we hold as an institution, but also comes from my team on the course, but also my own. Perspective as a course leader. So what do we mean by processes of management understanding? So market sensing capabilities are often quite mess messy. They're not linear, they're not nice and neat and tidy. They qualitative, subjective and incomplete. We have to make some sort of sense of it often. UM, I'm looking for themes that emerge out of the information, so it's not necessarily a precise measurement. It's and it's not the only route to understanding. As I've said before, there's a lot of interpretation. There's lots of information analysis versus common sense. The process of interpretation tends to be rather holistic than one single source, and I tend to take on hard versus soft analysis. So in other words, data versus scanning and making connections, uncovering new markets, perhaps answering maybe questions about what business we could be in and looking for clues constantly along the way. So I use things like thematic analysis, coding and images too. Brings to life the understanding that I'm gaining from the conversations that I'm having. It's also about market and standing. It's no longer about assumptions, stereotypes, and it requires a deep immersion in the customer's life rather than asking questions and helps to develop personas and sub personas, which I'll talk about. Later. So now we move on to create. So we've defined value through the emick. Process we've looked at the information that we've provided. We're starting to look at creating value through customer value proposition. The process that I use is anatomy, graphic process. Which takes on board an empathy map. And the empathy map is a a really useful tool and it can be done either by people who have a perception of the audience or the audience themselves. And essentially there is a a series of questions that we need to understand. First of all, it's who we empathizing with. So this could be in a PTP contacts or BTC context. Uhm? You know what situation are they in? Are we looking at them within their within a particular role? Is that as an employee or is it as, UM, you know, a spouse or a partner? Is as a user of a car or a particular product or a particular service such as the health service, for example. So we need to understand what their roles role is in that situation to understand what they need to do. Is it about? You know the purchase of of of a car, a new car? Or is it about? You know, the process of going through? You know a diagnosis within a health service or from say, a student perspective. The recruitment journey into and into the into the university and through the course journey. So those questions are really interesting, so it's about what they they need to do. What do they see in the marketplace? What do they say? Or have they heard said to them or what can we imagine saying to them them saying, what do they do? In terms of, you know, observations. UM, what can we imagine them doing? And then what do they hear? So what are they hearing others saying? What are they hearing from the media? For example? What are they hearing from friends or colleagues and peers? What are they getting from news, media or other forms of information? And essentially, what we're looking for is understanding how they think and feel about the particular situation that we have under investigation. Trying to uncover insights into how from a new product development and innovation perspective we can anticipate or reveal their fears, frustrations and anxieties and therefore meet their gains in terms of wants, needs, hopes, and dreams. So what are they aspiring? Two, what are they needing to achieve? How can we? Create solutions to that based on the information that that we have that hand from these questions. And as I said before. We can look at this as a as a perceiver. So in other words, we could complete this process. And answer the questions from our own knowledge or. And all we could go and check with them the information that we've gathered is correct. Or we can do it directly with the with the audience factor with with the audience. In terms of resources, uhm. That I would used to go through this process. I would look at a day in the life worksheet that I've I can give to you, and basically it's really getting under the skin of. What your audience is trying to achieve, what? What are they facing on a day to day basis given the the context of what you're trying to uncover in terms of insights with them. So you're looking at customer jobs, trigger questions, customer pains, trigger questions. Pain relievers customer gain trigger questions. All those things will uncover insights into potentially new ways of doing. New ways of new ways of products or service development that you could uncover and that leads to the how might we questions? So how might we relieve this particular customer paying? How might we make sure that this customer gain is achieved? More information as I said before on reading. PHP CS Chapter 6 market sensing and learning strategy but also bat at chapters on experiential marketing, but also the process of experiential development. I've also include two case studies that I can pass on where we see different types of product development being used, and bicycle firm keeps older people peddling. There's a really interesting one because it takes a very ethnographic approach, whereas the deadly truth about a world built for men is a really. Insightful account, it's actually an excerpt from a text. Written by Harvard professor about how. Reliance on just hard data hard competative data can actually mean that we develop the wrong products and actually