Starbucks Green Apron - SFU.calkfung/iat438/finalreal.pdf · the Starbucks name and re-branded his...
Transcript of Starbucks Green Apron - SFU.calkfung/iat438/finalreal.pdf · the Starbucks name and re-branded his...
T A B L E O F C O N T E N T S
1 2
3. Team
6. Proposal
8. Domain
2 I N S P I R AT I O N
9. Method
11. CP + B
13. Frog
3 C L I E N T 5 C R E AT I O N4 I D E AT I O N1 I N T R O D U C T I O N
15. Search
17. Starbucks
19. Brand Model
21. Business Model
23. Ansoff Matrix
25. Business Problem
30. Pain Points
31. Frameworks
35. Constraints
37. .Audience
39. Proposal 1
59. Feasible, Viable, Desirable
61. Value
42. Framing
43. Final Proposal
45. Service Model
53. UI
55. Integration
57. Jumping Fences
6 C O N C L U S I O N
Lu c a s F u n g Ed w i n Ta n g D u n c a n L uH a n e u l K i mJ e r ko n e C a s e m
3 4
T H E T E A M
Earlier in 2015 Starbucks announced the Green Apron delivery service. This is our actuation of this service.
We are designing a service that maximizes the efficiency
in the delivery process. We are removing all the
distractions in order to make the process as frictionless
and quick as possible.
P R O P O S A LAT&T
100%
8:08 AM
GREEN APRON
Ready to Order
Jill Anderson
Account & Settings
Call
Message
Favorites
5 6
We used a combination of service and experience design to bring
value to both the consumer and the client. Our proposal allows
Starbucks from being a primarily store based retailer into the
e-Commerce field. The experience that we provide enforces brand
loyalty and turns the potentially negative experience of a delivery
into an enjoyable positive one.
1
"All design is the process of making experiences. "
- Nathan Shedroff
S E R V I C E + E X P E R I E N C E
7 8
Method puts the customer at the heart of every project. To ensure this, they start by
analyzing customer and market data in order to synthesize the insights that drive the
design project. These customer driven insights allow them to consider the varying
touchpoints and experiences a customer might have with a brand and ensure that any
new interaction both fits and builds upon the overall customer experience. The result is a
product or service that undergone iterative testing through prototypes and user research.
M E T H O D - C L I E N T D I A G R A M
Customer insightsProject +channel
Iterative process
9 10
We gained several inspirations from this project, one being to embrace the trust and
transparency between the brand and the customer. Through this, we introduced the
tracker, allowing the customer to follow the progress of their order in real time and
giving them the in store experience wherever they are.
C P + B - D O M I N O S
11 12
By imagining a platform that users interact with on a daily basis, we looked into
giving users a fresh alternative in connecting with the brand. To allow consumers
a more intimate and instant service to the brand, information can be presented
when and where it matters.
F R O G D E S I G N - N Y C B E A C O N
13 14
Originally we explored the technology industry and brand dilution within the
sector. However, we decided that the problems within the technology sector were
too dependent on product offerings and less dependent on experience and/or
service design.
Next, we shifted our focus to small independent clothing brands which lack store
fronts and rely on e-commerce. We noticed that deliveries in general provided
plenty of opportunity for negative experience and aimed to revitalize the whole
delivery experience. However, upon further investigation we deemed this too
daunting a task and ended up narrowing our search to specific delivery types.
C L I E N T S E L E C T I O N
Opening Why Reject?
Creating distinction by re-imagin-ing an in-store experience
Revitalize Sony’s brand identity through a digital experience
There was no demand for an alternative shopping experience
The reason for declining sales lies within the internal confusion
of their brand promise.
Bridging brand gap through imagining a storefront experience
Bridging brand gap through imagining a storefront experience
Sales, along with the brand are not suffering despite the lack
of brand awareness.
Sales, along with the brand are not suffering despite the lack
of brand awareness.
Opening Why Reject?
15 16
1
Starbucks as we know it today was born in 1987 when the
original Starbucks chain was sold to Howard Schultz who took
the Starbucks name and re-branded his existing cafes. Schultz
quickly expanded the brand and focused on emulating the
espresso cafe experience common in Italy. Soon, the North
American market warmed to this new experience, resulting in the
global juggernaut that Starbucks is today.
Green apron is a proposed delivery service set to debut in 2015.
Targeting high-rises, the service aims to turn a craving into a sale,
allowing Starbucks to continue growing in an over-saturated
North American coffee market. Additionally, the connection
between customer and barista that Starbucks has worked so hard
to create is reinforced through repeated delivery.
