Goldstar / Brand Positioning Research

In 2016, we realized that while the business had significantly grown, the brand had failed to evolve along with it. So we embarked on a research project to get back in touch with our members and research their motivations in purchasing live entertainment.

Led:Planned and coordinated user interviews, wrote scripts, ran remote user tests, coached team on interviewing skills.

Outcomes:Completed research to provide the foundation of the brand project, as well as two new primary personas. Dramatically improved how the executive team approached user-centered product development.

Learned:Helped the team grow its research and interviewing skills.

The Story

Working with the CEO and other key execs, we came up with a plan that centered around member chats, customer feedback, and remote usability studies.

In about 4 weeks, we planned, coordinated and interviewed 20 different members, along with executing several small remote user tests (~60 participants total). We also compiled several reports of internal customer feedback, and ran additional tests evaluating the brand perceptions of a range of competitor websites, as well as our own.

“Imagine you’ve just met someone at a party and they ask you what you do. What would you tell them?”
I like to think I look like this when I'm compiling user research.

Video transcripts were recorded via a variety of methods, but we uploaded everything to Lookback, where the team (including the CEO) were able to listen and transcribe the interviews quickly, and immediately share the results.

“When I’m bored and I’m not doing anything, I figure something’s wrong with my life and I should do something else — put myself out there.” — Fran

Giving everyone easy access to the videos made a huge difference when it came time to discuss results, as everyone was already up to speed, recognized the names of many interviewees, their personalities, as well as memorable quotes.


Getting into the swing of interviewing took everyone some time. We smartly started with a round of employee interviews. This allowed us to rework the script as well as get comfortable with active listening and guiding conversations. It took some time to learn how to gently lead interviewees away from giving us company feedback and toward uncovering their deeper goals and issues. All in all, it was challenging and very rewarding for the team.

We recorded interviews using a variety of methods (Google Hangouts, Skype, telephone) to accommodate participants' schedules and overcome technical issues.


Most directly, the research informed our brand positioning discussions and allowed us test position statements with users. We used this feedback to regularly guide our progress througout the project.

With the brand position in hand, we were able to bring it, along with research highlights, to the rest of the company, where we are using it to spark a renewed sense of purpose in our work.

The research also revealed several areas where our customers' expectations had evolved in surprising ways. The growth of Stubhub and the online ticket resale market, for example, had eroded customer trust in buying tickets online, something that hadn't been an issue several years ago.

Lastly, it has validated the importance of UX research at the C-level, and given us a head start in building a new customer advisory panel, a database of customers we can get in touch with for quick feedback.