“U.S. regional office required us to support to find new ideas.”
“Not only one workshop, but need to co-create with other two regions.”
“Include business model canvas and design sprint in the process.”
The B2C market is shrinking reported by U.S region. The regional office already worked on it for six months to seek new business. Despite a survey about existing consumers’ demographic and feature ranking, no advanced solution came out. We’ve been asked by U.S regional office to see whether we can help them to find new ideas through workshops.
Origin
The headquarter top manager wants the other two regions can leverage the same new idea and sell it in the future. So the problem is not only the U.S workshop but the co-creation with the other two as well.
Challenge
Customer journey canvas:
Since we only have limited time to conduct the workshop. We studied online channels to gather customer’s feedback and collected internal information about service call. We based on those second-hand data to draw the customer journey canvas to find out the possible gap why customers keep losing.
Method
Cross region co-creation
Time: 2017
Total working time: two months
Team members: me (as facilitator), one team member who helped to do documentation, one PM and one salesperson to sync with regional offices
Method: customer journey, business model canvas, and design sprint
Domain: Design facilitation
Customer journey canvas of one product
Business model canvas:
Before we plan the model, we discussed the external environment to picture the situation. We did desktop research in advance and brought the data to the workshop and heard U.S. region’s point of view about how they feel the current environment. Also, based on existing customers to extend other two target audiences for value proposition brainstorming. We narrowed down scope according to the core abilities the U.S region got to set the value proposition. After discussed the environment and value offering, we framed a possible business model.
Design sprint:
The top manager doesn’t want to see a plan only, and something tested is one of the goals. Hence, the design sprint method was employed. We made a prototype base on the conclusion of the value offering and checked it on the final day. Ten external participants joined and divided into three groups to do the interviews. We set two rooms, one is for the interview, and one is for stakeholders to see and hear the result in real time. The stakeholders added more questions during the interview and noted their insights.
The agenda for the design sprint
The external environment mapping
Visualize the discussion in the strategy meeting
Part of the business model
Simulated a product page on Amazon as prototype for the test day
One of a group interviewed on the fifth day
A B2C business model and a tested prototype were the output of the two weeks business trip at U.S. regional office. It carried on in the later strategy meeting at headquarter with marketing information from the other two regions. We refined the model and the prototype and concluded in a pitch deck to brief to the top manager.

Although the prototype didn’t become a real product, we still learned a lot from the co-creation process. Moreover, this is the first time those regional offices co-create together. The spirit was rooted in some stakeholders’ minds. Now one small idea from the workshop was refined by one PM and try to kick off a new project.
Output
The workshop member list finalized at last call that means we don't have time to do stakeholders analysis in advance. Even in the same office, we found team members had different thinking. Not to mention there were three regional offices. If we could interview them in advance and know their levels of involvement, buy-in to the process and mindset, or the experience with workshop, we can save more time to solve disagreement and focus on solving the problem more.
Lesson & Learn
Contact Lydia
View next
More works
Customer journey canvas of one product
The agenda for the design sprint
The external environment mapping
Business model canvas:
Before we plan the model, we discussed the external environment to picture the situation. We did desktop research in advance and brought the data to the workshop and heard U.S. region’s point of view about how they feel the current environment. Also, based on existing customers to extend other two target audiences for value proposition brainstorming. We narrowed down scope according to the core abilities the U.S region got to set the value proposition. After discussed the environment and value offering, we framed a possible business model.
Design sprint:
The top manager doesn’t want to see a plan only, and something tested is one of the goals. Hence, the design sprint method was employed. We made a prototype base on the conclusion of the value offering and checked it on the final day. Ten external participants joined and divided into three groups to do the interviews. We set two rooms, one is for the interview, and one is for stakeholders to see and hear the result in real time. The stakeholders added more questions during the interview and noted their insights.
Visualize the discussion in the strategy meeting
Part of the business model
Simulated a product page on Amazon as prototype for the test day
One of a group interviewed on the fifth day
Origin
The B2C market is shrinking reported by U.S region. The regional office already worked on it for six months to seek new business. Despite a survey about existing consumers’ demographic and feature ranking, no advanced solution came out. We’ve been asked by U.S regional office to see whether we can help them to find new ideas through workshops.
Challenge
The headquarter top manager wants the other two regions can leverage the same new idea and sell it in the future. So the problem is not only the U.S workshop but the co-creation with the other two as well.
Method
Customer journey canvas:
Since we only have limited time to conduct the workshop. We studied online channels to gather customer’s feedback and collected internal information about service call. We based on those second-hand data to draw the customer journey canvas to find out the possible gap why customers keep losing.
Output
A B2C business model and a tested prototype were the output of the two weeks business trip at U.S. regional office. It carried on in the later strategy meeting at headquarter with marketing information from the other two regions. We refined the model and the prototype and concluded in a pitch deck to brief to the top manager.

