Venture Design 1 Day Solving The Right Problem v1

Venture
Design
Solving the Right
Problem
COWAN+
Copyright 2014 Cowan Publishing
OUR MODE OF OPERATION TODAY

WHAT? WHY?
Ill show you ideas and
examples.
Show
YOU TRY
Youll draft itemsindividually and as a
group.
Do
DID IT MATTER?
Is it delivering on the
target propositions? If not,
why not?
Share
DOUBLE DIAMOND MODEL OF DESIGN

Finding the Right
SOLUTION
alternatives
Finding the Right

PROBLEM
divergence
convergence
divergence
time
convergence
source: adapted from The Design of Everyday Things

THE VENTURE DESIGN PROCESS
Scale?
Who?
THINK
FEEL
SEE
DO
What?
What if?
Tell me?
How?
/
Pivot?
PERSONAS
PROBLEM
VALUE
CUSTOMER
USER
PRODUCT &
SCENARIOS &
PROPOSITIONS DISCOVERY & STORIES &
PROMOTION
ALTERNATIVES & ASSUMPTIONS EXPERIMENTS PROTOTYPES
THE VENTURE DESIGN PROCESS (IN REVERSE)

Do we
understand this
person? What
makes them
tick?
THINK
SEE
FEEL
DO
PERSONAS
Is problem
relevant? Is the
proposition
better vs.
alternatives?
Was the
How did the
implemented
customer/user
story relevant to react?
the proposition?
Did the implementation

deliver on the story?
PROBLEM
VALUE
USER
CUSTOMER
PRODUCT &
SCENARIOS &
PROMOTION
Scale?
Who?
THINK
FEEL
SEE
DO
What?
What if?
Tell me?
How?
/
Pivot?
PERSONAS
PROBLEM
VALUE
CUSTOMER
USER
PRODUCT &
SCENARIOS &
PROMOTION
DESIGN THINKING- PERSONAS
ALEX COWAN
AlexanderCowan.com
@cowanSF
DESIGN THINKING- PERSONAS
ALEX COWAN
AlexanderCowan.com
@cowanSF
02 DIAGNOSING USER NEEDS & PROBLEMS
The twin anti-poles of design failure

S
Doing precisely
what the user asks
P
A
N
Assuming you know whats

best and ignoring the user
V ivid
A ctionable
R eal
I dentifiable
Exact
D etailed
PREPPING A VENTURE DESIGN TEMPLATE
ref.alexandercowan.com/pdesign
ALEX COWAN
AlexanderCowan.com
@cowanSF
WARM UP: ADD POSITIONING STATEMENT TO G.DOC

For [target customer] who [statement of the need or opportunity], the
[product name] is a [product category] that [statement of key benefit/
key reason to buy]. Unlike [primary alternative], our product [statement
of primary differentiation].
EXAMPLE
For [hiring managers] who [need to evaluate technical talent], [Enable
Quiz] is a [talent assessment system] that [allows for quick and easy
assessment of topical understanding in key engineering topics]. Unlike
[formal certifications or ad hoc questions], our product [allows for
lightweight but consistent assessments of technical talent].
DISCOVERY & LEARNING: THINK-SEE-FEEL-DO
ALEX COWAN
AlexanderCowan.com
@cowanSF
EXERCISE- PERSONA CREATION

EXAMPLE: HELEN THE HR MANAGER
Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are
now.)
Sees
Feels
Does
EXERCISE: PERSONA DISCOVERY QUESTIONS

Question Form
Examples Questions (Enable Quiz)
Tell me about [yourself in the role of the persona]?
- Tell
Tell me about [your area of interest]?
Tell me your thoughts about [area]?
me about being an HR manager?

- How did you choose that line of work? Why?
- What do you most, least like about the job?
- What are the hardest, easiest parts of the job?
- Ive heard [x]- does that apply to you?
- Do you do screen new candidates? If not, who?
- Can you tell me about the last time? What was the trigger?
- Who else was involved? What was it like?
- How
should it ideally be done?