sometimes that those products can be fatal, particularly to women. Because all the research that's taking place tends to have been on male subjects. All of this process is working towards uhm. The development of a a persona template or a customer persona. So all of that information that you've gathered from internal to the organization to external to the organization, organization, and your own primary research, you should be able to develop a customer persona that may, or you know it may be your only customer for the organization. Excuse me. I'd take a drink. Or it may be a bum. You might have three or four core personas, but within those core personas you might have sub personas where you have commonalities across. All customers you may have similarities between sub personas and then you might have some unique aspects to further sub personas. So there are some examples thereof. Uhm, that's a B to B customer and it will go into. You know it will talk about their personal life as well as their work life in terms of what they're trying to achieve in their work life. What might be their barriers? What might be the key messages that they want to hear? Because you've picked up from talking to them or from observation that this is what they're looking to achieve? It looks at the situation that they may be in in terms of purchase. And it also looked at the platforms that they may be influenced by, and I think we shouldn't negate that. And as we you know, we know that a lot. Lots of digital media are used in the process of making decisions, whether that be internal to the organization or through a personal context as well. And this then would develop into a customer journey map. So once this process has been carried out, we've talked about we've developed, developed the Personas and we've created the new product or the new service. We then looked to deliver that service in relation to the customer journey map in terms of media touchpoints, the key questions that they may ask. He searches that they might make the content that we would need to produce. And the interactive tools or UM, elements that we need to get them to engage with. And there's the different stages of the buyer journey, so that's a B to B persona. Here's an example of a BTC, excuse me. So you can have a look at those and again. You know, if you typed into Google, how do I create a UM customer persona? There's plenty of plenty of resources out there. People like HubSpot or hoot suite. Have developed customer personas. And there's lots of examples out there. So as I said, the UM. The approaches that I've taken is the AAMC and etic perspectives in terms of consumer research, so we need to take on board information that's already out there in the public domain, plus our own information in the organization. And we need to take that to build a picture of both the social context but also the individual customer that we're we're trying or audience that we're trying to get in front of to make this. These series of a customer persona or series of customer personas. In order to gain a customer value proposition. So this is where we would dilute not dilute, but gather that information in here, taking those primary research insights as well as the secondary research insights to understand what customer the customer persona jobs we need to create, they need to achieve what pains they feel or what challenges they face along the way. But also what opportunities they may gain. If, UM, if those solutions are achieved and it means, then in terms of empd. Either new product founders or service development. We can either offer pain relievers. So can we alleviate some of those challenges that they experience, or can we come? To help them realize the gains that they're likely to get, and what form of UMMC and we developed is our product or a service. Or is it combination and I think the best way when a when a good way of explaining this is by the Tesla example. Now in previous sessions we've tried to run this, but I think. Obviously you will have a copy of these slides and it's good to to just. Have a look at the Tesla example. It's only about four minutes long and it puts all of these things into perspective. And then we have the delivery of value through the fidget tool or the Omni channel experiences and this is something that I do with my undergraduates and I use the frameworks that that at talk about, but essentially an Omni channel experience is about delivering the right message to the right person at the right time through the right channel, which it is actually more challenging than you than you would think. Quite often in companies. We will jump to the technology straightaway. But actually more and more. Coming out in the back of the pandemic, I think we need to be more seamless in our approach to technology and I think. One of the biggest challenges for organizations. In terms of digital transformation, is trying to find a systems that sit together well. Uhm? You know, in terms of the omnichannel experience and by that I mean that. A customer or an audience can come in at any point in that journey, whether it's online or offline, and experience a connected to the organization. So for example, you know the ultimate omnichannel. Organization would be something like Amazon where it doesn't matter what device. Or what point of access you engage with them as soon as you put in your your email address or your customer reference and your your password it automatically. Picks up who you are and where you are and if you've got something in your basket that you perhaps put in on your laptop in the morning and you go back to it on a say a different device in evening to purchase