Our Digital Innovators work in various industries and organisations. During one of our innovation projects we helped Transavia to develop new propositions to extend their current business.
Want to know more? Contact Jasper Brand via firstname.lastname@example.org or +31610960766
The challenge at hand
For Transavia it was important to extend their current business with new initiatives next to their core product. Next to that there was a need for a structured discovery process that would lead to new, relevant and clearly defined initiatives.
In 8 weeks our Digital Innovator has set the process for developing possible new propositions and has been execution power to help set up interviews and experiments.
In the first week, interviews were conducted with experts within the leisure industry to discover current trends that were emerging. In week two we conducted a first round of customer interviews to get more insights and to make a start with shaping a first possible propositions top‑5. For the weeks that followed we continuously iterated upon these top‑5 (new) propositions.
At the beginning of each week, we determined per proposition what the riskiest assumptions were that needed to be tested that current week. Next to qualitative and quantitative customer insights, we filled out canvasses like the business model canvas to also keep track of (for example) possible revenue models behind each proposition, and if it was even worthwhile to continue testing. After this weekly cycle (where new propositions would enter the top 5, and others were dropped) the final top propositions were further substantiated with MVP tests. Via these tests, actual customer behavior and buying/use intent was measured. At the end of the 8‑week period, we delivered an output of 4 new propositions ready to pitch for the internal investment board of Transavia, with a clear focus and recommendations for the next steps.
Next to being execution power we also facilitated the process. We started each week by setting a goal for the end of the week, and also remain a holistic overview of the complete process: wherein the process are we now, what do we have to do to get there ultimately, and does our weekly goal contribute to this? Next to this weekly meeting we also had daily stand-ups in which we shared progress, results, and questions.
- A total of 4 new validated propositions
- Four weekly rounds of qualitative interviews (approximately 10 interviews per round) and six quantitative surveys conducted on a large scale (approximately 100 responses per round)
- A tested MVP for 2 out of 4 propositions
- A roadmap for further testing / next steps for each proposition