- How is it actually done? Why?


Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires.
Professional development is something theyve identified that they want to do better, but the functional
managers arent engaged enough to get the whole thing started.
Sees
Feels
Does
CAN YOUR PERSONA HELP YOU DO THIS?

capture Attention
via Google AdWord
secure the engage

infamous Interest, Desire
on landing page
click
Action,
Retention
Onboarding
()
CREATING AN ADWORD AD
EXERCISE: CREATE AN ADWORD AD: THINK ANGLE

1. Select keywords (put in Notes section)
2. Draft ad copy
How does the draft follow from your personas?
Are you speaking in the language your customers use?
Are you connecting with the THINK in your Think-See-Feel-Do?
(NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO
THIS!)

Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are now.)
Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Question Form
- Tell

- How
What do you see in [area]?
- Where

do you learn whats new? What others do?
- Who do you think is doing it right?
- How did you make your last decision?

For your top person, complete Think-See-Feel-Do
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional
development is something theyve identified that they want to do better, but the functional managers arent engaged
enough to get the whole thing started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company,
alike. Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a
specific skill, theres a number of high quality options online, many of them free. They just need a way to help
employees organize select into these courses.
EXERCISE: CREATE AN ADWORD AD: SEE ANGLE

2. Draft ad copy
Are you connecting with the SEE in your Think-See-Feel-Do?
THIS!)

Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the
emotional outcome of the actions they take around the activity?)

Question Form
- Tell

- How
- Where
How do you feel about [area]?
- Tell

me about the last time?
- What motivates you? What parts of it are most rewarding?
Why?
- What would it be like in your perfect world?
EXERCISE: CREATE AN ADWORD AD: FEEL ANGLE

2. Draft ad copy
Are you connecting with the FEEL in your Think-See-Feel-Do?
THIS!)

Feel: (The emotional driver. What are the predominant emotions around the relevant activity?)
Do: The actuals. As applicable: What triggers? How often? For how long? How much money?

Question Form
- Tell

- How
- Where
How do you feel about [area]?
- What
What do you do in [area]?
- How many new openings/quarter?

- How many interviews/position?

motivates you? What parts of it are most rewarding? Why?
Tell me about the last time?
- What would it be like in your perfect world?

Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional
development is something theyve identified that they want to do better, but the functional managers arent engaged
enough to get the whole thing started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike.
Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill,
theres a number of high quality options online, many of them free. They just need a way to help employees organize
select into these courses.
Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager
hates it. Its incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved,
more included in functional skills evaluation and improvement. Shes love to have a success story to talk about. Most
HR departments dont do a whole lot in this area.
Does: Helens relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in
and talk about it. If she likes it, shell bring it to the functional managers, who are usually the ultimate decision
makers since without their support she cant get the system online and working. Post-sale, Helen will help
keep the program organized, moving, and otherwise on the functional managers radar. All this is predicated
on Helen being equipped with the right messages, facts, and best practices to make the purchase and use of
Enable Quiz effective.
EXERCISE: CREATE AN ADWORD AD: DO ANGLE

2. Draft ad copy
Are you connecting with the DO in your Think-See-Feel-Do?
THIS!)
DISCOVERY & LEARNING: PROBLEM SCENARIOS
PROBLEM SCENARIO
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
What job(s) are you doing for
the customer?
What existing need or
behavior are you fulfilling?
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
ALTERNATIVE(S)
?
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
ALTERNATIVE(S)
If they currently use

spreadsheets, watch them
use it and get a copy of it.
If they currently put notes on the
family fridge, ask about it,
photograph it.
ALEX COWAN
AlexanderCowan.com
@cowanSF

Hiring technical talent is difficult.
(Too Broad, Abstract)
Screening technical talent is difficult.