it, that thing will still be back. Still be in your basket, so that's that's a very crude explanation of an omnichannel experiences that you receive the same experience no matter where you engage. With that with that brand. So, just to reiterate the foundation for all that follows are simple questions. What do you know? How does that knowledge give you an edge or advantage over the rest? How can you stay ahead in understanding this market opportunity better than anyone else? And after that the rest is just technology and means to an end. Unconvincing answers to these questions are worrying. Is all that follows just a week? Me too strategy that makes you the same as the competitors? If all you know is the same as the rest, then you will probably act like the rest. Effective competition is increasingly about learning better and faster than the competition, and retaining that advantage in market sensing and knowledge. Unpredictable events with huge impact on black Swans. Are we prepared to cope with the impact of not just what we don't know, but what we don't know that we don't know? Big data or massive databases reveal what what has happened in great detail, but small data provide the clues as to why these things have happened to create insight and new strategies. Big data and small data should work in partnership. Market research is about tools and techniques of data collection, many of which are crude and have limited validity. While market sensing is about understanding and insight, they are not the same. The search for better insight and understanding to create innovation and competitive edge is leading to new tool tools from ethnography and anthropology. Neuromarketing Internet sources, and futurology marketing talent senses about soft data of all kinds that indicate trends, clues and changes in the marketplace. Excuse me. Interpretation is also process. Sorry, managing customer knowledge has become a priority with the creation of new organizational roles and processes. Interpretation is also a process. It is the one that links market sensing to management understanding and needs to be managed, and I think that's where. Uhm? You know from a new product perspective or new service perspective. There needs to be an openness. We can't work in silos. There needs to be an understanding that whatever our role is in a company, we need to be able to to have a root. To a UM repository or some form of management. Understanding that, UM, we can contribute that information too, and that knowledge to. So that we can continue to be competitive and continue to to deliver to, to deliver and create value for our customers experiences across diverse sectors show how new learning processes are providing companies with competitive advantage, thus prioritizing the enhancement and improvement of market sensing processes and learning in organizations. OK, so that's the end of that. I've gone through Market center learning, defining value through empathy, mapping, creating values for the canvas, and delivering value through omnichannel experiences. Are there any questions I'll stop presenting now? OK, I'll come back on visual please. Anybody any questions? Any questions for Jackie? Any observations? We're all live at extremely happy. If I can turn observation and I can fully understand how what you said this is delivered usually over a module or intensive course. So it would be great to to watch the video back and dumb. Yeah, probably digest a little bit more than that than what we have done to that, but very very insightful. Thank you. In terms of me personally, obviously I can see the the, UM, applicability to this to the assessment that we've we've got to work on now. But in terms of the business that I work in at the moment, and certainly the questions that you said about you know what business are we in could be in and should be in. They are the questions that within my organization we are currently asking ourselves to really define our strategy and the Black Swan analogy of we don't know what we don't know. That's absolutely we. We recognize that as well and and I really like the integrated customer experience. Sort of visualization that you put together 'cause certainly in in my business. That is what we're we're striving for. Yeah. And so I, there's a lot that you delivered today that I can take away and usefully apply within my organization as well. For fact, thank you. OK, thank you. It's. It's very different actually. It's quite challenging to deliver an overview of this stuff because it is. There is so much more to it and I think, UM, I appreciate what you said there, because I think sometimes it can come across as being, well, you do this and then you do this and then you do this and you get a result. But actually that process is is and this is the issue. I think it's it's something that companies struggle with because it is time it you know it's resource intensive, not just in time but also in in money. Uhm? I think it probably I I'd actually Alan. I have never really spoken about this, but but when I started my career I I started off working for a manufacturing company. And one of the first couple of weeks that I was there, it was a dumb switch gear company up in Blackwood. I had a tour of the sites and we came across the the The Apprentice is the sort of our UM. Research and Development unit which was like, uh, you know it was like a ghost town because. Back in the 90s, well even in the 80s British manufacturing just stopped all their R&D. An essentially that's you know we're sort of going back to that now, tell me if I'm wrong, Allen, but it seems that we're we're going back to that, but via a different route with a