Since the new technology has the potential to radically transform both the experience of beer drinkers at home and at bars, as well as the experience of bartenders and bar owners, we hit the road and met with our potential users. We conducted ethnographic interviews to understand explicit and latent needs, as well as to understand the environmental context in which our experience concepts would be embedded. We utilized a variety of research tools and activities to encourage our interviewees to share their pain points with the current beer drinking/serving/managing experience.

Since the new technology has the potential to radically transform both the experience of beer drinkers at home and at bars, as well as the experience of bartenders and bar owners, we hit the road and met with our potential users. We conducted ethnographic interviews to understand explicit and latent needs, as well as to understand the environmental context in which our experience concepts would be embedded. We utilized a variety of research tools and activities to encourage our interviewees to share their pain points with the current beer drinking/serving/managing experience.

Since the new technology has the potential to radically transform both the experience of beer drinkers at home and at bars, as well as the experience of bartenders and bar owners, we hit the road and met with our potential users. We conducted ethnographic interviews to understand explicit and latent needs, as well as to understand the environmental context in which our experience concepts would be embedded. We utilized a variety of research tools and activities to encourage our interviewees to share their pain points with the current beer drinking/serving/managing experience.

Since the new technology has the potential to radically transform both the experience of beer drinkers at home and at bars, as well as the experience of bartenders and bar owners, we hit the road and met with our potential users. We conducted ethnographic interviews to understand explicit and latent needs, as well as to understand the environmental context in which our experience concepts would be embedded. We utilized a variety of research tools and activities to encourage our interviewees to share their pain points with the current beer drinking/serving/managing experience.

Upon returning to the frog studio after weeks of travel and in-field synthesis, we took a deep dive into the data and mined it for patterns and insights. We extracted opportunity areas and identified behavioral archetypes that described patterns shared among many different people. These patterns highlighted unique behavior sets, motivations, and functional and emotional needs which helped us focus and prioritize our design efforts. We then collated all of the synthesized findings and planned a two-day workshop to immerse our client in the output of the research and to co-generate experience concepts with them. 

Upon returning to the frog studio after weeks of travel and in-field synthesis, we took a deep dive into the data and mined it for patterns and insights. We extracted opportunity areas and identified behavioral archetypes that described patterns shared among many different people. These patterns highlighted unique behavior sets, motivations, and functional and emotional needs which helped us focus and prioritize our design efforts. We then collated all of the synthesized findings and planned a two-day workshop to immerse our client in the output of the research and to co-generate experience concepts with them. 

Upon returning to the frog studio after weeks of travel and in-field synthesis, we took a deep dive into the data and mined it for patterns and insights. We extracted opportunity areas and identified behavioral archetypes that described patterns shared among many different people. These patterns highlighted unique behavior sets, motivations, and functional and emotional needs which helped us focus and prioritize our design efforts. We then collated all of the synthesized findings and planned a two-day workshop to immerse our client in the output of the research and to co-generate experience concepts with them. 

Upon returning to the frog studio after weeks of travel and in-field synthesis, we took a deep dive into the data and mined it for patterns and insights. We extracted opportunity areas and identified behavioral archetypes that described patterns shared among many different people. These patterns highlighted unique behavior sets, motivations, and functional and emotional needs which helped us focus and prioritize our design efforts. We then collated all of the synthesized findings and planned a two-day workshop to immerse our client in the output of the research and to co-generate experience concepts with them. 

Armed with a rich set of actionable and inspiring insights and opportunity areas generated from the research synthesis, we hosted client executives in our office for a two-day workshop. We immersed them in our research via Immersion Rooms staged with photos and quotes from our field interviews as well as secondary research material looking at trends in the category and in culture at large. We walked them through the behavioral archetypes we had identified for beer drinkers, bartenders, and bar owners and invited the client to brainstorm experience concepts that would satisfy the functional and emotional needs of each archetypal future customer. Understanding the linchpin moments where emotional connections are made across customers and consumers enabled the team to generate hundreds of concepts. 

Armed with a rich set of actionable and inspiring insights and opportunity areas generated from the research synthesis, we hosted client executives in our office for a two-day workshop. We immersed them in our research via Immersion Rooms staged with photos and quotes from our field interviews as well as secondary research material looking at trends in the category and in culture at large. We walked them through the behavioral archetypes we had identified for beer drinkers, bartenders, and bar owners and invited the client to brainstorm experience concepts that would satisfy the functional and emotional needs of each archetypal future customer. Understanding the linchpin moments where emotional connections are made across customers and consumers enabled the team to generate hundreds of concepts. 

Armed with a rich set of actionable and inspiring insights and opportunity areas generated from the research synthesis, we hosted client executives in our office for a two-day workshop. We immersed them in our research via Immersion Rooms staged with photos and quotes from our field interviews as well as secondary research material looking at trends in the category and in culture at large. We walked them through the behavioral archetypes we had identified for beer drinkers, bartenders, and bar owners and invited the client to brainstorm experience concepts that would satisfy the functional and emotional needs of each archetypal future customer. Understanding the linchpin moments where emotional connections are made across customers and consumers enabled the team to generate hundreds of concepts. 

Armed with a rich set of actionable and inspiring insights and opportunity areas generated from the research synthesis, we hosted client executives in our office for a two-day workshop. We immersed them in our research via Immersion Rooms staged with photos and quotes from our field interviews as well as secondary research material looking at trends in the category and in culture at large. We walked them through the behavioral archetypes we had identified for beer drinkers, bartenders, and bar owners and invited the client to brainstorm experience concepts that would satisfy the functional and emotional needs of each archetypal future customer. Understanding the linchpin moments where emotional connections are made across customers and consumers enabled the team to generate hundreds of concepts. 

We kicked off day two with an interactive workshop activity to collaborate on go-to-market strategies for the new technology. Recognizing that our client had developed a new technology with massive potential, we also knew that great technology alone does not inherently yield market success. We therefore explored business opportunities that harnessed not only the new technology but also experience design and brand loyalty. Switching gears for the final part of the epic two days, we lead the client through a prototyping and experience design exercise that included concept downselection, rapid prototyping, and some truly hilarious skits that brought the future experience concepts to life.

We kicked off day two with an interactive workshop activity to collaborate on go-to-market strategies for the new technology. Recognizing that our client had developed a new technology with massive potential, we also knew that great technology alone does not inherently yield market success. We therefore explored business opportunities that harnessed not only the new technology but also experience design and brand loyalty. Switching gears for the final part of the epic two days, we lead the client through a prototyping and experience design exercise that included concept downselection, rapid prototyping, and some truly hilarious skits that brought the future experience concepts to life.

We kicked off day two with an interactive workshop activity to collaborate on go-to-market strategies for the new technology. Recognizing that our client had developed a new technology with massive potential, we also knew that great technology alone does not inherently yield market success. We therefore explored business opportunities that harnessed not only the new technology but also experience design and brand loyalty. Switching gears for the final part of the epic two days, we lead the client through a prototyping and experience design exercise that included concept downselection, rapid prototyping, and some truly hilarious skits that brought the future experience concepts to life.

We kicked off day two with an interactive workshop activity to collaborate on go-to-market strategies for the new technology. Recognizing that our client had developed a new technology with massive potential, we also knew that great technology alone does not inherently yield market success. We therefore explored business opportunities that harnessed not only the new technology but also experience design and brand loyalty. Switching gears for the final part of the epic two days, we lead the client through a prototyping and experience design exercise that included concept downselection, rapid prototyping, and some truly hilarious skits that brought the future experience concepts to life.