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Design approach

Ensure the products and experiences you offer, align with the evolving wants and needs of your target participants. This will help you achieve maximum growth through recruitment, retention and transition.

The approach below outlines key actions to take when designing new products or redesigning existing products and experiences to better meet the needs of your target participants.

The design approach was developed in collaboration with VicHealth., opens in a new tab

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Discover and define the problem

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Explore ideas and solutions

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Test, refine and deliver the product

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Develop a draft product concept

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Use the Design Canvas on your design journey and plot outputs from each of the actions below. The canvas isn't a substitute for using detailed or bespoke methods or resources for any action. The canvas is a high-level summary you can build from.

Design-Canvas.pdf

Discover and define the problem

Identify the challenge and gather market insights

The design approach starts with a challenge you want to explore, such as:

  • a new product opportunity (design)
  • an issue with an existing product you want to address (redesign).

Once you identify the issue or opportunity, gather desktop market insights to help build out your understanding. It is important to remember this stage starts with exploration. Gather and consider different sources of information, both internal and external to your organisation before you move on to the next action, where you will engage with and learn about your target participants.

Questions to ask

  1. What are the current product issues our sport wants to address (e.g. high product churn)?
  2. What are the product opportunities our sport wants to explore (e.g. growth targets, transition opportunities)?
  3. What are the key market trends within the sporting landscape?​
  4. What can we learn from our market competitors offerings?​
  5. What are our sports participation objectives?​
  6. What are the gaps in our sports current product offerings to meet our objectives and market demand?

Use your own resources as input to this action, for example:

  • Sport-specific trend data (participation rates, membership drop-out points)
  • Recent competitor analysis (sport benchmarking data​)
  • Strategic and participation plans (participation objectives​)
  • Product suite mapping.

Use these Sport Australia resources as input to this action:

Methods to consider for this action

  • Framing the design challenge means you have a clear problem and appropriate scope to use in design.
  • Conduct desktop research to gather and analyse documents, research studies, evaluation reports, trend data and market/competitor analysis. Key insights from this research will set the scene as you move through to the next actions of user engagement and research.
  • Mapping your current product suite against your participation objectives and life stages/markets will help identify gaps in your product suite.

Output of this action

The opportunity or issue you want to explore and the key market insights you have gathered

Design-Canvas.pdf

Engage and understand target participants

This is a key step in any design process; drawing on different sources and undertaking user research to discover who the target participant is – their likes, dislikes, barriers and motivations. The ideal scenario is to engage directly with participants and empathise with and learn about them, in particular, delving into the pain points or issues they have with engaging in sport experiences. These are the key insights to take forward to the next stage.

You need to look at how the offer can address people's needs and wants and be something they value. This is the case if you are designing a new product offer or addressing an existing product issue. This helps you start out participant-centred and keep that as a key focus throughout the approach.

Questions to ask

  1. Who will be/are the target participants and what are their barriers to participation? ​
  2. What are our target participants pain points? What are their problems or issues?
  3. What is the value we could provide the target participant? What do they need and want from our product and why will or do they choose our product?​
  4. What are the moments that matter to the target participant?
  5. What have we learnt through feedback from current and lapsed participants?  ​
  6. What have we learnt through observing the participant product experience?

Use your own resources as input to this action, for example:

  • Member satisfaction survey results​
  • Post-product surveys (participants, parents etc)​
  • Informal participant feedback (verbal, interviews, group sessions etc)​
  • Observation notes on participant product experience.

Sport Australia and VicHealth resources as input to this action:

Methods to consider for this action

  • Conducting user research can take different forms such as contextual enquiry (interviewing and observing people in their environment), observation, focus groups and interviews. Different techniques can be used depending on situation, timeline, resources etc.
  • A persona and empathy map can help you understand the participant - their needs, goals and the things they say, do, think and feel.
  • User insight statements can help create compelling and actionable insights to help explore ideas and solutions
  • Use the VicHealth: How to co-design, opens in a new tab resource to explore methods to use for this action.

Output

Identified target participant/s and the value you could provide to them

Design-Canvas.pdf

Engage and understand key delivery channels

While participant-centred design is critical to product success and participant experience, delivery channels are also important.

Just as you explore the value you create for participants, you need to think about why delivery partners do or will value delivering your offer. The traditional sport delivery channel is club sport, but there are other delivery partners in the market, such as private providers and schools. Whether this is a new design or addressing an existing issue, think creatively and explore different options before you narrow down on a target delivery channel.

Questions to ask

  1. Who are/will be the key delivery partners and what are their barriers to delivery?​
  2. What is the value provided to the delivery partners? What do they want and need from our product? Why will/do they choose to deliver our product?​
  3. What additional stakeholders are/could be important in product delivery?​
  4. What have we learnt through feedback from delivery channel partners?​
  5. What have we learnt through observing the delivery channel experience?

