Q37. A design team presents their vision for a new product, and their executive team has some fundamental questions about how the product strategy will drive business outcomes.
What should the strategy designer do to address these concerns?

Q38. Cloud Kicks (CK) has noticed that users struggle to find the information they are looking for via the company’s website navigation menu. CK’s strategy designer asks the design team to revise the menu by co-designing it with end users.
Which technique should be used to do this?

Q39. A strategy designer creates a bridge from the project vision to product development through prioritization.
Which factor should be considered to minimize cost and maximize value?

Q40. The design team at Cloud Kicks is making the case for analogous research as part of the design process for a brand new experience.
What should analogous research help them accomplish?

Q41. Cloud Kicks wants to design a new line of service and has decided to conduct a Consequence Scanning workshop to assess the planned service development roadmap.
Which types of outcomes should result from a Consequence Scanning workshop”?

Q42. A newly formed design team at Cloud Kicks is concerned their work will suffer if they are not better aligned.
Which tool should a strategy designer recommend for the team to begin alignment7

Q43. A car company gathers insights from recent buyers that reveal people are not sure whether buying electric vehicles helps the environment. A strategy designer from the car company developed this challenge statement:
“How might we make electric car buyers feel confident they are having a positive impact on theenvironmentby choosing our vehicles?” Which business goal is aligned with this challenge statement?

Q44. A strategy designer is teaching a marketing team how to use the How Might We format for challenge framing.
What is the reason the statement should sav “How might we” instead of “How will we”?

Q45. Cloud Kicks is making sustainability a new core value.
Which methodology should a strategy designer use to help stakeholders understand the impact of that decision on current products and services?

Q46. The design team at Cloud Kicks has designed a desirable solution for customers that is viable to the company’s business model. The strategy designer on the team now needs to determine the feasibility of the solution.
Which three main areas should be focused on to assess feasibility?

Q47. A strategy designer at Cloud Kicks conducted a series of interviews with business stakeholders and customers to gain insights into existing customer support operations and wrote the design challenge statement.
Which option reflects the format of the design challenge statement”?

Q48. A strategy designer at Cloud Kicks (CK) has crafted a vision for a sustainable future digital commerce strategy, with an emphasis on efficiency for both users and business logistics.
As they design and develop CK*s new mobile app, how should the designer ensure alignment to the vision?

Q49. In an effort to increase revenue, the Cloud Kicks design team proposes creating a new ecommerce tool where customers can easily search for products and access a bot that makes personalized recommendations. The team knows the cost to implement this new experience is significant.
Which tool should the team use to justify the strategy7

Q50. A strategy designer is kicking off a project to reimagine the high-end private banking experience for a financial services company.
What shouldtheydo to learn about the unique expectations of the company’s customers?

Q51. The call center at Cloud Kicks (CK) is receiving higher call volumes than usual, which is leading to longer wait times for customers. CK has decided to engage a team to address this.
What should the strategy designer ask before framing the problem’?

Q52. A strategy designer is facilitating a prioritization workshop, and there are strong differing opinions about the right solutions to the challenge.
What should the designer do?

Q53. Cloud Kicks has envisioned an omnichannel experience for its customers that lets them seamlessly move across devices and select from multiple communication channels when reaching out to the company. The strategy designer creates a go-to-market (GTM) strategy for this concept.
What is a core component of a successful GTM strategy?

Q54. Cloud Kicks (CK) is creating a high-priority loyalty program as part of a larger engagement strategy for the company. Several top leaders want to remain involved but don’t have much time to invest.
What should CK’s strategy designer do to keep these leaders informed and invested, avoiding project disruption due to a lack of alignment?

Q55. Cloud Kicks would like to use a business model canvas to evaluate the desirability, viability, and feasibility of a new service and identify a business model that will justify pursuing the idea.
Which part of the business model canvas represents desirability?

Q56. Cloud Kicks’ primary business goal for its new customer acquisition program is to increase diversity.
Which inclusive design tactic should help the company solve problems for the broadest possible audience?

Q57. At a project kickoff, the strategy designer wants to get ideas from all stakeholders to use as hypotheses. The designer runs a sketching activity with the multi-disciplinary group, asking everyone to sketch. They give everyone fat markers and sticky notes, and set a timer for 5 minutes of sketching.
What is the reason why marker choice is important?

Q58. Cloud Kicks (CK) wants to prototype and test the value proposition for a potential new business venture.
When gathering customer feedback on the prototype, which question should CK seek answers to when determining if the business model is viable?

Q59. Cloud Kicks has identified the following challenge statement regarding an opportunity for customer service transformation: How might we improve our automated online chat experience to be a preferred channel for our customers to seek information and self-service toots?
Which metric should define a successful transformation outcome?

Q60. A fitness company is starting a service that combines data from connected weights with virtual coaching. The company is about to start a new innovation sprint with the following challenge statement: “How might we empower people who are new to fitness to increase their strength?” Which metrics should be used to measure the success of the initiative7