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Prototyping Critical Experiences > May 27 > Page 1
Savannah Food Co-oP:
Redefining a Community
Prototyping Critical Experiences > May 27 > Page 2
PROBLEM STATEMENT
Why do customers use our service two or three times
and then never return?
Prototyping Critical Experiences > May 27 > Page 3
ASSUMPTION #1
Whole Foods will be a competitor.
Prototyping Critical Experiences > May 27 > Page 4
ASSUMPTION #1
Whole Foods will be a competitor.
ASSUMPTION #2
They need a stronger brand.
Prototyping Critical Experiences > May 27 > Page 5
ASSUMPTION #1
Whole Foods will be a competitor.
ASSUMPTION #3
Their current location is terrible.
ASSUMPTION #2
They need a stronger brand.
Prototyping Critical Experiences > May 27 > Page 6
ASSUMPTION #1
Whole Foods will be a competitor.
ASSUMPTION #3
Their current location is terrible.
ASSUMPTION #2
They need a stronger brand.
ASSUMPTION #4
The experience must be quicker!
Prototyping Critical Experiences > May 27 > Page 7
STEP 1:
developing Empathy &deep Understanding
Prototyping Critical Experiences > May 27 > Page 8
AttitudinalResearch
ObservationalResearch
GenerativeResearch
Bodystorming
desktop Walkthrough
Research Methods Used
E-mail Survey
desktop ResearchBusiness Mapping
Participatory, active &
Passive observations
volunteering
Prototyping Critical Experiences > May 27 > Page 9
• “I already searched (online) for what I wanted
to buy, why should I have to go and find it as if I
were shopping again?”
• describe the experience in one word: chaotic.
• Customers feel “burned” when their order is
incomplete due to delivery issues (“shorted”).
• Bags are cumbersome and add stress to
customers; so they are placed upon surfaces as
customers’ retrieve goods.
INSIGHT 1: Expectation vs Experience Gap
Prototyping Critical Experiences > May 27 > Page 10
• Loyal customers forgive, a lot.
• There is a lot of back-tracking, both during pick
up, but also by volunteers as they distribute.
• new customers frequently misunderstand the
pick-up process.
• Customers don’t know who to ask for help.
INSIGHT 2: It’s really, REaLLY confusing
Three different customers’ paths through the food coop.
Prototyping Critical Experiences > May 27 > Page 11
• Technology currently doesn’t aid in efficiency
of process.
• Several volunteers have specialized knowledge
of their tasks which are unavailable to
other volunteers (creates opportunities for
breakdowns of service delivery).
INSIGHT 3: Insufficient Use of Technology
Goes online &performs
value-based searches
Creates anaccount
Logs in duringopen order
Browses availableproducts during
open order
Adds desireditems to cart
Pays fororder
Receives e-mailconfirmation
Receives e-mailreminders
Registers/subscribesnew user/creates
an account
MailChimpused for mass
MailChimpused for
reminders
Recallsinventory in the
database
Logs & storescustomerspurchases
Transacts paymentvia PayPal
Transfer of fundsvia PayPal
Compiles transaction quantities
into database
Checks supply,confirms or denies
the order
Checks orderquantities
Measuresinventory versus
demand
Updates statusin database
Submits orders with specific distributors
Removes item(s)from database
Receivesshipment
on Thursdays
Inspects & checksproduct; pays via
check
Sends bad productback and informs
supplier
Refunds orcompensatescustomer for
purchase
Distributesinventory
throughout store
Cust
omer
Sav
Food
Co-
opTe
ch. I
nfra
stru
ctur
eSu
pplie
r
Needs food
“vendor” who
supports their
existing values.
XX Minutes
!?
Gives access toupdate offeringson ordering site
Emails customerbase to inform of
open orders
Withdraws fundsfrom PayPal account
to cover various costs
Evaluates andscreens product with
customer input
Contacts SFC withproduct proposal
for sales
Builds inventorylist and updates
ordering site
Communicatesupdated products
on ordering site
Communicatesall info tocustomer
Does this vendor
align with my values &needs?
