We talked about these different hypothesis areas and we talked about HVAC in a Hurry. Let's look at how these things unpack and do the work of this team in a track in a hurry. Now if you've joined me for the other courses, you've seen Trent, the Technician. We're going to do a quick recap and then surprise, we're going to introduce another actor, Ivan, the Inside Salesperson. We've got Trent, this is our specific persona, and our team has gone out and they've talked to people, subjects, technicians, that our Trent. How do they know that? Well, they have one of the things about a persona hypothesis is that it should be specific and you should be able to delineate it with a screener like how many HVACs did you repair last week? If you ask somebody, and you have a threshold like it should be more than five, or there probably a manager, or a facilities manager or a handyman or something like that, and that's not who we're trying to test this hypothesis against. Then, we have this pairing of problem scenarios and alternatives. Here, we're really just asking what is? Right now what is on Trent's A list? What things are important to him? For example, the team had the idea that oh, we should go build a system to organize all the HVAC documentation. But you know what, they find out when they go and talk to these folks that that's working just fine. They Google all these various HVAC system vendors, have documentation online, it works great. There's no point in investing in software to do that. Not a real problem, but getting parts to a job site, that's a problem. So they identify there's a real tension between this job to be done of getting these parts and the current alternative, which is calling office, waiting for somebody to look it up, and then figuring out what the customer, the pricing, the turnaround time, and what they're going to do next. We pair that with a value hypothesis, which is that if we automate the parts ordering process, then two things we think will happen. One, these technicians will use it, and two, it'll improve outcomes, and that is what this team wants to be able to test before they run off and start investing in software. Let's look at another persona hypothesis and another set of downstream hypotheses. We've got Ivan, the Inside salesperson also at HVAC in a Hurry, who his job, or her job if it's Ivanna, is to take care of the accounts, and sell new accounts, and get them on ideally a specific service program, fixed-price service program that HVAC in a Hurry offers. This is their preferred product that they're trying to sell to customers. So likewise we have a screener. Hey, how many sales calls did you make last week is how we would know if this person is actually salesperson or just a sales manager or someone who's somehow a little bit involved in sales, and we're expecting a specific answer like more than 20. We have identified through interviewing these sales people and observing them, making calls, and doing their job a couple of jobs to be done or problem scenarios. One is just they get in, they have to decide who to call and what to call them about to maximize basically their odds of selling something. Right now, there's supposed to be using the crmsystemsalesforce.com, but the reality is like it is in so many other places is that the way that the IT organization thinks and wants everybody to be working isn't the same as what they actually do. A lot of the salespeople, especially the high performing ones, have their own bootleg spreadsheets. The team is a good rapport with these salespeople they've established so the salespeople tell them how they actually do their job, not how the IT organization has been telling them to do their job. So they know that there's this job to be done, there are these various alternatives that different salespeople are using. Their idea is that if they could give the salespeople a tool that actually predicts on a somewhat reliable basis, the odds of calling a given customer about a given proposition, the odds of success, then they would get the salespeople engage with this tool, and the company as a whole would have more focus and better outcomes on their sales organization. Second, when the salespeople call, they have all these questions about who am I calling, how these people are going to be feeling especially if they're an existing account. How we've been doing well, we'd been doing poorly. They don't want to be surprised calling up a customer and having them be really angry, for example, if the last repair went poorly. If they are going to be angry, they want to know that in advance so they can focus on that and deal with it before they move on to other things. So our second value proposition paired with this job to be done knowing we're focused on the call is that if we can aggregate key proposition parameters and account status items, then we'll have a pitch tool that the salespeople will use and it will help them with their job of selling these customers. Well, those are the things that we're going to focus on as we step through this stuff. These are the persona job to be done and value proposition hypotheses that we're going to use as a centerpiece for jumping off into our Agile Analytics where we looked at how to test those things and how to build software that services those things better than their current alternatives.
