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How to open spotify in india11/10/2022 Our insights and design teams built informal networks to discuss and share knowledge and ran internal learning events aiming to reduce barriers in taking on India or other international markets. We shared knowledge throughout the pre-launch stage to make such a large and complex new market approachable and discussed future opportunities as a way to inspire colleagues to start working on their plans for India. This common ground was useful in building connections with teams across the company. They might show curiosity, but since that's new, they might take some time to really get into it.Īs we started to make the Indian market familiar to all teams at Spotify, we benefited from having identified - again - similarities between India and our existing markets. This is like trying to get your best friends to appreciate your favorite music that you've just discovered. One of the key tasks of a launch team is to make other teams in the company excited about the new market. Everyone in the team understands and feels ownership of insights from the very beginning, and we can immediately use the data in cross-disciplinary think-its and design sprints, led by design but with participation from all disciplines. Collaboration minimizes handovers and gets us to key value propositions quickly. That is why it’s important to us that members from research, design, product, and engineering teams collaborate in creating early insights. We begin by building a firm point of view with data analysis, using internal and external quantitative data sources, and only then running a field study informed and fine-tuned by the initial analysis.įield studies take a team close to people’s needs and wants. These are all stages in which qualitative user research, data science, and design work closely together at Spotify. Thirdly, we need to define our scope, by choosing what audience, in particular, to focus on at launch, and what specific benefit to offer them with our product. Secondly, we need to quickly gauge what adds value to those audiences, given their current context. Firstly, we need to understand the fundamentals – key figures, competitors, and potential audiences and their needs. The early stages of launching a new market involve three main steps. Another example is first-time internet users, whose needs and interests show a lot of similarities, regardless of where they come from.įocussing on resemblances and similarities – rather than differences – makes the process of approaching a new market speedier and smoother. Many companies have noticed, for instance, that globally-connected, affluent, English speaking audiences in cities like Mumbai, Tokyo, Rio, and Mexico City share the same interests and lifestyles. Or it might also be possible to identify specific audiences within the new market who appear similar to audiences in existing ones. We used this approach as we tested some of our early ideas for India in South-East Asian and Middle Eastern markets, for example. We can roll out tests in these proxy markets to validate ideas for our new upcoming launch, or we can study how users in the proxy market experience our product. Sometimes it’s possible to use markets where we have already launched as proxies. We suggest asking instead, “how might this market be similar to what we already know?”. When teams start thinking about a new market, they typically ask, "how is this market different?”.
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