different. You know it's a bit sort of like emperors new clothes, but. We seem to be going back in time to go forward. Does that make sense? Yeah, I think one of the things that's come about is societies wanting to be more involved in the products and services that they've been offered, so therefore they they want to have a greater input into what is being made and created. We I think there was a time when whatever was created for us, we'd accept it as it was. Now. We've all turned into prima donnas and we don't just want a car. We want a car that does exactly what we wanted to do, and if it doesn't do that, then we'll go to somebody else and onto another four court and buy something else. And I think the world changed a lot and some for the good sense for the better. I think the idea of the re emergence of the idea that we should be more connected with our customers, I think is absolutely spot on. And I'm not just not just from the overall company position, but from the biased opinion and views point that I have, which is in product service development, we can't do what we do in isolation and not understanding who or what our customers are. It's just you know, it's extremely simple thing. We hear it all the time, but we have to develop the right kind of methodologies to make sure that we're being given the right kind of advice. The right kind of knowledge. That kind of data data acquisition and how we translate it is very different than just having data. There's too many cases of the computer saying yes or no to something when actually what we need is an explanation of what we've just been told about, and maybe it's just that's because I'm an old fart in their brother. Have somebody explain something to me, then show me a lot of spreadsheets. Don't any of you nod. I think I think as well. We we can be quite lazy in terms of we rely on the computer to tell us. You know what the solution is and it's. You know it goes back to that old adage with data of crapping crap out. You know, we all know that we have several different profiles online, so we can't just take it on face value that what every customer is giving us as information is going to be the correct information. And actually, you know when I was doing, you know, I did a lot of GDPR and a lot of organizations are saying, well, I'm gonna lose half my data and I'm like yeah, but that doesn't really matter because what you need to have is is quality data and what you'll be left with is customers who want to engage with you because you're providing value for them. What's the point of having 100,000 customers if only 60,000 of those? Want to receive what you're sending them? You know, get the get the other forty 40,000 customers you know. I think we have this fixation that a the customer is right. You know we should service every customer and actually that's not necessarily the case and that might be really unpalatable to here for a lot of businesses, but sometimes some customers cost us a lot of money. I'm not, you know so. We can't, some organisations can choose which customers they serve. We see it in small businesses. A lot of small businesses. Will choose which customers they engage with. We've all had the, you know, the builder turn up and given you know, say they're gonna give us a quote in two weeks later. We're still waiting for that quote. Well, we're probably not worth. You know the the effort for them? Uh, but I think having. The more customer insight that we can get, the better, and it's not about using one or the other. It's about using both in tandem, and I think the challenge is how do we maintain that insight? And then how do we then deliver that, given as Alan said, you know customers can be real prima dollars donors and it doesn't matter whether you're in a B to B or B to C. Fundamentally, we're human beings, and where we can be a pain in the ****. Weather in Abitibi context or OB to C context and and I think. You know, we don't necessarily act the same way all the time. UM, and the more complex the business, the more complex it is. Likely that you know the more product lines that you have. Uhm, the more likely it is to be more complex and the technology really is a means to an end. It's that the more you know about that, the more likely you are to get that technology right when you deploy it. Yeah, but the other points. But you don't. You guys don't have to worry about it. You just need to come up with a solutions. Leave the rest to the marketers. Yes, well. We all have something to say about that. Don't worry, I do too. I think I think it's it's. It's as I say, you know I don't hide the fact I don't own a well I do own a business but that's immaterial but the kind of business that you guys are all involved in. I'm not involved in those kind of businesses. My job is is to design products and design services. On the worst thing that any designer ever wants to hear is somebody saying here's a blank sheet of paper. Do what you want. It's not actually what designers actually want. We want to be given guidance technically. What things can be achieved? How could those be done? What's the access to that kind of technology? So all that yet we need to know all that, but we actually know what we have to have this desperate need to know what this person looks like, who's gonna pick this product up? That's the differentiation between engineering a product and designing a product. I think we would all agree that up at a well designed product which might be full of complexities, but because of the way it's being created. Solves a problem, creates an opportunity and it's always an elegant solution. There's not a million buttons on it to make the thing start, there's