AB Inbev

Finding the right tunes

AB Inbev X-KTV

领先的跨国饮料和酿造制造商, AB InBev, 已经向媒体人伸出手,重新制定其互动 KTV table. 这一要求是在第一代产品推出后,由于用户的反应不满意而提出的.

Project Intro

Our long-term client AB Inbev, the largest brewery in the world, 邀请mg游戏中心对这里进行创新,这里有中国最流行的娱乐活动之一:KTV(也叫卡拉ok). The lounge experience should be enriched with a smart table. 早前已经推出了一款原型机,但消费者的接受度很低.

As a consequence, 百威英博期待对下一代KTV智能餐桌的原型进行更深入的评估和指导. More importantly, 在下一代表的设计过程中做出的每一个决定都需要严格的测试和用户接受, before getting launched. mg游戏中心的第一步是在上海和广州的21家KTV娱乐中心进行实地调查, supplemented with separate one-on-one interviews. 这将有助于mg游戏中心理解消费者的观点,并最终创造创新的概念和定位为该产品.

A point, drawing out a world

What role does this table really play?

最初,mg游戏中心只知道很少的实际用户在这方面的需求. KTV休息室的创新仍然是一片空白,没有市场先例. We had to create and validate on our own.

But while we went deeper into the world of KTV, we realized a number of stakeholders, all with different purpose and motivation.

交互的核心是消费者和真正的智能表. 但KTV体验本身、开发商和销售人员也是这个生态系统的一部分. Lastly, 范围又扩大了一个步骤,包括服务人员和程序以及这种编制的管理.

Different perspectives define different needs

每个利益相关群体都有其特定的需求:而管理层则希望促进消费支出, the actual visitors show interest, but do not engage deeper with the smart table. 服务人员通常没有足够的技能来指导用户如何与表交互, leading to further frustration. 最后,百威英博的兴趣是通过这种技术销售更多的饮料. 每个利益相关者的利益是紧密联系在一起的, 但关键是让用户真正使用这个表. 从产品策略到互动功能的重新设计——这些都展示了百威英博的全新举措 unique brand experience.

Data does not always tell the truth

为了找到表格的核心突破点,mg游戏中心必须深入挖掘用户的需求. mg游戏中心的数据研究揭示了许多有趣的现象.

When interviewed outside of KTV rooms, 只有50-60%的受访者称歌曲和订餐是他们的重要特征, while 70-80% expressed interested in gaming activities.

However, when observing the users in KTV lounges, games were not popular at all, while the demand for song and meal ordering was high at 90%.

Why the contrast? People express their opinions bluntly, 但他们也容易受到环境的影响,做出不同的决定.

In fact, their real demand is not "ordering a meal", 而是为了“更快地完成订餐过程”, 重点研究了一个系统能否提高订餐效率.

The game is the opposite, most users would be interested to play video games in a KTV lounge; however, 内置游戏通常不能满足大多数用户的期望,所以他们的兴趣很快就消失了.

因此,mg游戏中心只能结合实际场景来解释日期. 在mg游戏中心的第一个研究阶段之后,mg游戏中心根据mg游戏中心的结果创建了一个基本的预览. mg游戏中心为第二阶段的研究制作了问卷和两个演示模型, and finally completed the refining and cleaning of data.

Segmentation of user roles and their requirements

mg游戏中心的数据结果显示,参观KTV休息室的典型人群中有20%是卡拉ok高手, 60% engaged members and 20% of silent spectators. 不同的角色决定了他们需求之间的许多差异, and we listed all of them, their pain points, divided categories, evaluated priorities, 并最终将信息组织成需求列表,以扩展解决方案的思路.

We mapped a simple typical journey, and found touch points that might appear throughout the process based on this journey and research findings; we also marked what affected the user experience, as well as did function definitions based on the key issues.

Find real value for products

这是一个创新的产品,应该没有边界在最后?

mg游戏中心一遍又一遍地讨论表的定义, from a small goal to a large direction, from target users positioning to demands summary, and constantly in doubt to overturn the previous conclusion. In the end, it was agreed that the upgrading of the intelligent function of the table did not have a real "pain point" for KTV; in other words, 可以点菜的桌子没有必要的积分.

那么,究竟有哪些关键点可以帮助KTV改进呢? They are the amount of songs, sound quality, and KTV room environment, which namely defines the singing experience. Originally, 第一版产品的定位是创造“新体验”, 但这种体验只是基于“功能体验”,而不是“唱歌体验”.就像没有歌手和歌曲的电视节目《mg游戏大厅》一样, 如果没有灯光和舞蹈,会降低整个演出的气氛.

Transfer ideas into the MVP (Minimum Viable Product)

With this positioning, 很快就找到了第一个MVP的定义:足够小,以保持开发和迭代的速度, 配合有趣的概念设计,提升产品魅力, with user value, to build a complete experience.

In the end, we extracted 4 features from a wide array to focus on, 把剩下的精力放在硬件开发和软件改进上. mg游戏中心希望避免处理固有的问题,而是制定一个完整的新计划.

This is a bold attempt, but the key to an innovative product is not in its function, but in the definition of its core concept. 从更高的角度俯视产品在环境中的作用,有助于mg游戏中心拓展思维.