Use your own resources as input to this action, for example:

  • Deliverer satisfaction survey​
  • Post-product surveys (coaches, officials etc)​
  • Informal deliverer feedback (verbal, interviews, group sessions etc)​
  • Observation notes on deliverer product experience.

Sport Australia and VicHealth resources as input to this action:

Methods to consider for this action

  • Conducting user research can take different forms such as contextual enquiry (interviewing and observing people in their environment), observation, focus groups and interviews. Different techniques can be used depending on situation, timeline, resources etc.
  • A persona and empathy map can help you understand the delivery channel - their needs, goals and the things they say, do, think and feel.
  • User insight statements can help create compelling and actionable insights to help explore ideas and solutions.
  • Use the VicHealth: How to co-design, opens in a new tab resource to explore methods to use for this action.

Output

Identified delivery channel/s and the value you could provide them

Design-Canvas.pdf

Define the problem to solve

This action is a culmination of the previous two actions; defining the problem to solve and understanding who you will solve it for.

The problem may have shifted from the issue or opportunity you first identified at the start of the process. This shift may have occurred due to market insights you uncovered or narrowing down from a broad issue to the core problem. It is also important to be clear on who you are solving the problem for; this should be the target participants and/or the key delivery channels identified in the previous step. ​

Articulating a clear problem statement keeps you grounded in the value you can provide and this should be your design approach north star.

Questions to ask

  1. What is the problem we are trying to solve and for who? ​
  2. Does the problem statement allow for a variety of potential solutions?

Methods to consider for this action

  • Turning insight or problem statements into a How Might We format can help you explore solutions, means you can answer them in a variety of ways and helps encourage innovative thinking.

Output

The problem you are trying to solve and for who (i.e. target participant/delivery channel)

Design-Canvas.pdf

Explore ideas and solutions

Explore ways to solve your problem

Now that you have articulated a clear problem statement, it's time to start thinking about all of the possible ways to solve that problem.

This is a time for creative thinking, so stretch your thinking and don’t stop at the first idea. Often the best ideas arrive when you think you have exhausted them all. Use different brainstorming or ideation techniques and involve a variety of viewpoints and stakeholders at this point. It's also important to get ideas from target participants and delivery stakeholders where possible.

Questions to ask

  1. What are all the possible solutions to the problem statement?​
  2. What other organisations are leaders in solving a similar problem and/or at providing value to our target participants?​
  3. What techniques can we use to expand our thinking?​
  4. Who else can we get involved in exploring ways to solve the problem?

Methods to consider for this action

  • Get creative in the way you brainstorm and ideate. There are plenty of techniques you can try to stretch your thinking and be more innovative.
  • One way to explore ideas is to consider who is the best in the world at solving similar problems.
  • Tools such as an idea canvas may help you flesh out ideas.

Output

Possible solutions to your problem statement

Design-Canvas.pdf

Prioritise ideas and solutions to develop

While you may like all the ideas you came up with, you need to narrow down and prioritise ideas/solutions to take through and develop further. There is no perfect number of ideas to take through to development. It will depend on your situation, resources, time etc.

You can prioritise using different methods. For example, you may want to develop two ideas – one that is most likely to succeed and one that excites you. It is always important to get buy-in from within your sport, so consider different viewpoints and perspectives on the ideas to develop further.

All the ideas you came up with won’t be lost, you can always loop back and develop others as needed.

Questions to ask

  1. What are some of the common themes of our ideas?​
  2. Which ones excite us and which ones have the highest chance of success?​
  3. Which ones best address the problem we are trying to solve? ​
  4. Which ideas do different stakeholders think should be developed?​
  5. Which do we want to develop out further?

Methods to consider for this action

  • Techniques such as dot voting allow people to express their views without succumbing to groupthink. You can use different colours to indicate different idea categories (e.g. what excites us, what has a high likelihood of success).
  • If you still need to flesh out your prioritised ideas, a tool such as an idea canvas may help.

Output

Prioritised solutions to develop into a draft product concept

Design-Canvas.pdf

Develop a draft product concept

Co-design the core product

Whether it be a new product offer or a redesign process, this is the stage where insights and ideas from earlier actions translate into a draft product concept. This is when the product starts to take shape as you work through the drivers of participation to design the core product and the key product features. Co-designing with target participants, key delivery partners and stakeholders is best practice and results in a better product concept to take forward. ​

​The core product is the detail of the product format that is delivered to the participant – what they do and when they do it. ​

  • What includes details of the product format i.e. program, competition, event/s, activities, sessions etc. This is the core participation activity and shapes the other product features.
  • When includes features such as the time of year the product is delivered, the length of the program/sessions and the days/times it will be offered etc.

Tip: Make sure you keep participant motivations at the centre of your design and check that the product format you are exploring matches what your target participants are after?