just one or there's few as possible. Let's keep the experience as simple as we can naturally make it, and that is the essence of why for me. Determining the amount of market intelligence that goes into a product is is an absolute. Unless we have that, we have no idea going back to a time that I do remember where it went, where when I I worked for a design agency company, I should say in in Somerset. Mixed bag of designers for everything from graphic designers, brand visualizers, Mechanical Engineers, industrial designers, product designers, you name it. We had a full team. We also had a librarian. That was one of the insistence is probably the reason why I went to work for the firm. I thought I cut thought any firm has got a librarian and it's gotta be worth a shout. Don't know what they're gonna do, but. It's going to be fun and started to realize that the librarian. Was. I'm sorry I put this. The signs she was was determined by the amount of favors that was being asked of her and the amount of flowers and boxes of chocolates that she used to end up with on her desk whereby we was to go to and say we need information on X could you could you prioritize this for me or by the way, is that favorite favorite bar chocolate that you like or whatever our librarian was today. Our modern Internet. It was she. Was the person who actually started to gain the information that would hurt? Who would be contacting the major marketing organisations? Acquiring books, acquiring knowledge, buying data, would buy the data on a particular market segment. I remember one of them was dentistry. We wanted to know what went on inside the dentist surgery and I said so like 8283. I think the knowledge that we bought in in hard copy format was something like about 11 and a half grand of data and information. Then the librarian brought in. A third party person to actually disseminate this information. Down to 5 pages that as designers we could understand and really make use of. Yeah, and therein lay the difference which was there was a degree of effort that was required to do that. These days we can sit here in our shed while talking on one screen. We can start researching on the other. The access to that information, I think, is brilliant. I think that's really something we need to grab hold of, but it also becomes a lazy man's tool with regards to how we gain that information and what lack of respect we're giving from what we're reading or what we will accept immediately. That something is being said. I my total hatred for anything on on Wikipedia 'cause it's all ******** in my mind. So I'm really expensive to that today is that 3? I'm not gonna go any further than three months going back to the library and I I always say to students, particularly students who are working. Just leverage the librarian in the libraries in the university because you've got access there to more resource than you were likely to have in your in your work. Because the the money that is spent on resources in universities is phenomenal. That you would. You would spend 10s of thousands getting getting in a in a industry or market context elsewhere. You know, my my sister-in-law is a librarian and I can remember my sister saying, Oh well, she's only a librarian. I went all hang on a second, you know, a librarian these days doesn't just stamp books it, you know they. They know their stuff. They know I say to my students all the time. Make friends with the librarians because they will save you so much time and effort. But again, yeah, Alan, you're right, it's not just taking the information on face value, it's about. What does the information that has been gathered? What does that mean for us in our context? And so you know, often I'll talk to students about looking at other market sectors as well, not just the one that we're in. But look to other industry sectors and market sectors to see what's happening. Over there because consumers, you know work. They move across different sectors. They engage in different products and services across sectors. So you know something that's happening in one area. Maybe may or could become relevant to you in the future. Cool, I'll tell you what I'm gonna do now 'cause I can do this. He said is I'm gonna go through with you what again what the assessment is that you you've been asked to look at? It gives me the opportunity to do that while Jackie still with us, and as you will notice, an awful lot of what Jack Jackie has been speaking about today is pretty much at the heart of what this next assignment is all about. He said yes, his work is another one was OK. I was cool. I said can you see my presentation OK? Yeah OK cool alright then. So whenever I gotta submit this Alan you by Sunday evening, I think Jackie OK. Just sit quietly in the back, though now with the Toffees for a minute, right? OK. Why won't this man? There we have right? No, don't worry about that. Don't worry about that. Right, the background is you're an MPD manager of a Carmarthen based SME which color which currently produces breathalyzer electronic breathalyzer equipment just so that you got something to look at and something for you to have a keep you all fade with it if you check out the line laboratories down in Barry. They produce this very same product, so this is what they do and this is what our imaginary company does. This is the scenario company. They are a company that does this kind of thing. They predominantly sell this product to the police and security services across the world. But then through the magic of tying up with the local university, that company is identifying the possible commercial opportunities that may exist if the chemical outcome