This case study highlights discovery research and why it’s so crucial to the success, or failure, of a product or service. It also addresses the adage, “You are not your customer”.
Background and Scope
A client, who was an avid biker, wanted to hire me to create and conduct user testing for an app that maps out all the bike trails and bike lanes in the Boston area. They had just started the development phase and were excited to begin user testing so they could launch it as soon as possible.
In their passion for a project, sometimes people jump over a crucial part of the process – the discovery phase. During discovery research, you’re answering questions like: • How can I better understand my the target market? • Who are the customers that would use this app? • Will this be filling a gap in the market or are there solutions like mine that already exist? • If there is already solutions on the market, are there any unmet needs or gaps in those solutions which you can fill? • What are some of the risks the I need to look out for?
Methodologies
After learning my client hadn’t done any preliminary research on the market, potential app users, etc, I suggested that I perform discovery and we could pivot if necessary, depending on the insights from a holistic analysis of the data. The discovery process for this project included::
Competitive Analysis
What: I analyzed existing apps that provided information on bike trails in Boston. This included evaluating app features, user reviews, download statistics, and overall market presence.
Why: To understand the current landscape of similar apps available in the market.
Contextual Analysis
What: I observed how bikers in Boston use current apps and navigational tools during their rides. This included field observations and noting the real-time use of technology on popular bike trails.
Why: To gain a deeper understanding of the biking environment and user interactions with existing solutions.
Participatory Observation
What: I took part in several biking events, engaging with the community, observing their behavior, and chatting about their current usage of navigational apps.
Why: I experienced first-hand the culture and challenges they faced and was able to reach a deeper understanding of the their environment and real-time interactions with existing solutions.
One-on-One Interviews
What: I also conducted one-on-one interviews with bikers about the apps they used – What did they love about them? Which features do they wish were better? And most importantly, was there anything they needed that their current apps didn’t provide?
Why: To gather qualitative data from regular bikers about their experiences and and any needs or frustrations that my client’s app might be able to address.
Competitive Analysis
What: Examined existing bike trail apps, including each app’s features, user reviews, download statistics, and overall market presence,
Why: To discover where the current iteration of my client’s app fit in the market.
Findings and Recommendations
Market Saturation: The competitive analysis revealed that the market for bike trail apps in Boston was already saturated with well-established apps offering detailed trail information, real-time updates, and community features.
Lack of Unique Value Proposition: Contextual analysis and participatory observation indicated that existing apps sufficiently met the needs of bikers. There were no significant gaps or unmet needs that a new app could uniquely address.
User Feedback: Interviews with bikers reinforced the findings that the existing apps were highly rated and commonly used. Users did not express a strong desire for additional features that were not already available in current offerings.
Based on the findings above, I reported to the client that entering the market with the bike trail app in its current ideation would likely be unsuccessful. However, discovery research can uncover needs that you didn’t even know existed. I kept hearing that none of the apps listed trails or roads that had good lighting, which is an extremely important safety issue when you either want or need to ride in the early morning or at night. I learned that an app that dynamically updated riders which roads or trails were well-lit and safer than others would be welcomed. I recommended to my client that they should pivot to fill this gap in the market that could offer a unique value proposition and address this unmet need within the biking community.
Client’s Decision and Outcome
Despite the well-documented findings and strategic recommendation, the client decided to proceed with the original plan to develop and launch the bike trail app. The app was launched but failed to gain traction in the market. The saturation of similar apps and the lack of differentiation led to poor user adoption and ultimately, the app was not successful.
Reflections
There’s a reason for the adage that ‘You are not your client’. My multi-faceted approach provided clear evidence that the market was not viable for the proposed app. After hearing the insights and reviewing my recommendations, the client decided that if they were this passionate about the app, other people would be, too. Unfortunately for them, when the app was developed and eventually launched, it was unsuccessful.