Personas & Segmentation

This iGaming business has over 1000 employees, 250K active users and achieves an annual turnover of over AUD 240 million. It owns a number of companies and brands which operate entertainment and gaming products made available to consumers through partnerships and through its owned digital channels.

Stakeholders:

  • Board of Directors
  • The C Suite
  • Core Brand MDs
  • Product Owners
  • Tech & Design Teams

 

The Problem

Throughout the previous 3-5 years, this Group business had seen an impressive period of rapid growth which was driven through both organic performance and acquisitions. The acquisition component brought about new and expected challenges as the business began to consolidate it’s various operations and understand how to drive organic performance through a Group wide, multiple-brand strategy. At this point, user classification had been very much product and revenue centric rather than consumer centric which produced a customer view that was essentially high value (VIP) versus mass. Design workflow lacked collaboration, was directed by individual preference and a ‘design by committee’ approach. The customer was not represented anywhere in the structure or the process.

The Process (Segmentation versus Personas)

One of the tools I used to address this problem was to introduce User Personas through a meaningful and accurate segmentation exercise. Some would argue that segments and personas are completely different whereas others might suggest that a persona is an evolution of a segment. Having worked with both, my recommendation would be that the organisation needs to be getting its segmentation right before building personas around them. It certainly doesn’t make any sense to create personas that bear no relation to a well executed segmentation exercise. I wanted to produce a data driven tool which was a blend of both in order to speak the language of Product Development, Marketing & Communication platforms as one. I have found that, in Enterprise UX, collaboration and alignment between these functions to be so important in delivering on long term product engagement objectives (growth/retention).

Who did I speak to?

1) I performed a series of highly qualitative, in depth interviews to explore the needs and attitudes towards the category.

2) Using the insights gathered from the interviews, I executed an online survey which covered the following topics;

  • Category behaviour and spending
  • Context of gaming
  • Demographics and customer value
  • Gaming online concerns
  • Needs and attitudes
  • Category drivers
  • Brand image

 

The data resulting from this report is the intellectual property of the business that invested in it so cannot be published (ask me to talk more about methodology in a more thorough presentation). Below is an example of 1 of 5 personas that I produced from this study. As well as being used to guide the design process, from requirements definition through to launch, these personas supported the role out of a Group wide multi-brand strategy

I welcome the opportunity to deliver a more thorough presentation which will include the following:

  • A more detailed discussion on methodology.
  • A walk through the components of the persona.
  • A more detailed discussion on the resulting data.
  • Effective use of the personas produced and the associated challenges seen at Enterprise level.

 

Questions? Drop me a mail and let’s chat.

Get In Touch

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Regan Hobbs, Head of CRM
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