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Savannah Food Co-op:

Redefining a Community Prototyping Critical Experiences > May 27 > Page 1


PROBLEM STATEMENT

Why do customers use our service two or three times and then never return?

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ASSUMPTION #1

Whole Foods will be a competitor.

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ASSUMPTION #1

Whole Foods will be a competitor. ASSUMPTION #2

They need a stronger brand.

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ASSUMPTION #1

Whole Foods will be a competitor. ASSUMPTION #2

They need a stronger brand. ASSUMPTION #3

Their current location is terrible.

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ASSUMPTION #1

Whole Foods will be a competitor. ASSUMPTION #2

They need a stronger brand. ASSUMPTION #3

Their current location is terrible. ASSUMPTION #4

The experience must be quicker! Prototyping Critical Experiences > May 27 > Page 6


STEP 1:

Developing Empathy & Deep Understanding

Prototyping Critical Experiences > May 27 > Page 7


Business Mapping

Participatory, Active & Passive Observations Volunteering

Attitudinal Research

Observational Research

E-mail Survey Desktop Research

Generative Research

Bodystorming Desktop Walkthrough

Prototyping Critical Experiences > May 27 > Page 8


INSIGHT 1: Expectation vs Experience Gap • “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.

Prototyping Critical Experiences > May 27 > Page 9


INSIGHT 2: It’s really, REALLY confusing • 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.

Prototyping Critical Experiences > May 27 > Page 10


INSIGHT 3: Insufficient Use of Technology • 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). Customer Sav Food Co-op

N

!? Needs food “vendor” who supports their existing values.

Goes online & performs value-based searches

Does this vendor align with my values & needs?

Y

Creates an account

Logs in during open order

Browses available products during open order

Adds desired items to cart

Pays for order

Receives e-mail confirmation

Contingency plan?

Receives e-mail reminders

N

N

Contingency plan?

XX Minutes

Evaluates and screens product with customer input

Is this supplier a good fit for SFC?

Y

Gives access to update offerings on ordering site

Emails customer base to inform of open orders

Withdraws funds from PayPal account to cover various costs

Submits orders with specific distributors

Does the quantity fulfill wholesale threshold ($)?

Receives shipment on Thursdays

Removes item(s) from database

Tech. Infrastructure

Y

Communicates updated products on ordering site

Communicates all info to customer

Registers/subscribes new user/creates an account

MailChimp used for mass email

Recalls inventory in the database

Logs & stores customers purchases

Transacts payment via PayPal

Transfer of funds via PayPal

Compiles transaction quantities into database

MailChimp used for reminders

Supplier

N

Contacts SFC with product proposal for sales

Builds inventory list and updates ordering site

Prototyping Critical Experiences > May 27 > Page 11 Checks order quantities

Checks supply, confirms or denies the order

Measures inventory versus demand

Make sale or not?

Y

Updates status in database

Packages & ships order


INSIGHT 4: Tight Knit Community! • 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).

Prototyping Critical Experiences > May 27 > Page 12


STEP 2:

Reflecting & Correcting Our Assumptions

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CORRECTED ASSUMPTION #1

This is not a grocery store.

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CORRECTED ASSUMPTION #1

This is not a grocery store. CORRECTED ASSUMPTION #2

Their brand is community.

Prototyping Critical Experiences > May 27 > Page 15


CORRECTED ASSUMPTION #1

This is not a grocery store. CORRECTED ASSUMPTION #2

Their brand is community. CORRECTED ASSUMPTION #3

Their current location is perfect for their customers.

Prototyping Critical Experiences > May 27 > Page 16


CORRECTED ASSUMPTION #1

This is not a grocery store. CORRECTED ASSUMPTION #2

Their brand is community. CORRECTED ASSUMPTION #3

Their location is perfect for their customers. CORRECTED ASSUMPTION #4

The experience should be less stressful! Prototyping Critical Experiences > May 27 > Page 17


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 18


STEP 3:

Developing Criteria & Prototyping Experiences

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CRITERIA 1

MUST...

be financially viable/obtainable for the Savannah Food Co-op.

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CRITERIA 2

MUST...

make sense for them & fit within their existing sytem.

Prototyping Critical Experiences > May 27 > Page 21


CRITERIA 3

MUST...

offer a blend of personalized & efficient service that limits stress in order to maximize meaningful interaction.

Prototyping Critical Experiences > May 27 > Page 22


CRITERIA 4

MUST...

enable a sense of community and the idea of “caring.”

Prototyping Critical Experiences > May 27 > Page 23


CRITERIA 5

MUST...

be scalable & promote regional growth.