(Probably About Right)
Its hard for the HR manager to send good notes on

candidates to the functional manager.
(Too Detailed, A Feature vs. a Product/Venture)
EXERCISE- PROBLEM SCENARIOS
X
?
Brainstorm Problem Scenario

PROBLEM SCENARIO +Alternative Pairs.
ALTERNATIVE(S)
Problem: Helen doesn't have a software

engineering background, so it's hard for her to
screen engineering candidates. She ends up
sending the functional manager too many
unqualified candidates. .
Alternative: She calls references and mostly
ends up taking their word for it.
CREATE AN ADWORD AD: PROBLEM ANGLES

2. Draft ad copy
Are you speaking in the language your customers use to talk about their
problems?
(NO RULE AGAINST UPDATING YOUR PROBLEM SCENARIOS WHILE
YOU DO THIS!)
PROBLEM SCENARIO
ALTERNATIVE(S)
YOUR VALUE PROPOSITIONS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
ALTERNATIVE(S)
YOUR VALUE PROPOSITIONS

Are they better enough than the
alternative(s)?
ALEX COWAN
AlexanderCowan.com
@cowanSF
EXERCISE- VALUE PROPOSITIONS
X
?
!
Add Value Propositions to

your top Problem Scenario +
PROBLEM SCENARIO Alternative Pairs
ALTERNATIVE(S)
YOUR VALUE
PROPOSITIONS
Problem: Helen the HR Manager doesn't

have a software engineering background, so
it's hard for her to screen engineering
candidates. She ends up sending Frank the
Functional Manager too many unqualified
candidates.
Alternative: She calls references and mostly
ends up taking their word for it.
Value Proposition: New ability for meaningful
screening of technical candidates, increasing
% of successful hires and lowering Frank the
Functional Manager's workload on recruiting.
CREATE AN ADWORD AD: VALUE ANGLES

2. Draft ad copy
(NO RULE AGAINST UPDATING YOUR PROBLEM SCENARIOS WHILE
YOU DO THIS!)
AND NOW THE PRODUCT HYPOTHESIS

A certain PERSONA exists
and they have a certain
PROBLEMS(S)
where theyre currently using

certain ALTERNATIVE(S)
and I have a VALUE

PROPOSITION thats better enough
than the alternatives to cause the
persona to act (purchase, use, etc.).
!
EXERCISE: YOUR PRODUCT HYPOTHESIS

A certain PERSONA exists
and they have a certain
PROBLEMS(S)
where theyre currently using

certain ALTERNATIVE(S)
and I have a VALUE
PROPOSITION thats better
enough than the alternatives to
cause the persona to act
(purchase, use, etc.).
Enable Quiz example:

HR and functional managers are in charge of
technical hires
and they struggle to effectively screen for
technical skill sets, making the hiring process
slower and more labor intensive and
producing worse outcomes than they should
reasonably expect.
Currently they implement a patchwork of
calling references and asking a few probing
questions.
By offering an easy, affordable, lightweight
technical quizzing solution, Enable Quiz can
acquire and retain these customer personas,
delivering material value.
THE BUSINESS MODEL CANVAS

(Key
Partners)
(Key
Activities)
(Key
Resources)
(Cost Structure)
(Value
(Customer
Propositions) Relationships)
(Customer
Segments)
(Channels)
(Revenue Streams)
The templates here are made available on the same CC license terms as the original canvas.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
ALEX COWAN
AlexanderCowan.com
@cowanSF
SEGMENT TO VALUE PROPOSITION MAPPING

Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Proposition_1
Proposition_2
Proposition_3
Relationship_1
Relationship_2
Relationship_3
Resource_1
Resource_2
Resource_3
Cost_1
Cost_2
Cost_3
The templates here are made available on the same CC license terms as the original canvas.
Segment_1
Segment_2
Segment_3
Sort personas
and value
propositions in
priority order for
focal clarity
Channel_1
Channel_2
Channel_3
Revenue_1
Revenue_2
Revenue_3
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
ALEX COWAN
AlexanderCowan.com
@cowanSF
RECOMMENDED NEXT STEPS
Homework (details: bit.ly/hi-ilab)

