Learning Technology
Dr. Martens
Mobile microlearning

Learning Technology.

Dr. Martens.
Mobile Microlearning.

The challenge.

Dr. Martens’ appeal to people who possess a proud sense of self-expression.

For the Highstreet sales assistants, they need to connect with the customer; on a stylistic level, understanding the wearers own individual and very distinctive style; on a practical level, matching DM’s famous durability and comfort with the wearers needs; and then finally on an emotional level, DM’s are a badge of attitude and empowerment and the wearer needs to ‘feel’ this. But, with 100’s of styles to choose from, the challenge for the sales assistants is to understand every one of the unique styles, and have the detailed information at their fingertips when interacting with customers.

Additionally, with a high influx of summer temp staff the challenge was upskilling this dispersed workforce quickly.

30 stores

The solution.

We utilised our award winning spaced repetition app MemoryBox, to embed knowledge. In just 2 minutes a day, learners complete workouts and quizzes, learning on the go, anytime, anywhere. 

AI in the app uses spaced repetition learning psychology to learn what each individual knows and repeat the information they don’t know at certain spaced intervals. This repetition reinforces memories, making the knowledge stick.

 The learning is personalised to each individual’s knowledge gaps, and gamification keeps learners hooked and coming back every day!

Best-sellers / favourites product range.

Focus on knowledge of specific differences in high end products to increase average spend.

Focus on add-ons e.g. insoles, show protector.

The results.

Chart for "Quiz Scores by Workout Completion" "Knowledge retention significantly increased the more workouts completed, resulting in higher quiz score." receiving 91% in Quartile 1
Text reads: "Engagement 83%" with a pie chart representing the statement
Hexagon with text "14% improvement in knowledge retention!"
Hexagon with text 'Increased sales conversions led to supplier stock outages! "I have sold a lot more and have more confidence with our originals."'

How can we support you with learning technology?

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation