#TeamBritishTofu – Farmhouse Delivery
For the past three weeks, Elijah, Sally and I have been exploring the service offered by Farm House Delivery (FHD). They offer a weekly produce drop off to customers’ houses or places of work. The key to FHD is that all their produce and artisan products are sourced and produced in Texas. They “partner with local farmers and ranchers to deliver the highest-quality, sustainably produced food to [their] customers’ doors.”
We chose this organization because we are passionate about local produce and food production. With Farmhouse Delivery’s scrappy set-up and start-up culture we felt we could make a real impact.
Below is our timeline for the project, with our current placement.
For our research we spoke with four new customers and three past users. We asked the new customer to sign up for the service and speak to all the pain points they experienced. This activity is called the “Think Aloud Protocol”. With this we were able to get the step by step progression of this process. For past users we spoke with them about their experience with FHD and how they felt about the service.
We synthesized this research to create a customer journey map. The purpose of this was to aggregate all of the pieces of a complex service into one cohesive artifact that is easily and wholly comprehendible. This kind of artifact allows us, as designers, to see the entire service delivery process at once, identify the pain-points, to find and test solutions.
Within our customer journey map, we drew out the entire experience, from new customer sign up to new recurring customer. Then we fleshed this out with our customers’ data, adding quotes, emotions and most importantly pain points. Over all the pain points are oriented towards a lack of communication between FHD and its customers.
The first part of our customer journey focused on the sign up process and flows. We saw a break down of communication when customers were trying to sign up and begin to receive their vegetables. During this process there lacks clear instructions for the different screens, thus leaving customers feeling flustered.
The second part of our customer journey map displays the reoccurring delivery and pick up process that Farmhouse provides. Within this cycle we discovered a signifiant disconnect between Farmhouse’s mission and its customer. Key to Farmerhouse’s service is providing a connection between the farmers and the eaters. When interviewing past customers, we learned that, instead of experiencing their food as directly coming from the farm, they experience it as solely from the bin. They cannot see the food’s whole story. The risk of farming and the delicacies of sustainable food production are not coming across to the customers.
The final major break down is food waste. Past customers spoke of not cooking or eating enough of the produce before it went bad. The break down occurs when there is no channel for customers to communicate their feedback or critique to FHD about the service they offer.
Below is our final Design Brief:
Throughout this process we have felt that collaboration through externalization has been the most beneficial and key component to building momentum. We used this technique when creating the customer journey map, the Design Brief, the photo journey map, this blog post and the war room. When we did this technique, we found it takes more time to have three people’s attention pointed toward one task, but it creates a more thorough document that captures the diversity of perspectives. Collaboration has proven much more effective than “divide and conquer,” a technique that is quick but ultimately discombobulated.
Within the coming week, we plan to asses and create the customer journey map for the perceived state, and to compare the two maps together. We’re looking forward to speaking with current customers and hearing their perspective on the service.