1. Finish a working set of personas
2. Finish a working set of problem scenario-alternative-value proposition trios.
3. Finish the above in priority order on the Business Model Canvas
4. Finish a working product hypothesis and positioning statement.
GOOGLE DOC TEMPLATE: http://bit.ly/venturetemplate

RESOURCES: bit.ly/vdesign
EXERCISE: PEER PRESENTATION
As
Presenter
1) What is this? (Use positioning
statement)
2) Who is the persona? What kind of shoes
do they wear?
3) What problem scenario(s) are you
looking at? What alternatives does the
persona use now?
4) Whats your value proposition?
5) Whats your product hypothesis?
6) What do you need to learn more about?
As
Audience
- Focus on the process; avoid editorial
- Ask a lot of questions
- Think about it like an investor
4 TYPES OF LEAN HYPOTHESES
PERSONA
HYPOTHESIS
PROBLEM
HYPOTHESIS
VALUE
HYPOTHESIS
CUSTOMER CREATION
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PERSONA HYPOTHESIS
Does this person exist?
Can you identify them?
Do you understand them really well?
What do they think-see-feel-do in your area?
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM HYPOTHESIS
Have you identified a discrete problem/need?

How important is it to the target persona(s)?
What alternatives do they use today? How?
ALEX COWAN
AlexanderCowan.com
@cowanSF
VALUE HYPOTHESIS
How much better than the best alternative is your

product?
How obvious is that to the customer?
ALEX COWAN
AlexanderCowan.com
@cowanSF
USABILITY HYPOTHESIS
Do we know what actions the customer wants to
execute in order to connect with our value proposition?
Do we have an interface which delivers that?
Is that happening?
ALEX COWAN
AlexanderCowan.com
@cowanSF
CUSTOMER CREATION HYPOTHESIS
How will you get the customers: attention, interest,

desire, action, onboarding, retention?
How will you know if its working?
ALEX COWAN
AlexanderCowan.com
@cowanSF
Scale?
Who?
THINK
FEEL
SEE
DO
What?
What if?
Tell me?
How?
/
Pivot?
PERSONAS
PROBLEM
VALUE
CUSTOMER
USER
PRODUCT &
SCENARIOS &
PROMOTION
EVIDENCE-BASED INNOVATION VIA LEAN STARTUP

Do I have real evidence from my buyer
that this is compelling?
01 IDEA!
What are the key assumptions required

to make this business work?
02 HYPOTHESIS
How do I definitely prove or disprove the

assumptions with a minimum of time
and effort?
Am I reacting or am I focused on
validating my pivotal assumptions?
Pivot or persevere?
6.a YES
results
disprove
hypothesis
03 EXPERIMENTAL DESIGN
04 EXPERIMENTATION
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis

01 IDEA!
02 HYPOTHESIS

and effort?
6.a YES
results
disprove
hypothesis
04 EXPERIMENTATION
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis
ASSUMPTIONS: ORGANIZED AND PRIORITIZED

Priority
Key Assumption
Needs Proving?
Experimentation
[A key assumption about the [Whether it needs

proving
business]
[Experiment to
prove or disprove]
Hiring managers would

prefer a lightweight quiz app
Yes
over calling references and
ad hoc probing.
* Customer interviews on problem

scenario
* Value testing through minimum
viable product
Managers want to be able to

Yes
add their questions as well
* Show prototypes with choices

* Test in beta
Parents have smart phones
n/a
No
Focus on strategic,
pivotal assumptions

Do I have real evidence from my buyer
that this is compelling?
01 IDEA!
What are the key assumptions required

to make this business work?
02 HYPOTHESIS

and effort?
Pivot or persevere?
6.a YES
results
disprove
hypothesis
04 EXPERIMENTATION
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis

01 IDEA!
02 HYPOTHESIS
6.a YES
results
disprove
hypothesis
04 EXPERIMENTATION
Pivot or persevere?
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis
4 TYPES OF LEAN HYPOTHESES
PERSONA
HYPOTHESIS
PROBLEM
HYPOTHESIS
VALUE
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
TESTING YOUR HYPOTHESIS VIA MVP
Minimum
V
P
What is the fastest,

cheapest way to
validate or
invalidate this
option so we give
ourselves more
options on future
success?
Minimum
Viable
Will it give us a
definitive result?
What are the
actionable metrics?
Minimum
Viable
Product
Does it really
require actual
product? Can we
use alternative
brands, channels?
Minimum
Viable
Product
is not necessarily actual software/product

(see concierge MVP)
is a first and foremost learning vehicle
vs. a project plan
vs. a product development project
(OK to do those things but always
subordinate them to the learning mission)
THE ARCHETYPES
Archetype
Notes
Wizard of Oz
Show (or fake) the experience, sell the experience.
Concierge
Hand create the user experience.
Sales
See if you can sell some.
EXAMPLE: ENABLE QUIZ

Persona(s)
Helen the HR Manager- responsible for sourcing and screening job candidates
Frank the Functional Manager- hiring manager responsible for acquiring and managing talent
Problem
Scenario
Helen: hard to screen for technical skills

Frank: never has enough time for recruiting and doesnt want to be a jerk during interviews
Alternatives
Helen: call references, take their word for it (on skills)

Frank: ask a few probing questions
Value Prop.
A lightweight quizzing app that has Helen can use to do quick, effective screening.
What is the core value hypothesis?
ENABLE QUIZ CORE VALUE HYPOTHESIS

Lightweight technical quizzes
that screen job candidates for
engineering positions would
improve the recruiting process for
companies that hire engineersenough that they would
subscribe to Enable Quiz.
TACTICAL ASSUMPTIONS
If we [do something] for [persona], they will [respond in a certain way]
Archetype
Examples (Enable Quiz)
Wizard of Oz
If we get HR managers to a landing page with a demo, 10%

will sign up for our email product announcements.
Concierge
If we create position-specific quizzes for HR managers, theyll

use them ~100% of the time and, after two positions, be
willing to pay.
Sales
If we offer the service at [x] price with [y] supplemental

assistance, companies that hire a lot of engineers will pay [z].
YOUR VENTURE, YOUR EXPERIMENT

Component
Notes
What assumption will this test? How?
What is/are the pivotal metric(s)?

What is the threshold for true (validated) vs. false (invalidated)?
What will you do next if the result is true? False?

How much time, money will it take to set up?
Roughly, what will it take for each individual test?

Subsequent tests?
Roughly, how long will it take for each test to run and produce
definitive, actionable results?
EXAMPLE: ENABLE QUIZ CONCIERGE MVP

Component
Notes
1) If we create position-specific quizzes for HR managers, theyll use them ~100%

of the time and, after two positions, be willing to pay.
2) If the HR managers use the quiz, theyll send through <1/2 as many candidates.
3) If we offer the service at [x] price with [y] supplemental assistance, companies
that hire a lot of engineers will pay [z].

1) [quizzes administered] / [candidates interviewed]

2) comparison on candidates screened out (historical)
3) ability to sell
True: Build a simple1.0

1 & 2 True: Look at customer creation hyp., value hypothesis
False: Consider value hyp., problem hyp.
see bit.ly/exp-test

Subsequent tests?
see bit.ly/exp-test
see bit.ly/exp-test
EXAMPLE: ENABLE QUIZ ADWORDS MVP

Component
Notes
Of the 100 possible technical topics to offer, Enable Quiz should select the 10 best
options.

1) absolute click-through-rate; wed like to see >=2%

2) relative to CTR (on this basis well select our top 10 topics)
True (along with previous): Build a simple1.0 with selected topics.

