Find out the real hopes and needs of your customers

for various clients

“We had lots of assumptions of our clients. It was very useful to learn how they really perceived our old brand identity.”

Heli Ainoa, Director of Communications and Services at Heureka

Typical probelms in designer-or-customer-driven design is:

• The work is done based on individual hunch.
• It’s uncertain which problem the design is solving.
• The positioning, competitors and the right channels are based on assumptions.
• The likings of the customer and/or the designer might collide, especially when team members change.
• The only metrics of success is weather the designer or the client think the results are good, which makes it impossible to measure success or redevelop work.

Our job in this situation is to:

• Understand the starting point of how you are perceived within your target groups.
• Understand the real decision-making-points and channels of your target groups.
• Make sure the work we do is valuable.

We do this by lean customer-insight tools like:

• Web-based-surveys that find out what kinds of words, associations and feelings your customers have for example of your brand.
• In-depth-interviews where we test the value assumptions we have for your customers.
• Monitor and iterate our own work against pre-set-goals.

The benefits of using customer insight are:

• You can base your decisions on real data on what drive’s customer choice.
• You can choose the right channels and ignore the wrong channels.
• You can test and iterate solutions to get to the wanted goal.


Case Kotitalolehti

After setting the target groups and writing down the assumptions of their needs, we wanted to make sure we really understood the target group needs.

We tested the assumptions with qualitative phone interviews.

The interviews were recorded, and analyzed to show what really counted.

The analysis showed most of the value assumptions were false, but also gave insight into what was valuable for them.

With this knowledge we could pinpoint the magazine concept to better serve its readers.

As the result the magazine has won several awards and keeps on getting good feedback from its readers.

Case Heureka rebranding

When rebranding Heureka, the customer was uncertain of how their brand was perceived within its target groups.

After priorititizing the target groups, we did a qualitative research and analysis on how the existing brand was perceiced.

With the analysis we could set a clear target impression on how Heureka wanted to be seen.

We could test our sketches against the wanted target impression to make sure we hit the point.

As the result ambiguity was taken away from the design project and Heureka could be certain the target group got excited about the visuals created.   

As the result of all actions combined the visitor amount of Heureka has risen 25% in one year.

Case Tuusulan Rykmentinpuisto

When working on the Tuusula Rykmentinpuisto zoning strategy we wanted to make sure the assumptions of the city public officials and decision makers were correct.

We did this by structured in-depth phone interviews, asking lots of “why” and “tell me more” -questions.

The interviews were recorded, and analyzed to show what really counted.

The analysis showed most of the value assumptions were false, but also showed what the target group really valued.

With this knowledge we could set value propositions to the target group by pairing what they really value to what Tuusula could offer.

As the result the area marketing could pinpoint its efforts in a way that was relevant to the target groups. The lots are in high demand.

Want to hear more? Please contact:

Timo Berry

CEO, Creative director 41 532 4345