Questions to ask

  1. Who can we involve in co-designing the core product format? Experienced coaches, PE or movement experts with target age group knowledge, diverse participants and stakeholders such as member associations may all have valuable contributions.
  2. What are the key desired product outcomes that match participant wants and needs and the product vision? This may include fun, skill development, teamwork and match play. What formats might help you achieve this? For example, programs, competitions, activities, sessions or modified games.
  3. How can the core product develop participants' physical, psychological, social and cognitive skills and behaviours? ​
  4. What enabling approaches and best practice methods can you learn from and embed in your design? Consider physical literacy, universal design, game sense etc.
  5. How will participants progress in a way that challenges and keeps them interested? How can we design activities that vary in challenge level for different ages/capabilities etc?
  6. How can we provide opportunities to participate at times/days which align with the wants and needs of target participants?​
  7. How can we design the product to match time commitment wants and needs of participants?

Use your own resources as input to this action, for example:

  • Format, session or activity planning tools
  • Activity and skills cards
  • Existing product manuals​

Sport Australia and VicHealth resources as input to this action:

Output

The core product features (i.e. the what and when) of the draft product concept

Design-Canvas.pdf

Consider the deliverer profile and product workforce

Workforce refers to the people that play a role in delivering the product to the market; the people who are the interface between the product and participant. These can include paid and unpaid/voluntary roles. The workforce includes: ​

  • Deliverer - people who deliver the core product to the participant; typically being the coach or program deliverer​
  • Product Workforce - other people responsible for delivering key features of the product experience to the participant eg offcial, registrar, facility manager etc

Tip: The deliverer is often one of the key factors in a participants experience and can be the difference between whether they keep coming back each week

Questions to ask

  1. What are the key skills, attributes and capabilities of the ideal deliverer?​
  2. What are the skills, attributes and capabilities of current product deliverers? Do they match the ideal deliverer and could they deliver the redesigned product as intended?
  3. What avenues could we explore to engage ideal deliverers?​
  4. What roles are key in delivering all components of the product experience?
  5. What types of training and upskilling might deliverers need to deliver the designed product? (this will be fleshed out more in delivery actions)

Use your own resources as input to this action, for example:

  • Coaching and officiating framework and competencies​
  • Sport organisational roles and responsibilities

Sport Australia and VicHealth resources as input to this action:

Output

The ideal deliverer profile and key workforce roles (the who) to deliver the draft product concept

Design-Canvas.pdf

Consider product infrastructure, environment and equipment needs

Infrastructure, environment and equipment are key details of the product that is delivered to the participant - where and how they participate.

  • Where includes the details on the places, spaces and environment each component of the product is delivered in​
  • How includes details on the equipment needed to participate in the product

Questions to ask

  1. What are the high-level infrastructure and equipment needs based on core product design and participant needs?​
  2. Can we meet these needs through our current facility supply? ​
  3. Can we use non-traditional facilities, places and spaces to reduce barriers to participation for participant and deliverers?​
  4. ​Can we use cost-effective and modified equipment to reduce barriers to participation for participant and deliverers?​
  5. Can we consider different locations and equipment to suit different environments? For example, regional versus metro.
  6. How can we create environments that are welcoming, inclusive, accessible and safe to reduce barriers to participation for participant and deliverers?

Use your own resources as input to this action, for example:

  • Infrastructure strategy or plan
  • Current sport facility audit including locations, use/availability, accessibility features, travel options etc
  • Existing equipment supplier offerings

Use these Sport Australia resources as input to this action:

Output

The infrastructure and equipment needs (the where and how) of the draft product concept

Design-Canvas.pdf

Consider commercial factors of the business model

Commercial involves considering factors to lead to a financially sustainable product and how to maximise financial gains from product assets.

Aligned products and delivery within your sport puts you in a better position to pursue commercial interest and support.

Questions to ask

  1. What is the high-level product business model?​
  2. What are the key drivers, risks and assumptions behind the commercial success of the product?​
  3. What is the size of the potential market for our product offering?​
  4. What is the propensity to pay of the target participant and what value do they place on the product? ​
  5. What are the key fixed and variable costs to consider in a product financial model? ​
  6. What are the product revenue items and an indicative price point?​
  7. How does the indicative price and value proposition compare to benchmark market competitors?

Use your own resources as input to this action, for example:

  • Consumer/market sizing insights
  • Benchmark data and competitor analysis​
  • Organisational risk appetite and management
  • Brand strategy
  • Financial and revenue data

Use these Sport Australia resources as input to this action:

Output

High-level commercial factors of the draft product concept

Design-Canvas.pdf

Consider product marketing messages and communication channels

A marketing message is a communication designed to influence your target audience, which will include participants and deliverers. Good marketing messages get to the point quickly, creating demand or building brand awareness.