meter, which is at the heart of the breathalyzer, was adapted to cover the detection of other organic materials, including those generated in the breath as a result of various virus infections. Where you going with this AL right? So in light of the current pandemic. We've got the company can see great potential in developing this device that could be used by the clinical or. All other persons lately people. Now, as the MPD manager, you're approaching the development of this in a very much an open innovation manager and presently over series of small concurrent Andy projects being undertaken both in House and in conjunction with the local uni. So what we're going to be looking at is the sourcing of market knowledge, as this product will take the company away from its normal market sector. Your concern is the lack of market intelligence you know will be essential in the development of the product. All we've ever done for all these years is wack these products out. Like little Volvos, whack them out to to the police forces the Armed Services every everybody else in that kind of area. Nobody really cared about the product that much. We just walked him out. Now we're starting to consider the fact that we're going to be looking at a completely different market sector, a much bigger market sector, and yet there's lots of business issues to do with. Should a small business like this have the capability for doing this? And that's beside the point at the moment. Let's look at this from the point of view of. We've got this opportunity. How are we gonna develop it and who we gonna develop it with? So the task determining what marketing knowledge is likely to be required for the development of this product. Two, what business are we in? And what businesses could we be in? We just sold to a very conservative market. Now who are we gonna be selling this thing to? Who? Who are the buyers of this product? Who were the end users of this product? What's the relationship between the purchases of the product and the end user? Is it the same and the same person? Or is it clinicians using it, is it? Airplane at airports using it is it nightclubs. Whatever you know we gotta really think about this and in in a much different way than the way we've been flogging our our outcome meters. You'll also look at interpreting your own market sensing capabilities and market understanding and develop the definitions of value for at least one customer value proposition scenario. So hence Jackie being here today in which he's been producing for you. I'll talk to you about this afternoon. The deliverables. Same as as it usually is at this point of a module presentation. Will you guys use keynote or PowerPoint? I really don't mind. I've upped the time to 30 minutes or 30 minutes minutes. That doesn't mean an hour. That's still just means 30 minutes. It's just that I was sneezing. And then you should prepare for, uh, a 5 minute question and answer session. Your hand in date is 12 noon on Wednesday the 6th usual, please if you could PDF's. Sent via Moodle. Any problems with that? Speak to Mike and the presentation day will be on Friday the 8th of April. I'll workout times later. The teams, as I said since last week, for one reason or that I've switched the teams round so we have a parish. Tom, Allison and Nikki in one group. Jason Marchesin Nigel in the other Jed, Rohan and Alex and Craig, Jenny and Claire. In Brecknock and Brecknock, I'd like to hold back after the gate please so we can have a quick chat, any questions? Any ooze? Cool. Any immediate reactions? Why aren't I in the forward like? Why am I always are back? I could see naked you would expect in Scrum opposition right here and I'm sorry I put you in with the forwards I I used to play fly half so I'm quite disappointed. I did not come here. Any questions? Any thoughts? No. Well, what we will do is probably a week Tuesday we will come back together and see where we are with the project. See if there's any input you might like. If I can induce Jackie to possibly do you fancy popping over Jackie for half an hour and two weeks Tuesday? I have no idea. I have no idea. No, it'll be a week week on Tuesday, not next Tuesday, but the Tuesday after in the evening. If you fancy coming to one about evening sessions, yeah, that's the 8th of March, isn't it? 'cause I have no idea, right? It's the 8th of March. And partly so we'll go with that. Yeah, it should be OK. So yeah, send me an invite. Good, so we'll do that for so like half six or half seven, so any questions anything like that then please give me a shout. So I can leave and say thanks Jackie for this afternoon. I'm well done for making it. I know you haven't been well, yeah sorry I'm a bit yeah but he's got a hand UPS no no he's fine. Could you send the presentation to me this afternoon? Yeah, sure, and I'll send. I'll send those other resources through as well and I think given your assignment, I would read the one of the case. Well, both of the case studies actually particularly pertinent I think. Cool, Jason had a question. Yeah, just if Jackie and you could stay on for a minute at the end down if that's OK. I've got to have a meeting with somebody. Jason just just checking in. That's fine if if we can catch up early part of next week, Jackie. With Jason, yeah, is that what you want to chase? Yeah please, that would be great. Thank you. OK, we'll sort something out. Not a problem thanks, OK, so for the rest of the guys. Thanks ever so much for this afternoon Jennie and whoever else is in that team. If they could hang too please, that would be really good. The rest of you have a great weekend. Can you turn on? Cheers, thank you. Thank you. Bye bye.