Prototyping Critical Experiences > May 27 > Page 24


Unifying

the frontstage & backstage Prototyping Critical Experiences > May 27 > Page 25


Prototyping Critical Experiences > May 27 > Page 26


prototype insights

Prototyping Critical Experiences > May 27 > Page 27


STEP 4:

Integrating Insights & Final Concepts

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ZoNE 4

QtY

ZoNE 3

ZoNE 2

STOZoN RE LAY E 3OUT dSBulk & drY GooBY ZONE

ZoN E 1ey Farm Hon B&G flowEr hoNEY, 12 oZ BEAr,

1

wild

10

YAwP! BAr - MochA, Specialty

totAl

PricE

Product

Item

$7.50

$7.50

$2.27/bar

$22.70

Redesigned Invoice managers@savannahfoodcoo

p.com

Bill to: E4 ZoN S itEM Ed BoX Firstname Lastname 8356 Vict - SMA Dr ll locAl fruit BoXory 1 Savannah, GA 31401

QtY

Contact Info user@email.com 555 555 4378 (cell)

1611

AMouNt duE:

1

kiwi, Albert’s Organics

1

MANGo, Albert’s Organic

1

cANtAlouPE, Albert’s Org

1

StrAwBErriES, Berry Far

1

cAuliflowEr, Large

1

BANANAS, Destiny Fruits

1

& Vegetables

cElErY, Destiny Fruits &

4

Vegetables

PEArS - d’ANjou, Destiny

Organics

s anics

ms

PricE

$.83/piece

$2.49

$3.66/lbs

$3.66

$1.32/piece

$1.32

$4.54/melon

$4.54

$5/lb

Fruits & Vegetables

totAl

AlMoNd Milk, 32 oZ, Sav

3

tofu - firM, 16 oZ, Des

annah Food Co-op

tiny Organics II

koMBuchA - PASSioN Bli froZEN BluEBErriES,

SS, 16 0Z, Savannah Food

$4.80/head

$4.80

$1.76/bunch

$1.76

$4.10/bunch

$4.10

$.78/pear

$3.12

5 lB, Destiny Fruits & Veg

etables

froZEN PEAchES - SlicEd

$3.35/carton

$3.35

$1.40/each

$4.20

Co-op $3.42

, 10 oZ, Savannah Food Co-

op

• Direct relationship with new layout & wayfinding in-store. • Inventory broken down by zones. • Quantity and item name displayed more clearly.

$5

2

1

1

5/22/2013

$112.87

PiNk lAdY APPlES, Albert’s

1

MEMBER #

$106.48 $6.39

3

cold StorAGE - ZoNE

1

$20

DATE

SUBTOTAL: SALES TAX:

Product

ProducE - ZoNE 1

$20

• Check boxes help customer and volunteers make sure all purchased items have been obtained.

$3.42

$11.30

$11.30

$3.22

$3.22

Criteria FULFILLED:

Prototyping Critical Experiences > May 27 > Page 29


Existing Layout • Haphazard • Cluttered • Poorly defined

Prototyping Critical Experiences > May 27 > Page 30


2 3

Redesigned Zones

1

• Defined, clear, simple! • Tied to the invoice to supplement wayfinding. • Minimal circulation path. ZONE 1 Produce

Criteria FULFILLED:

ZONE 2 Cold Storage

4

ZONE 3 Bulk & Dry Goods ZONE 4 Boxed Items

Prototyping Critical Experiences > May 27 > Page 31


Redesigned Layout • Defined, clear, simple! • Tied to the invoice to supplement wayfinding. • Minimal circulation path. ZONE 1 Produce

Criteria FULFILLED:

ZONE 2 Cold Storage ZONE 3 Bulk & Dry Goods ZONE 4 Boxed Items

Prototyping Critical Experiences > May 27 > Page 32


Proposed Checkout Prepaid

Add-on Items Prototyping Critical Experiences > May 27 > Page 33


Current Open Market Binder • Messy • Cumbersome • Inefficient Prototyping Critical Experiences > May 27 > Page 34


Redesigned Open Market Binder • 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 Criteria FULFILLED:

Prototyping Critical Experiences > May 27 > Page 35


InFlow • 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.

Criteria FULFILLED:

Prototyping Critical Experiences > May 27 > Page 36


InFlow 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.

Prototyping Critical Experiences > May 27 > Page 37


Knowledge Mgmt Tumblr • XXX

Criteria FULFILLED:

Prototyping Critical Experiences > May 27 > Page 38


Prototyping Critical Experiences > May 27 > Page 39


Done, son!

Prototyping Critical Experiences > May 27 > Page 40


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