Tyson Foods, a Fortune 100 company, is the largest American-owned processor and marketer of protein-centric brands. Tyson Foods is also the leading protein provider to many national restaurant chains, including quick service, casual, mid-scale, and fine dining restaurants. They make great food for a variety of foodservice customers, including schools, military bases, hospitals, nursing homes and international customers as well.
Partnering with Lima Consulting Group, a high-growth digital marketing firm, I led a remote Design Sprint for Tyson's marketing team, spanning two day for two marketing challenges. Through our user-centric design process, we focused on innovation and brand building across the enterprise to support the company’s overall growth marketing strategy. This includes overseeing consumer insights and analytics, research and development, innovation and marketing effectiveness. As a result, we have successfully delivered two Sprints with two additional scheduled in the near future, and identified campaigns that will oncrease market share of independent commercial operators in this space by 40%.
A few weeks prior to the Design Sprint, I went on Zoom conference calls with Lima and Tyson to get the team up-to-speed on the process of the workshops and scope out the project. In collaboration with Lima, we interviewed Tyson's marketing team as part of our expert interview on the business opportunities with success metrics that the Sprint can focus on.
Because the Sprints were focused on solving complex company problems using marketing tactics, we focused on solving for two priorities in the digital marketing transformation roadmap related to: 1) website to capture customers' analytics, and 2) tradeshow acquisition and nurture.
I adjusted Tyson's two Design Sprints to fit an eight-hour window for each workshop in order to accomodate for their tight schedules. This means I focused on processes in the Sprint on problem understanding, definition, HMWs, sketching, and storyboards. I delegated the prototypes and testing to another day to hone down on the scope of problem to solve.
During the call, we created a short-term goal with Sprint questions. I focused the team on refining three main business metrics related to this SMART goal to ensure evaluation of data throughtout the product or service's lifecycle.
As in an in-person Sprint, we created a map that helped us understand the scope of the two problems the marketing team was tackling, which focused on capturing restaurant owners' data at key touchpoints: tradeshows and TFS' website. Based on this, Lima and I led the discussion of understanding the persona of the customer, a medium-sized restaurant owner called Reggie Locks.
Using Smaply, I walked the team to map the existing customer journey to understand the customer's goals, marketing channels, messages, pain points, and challenges. This was significant to inform the marketing team on the opportunities to solve at each touchpoint. This was the start of the HMW (how might we) exercise where everyone listed opportunities in the journey mapping and voted on the concepts. After reviewing the heat map of where the voting concentrated on HMW topics, I led the team to create a storyboard on the most popular concept, focused on on promotional offers.
The storyboard was the fundamental idea behind the future state of the customer journey mapping. I asked the team to vote again on the storyboard in a museum gallary style with the above as the winning to solve for the two agreed marketing challenges. By this stage, we all had alignment on what the new solutions would be and had full buy-in from Tyson's Director of Marketing, so we could confidently move forward to create screens and present to their marketing department.
Leading a hybrid Design Sprint taught me a lot. For one, I learned to focus on emphasizing context in terms of the marketing problems the team was solving for. I found this to be absolutely important in getting buy-in from matrix teams. Additionally, Lima and I worked on galvanizing the support of champions, sponsors, for this agile methodology to prove the value of design to upper management. I established previous rapport with Tyson Foods in managing important feature launches for their website, which allowed me to show them what good design looks like. Good design increased the strength of my customer relationships. It also helped forecast a business weather bad product launch, market shifts, and a broken revenue model.
A success milestone is learning that Tyson Foods will be adopting this Design Sprint methodology for future discovery of product and service design solutions. This is a significant step for enterprises to adopt design as a service for their marketing strategy and embrace change.