Packages & shipsorder
Receives paymentat delivery via check
Refunds SFC
Consults customerdatabase to begin
pre-packagedorders on Tuesday
Groups customerspre-purchased
items
Staples invoicesto boxed items
Shifts inventory & performs
other preparationsfor market day
Travels to theSavannah Food
Co-op
Arrives and attains order
(Current Step 1)
Browsesinventory
(Current Step 2)
Checks out& verifies order
@ front(Current Step 3)
Opts to receive text receipt from
Square
Gathers purchaseitems and goes to car
Verifies order,charges for
additional itemsthrough binder
Logs additionalitems sold into
database
Changes arelogged on
spreadsheetsand software
Updatesexisting inventory
list manually
Squarecharges customer’s
credit card
Recalls customerinformationand order
N
Y
Is thissupplier a
good fit forSFC?
N
Y
Does the quantity
fulfill wholesalethreshold ($)?
N
N
Y
YMake
sale or not?
Contingency plan?
Contingency plan?
Contingency plan?
business map of their existing service
Prototyping Critical Experiences > May 27 > Page 12
• Julie refers to the checkout experience as
“pleasant” for customers during our interview;
many members like to interact and chat while
waiting to checkout.
• We care about enabling healthy lifestyle
decisions to be made.
• We trust you more than you’re used to
(We take you at your word).
• We take our relationships seriously (both
with vendors and members).
INSIGHT 4: Tight Knit Community!
Prototyping Critical Experiences > May 27 > Page 13
STEP 2:
Reflecting & Correcting our assumptions
Prototyping Critical Experiences > May 27 > Page 14
CORRECTED ASSUMPTION #1
This is not a grocery store.
Prototyping Critical Experiences > May 27 > Page 15
CORRECTED ASSUMPTION #1
This is not a grocery store.
CORRECTED ASSUMPTION #2
Their brand is community.
Prototyping Critical Experiences > May 27 > Page 16
CORRECTED ASSUMPTION #1
This is not a grocery store.
CORRECTED ASSUMPTION #3
Their location is perfect for their customers.
CORRECTED ASSUMPTION #2
Their brand is community.
Prototyping Critical Experiences > May 27 > Page 17
CORRECTED ASSUMPTION #1
This is not a grocery store.
CORRECTED ASSUMPTION #3
Their location is perfect for their customers.
CORRECTED ASSUMPTION #2
Their brand is community.
CORRECTED ASSUMPTION #4
The experience should be less stressful!
Prototyping Critical Experiences > May 27 > Page 18
GUIDING PRINCIPLES FOR DESIGN
“This isn’t a grocery store, it’s a community.”
“Work smarter, not harder.”
“We want to provide good food to your family.”
Prototyping Critical Experiences > May 27 > Page 19
STEP 3:
developing Criteria & Prototyping Experiences
Prototyping Critical Experiences > May 27 > Page 20
MUST...
be financially viable/obtainable for the Savannah Food Co-op.
CRITERIA 1
Prototyping Critical Experiences > May 27 > Page 21
MUST...
make sense for them & fitwithin their existing sytem.
CRITERIA 2
Prototyping Critical Experiences > May 27 > Page 22
MUST...
offer a blend of personalized & efficient service that limits stress in order to maximize
meaningful interaction.
CRITERIA 3
Prototyping Critical Experiences > May 27 > Page 23
MUST...
enable a sense of communityand the idea of “caring.”
CRITERIA 4
Prototyping Critical Experiences > May 27 > Page 24
MUST...
be scalable & promote regional growth.
