Opportunity
Define the Opportunity
Task summary
Clearly describe the Demand Space, Sub-space, and the behaviour change we want to unlock.
Instructions
• Describe the Demand Space and Sub-space you’re targeting
• Clarify the consumer/operator problem in human language from the original problem to solve in M@M toolkit
• Write a one-line opportunity name
• Be specific: What behaviour do we need to change?
Watch-out
If it sounds too broad or generic, the rest of the Task Map will be unfocused.
Output
A one-line opportunity statement naming the Demand Space/Sub-space and the behaviour change target.
Opportunity
The Opportunity Task Map
Opportunity
Identify Sources of Growth
Task summary
Decide if growth will come from new users, more frequent use, or higher value — and from which categories or competitors.
Instructions
• Pick your source of growth:
New users (penetration)
Use more often (frequency)
Pay more (value)
• Identify the consideration set (categories/competitors we’ll take growth from)
Tip
Think “steal with pride” — which other categories already meet this need well, and why?
Output
A clear source of growth choice (penetration, frequency, or value) plus a defined consideration set of categories/competitors.
Opportunity
The Opportunity Task Map
Opportunity
Write the Job to be Done
Task summary
Define the shift we want to create in how people think, feel, and behave — and summarise it as a clear Job to be Done. NB: Your Job to Be Done should align with any relevant Jobs to be Done you have defined as part of your How to Win choices in Marketing@McCain.
Instructions
• First, use the 4 interconnected boxes in the Task Map. Please bear in mind these will be based on what you know now, not necessarily the final version (which is completed after you have the insight):
― Current Behaviour (What they do today)
― Current Attitudes (What they think/feel today)
Desired Behaviour (What we want them to do)
Desired Attitudes (What we need them to think/feel)
Then, turn this shift into a single Job to be Done statement using the format: GET [WHO] TO [DO WHAT] BY [OVERCOMING WHAT BELIEF]
• Check:
― Is it single-minded (only one core shift)?
Is it quantified where possible (numbers, frequency, occasions)?
Is it written in consumer/operator language?
Tip
If the 4 boxes don’t line up into a clear story, your Job to be Done won’t land. Tighten them before writing the statement.
Output
A completed set of 4 behaviour/attitude boxes plus a single Job to be Done statement (GET / TO / BY) that captures the overall shift.
Opportunity
The Opportunity Task Map
Opportunity
Define the Barriers
Task summary
Bring to life the barriers named in your Job to be Done so they are clear, evidenced, and practical to solve.
Instructions
• Start with the barrier you captured in the JTBD (“BY overcoming what belief”)
• Break it down into its emotional and functional sides
• Add real-world colour: what do consumers/operators actually say or do that shows this barrier exists?
• Prioritise the 1–2 barriers that most strongly block the behaviour shift
Tip
Don’t invent new barriers at this stage — you’re deepening the ones already captured in the JTBD, and this will be based on what you know now and updated once you have done your investigation and insight.
Output
A short description of 1–2 priority barriers, expanded with detail and examples, ready to use later in insight generation.
Opportunity
The Opportunity Task Map
Opportunity
Size the Prize
Task summary
Turn the behaviour change in your Job to be Done into a business value estimate by extrapolating volume, penetration, frequency, or spend shifts.
Instructions
• Start with the behavioural change in the JTBD (e.g., “grow from 15m to 20m visits” or “families increase from 3 to 5 uses per year”)
• Translate that behaviour shift into business numbers (visits, households, occasions, volume)
• Multiply by relevant value metrics (average spend per visit, NSV per household, etc.)
• Show both a conservative and a stretch estimate
• Clearly note assumptions (e.g., “average spend per visit = £25”)
Tip
If the Size of Prize isn’t directly linked to the JTBD numbers, it won’t be credible — avoid making up a standalone NSV figure.
Output
A quantified Size of Prize estimate that flows directly from the behavioural change in the JTBD, expressed in NSV (with penetration, frequency, or spend drivers shown and assumptions noted).
Opportunity
The Opportunity Task Map
Opportunity
Define the Strategic Initiative Type
Task summary
Choose the lever that will unlock the JTBD and map it to the three McCain growth drivers.
Instructions
• Communication: come to Mind Best
Changes how we are remembered and chosen first. Builds distinctive memory structures, cues, and associations in the Demand Space
• Innovation / Renovation: Best Offer
― Changes what we offer, both today and tomorrow.
― Improves products, formats, menus, or range so needs are better met
Complete the type of innovation on page 2
• Activation: Show Up Best at the Moment of Truth Changes how we execute when the choice is made.
― Improves visibility, presence, and impact in-store, on menu, or online
Tip
If your initiative doesn’t clearly map to a growth driver, sharpen it — otherwise it won’t deliver the Job to be Done.
Output
A strategic initiative type selected (Communication / Innovation / Activation) and its linked growth driver.
Opportunity
The Opportunity Task Map
Opportunity
Map Distinctive Needs & Guardrails
Task summary
Identify the priority functional and emotional needs in the Demand or Subspace that must be served, and define the guardrails that shape how we deliver them.
Instructions
• Revisit the Demand Space/Sub-space: which emotional and functional needs are the top priorities (those that over-index and drive choice)?
• Select the 1 functional and 1 emotional need this opportunity must serve — ignore “nice to haves”
• Capture the innovation guardrails from the Demand Space data: (i.e.. the technical attributes from Demand Space data initially, build on these as complete sensory work):
Must-haves = elements consumers/operators expect in order to even consider the product
― Table stakes = category hygiene factors that don’t differentiate but must be met
Minimum performance = the baseline level the product must deliver on core needs
• Define the menu part / role on plate (for food service) or role in repertoire (for retail)
Tip
Guardrails protect you from drifting into features that don’t deliver on the priority need. Stay focused on the needs that really move choice in this space.
Output
A short list of priority needs to serve (aligned to Demand/Sub-space priorities) and the guardrails (must-haves, table stakes, minimum performance, role in meal occasion) that keep solutions focused.
Opportunity
The Opportunity Task Map
Opportunity
Complete the Task Map (P1 & P2)
Task summary
Bring together all the elements into a Task Map that clearly captures the opportunity in a simple, human, and joined-up way.
Instructions
• Take your time — don’t rush this step. A well-built Task Map sets up everything that follows
• Work in a small but cross-functional team (insight, marketing, category, commercial). Different perspectives sharpen the story
• Use the right data to populate each box — Demand Space priorities, market data, NSV numbers, and any operator or consumer insight
• Aim for clarity: short phrases in plain English rather than long paragraphs
• Use the shifts described in Current and Desired as your red thread — every box should connect back to these shifts
Tip
Think of the Task Map as your elevator pitch: if you can’t explain it to a senior leader in 30 seconds, it’s not ready.
Output
A completed Task Map (P1 & P2) that captures the Demand Space, JTBD, Barriers, Size of Prize, Initiative, Needs & Guardrails, and the shift from Current to Desired behaviours and attitudes.
Opportunity
The Opportunity Task Map
Opportunity
Final Check – Is the Task Map Ready?
Task summary
Review the map against key criteria to check it is clear, human, quantified, strategically joined up — and inspiring to work on.
Instructions
Run through this quick checklist:
• Single-minded: Do all boxes clearly connect to the shifts described from the Current to the Desired?
• Human: Is the consumer/operator described in plain language (not corporate jargon)?
• Grounded in Needs: Do we link back to clear emotional and functional needs of the Demand Space?
• Barriers Named: Have we captured the real obstacles (not vague “convenience” or “complexity”)?
• Quantified: Is there a credible Size of Prize or growth number included?
• Strategic, not Executional: Have we stayed at the “how to win” level (Innovation / Communication / Activation) without jumping to specific ads or SKUs?
• Joined-up: Do the sources of growth, behaviours, attitudes, and initiative type all tell one consistent story?
• Exciting: Does this feel like an opportunity the team is energised and motivated to work on?
• Clear to convey: Could every team member explain this Task Map in under a minute to a senior leader or colleague who wasn’t in the room?
Tip
Always ask: Does this Task Map clearly show what shift we need, why it matters, and how we’ll unlock it?
Output
A validated Task Map signed off by the team as fit to move into Investigation.
Opportunity
The Opportunity Task Map
Investigation
Define Killer Questions
Task summary
Frame the questions that will help you uncover gaps and tensions that fuel insight.
Instructions
• Start from the Opportunity Task Map: what don’t we know yet about the barriers and needs?
• Draft 8–10 Killer Questions
• Refer to the Killer Questions starter card for inspiration across Life, Food, Category, and Brand
• Ensure at least 60% of them are about Life or Food, not just Category or Brand
• Phrase them in plain, human language that invites stories, not yes/no answers
Tip
A good Killer Question makes people tell you a story you couldn’t have predicted.
Output
A tight list of 8–10 Killer Questions, with most anchored in Life and Food.
Investigation
The Investigation Wall
Investigation
Killer Questions Starter card
– Life
Task summary
Use these prompts as inspiration when drafting your Killer Questions.
Instructions
Review the four columns below — Life, Food, Category, Brand — and draft 8–10 Killer Questions. At least 60% of your questions should come from Life and Food. Phrase them in plain, human language that invites stories, not yes/no answers.
Life
• Who are you with in this moment?
• Where and when does it usually happen?
• What feeling are you chasing here?
• What’s at stake for you if it doesn’t happen?
• What starts it (the trigger)?