False (all CTRs <2%): Revise customer creation plan & test an alternate topic
assessment strategy
see bit.ly/exp-test

Subsequent tests?
see bit.ly/exp-test
see bit.ly/exp-test
CLASS PRESENTATIONS
As Presenter
1) What is it? Use pos. statement.
2) Who is it for? What shoes do they
wear?
3) What problem does it solve?
4) What are your ideas for an MVP?
As Audience
- Focus on the process; avoid
editorial
- Ask a lot of questions
- Think about it like an investor
POINT OF EMPHASIS
You are
the most
important
part of the
experiment
Make sure
youre
learning
RECOMMENDED NEXT STEPS
Homework (details: bit.ly/hi-ilab)

1. Draft a working set of personas
2. Draft a working set of problem scenario-alternative-value proposition trios.
3. Organize the above in priority order on the Business Model Canvas
4. Finish a working product hypothesis and positioning statement.
5. Finish a working interview guide to validate your persona and problem hypotheses.
6. Complete at least 5 customer interviews.
7. Draft a working set of assumptions
8. Design your experiments and execute.
GOOGLE DOC TEMPLATE: http://bit.ly/venturetemplate

RESOURCES: bit.ly/vdesign
FINI
Hypothesize
Learn
Experiment
View this deck
bit.ly/hi-wslab
Check out
Venture Design
bit.ly/vdesign
Use Customer
Discovery Handbook
bit.ly/playent
Twitter!
@cowanSF
Get in touch
acowan@alexandercowan.com
Copyright 2014 COWAN+

Venture Design 1 Day Solving The Right Problem v1

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Venture Design 1 Day Solving The Right Problem v1

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Venture

OUR MODE OF OPERATION TODAY

DOUBLE DIAMOND MODEL OF DESIGN

Finding the Right

source: adapted from The Design of Everyday Things

THE VENTURE DESIGN PROCESS

THE VENTURE DESIGN PROCESS (IN REVERSE)

Did the implementation

THE VENTURE DESIGN PROCESS

DESIGN THINKING- PERSONAS

DESIGN THINKING- PERSONAS

02 DIAGNOSING USER NEEDS & PROBLEMS

The twin anti-poles of design failure

Assuming you know whats

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

PREPPING A VENTURE DESIGN TEMPLATE

WARM UP: ADD POSITIONING STATEMENT TO G.DOC

DISCOVERY & LEARNING: THINK-SEE-FEEL-DO

EXERCISE- PERSONA CREATION

Copyright 2014 Cowan Publishing

EXERCISE: PERSONA DISCOVERY QUESTIONS

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

Tell me about [your area of interest]?

Tell me your thoughts about [area]?

me about being an HR manager?

should it ideally be done?

Copyright 2014 Cowan Publishing

EXERCISE- PERSONA CREATION

Copyright 2014 Cowan Publishing

EXERCISE- PERSONA CREATION

Copyright 2014 Cowan Publishing

CAN YOUR PERSONA HELP YOU DO THIS?

secure the engage

Copyright 2014 Cowan Publishing

EXERCISE: CREATE AN ADWORD AD: THINK ANGLE

Copyright 2014 Cowan Publishing

EXERCISE- PERSONA CREATION

Copyright 2014 Cowan Publishing

EXERCISE: PERSONA DISCOVERY QUESTIONS

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

Tell me about [your area of interest]?

me about being an HR manager?

Tell me your thoughts about [area]?

What do you see in [area]?

should it ideally be done?

Copyright 2014 Cowan Publishing

EXERCISE- PERSONA CREATION

Copyright 2014 Cowan Publishing

EXERCISE: CREATE AN ADWORD AD: SEE ANGLE

Copyright 2014 Cowan Publishing

EXERCISE- PERSONA CREATION

Copyright 2014 Cowan Publishing

EXERCISE: PERSONA DISCOVERY QUESTIONS

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

Tell me about [your area of interest]?

me about being an HR manager?

Tell me your thoughts about [area]?

What do you see in [area]?

How do you feel about [area]?

should it ideally be done?

EXERCISE: CREATE AN ADWORD AD: FEEL ANGLE

Copyright 2014 Cowan Publishing