Design Sprint-How we can to do a better experience to buy a ticket cinema in Madrid
Design Sprint is a framework, that’s commonly used for problem resolution and product or services innovation, it developed by Jake Snapp of Google Venture.
This Framework has a process composed for five days organized in:
Day 1-Understand. Map out the problem and pick an important area to focus.
Day 2 -Ideate. Sketch out competing solutions on paper.
Day 3 -Decide. Make decisions and turn your ideas into a testable hypothesis.
Day 4- Prototype. Hack together a realistic prototype.
Day 5 -.Validate. Get feedback from real live users.
In this article I tell you how was the process in a Neoland`s Bootcamp, a technology school that is located in Madrid, Spain.
On the second day of Bootcamp was given to us a challenge: How we can to do a better experience to buy a ticket cinema?
Design Sprint Process
Day 1 - Understand
The first day it was to understand the real problem of a bad experiencies to buy a ticket in the cinema, so we did a desk researches and understood about cinemas in Spain, we investigated about the age group who usually go at the cinema. Besides that, we found how will the cinemas be in the near future.
Sprint Questions
After this we start to do a hypothesis and developed questions trying to search possible problems that users have when buy a cinema ticket.
This exercise involves creating a list of assumptions on which the Solution Sketches are based and reframing assumptions as questions. This helps to prioritize the questions to be answered, or in other words the problems to be solved, in your Design Sprint to ensure that your solution meets users’ needs.(designsprintkit.withgoogle.com)
This phase is important to put yourself in the role of the user and understand their pain and give ideas for innovative solutions to their problems.
User Jouney Map
Later our next step it was created a User Journey Map, we need to build all customer purchasing process of a protoperson. Since the moment that he decides go to the cinema until the moment he go out, after the movie.
To initiate our journey we invented two types of protoperson: First is Javier, a Men, who is 27 years old, he is a Software engineer and works in a small Company. He likes to listen music, play football and videogame. His contact with his girlfriend and friends is by Whatsapp.
Another protoperson was a young group composed with young of 27 years old and they decided to go at the cinema.
We choose this characteristics because according to our researches this age group rarely go to the cinema and we would like to reach this target audience.
In the afternoon we interviewed some experts like a cinema’s employees and an owner of a luxury movie company, so they told us what their work routine is like.
HMW — How Might We Questions
In the morning we had to turn the sprint questions, in sentences that started like this: “how might we to make the users….”
After we created this questions were grouped by affinity: Shopping experience; payment experience and experience inside the room.
Zen Vote
The next step was the Zen vote, we had to choose a twoo more interesting ideias. So we had to vote in silent this ideia, and then the teachers made the final decision.
The ideas were:
- How to make the user buy your entry according to your preferences?
2)How to make the user make a collective purchase?
And so we choose the first idea to execute.
Day 2 - Ideate
“The second day is about exploring multiple ways to solve the problem, regardless of whether it is viable or not. This freedom to explore and be creative with the solution can often give us very new concepts and ideas.”
In the second day at morning we did The Fast Demos, we had to found references apps and platforms, that were closer to the concept of choosing preferences: pages with filters or with steps. We then look for from renting rooms and houses, to food delivery page.
After that we did The lightning Demos, we chose two pages that we liked the most and made quick drawings that represented them.
After this stage we made a process called crazy 8, we had to make in 8 sketches of canvases that we already had in our head.
At the end of the afternoon we made low quality prototypes (Wireframes)to elaborate all the screen flow.
Day 3 - Decide
“There’s no time to prototype all the team’s ideas. So it is necessary to have a process to decide which idea to go for and which to abandon. Sometimes only one version will be tested, while at other times it makes sense to fight two ideas that were good.”
On third day we did like in a Museum of art, we put our wireframes in the wall. And each member analyzed and voted, with a Zen vote again. Our vote was with stickers we voted in the parts that were most interesting of each drawing, resulting in a thermal map of ideas.
Continuing with this, we made a quick evaluation, so we briefly discussed the highlighted points of each solution.
Then, we made a final vote, each with a red sticker, so we chose the most innovative flow to work on the rest of the project development. And the next vote was the super vote, the vote of the person with the most knowledge about the company and able to make the decisions.
The chosen flow was the one in the picture below:
What caught the attention was that in one of the screens the user could choose the order of his preference, and could even choose where he wanted to sit even before choosing the direction, or the session he wanted.
To end the day we made a Storyboard, that is, a story drawn of how would be the use of our application by a proto-user.
Day 4 - Prototype
Prototyping was one of the individual parts of the project.
With the knowledge that we accumulated during the week, we had to prototype, so I used the Figma tool.
To make the prototype was made a benchmarking research with platforms of cinemas in Madrid and around the world, I chose the light blue color, because it was the color that stood out more than indirect competitors, and at the same time resembled some other direct competitors.
The typographies chosen were Ubuntu and Lato, the first was chosen because it had a geometric shape, which resembled the same language of the category and Lato was chosen, because it is a light and legible typography on digital screens.
Day 5 - Validate
On the last day we validated our prototype, we did “guerrilla usability testing”, qualitative and remote usability testing, quantitative:
In the remote usability tests we were able to extract the percentage of people who had completed the task successfully, this number was 100%, however, it could also be extracted the heat map, where people used to click on each screen, and I observed that many users would like to choose the address first, then the date, session and seats, and these last two were tied,it means, for remote users the address is the most important option.
In the guerrilla test, or personal test, I was able to do it with 5 people, most also found this process of being able to choose the seats first, they said they would choose, first, the date, then the time, cinema and seats, but some people find very interesting and different the possibility of choosing the seats before the other options.
Summary
Design Sprint is a very effective tool to create simple solutions to complex problems, and was very interesting as how in a few days, in the end we could create solutions so different from each other, even containing the same flow of idea.
And at the same time each step of the Framework was quite laborious and complex, but the final solutions in their majority had simple results.
Concluded, Design Sprint is a collaborative tool, which needs a multidisciplinary team, focused on all stages of the project and above all, it’s necessary that all of the team have empathy with the end user, furthermore to “leave the building”, go to the streets to ask about the preferences of users and thus validate or reject ideas and this makes the design team has no rework, and the company save money with ideas that could not work.