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Experiment Results

[Experiment Results] Fuel Fiji December 2018 - Customer Archetypes

by
Haziq Ahmed
+1
Haziq Ahmed | 4 months ago | in Sustainable Fuel Consulting

Reference the Experiment Design Post

[Proposed Experiment]: Fuel Fiji - December Goal 5 - Build 8 Different Customer Archetypes and Goal 6: Empathise with 25 Persons from Each Identified Archetype - December 2018

https://projecteverest.crowdicity.com/post/583303

Lean Phase: Empathy and Customer Segment  

 

Assumption: That a range of Fijian residents want to buy our Buka Stoves, and that their needs, wants and pain points, and ultimately the value proposition of the Buka Stove to them, will be different amongst each segment.

 

Results:

Green Light – 8 clear archetypes emerging with customer segments able to be separated based on demographics (location, age, income, gender etc) identified similar needs, wants and pain points. The next step from here would be to determine how each customer segment would best receive marketing material and safety information about the stove, which channel they would best access the stove through and how they would best pay for the stove.

8 archetypes were outlined based on the buying motives of different customer segments. The most appealing motive for purchase for each customer was the basis of segmentation. 8 clear archetypes were developed based on the incentives to purchase, these archetypes may be outlined as;

  1. Preference for cooking using firewood - The customers of this archetype typically outline that there is a preference for the use of firewood based on the flavour produced. As well as the tradition of cooking using this fuel in Fiji. The customer in this segment could be accurately described as those who take great pride in being a good cook and providing flavorful food. They are those who prefer to cook based on the way they were taught, using traditional methods.

  2. Portability - This is identified as an incentive as it allows customers to take to the stove to other people's houses and cook. As well as allowing those based in the agricultural industry to take the stove to work to make lunch on site. Portability in this instance is based on the need for mobility in cook for functional day to day cooking uses. Customers of this archetype would accurately be described as those who do not have access to the technology or do not want to cold store food for later consumption and therefore prepare food as needed. Therefore the customer in this category is usually in agricultural work and/or lives in an environment that is not urban.

  3. A Decrease in Expense - Firewood is free often in Fiji the use of this fuel i, therefore,e more cost effective based on the a comparison to kerosene or gas, two commonly used fuel choices.  People in this customer segment are conscious of the costs of cooking and therefore are from relatively low socio-economic areas.

  4. Simplicity of Use - (relative to three stone fires which are the only alternative offering firewood cooking) -A three stone fire requires a large amount of time and effort and is none portable and often is not useable during wet season due to rain. Therefore the Buka stove offers a more simple alternative due to the lack of set up and it ability to be transported into covered areas during rain. The customer this appeals to is a person currently using a three stone fire and likely can't afford or does not have access to electricity gas or kerosene.

  5. Decreased cooking time (relative to 3 stone fires) - The time taken to cook and collect firewood in fiji is quite large that we offer a stove that burns more efficiently this is a large value proposition of the stove. The customer segment this seems to most appeal to is those who have previously bought the stove and have seen the impact of efficiency on their time.

  6. Healthier and safer (relative to 3 stone fires) - Due to the containment of fire it is a safer option that still uses firewood. The customer who identifies this are educated on the risks of fire and the health risk of smoke. This education to a certain extent can be accomplished through the sales process. However usually those who identify it as a major motivation for purchase have been educated on these risks prior to interaction with our team.

  7. Peer pressure - This refers to the pressure felt due to many people in your social group having the stove. Though mostly this category intends to refer to the pressure some feel to buy due to the headman endorsing a product. The dynamic of a the headman relationship means that villagers often feel that headman know best. This means that for a segment of our customers the convincing the headman to buy is a viable sales option. Though due to their influence we must be careful of how we manage this relationship.

  8. Intention of recreational use - for these customers the use of this stove is for recreational use like camping and picnics. This is separate from portability as portability is needed for functionality due to the dynamics of everyday life. Portability refers to everyday use that requires mobility of a stove. While recreational use refers to the those who won't use the stove as a primary cooking tool. This customer has enough money to buy a secondary stove for recreational use and therefore is of a higher socio-economic status on average.

 

Validated Learning:

In the first instance of the application in testing our hypothesis a survey was devised based on demographic, geographic and psychographic features. However, the aggregate data did not indicate definite enough trends to segment customers. Therefore there was a shift in the collection of data. Through the use of anecdotal evidence based on empathising information, we uncovered that there was a commonality in the purchasing motives of customers. This meant that we were able to segment customer data based on motive and analyse the trend within groups. Due to this shift in focus, there is a lack of data to accurately test the assumption presented. Therefore it will be necessary to carry on the experiment and test our assumptions of the motives that have been used to segment customers. This further validation is necessary to advance the customer segment of the business model canvas.

 

Next Move:  

Through empathising, we were able to collect an average of 5 customer per archetype. To fully validate results there is a requirement of more data to ensure that assumptions have been fully tested. In order to do so possible future experiments include testing the assumption that each identified customer archetype has identifiable demographic, geographic and psychographic trends. How this may be tested is to assume that based on current data  an archetype has customers that can be clearly identified and categorized by gender, age, whether they are rural or urban or coastal population, whether they are the kinds of people who cook for a family, what education level, income level and occupation they have. Then test whether data supports that the customers of this archetype are consistent with the assumptions made about the trends.

Haziq Ahmed 4 months ago

Status label added: Experiment Results

Reply 0

Alexander Teicher 4 months ago

Hey Hazi,
It is interesting to see that there is a similar issue in Fiji as Timor as we have the same problem with trying to separate trends from the data and hone in on any sort of demographic. I would be keen to talk about the different ways you analysed your data to look for these trends.

Obviously with Fiji being more advanced project it is more critical to understand these segments to assist with marketing and distribution channels to tailor those to the archetypes. Is the next move to get more complete data with full demographics to allow more analysis of the data, or are there other methods you have planned to help identify these segments. My hope is that we can avoid having to get bulk data before any trends appear.

As we have the same problem so if you are finding things that work then we would be very interested to see how that applies to Timor.

With this current list how are you planning to use it to influence your actions regarding marketing, distribution and product development?

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