CRITERIA 5
Prototyping Critical Experiences > May 27 > Page 25
Unifyingthe frontstage &
backstage
Prototyping Critical Experiences > May 27 > Page 26
STEP 4:
Integrating Insights& Final Concepts
Prototyping Critical Experiences > May 27 > Page 27
BoXEd itEMS - ZoNE 4
AMouNt duE: $112.87
Bulk & drY GoodS- ZoNE 3
ProductQtYtotAlPricE
1 wildflowEr hoNEY, 12 oZ BEAr, B&G Honey Farm $7.50 $7.50
10 YAwP! BAr - MochA, Specialty Item $2.27/bar $22.70
1 locAl fruit BoX - SMAll $20 $20
SUBTOTAL:
SALES TAX:
$106.48
$6.39
Bill to:
Product
ProducE - ZoNE 1
ZoNE 1
ZoNE 2ZoNE 3ZoNE 4
cold StorAGE - ZoNE 2
QtY
totAlPricE
Firstname Lastname8356 Victory DrSavannah, GA 31401
Contact [email protected] 555 4378 (cell)
5/22/2013
STORE LAYOUTBY ZONE
1611DATE
3 PiNk lAdY APPlES, Albert’s Organics $.83/piece $2.491 kiwi, Albert’s Organics $3.66/lbs $3.661 MANGo, Albert’s Organics
$1.32/piece $1.321 cANtAlouPE, Albert’s Organics $4.54/melon $4.541 StrAwBErriES, Berry Farms $5/lb $51 cAuliflowEr, Large
$4.80/head $4.801 BANANAS, Destiny Fruits & Vegetables $1.76/bunch $1.761 cElErY, Destiny Fruits & Vegetables $4.10/bunch $4.104 PEArS - d’ANjou, Destiny Fruits & Vegetables $.78/pear $3.12
1 AlMoNd Milk, 32 oZ, Savannah Food Co-op $3.35/carton $3.353 tofu - firM, 16 oZ, Destiny Organics II $1.40/each $4.201 koMBuchA - PASSioN BliSS, 16 0Z, Savannah Food Co-op $3.42 $3.421 froZEN BluEBErriES, 5 lB, Destiny Fruits & Vegetables $11.30 $11.301 froZEN PEAchES - SlicEd, 10 oZ, Savannah Food Co-op $3.22 $3.22
MEMBER # • direct relationship with new layout &
wayfinding in-store.
• Inventory broken down by zones.
• Quantity and item name displayed more
clearly.
• Check boxes help customer and
volunteers make sure all purchased
items have been obtained.
Redesigned Invoice
CRITERIA FULFILLED:
Prototyping Critical Experiences > May 27 > Page 28
• haphazard
• Cluttered
• Poorly defined
Existing Layout
Prototyping Critical Experiences > May 27 > Page 29
CRITERIA FULFILLED:
12
3
4
ZONE 1Produce
ZONE 2Cold Storage
ZONE 3Bulk & dry Goods
ZONE 4Boxed Items
• defined, clear, simple!
• Tied to the invoice to supplement
wayfinding.
• Minimal circulation path.
Redesigned Zones
Prototyping Critical Experiences > May 27 > Page 30
CRITERIA FULFILLED:
• defined, clear, simple!
• Tied to the invoice to supplement
wayfinding.
• Minimal circulation path.
Redesigned Layout
ZONE 1Produce
ZONE 2Cold Storage
ZONE 3Bulk & dry Goods
ZONE 4Boxed Items
Prototyping Critical Experiences > May 27 > Page 31
Proposed CheckoutPrepaid Add-on Items
Prototyping Critical Experiences > May 27 > Page 32
• Messy
• Cumbersome
• Inefficient
Current OpenMarket Binder
Prototyping Critical Experiences > May 27 > Page 33
CRITERIA FULFILLED:
• Color codes organize goods clearly, help
the cashier to find items on list in more
simple way.
• List can be placed on computer for easy
search function
• Reorganized list corresponds to
customer invoice, creates a unified
experience across multiple touch points
Redesigned OpenMarket Binder
Prototyping Critical Experiences > May 27 > Page 34
CRITERIA FULFILLED:
• Inventory, sales and customer
information is located on one platform,
and references itself.
• Import .csv files in for inventory listings
• dashboard allows kpi’s to be monitored
• Unified tech platform enables scalability
• Search functions decrease time for
finding invoices and products to add.
• Easy addition of products to inventory.
InFlow
Prototyping Critical Experiences > May 27 > Page 35
PoTEnTIaL PRoBLEMS
• how to communicate with software
on website in order to feed vendor
updates into online lists.
• how to migrate all past invoices in such
a way as to allow for easy adoption.
InFlow
Prototyping Critical Experiences > May 27 > Page 36
CRITERIA FULFILLED:
Knowledge MgmtTumblr
Prototyping Critical Experiences > May 27 > Page 37
Thank you.