Traditional communication channels include face-to-face verbal communication, phone and print advertising. Digital channels, such as websites, email, blogs, social media and SMS messaging can often provide an inexpensive, quick and targeted way to reach current and potential participants, supporters and deliverers.

The best channels are those that most effectively deliver your messages so they reach and are understood and trusted by your audience. Use multiple channels to reach a broad audience and to reinforce important messages.

When designing products, consider how best to communicate with participants at key moments in their journey.

Questions to ask

  1. How can we use market insights to inform our product marketing and communications? ​
  2. What messages express the unique value proposition of the product or experience to target participants and deliverers?​
  3. Will different audiences need different messages at different times?
  4. What traditional and digital communication channels will best engage target participants?
  5. Do we have existing channels we can use to deliver product marketing messages?
  6. How can we create a two-way dialogue for deeper engagement with our audience?
  7. Are our product marketing messages aligned with our sport’s broader brand, marketing and commercial activities?

Use your own resources as input to this action, for example:

  • Market research
  • Marketing and communications strategy or plan
  • Brand insights and strategy
  • Communication analytics

Sport Australia and VicHealth resources as input to this action:

Output

High-level marketing messages and communication channels for the draft product concept

Design-Canvas.pdf

Test, refine and deliver

Test and refine the draft concept

Once a draft product offer has been co-designed in the Develop stage, it should be tested both with target participants and delivery partners. This could include prototyping (light and quick) and piloting (sustained and longer-term). Both are ways to get real-time feedback and can minimise risks as you continue iterating. As you pilot, continue to refine the product with scale in mind.

When piloting think about the different elements you need to test. This could include but not limited to:

  • whether your marketing attracts the target participant
  • environment and locations
  • delivery channel capability
  • deliverer types and styles
  • core product features.

Questions to ask

  1. How can we get quick and immediate feedback from target participants and deliverers? ​
  2. What logistics would we need to consider for a pilot (for example, securing facilities, equipment requirements)?  ​
  3. Can we run pilots alongside existing product delivery to enable comparison?
  4. How would we communicate our pilot to the market? For example, participant and deliverer recruitment, marketing messages.
  5. How can we showcase and create buy-in with key stakeholders? For example, could we invite and engage the executive, board members and sponsors?
  6. Do we have a monitoring and evaluation plan to capitalise on pilot learnings?

Output

Plan to test, learn and refine the product concept

Design-Canvas.pdf

Align and scale delivery

These next two actions are significant steps and will take time, effort and probably some perseverance and negotiation.

Testing and piloting can give you confidence and direction in scaling up delivery of the product but the timeline and approach to scaling will be different for different circumstances - there will not be a one-size fits all solution. It is probably wise to consider what is achievable and realistic. You may also have found during piloting and testing that you need to loop back to earlier stages of the design approach if your product concept didn't hit the mark.

Aligning the delivery system is important for the integrity of the product as you broaden elements such as delivery locations, coaches/deliverers, partners and participant numbers etc.

Questions to ask

  1. What product refinements need to be made from pilot to scale based on pilot monitoring and evaluation?​
  2. What are the delivery details of an achievable, phased, scale up plan? For example, product locations, participant numbers, cost, timeline and priorities.
  3. Are key delivery channels and partners aligned and ready for scale up?
  4. How will you train and upskill delivery channels and product deliverers? Consider seminars, presentations and  training workshops etc.
  5. Have you developed a communication plan that encompasses key stakeholder groups and do they all know and buy in to the product vision?
  6. How can you solve product problems and keep consistency in product delivery as you scale up? For example, you could: facilitate peer-to-peer learning and communication to solve on the ground issues; share case studies of delivery learnings and create a comprehensive and collaborative FAQ list for deliverers.
  7. How can you make sure the participant's voice remains heard and doesn't get lost as you scale up delivery?

Output

Considerations in a product scale-up approach

Design-Canvas.pdf

Monitor experience and address issues

After a thorough product design process, don’t just set and forget.

Monitoring the product success, gathering participant and deliverer feedback and a willingness to change will set your product and organisation apart in the market. Different mechanisms can be explored for feedback depending on resource limitations but the important thing is to consider and action the feedback you get and don’t be afraid to loop back to early stages of this approach if you need to address issues.

Questions to ask

  1. How will we track if we are achieving key product success measures?
  2. How will we know if participants value and enjoy the product experience? If not, why not and what will we do? ​
  3. How will we know if delivery partners value the product?  If not, why not and what will we do? ​
  4. How will we know if the product is financially viable? If not, why not and what will we do?
  5. How will we monitor the product delivery of the delivery channels and product delivery team and work with partners to action any issues in a timely and efficient way?

Output

Plan to monitor the participant and deliverer experience and action the feedback you receive

Design-Canvas.pdf

Resources

If you would like to discuss how to apply the design approach in your sport, email the Participation Planning team at participation@sportaus.gov.au

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