Although the prototype didn’t become a real product, we still learned a lot from the co-creation process. Moreover, this is the first time those regional offices co-create together. The spirit was rooted in some stakeholders’ minds. Now one small idea from the workshop was refined by one PM and try to kick off a new project.
Lesson & Learn
The workshop member list finalized at last call that means we don't have time to do stakeholders analysis in advance. Even in the same office, we found team members had different thinking. Not to mention there were three regional offices. If we could interview them in advance and know their levels of involvement, buy-in to the process and mindset, or the experience with workshop, we can save more time to solve disagreement and focus on solving the problem more.
Contact Lydia
View next
More works
“U.S. regional office required us to support to find new ideas.”
“Not only one workshop, but need to co-create with other two regions.”
“Include business model canvas and design sprint in the process.”
Cross region co-creation
Time: 2017
Total working time: two months
Team members: me (as facilitator), one team member who helped to do documentation, one PM and one salesperson to sync with regional offices
Method: customer journey, business model canvas, and design sprint
Domain: Design facilitation
The agenda for the design sprint
Business model canvas:
Before we plan the model, we discussed the external environment to picture the situation. We did desktop research in advance and brought the data to the workshop and heard U.S. region’s point of view about how they feel the current environment. Also, based on existing customers to extend other two target audiences for value proposition brainstorming. We narrowed down scope according to the core abilities the U.S region got to set the value proposition. After discussed the environment and value offering, we framed a possible business model.
Design sprint:
The top manager doesn’t want to see a plan only, and something tested is one of the goals. Hence, the design sprint method was employed. We made a prototype base on the conclusion of the value offering and checked it on the final day. Ten external participants joined and divided into three groups to do the interviews. We set two rooms, one is for the interview, and one is for stakeholders to see and hear the result in real time. The stakeholders added more questions during the interview and noted their insights.
Visualize the discussion in the strategy meeting
Part of the business model
Simulated a product page on Amazon as prototype for the test day
One of a group interviewed on the fifth day
Origin
The B2C market is shrinking reported by U.S region. The regional office already worked on it for six months to seek new business. Despite a survey about existing consumers’ demographic and feature ranking, no advanced solution came out. We’ve been asked by U.S regional office to see whether we can help them to find new ideas through workshops.
Challenge
The headquarter top manager wants the other two regions can leverage the same new idea and sell it in the future. So the problem is not only the U.S workshop but the co-creation with the other two as well.
Method
Customer journey canvas:
Since we only have limited time to conduct the workshop. We studied online channels to gather customer’s feedback and collected internal information about service call. We based on those second-hand data to draw the customer journey canvas to find out the possible gap why customers keep losing.
Customer journey canvas of one product
The external environment mapping
Output
A B2C business model and a tested prototype were the output of the two weeks business trip at U.S. regional office. It carried on in the later strategy meeting at headquarter with marketing information from the other two regions. We refined the model and the prototype and concluded in a pitch deck to brief to the top manager.

Although the prototype didn’t become a real product, we still learned a lot from the co-creation process. Moreover, this is the first time those regional offices co-create together. The spirit was rooted in some stakeholders’ minds. Now one small idea from the workshop was refined by one PM and try to kick off a new project.
Lesson & Learn
The workshop member list finalized at last call that means we don't have time to do stakeholders analysis in advance. Even in the same office, we found team members had different thinking. Not to mention there were three regional offices. If we could interview them in advance and know their levels of involvement, buy-in to the process and mindset, or the experience with workshop, we can save more time to solve disagreement and focus on solving the problem more.
View next
More works
Contact Lydia
“U.S. regional office required us to support to find new ideas.”
“Not only one workshop, but need to co-create with other two regions.”
“Include business model canvas and design sprint in the process.”
Cross region co-creation
Time: 2017
Total working time: two months
Team members: me (as facilitator), one team member who helped to do documentation, one PM and one salesperson to sync with regional offices
Method: customer journey, business model canvas, and design sprint
Domain: Design facilitation