• What gets in the way (the blocker)?
• What’s the tiny sign it went well (e.g. phones down, laughter)?
• What do you wish was different in this moment - and why?
• What’s going on in this moment?
• What do the different needs mean in this moment?
Tip
Don’t just lift these — Make them relevant to the Demand Space/Sub Space — then rephrase them in your own words so they feel natural to ask.
Output
Together with the other 3 elements, a refined set of 8–10 Killer Questions shaped to your opportunity, spread across the four columns, with the majority rooted in Life and Food.
Investigation
The Investigation Wall
Investigation
Killer Questions Starter card
– Food
Task summary
Use these prompts as inspiration when drafting your Killer Questions.
Instructions
Review the four columns below — Life, Food, Category, Brand — and draft 8–10 Killer Questions. At least 60% of your questions should come from Life and Food. Phrase them in plain, human language that invites stories, not yes/no answers.
Food
• In this moment, what foods help you feel the way you want?
• What foods kill the feeling?
• What textures/temps/aromas make it “feel right”?
• How does the way the food is served help or get in the way of the moment?
• What can only Food do in this moment vs anything else?
• What foods help you enjoy this moment longer?
• What’s “good value” look like from food in this moment?
Tip
Don’t just lift these — Make them relevant to the Demand Space/Sub Space — then rephrase them in your own words so they feel natural to ask.
Output
Together with the other 3 elements, a refined set of 8–10 Killer Questions shaped to your opportunity, spread across the four columns, with the majority rooted in Life and Food.
Investigation
The Investigation Wall
Investigation
Killer Questions Starter card
– Category
Task summary
Use these prompts as inspiration when drafting your Killer Questions.
Instructions
Review the four columns below — Life, Food, Category, Brand — and draft 8–10 Killer Questions. At least 60% of your questions should come from Life and Food. Phrase them in plain, human language that invites stories, not yes/no answers.
Category
• How would you call the category in these moments of your life?
• In this moment, what does the category do well?
• In this moment, what does the category not do so well?
• Can you describe the experience of the category in these moments?
• If you skip the category here, what’s the main reason?
• What one change to the category would improve this moment most?
Tip
Don’t just lift these — Make them relevant to the Demand Space/Sub Space — then rephrase them in your own words so they feel natural to ask.
Output
Together with the other 3 elements, a refined set of 8–10 Killer Questions shaped to your opportunity, spread across the four columns, with the majority rooted in Life and Food.
Investigation
The Investigation Wall
Investigation
Killer Questions Starter card
– Brands
Task summary
Use these prompts as inspiration when drafting your Killer Questions.
Instructions
Review the four columns below — Life, Food, Category, Brand — and draft 8–10 Killer Questions. At least 60% of your questions should come from Life and Food. Phrase them in plain, human language that invites stories, not yes/no answers.
Brands
• In this moment, who comes to mind first and why?
• What signals (names, visuals, menu or in store cues) about the Brands or destinations come easily to mind?
• What would make you switch your choice in this moment?
• What things about a Brand or destination could put you off in this moment and why?
• What one thing could a Brand or destination promise you to win your choice?
• After it’s over, what do you remember most about the Brand or destination?
Tip
Don’t just lift these — Make them relevant to the Demand Space/Sub Space — then rephrase them in your own words so they feel natural to ask.
Output
Together with the other 3 elements, a refined set of 8–10 Killer Questions shaped to your opportunity, spread across the four columns, with the majority rooted in Life and Food.
Investigation
The Investigation Wall
Investigation
Collect Observations – Overview
Task summary
Gather observations that answer your Killer Questions, captured in people’s own words and actions.
Instructions
Review all existing knowledge you have and capture observations from it which help you answer the killer questions.
Use several routes (Insights team have full investigation options):
• Be them – immerse yourself in culture.
• Be with them – observe people in the moment.
• Ask about them – talk to people or use proxy voices.
Write down what you see and hear exactly as it happens.
Tip
Don’t paraphrase — capture the observation in their own words.
Output
A wide set of observations ready to be labelled and added to the Wall.
Investigation
The Investigation Wall
Investigation
Collect Observations – Be Them
Task summary
Immerse yourself in cultural signals around the Demand Space.
Instructions
• Social listening: hashtags, TikTok trends, memes, YouTube vlogs
• Forums or blogs: what people say when they think brands aren’t listening
• Review ratings and comments on restaurant or retail platforms
• Scan competitor comms — how are they trying to meet the need?
Tip
Look for humour, complaints, rituals — they reveal deeper truths.
Output
Examples of cultural content (quotes, screenshots, images) that show how people talk about the moment.
Investigation
The Investigation Wall
Investigation
Collect Observations – Be With Them
Task summary
Observe people directly in the Demand Space moment, (either doing internally or using an agency - insights team will make recommendation).
Instructions
• Join them in real life or use ethnography to get into the detail of meals with family, nights out, quick weekday dinners
• Shadow an operator during service to see back-of-house challenges
• Capture rituals: who orders first, what gets shared, how they behave at the table
• Ask follow-up questions in the moment (“what made you choose that?”)
Tip
Small behaviours — like eye contact, silence, or laughter — are often the most revealing.
Output
Detailed observations of behaviours and interactions in the moment.
Investigation
The Investigation Wall
Investigation
Collect Observations – Ask About Them
Task summary
Capture stories and perspectives through conversations and proxy voices.
Instructions
• Talk to consumers about recent occasions (“Tell me about last Friday night”)
• Ask operators what guests always ask for or complain about
• Use friends, family, or colleagues as proxy voices to sense-check
• Capture speech bubbles in their own words
Tip
Stories told with emotion are more valuable than rational lists.
Output
Quotations and anecdotes that reflect lived experience of the moment.
Investigation
The Investigation Wall
Investigation
Build the Wall
Task summary
Organise your observations so patterns and tensions become visible.
Instructions
• Create 4 columns: Life | Food | Category | Brand
• Stick each labelled observation under the right column
• Work as a team: read observations aloud before placing them
• Step back and check balance — a healthy wall leans toward Life and Food
• Use colour-coded post its for quick scanning or the stickers in the toolkit
Tip
Team behaviours matter: rotate who places the stickers, and encourage debate if people disagree.
Output
A completed Investigation Wall with observations grouped by Life, Food, Category, and Brand.
Investigation
The Investigation Wall
Investigation
Sense Check the Wall
Task summary
Evaluate whether the Wall is strong enough to fuel themes later.
Instructions
• Ask: Do we have enough depth in Life and Food?
• Do we see clear contrasts — positive and negative, tensions, or contradictions?
• Are there observations from multiple sources (be them, be with them, ask about them)?
• Are we hearing strong emotion in the voices captured?
• If the wall feels flat, pause and gather more before moving on
Tip
Thin walls create thin insights — don’t move forward until it feels full and varied.
Output
A validated Investigation Wall that’s balanced, rich in Life and Food, and ready for Theme development.
Investigation
The Investigation Wall
Themes
What are Themes?
Themes are a collection of clues, which when bought together highlight a point of passion, conflict or intrigue.
Themes are:
✓ Fairly succinct
✓ A ‘title’ given to a group of clues
✓ Relevant to the behaviour change challenge at hand
✓ Relevant to the Demand Space / audience in question
✓ Summation of the evidence
Themes are not:
✗ More than two sentences
✗ The insight, or a version of it
✗ Always based around a conflict
✗ The answer – there’s still digging to be done!
✗ Too broad – focus on one aspect
✗ Not the why
Insight Themes
Themes
Looking for Clues
Task summary
Start spotting the clues that show where the richest insights might come from.
Instructions
• Go back to your Investigation Wall and study the observations
• Use the “What to Spot” checklist as your guide
• Mark the observations that feel strongest
Tip
If something makes you pause, smile, or sparks debate in the team — it’s a clue.
Output
A set of highlighted observations ready to cluster into bigger themes.
Insight Themes
Themes
What to Spot Checklist
Task summary
Here are the 9 types of clues to look for when scanning your Wall.
Instructions
Work through each type in the list below:
• Stand-out words
• Misconceptions
• Unmet needs (emotional and rational)
• Contradictions
• Surprises
• Tensions or points of dissatisfaction
• Loves or passions
• Turns on its head
• Over-serving
Tip
You don’t need all 9 in every theme, but make sure you have at least 2–3 types of clue across your Wall.
Output
A Wall marked with different types of clues, ready to group into clusters.
Insight Themes
Themes Spot Stand-out Words
Task summary
Pick up on repeated or resonant words and phrases.
Instructions
• Highlight words that appear often or stand out in tone
• Capture the context in which they’re used
Example
Guests repeatedly say “fun” when describing shareables, even more than “tasty.”
Tip
Repetition shows what’s emotionally loaded in people’s language.
Output
A list of highlighted words and phrases with context noted.
Insight Themes
Themes Spot Misconceptions
Task summary
Look for things people think are true but aren’t.
Instructions
• Compare consumer/operator beliefs with reality
• Note where perceptions are outdated or unfounded
Example
Operators believe guests only want classics, while guests ask for more adventurous shareables.
Tip
Misconceptions signal opportunities to challenge assumptions.
Output
A set of misconceptions marked on the Wall with supporting evidence.
Insight Themes
Themes Spot Unmet Needs
Task summary
Identify needs that are emotional or functional but not well served.
Instructions
• Ask: What do people wish was different?
• Spot frustrations, gaps, or compromises they accept
Example
Families say they want food that sparks fun but is also quick and easy — they can’t find both together.
Tip
Unmet needs are often the seed of the best insights.
Output
A set of unmet needs captured and noted on the Wall.
Insight Themes
Themes Spot Contradictions
Task summary
Highlight gaps between what people say and what they do.
Instructions
• Compare words with behaviour.
• Look for inconsistencies that reveal hidden tensions
Example
A guest says, “We just came for a quiet night,” then orders a cocktail tree that gets shared on Instagram.
Tip
Contradictions are insight gold — they show where stated beliefs don’t match behaviour.
Output
A list of contradictions captured with quotes and behaviours.
Insight Themes
Themes Spot Surprises
Task summary
Notice things that are unexpected or counter-intuitive.
Instructions
• Highlight observations that don’t fit your assumptions
• Note things that feel unusual or new in culture
Example
Guests take more photos of loaded fries than of their mains.
Tip
Surprises show cultural shifts you may be missing.
Output
A list of surprising behaviours or quotes captured from the Wall.
Insight Themes
Themes Spot Tensions/Dissatisfactions
Task summary
Identify what people dislike, resist, or complain about.
Instructions
• Highlight words showing frustration or dislike
• Note pain points people repeat across occasions
Example
Operators complain, “Tickets print faster than we can cook,” showing the tension of throughput vs variety.
Tip
Tensions are powerful because they block needs from being met.
Output
A set of tensions or dissatisfactions captured from the Wall.
Insight Themes
Themes Spot Loves or Passions
Task summary
Spot the things people rave about with energy or joy.
Instructions
• Highlight quotes where people show enthusiasm
• Look for moments where guests or operators light up
Example
“Bottomless brunch is the best part of my week — it never gets old.”
Tip
Passions tell you what already works — don’t overlook them when looking for growth.
Output
A set of loves or passions highlighted and captured.
Insight Themes
Themes Spot Turns on its Head
Task summary
Look for examples that flip your expectations.
Instructions
• Highlight practices that contradict category norms
• Ask: What would make us rethink the way the category usually works?
Example
Guests skipping mains and treating sides and shareables as the star of the meal.
Tip
These moments reveal disruptive ways of meeting the need.
Output
A list of examples that “turn the norm on its head.”
Insight Themes
Themes Spot Over-serving
Task summary
Find where products or services give more than people actually want.
Instructions
• Highlight where complexity or effort outweighs benefit
• Look for features or rituals people don’t value
Example
Operators over-garnish shareables, slowing service, while guests just want them fast and fun.
Tip
Over-serving adds cost without delivering value — spotting it can unlock simplification.
Output
A set of over-serving examples captured on the Wall.
Insight Themes
Themes
Cluster Clues
Task summary
Group related clues into bigger clusters of meaning.
Instructions
• Bring together clues across contradictions, emotions, surprises, tensions, etc.
• Group them physically on the Wall
• Discuss as a team why they belong together
Tip
If you can’t explain why a set of clues fits, it probably doesn’t.
Output
A small set of clusters, each with supporting observations.
Insight Themes
Themes
Create Themes
Task summary
Turn clusters into human story titles that capture the deeper need.
Instructions
• Give each cluster a short, emotional title that feels like a lived truth
• Keep it in human language (e.g., “Food as social glue,” not “Category relevance”)
• Ensure each theme has evidence drawn from multiple types of clue
Tip
If your theme already sounds like a product idea, you’ve gone too far.
Output
A set of 4-6 crafted Themes, all to be developed in to insights and then prioritised.
Insight Themes
Themes
Prioritise Themes
Task summary
Decide which themes are strongest and most worth carrying forward into insight generation.
Instructions
• Work through this checklist for each theme:
• Evidence strength: Is the theme built on enough observations (not just a single quote)?
• Human truth: Does it feel like a lived story, expressed in real language?
• Life/Food weighting: Is at least 60% of the evidence drawn from Life or Food?
• Unlocking power: Does this theme clearly help overcome the Job to be Done barrier better than others?
• Distinctiveness: Is it different from the other themes (not just a duplicate with new words)?
• Energy: Does the team feel excited to work on it?
Tip
If you can’t explain in one sentence why this theme matters more than another, it isn’t ready to prioritise.
Output
A short list of 1–2 priority themes, chosen and agreed by the team to take forward into Insight Foundations.
Insight Themes
Insight Foundations
What is an Insight?
An Insight is a meaningful understanding about desires/ motivations, that explains human behaviour, highlighting a real tension
The most relevant and meaningful insights are based on human truths, and help unlock a defined commercial opportunity.
Insight Insight Foundations
Insight Foundations
What is an Insight Foundation?
Task summary
Learn the building blocks of an insight foundation and why it matters.
Instructions
• An insight foundation combines:
― Truth = Who, When/Where, What?
Need = Why?
Tension = Why not?
• Use the scaffold: “In a world where… I want… But…”
• This gives you a structured draft, which you’ll make more consumer-friendly in the Crafted Insight pocket.
Example – Family Shared Meal
“In a world where busy parents of school-age kids, on weeknights after work/school when time is tight and everyone’s tired... I want dinner to feel like a proper moment together, when we can reconnect and laugh a little, because simple rituals like meals help us reconnect... But when things feel routine, the energy fades and it takes effort to bring everyone out of themselves and back together as a group.”
Example – Out With My People
“In a world where groups of friends going out together for a night out at the weekend at an easy-going restaurant or bar looking to come together and have some fun... I want things that help them connect by sparking interaction, laughter and make the moment memorable... But too often we are forced to make individual choices which create moments of difference not togetherness.”
Insight Insight Foundations
Insight Foundations
Build the Truth
(Who, When/Where, What)
Task summary
Capture the world your consumer or operator lives in.
Instructions
• Define: Who: iconic target from your Sub-space When/Where: the moment context
― What: what’s most important in that moment
• Use observations and quotes to ground it
Example – Family Shared Meal
“In a world where busy parents of school-age kids, on weeknights after work/school when time is tight and everyone’s tired.”
Example – Out With My People
“In a world where groups of friends going out together for a night out at the weekend at an easy-going restaurant or bar looking to come together and have some fun.”
Tip
Keep Truth short and descriptive, not loaded with interpretation.
Output
A clear Truth statement covering Who, When/Where, and What.
Insight Insight Foundations
Insight Foundations
Build the Need (Why)
Task summary
Define what they’re really chasing emotionally and functionally but needs to be deeper than just reiterating the Demand Space need.
Instructions
• Write it as “I want…”
• Anchor in priority needs from the Demand/Sub-space – but it must be deeper than just reiterating the Demand Space need
Example – Family Shared Meal
“...I want dinner to feel like a proper moment together, when we can reconnect and laugh a little, because simple rituals like meals help us reconnect.”
Example – Out With My People
“...I want things that help them connect by sparking interaction, laughter and make the moment memorable.”
Tip
If the Need doesn’t feel energising, dig deeper — you may only have function, not emotion.
Output
An “I want…” Need statement that makes the human motivation clear.
Insight Insight Foundations
Insight Foundations
Build the Tension (Why not)
Task summary
Surface what gets in the way of the Need being fulfilled.
Instructions
• Write it as “But…”
• Draw from the barrier in your Job to be Done but add more depth
• Use the 5 Whys to go deeper into emotional + functional reasons
Example – Family Shared Meal
“...But when things feel routine, the energy fades and it takes effort to bring everyone out of themselves and back together as a group.”
Example – Out With My People
“...But too often we are forced to make individual choices which create moments of difference not togetherness.”
Tip
The best Tensions feel uncomfortable. If it doesn’t sting, sharpen it. Make sure you are specific and not generic e.g. it’s boring, it’s inconvenient - what and why under this.
Output
A “But…” Tension statement that makes the barrier visible.
Insight Insight Foundations
Insight Foundations
Use the 5 Whys to Dig Deeper
Task summary
Explore why the Tension exists until you reach the root causes.
Instructions
• Start with the need and tension
• Ask “Why?” up to 5 times to see if there is a deeper human need or tension
• Use your Investigation Wall to remind you of observations and clues
• Use the answers to sharpen your insight foundations further
Tip
Don’t stop at surface answers — the third, fourth, or fifth Why usually reveals the richest tension.
Output
A Why chain of 3–5 steps showing the root causes behind your Tension, ready to fold back into the Insight Foundation.
Insight Insight Foundations
Insight Foundations
5 Whys Example –
Family Shared Meal (FSM)
Starting problem
Why are families dissatisfied with midweek meals?
Why chain
1. Because they don’t feel like quality time
2. Why don’t meals feel like quality time? Because phones, stress, and silence dominate
3. Why are these winning over connection? Because categories and products have been built around speed, not shared joy
4. Why does that matter? Because families crave food that delivers both ease and togetherness, but they don’t see a brand enabling it
5. Why is that a gap? Because no brand makes connection the entry point of meal solutions
Tension from this chain
“But when meals feel like work, families default to quick fixes, and the chance for real connection is lost.”
Insight Insight Foundations
Insight Foundations
5 Whys Example –Out With My People (OWMP)
Starting problem
Why do guests order sharing platters and loaded fries?
Why chain
1. Because it feels more fun than everyone eating their own dish
2. Why does it feel more fun? Because passing food around creates interaction and sparks laughter
3. Why do people want interaction at the table? Because the main goal of the night is social connection, not just eating
4. Why does that matter? Because dining out is about making memories with friends — food is the social glue that makes the night feel special
5. Why is food still important if it’s not the main goal? Because food is the backdrop that fuels conversation and keeps people at the table longer
Tension from this chain
“But when menus force people into individual choices, the chance for connection is lost — and the night feels less special.”
Insight Insight Foundations
Insight Foundations
Task summary
Combine Truth, Need, and Tension into one structured foundation.
Instructions
• Link the three parts into: “In a world where… I want… But…”
• Keep the consumer/operator voice
• Ensure all three parts flow logically
Example – Family Shared Meal
“In a world where busy parents of school-age kids, on weeknights after work/school when time is tight and everyone’s tired... I want dinner to feel like a proper moment together, when we can reconnect and laugh a little, because simple rituals like meals help us reconnect... But when things feel routine, the energy fades and it takes effort to bring everyone out of themselves and back together as a group.”
Example – Out With My People
“In a world where groups of friends going out together for a night out at the weekend at an easy-going restaurant or bar looking to come together and have some fun... I want things that help them connect by sparking interaction, laughter and make the moment memorable... But too often we are forced to make individual choices which create moments of difference not togetherness.”
Tip
Read it aloud. If it doesn’t sound natural, simplify.
Output
A drafted Insight Foundation in Truth–Need–Tension format, ready to refine into a Crafted Insight.
Insight Insight Foundations
Insight Foundations
Final Check – Are the Insight Foundations Strong Enough?
Task summary
Sense-check the Truth, Need, and Tension to make sure they’re sharp, human, and energising.
Instructions
Run through this checklist with your team:
• Truth – Does it clearly show who, when/where, and what? Is it written in real-world, human language?
• Need – Does it feel energising and motivating (something people would get excited to solve)?
• Tension – Does it capture the frustration, conflict, or block in a way that makes action feel urgent?
• Flow – Do the three parts (Truth | Need | Tension) read like one joined-up story?
• Clarity – Could everyone in the team explain it back simply, in under a minute?
Tip
Read it aloud. If it doesn’t sound like something a consumer might recognise or your team gets excited by, tighten it further.
Output
A validated set of Insight Foundations (Truth, Need, Tension) that are clear, human, and ready to be turned into Crafted Insights.
Insight Insight Foundations
Crafted Insight
Step 1 – Check Your Level
Task summary
Decide what level your insight needs to be in order to unlock the barrier in the task map and Job to be Done.
Instructions
• Refresh on what type of problem to solve your crafted insight needs to answer:
Come to Mind Best – Communication insights Best Offer – Innovation/Renovation insights
Show Up Best at the Moment of Truth – Activation insights
Example – Family Shared Meal
Truth: Busy parents of school-age kids, on weeknights after work/school when time is tight and everyone’s tired.
Need: Want dinner to feel like a proper moment together. Tension: But when meals seem like work, we default to the same quick fixes.
Example – Out With My People
Truth: Groups of friends going out together at the weekend, looking to have some fun.
Need: Want things that spark interaction, laughter, and make the moment memorable.
Tension: But too often we are forced into individual choices, which creates difference not togetherness.
Output
Clarity on why the chosen level of insight is right for the shift described in the task map.
Insight
Crafted Insight
Step 2 – Tighten It Up
Task summary
Strip out redundant words while keeping the meaning and emotional punch.
Instructions
• Start with your insight foundation
• Remove words that repeat or over-explain
• Keep the flow simple, sharp, and emotionally alive
Example – Family Shared Meal
“In a world where busy parents of school-age kids, on weeknights after work/school when time is tight and everyone’s tired... I want dinner to feel like a proper moment together, when we can reconnect and laugh a little, because simple rituals like meals help us reconnect... But when things feel routine, the energy fades and it takes effort to bring everyone out of themselves and back together as a group.”
Example – Out With My People
“In a world where groups of friends going out together for a night out at the weekend at an easy-going restaurant or bar looking to come together and have some fun... I want things that help them connect by spark interaction, laughter and make the moment memorable... But too often we are forced to make individual choices which create moments of difference not togetherness.”
Output
A sharper, shorter insight line that keeps the energy and intent of the foundation.
Insight
Crafted Insight
Step 3 – Use the Consumer/ Operator Voice
Task summary
Make the insight sound like something your consumer or operator would actually say.
Instructions
• Eliminate jargon and “McCain-speak”
• Rewrite the tightened line in natural, everyday language
• Aim for authenticity — if you can’t imagine a real person saying it, it’s not ready
Example – Family Shared Meal
“Weeknights are a blur — dinner’s the only time we really come together. I want it to feel like a proper moment to reconnect, but when it’s the same routine, the energy fades and it’s hard to bring everyone out of themselves.”
Example – Out With My People
“When we’re out, I don’t just want my own things — I want something we can all share, to keep the talking, laughter and fun flowing. After all, the night is about us, not me.”
Output
A crafted insight expressed in authentic consumer/operator voice.
Insight
Crafted Insight Insight Watch-outs
Task summary
Avoid common pitfalls that weaken insights.
Instructions
Check your crafted insight doesn’t fall into these traps:
1. Look for the thread – make sure the occasion, consumer need and tension are all related
2. Avoid generics – don’t stop at “convenience” or “complexity.” Push for detail
3. Be single-minded – focus on one clear behaviour/attitude shift
4. No figurative language – avoid idioms or metaphors that don’t translate globally
5. Sound real – can you imagine a friend or consumer saying it? If not, rewrite
6. Don’t include the solution – insights describe the problem, not the answer
7. Don’t narrow with category names – avoid closing down the opportunity by making it about one product or SKU.
Output
A validated insight that avoids the seven most common pitfalls and stays sharp, human, and open.
Insight
Crafted Insight
Crafted Insight Checklist
Task summary
Check your crafted insight is built on the right ingredients and expressed in the right style and is DEEP.
Instructions
• Ingredients – a strong insight is:
Grounded in real evidence
Targeted to a clear audience & occasion
Expresses an authentic consumer/operator need
Shows a specific tension tied to the Demand Space
― Carries emotional depth
― Single-minded
• Style – a strong insight is:
Clear, concise, and to the point
Written in consumer/operator language (ideally first person)
Inspiring and action-driving
― At the right level (brand / range / product)
― Open enough to spark multiple solutions
Tip
A powerful insight is DEEP:
– Depth – goes beyond surface behaviours
– Emotional – carries human feeling
– Energising – makes you want to act
– Problem-solving – unlocks the Job to be Done
Output
A crafted insight that passes both the ingredients + style test and are DEEP
Insight
Implications
Revisiting the Task Map
Instructions
• Can you be more single minded in the need to serve?
• Are the guardrails set for success?
• Are the shift correctly identified - can you be more single-minded?
• Do the shifts reflect real consumer behaviour and attitudes?
• Are these shifts realistic to expect to make?
Implications
Implications for the What to Do
Implications
From Insight to Implications
Task summary
Turn your crafted insight into clear implications that guide what the business should do next.
Instructions
• Start with your crafted insight
• Ask: if this is true, what does it mean for how we must act?
• Frame implications as “so what” statements — specific but still strategic
• Make sure they point toward changes that unlock the Job to be Done
Watch-out
If the implication doesn’t change what we would do, it’s not strong enough.
Output
A short list of implications directly linked to the crafted insight.
Implications
Implications for the What to Do
Implications
How can the Insight unlock the Problem to Solve in the Job to Be Done
Task summary
Revisit the shift and barriers in your task map and ask how the insight can help to unlock them.
Instructions
• Communication – Come to Mind Best
― How does the insight change the way we need to be remembered, recognised, or perceived?
• Innovation / Renovation – Best Offer
How does the insight change what we offer now and in the future?
Does it shape new products, menus, or pack formats?
• Activation – Show Up Best at the Moment of Truth
― How does the insight change the way we show up when the consumer/ operator is making their choice?
Think menus, visibility, promotions, partnerships
Watch-out
To start with keep implications at a directional level — not executional details.
Output
A set of implications which can guide activity development
Implications
Implications for the What to Do
Implications
Implications in Practice – FSM Example
Insight
“By the time we’re through the door I need dinner that practically makes itself — one pan and everyone builds their own — otherwise we reach for nuggets and the night feels flat.”
Implications
• Innovation (Best Offer): Create kits or formats that cut prep and washing up but still allow simple rituals
• Communication (Come to Mind Best): Show weekday meal kits as the easy way to feel like a proper family dinner
• Activation (Moment of Truth): Use shelf and pack cues that scream “low effort, family fun, one pan.”
Implications
Implications for the What to Do
Implications
Implications in Practice – OWMP Example
Insight
“When we’re out, I don’t just want my own things — I want something we can all share, to keep the talking, laughter and fun flowing. After all, the night is about us, not me.”
Implications
• Innovation (Best Offer): Expand sharing platters and formats that spark group interaction
• Communication (Come to Mind Best): Position the brand as the go-to for “nights that connect us”
• Activation (Moment of Truth): Use menu language and visuals that highlight shareability (“crowd-pleasers,” “for the table”)
Implications
Implications for the What to Do
Implications
Final Check – Are Implications
Actionable?
Task Summary
Sense-check implications before moving forward.
Checklist
• Are they directly linked to the crafted insight?
• Are they specific enough to inspire action, but not so narrow they dictate execution?
• Do they feel energising for the team to act on?
• Can we see how they would unlock the Job to be Done?
Output
A validated set of implications that bridge the crafted insight to business action.