S T A R B U C K S
17
B R A N D M O D E L
S T A R B U C K S
C U S T O M E R S
T H E I R B R A N D P E R C E P T I O N
B A R I S T A S
E X P E R I E N C E Sm e a s u r e d b y
N E E D S
S E R V I C E
rep
res
en
ted
by
success or failureto meet needsdetermine experience
WHAT IS THEIR PROMISE? To nurture the human spirit - one coffee at a time
WHAT IS BRAND PERCEPTION? A social place to get coffee, exactly how you want it
I D E A P R O M I S Ei s a n d e l i v e r
fulfi
llsh
av
e
ha
ve
c a r r i e d o u t b ye n f o r c e d b y
s h a p e s
de
live
r
19 20
B U S I N E S S M O D E L
K E Y A C T I V I T I E S
C U S T O M E R S E G M E N T
TANGIBLEOne less tripLess work time lostEasier ordering
INTANGIBLE
Reduce frictionReduce cognitive overheadRelationship building
V A L U E P R O P O S I T I O N
C H A N N E L S
K E Y R E S O U R C E S
K E Y P A R T N E R S
fast order and delivery
perfect temperature drinks
personal relationshipapplication
retail stores
website
word of mouth
social media
baristas
suppliers
smart phone
relationships
people who have a lot of stress in their lives
people who are at the whim of their boss and
often must multi-task to meet time constraints
people who have a sudden craving for coffee
C U S T O M E R R E L AT I O N S H I Pconvenience
positive service moments
positive emotional moments
21 22
A N S O F F M AT R I XStarbucks is currently spread out all over the matrix however, they lack new services
targeted towards current consumers. Our design introduces a new service marketed
towards current consumers (corporate sector) which will allow Starbucks to gain
ground in a market that is over-saturated. Brand loyalty is built through repeated use
of the service eventually allowing Starbucks to corner the entire office market.
EXISTING PRODUCTS & SERVICES NEW PRODUCTS & SERVICES
NE
W M
AR
KETS
EXIS
TIN
G M
AR
KETS
Customizable drinks
Traditional service modelCommerce
Global expansion
Spread to new locations
Take advantage of new technology
Focus on local markets
Partnership with other companiesTeavana & La Boulange
New Service modelE-commerce
DeliveryGreen Apron
Use technology to implement a more convenient service modelto dominate local markets
23 24
Starbucks’ high popularity does not allow for them to accommodate the busy
lifestyles of their customers and their need for efficiency when ordering coffee. As a
result, customers who would have potentially purchased Starbucks coffee are instead
ordering their coffee from, less popular, indie coffee shops.
"At one point, Starbucks was the predator. They'd set up wherever
there was an indie café. What's happening right now, indie cafés
are opening near Starbucks and taking business. I don't know how
Starbucks can compete." - Vince Piccolo, Founder of Caffè Artigiano
B U S I N E S S P R O B L E M
25 26
"This is a game of seconds. We are constantly asking
ourselves, how can we shave time off this?"
- Silvia Peterson, Director of store operations engineering
"Starbucks was forced to focus harder on speed
of delivery as its growth exploded"
27 28
- Chicago Tribune
There are several points along the coffee ordering journey that cause
customer friction. Our goal with this project is to remove as many of these
“pain points” as possible in order to create a seamless ordering experience
that is both functional and memorable.
P A I N P O I N T S
“The success and strong customer base of regional coffee shops have made it difficult for the larger, established brands like Starbucks to succeed.”
- Forbes
29 30
3 PainPoints5 Steps
Rushed
receive consume reflectorder payoffice store customize
Waiting Time
Loss of Work Time
Rushed
Waiting Time
Loss of Work Time
Waiting Time
Unpredictability
Loss of Work Time
Loss of Work Time
Waiting Time
Unpredictability
Risk of Wrong Order
Risk of Wrong Order
office receive consumeorder reflect
Rushed Loss of Work Time Waiting Time
12 PainPointsRemoved
3 StepsRemoved
C U R R E N T F R A M E W O R K R E V I S E D F R A M E W O R K
Pain Points
Touchpoints
Pain Points
Touchpoints
15 PainPoints8 Steps
Waiting Time
31 32
As Starbucks expanded their offerings as well as global reach, they diluted their brand as well as their initial
commitment to superb service. The cognitive overhead grew as a result of the vastly expanded menu and the
sub-par service was not enough to keep people around. As a result friction between the customer and brand
grew and potential customers began to shift to simpler indie shops.
I N N O V AT I O N G A P
Average Taps Needed to Complete Transaction
0
5
10
15
20
Just Eat Postmates Green Apron
# of taps
33 34
We developed constraints to help guide our design process.
The constraints needed to be open enough to not limit our
ideation us but also restrictive enough to allow us to maintain
focus and keep us on track.
C O N S T R A I N T SUtilize technology
to reduce stress and or cognitive overhead
in ones life
Strengthen the relationship between consumer and brand
Adaptation through continued use
35 36
Our target consumer base is executive assistants. They are
at the whim of their boss and often must multi-task to meet
the time constraints that their boss has set. This makes a
task such as getting coffee or food an arduous task as it
often takes them away from their desk into an environment
where they cannot perform their tasks.
Executive assistants need to be able to perform their tasks as
efficiently as possible. Simple tasks become complicated when you
are forced to do so many simultaneously. Reducing the cognitive
overhead and/or time constraints of one of these tasks, such as
ordering coffee allows them to better perform other tasks while
additionally building trust in the Starbucks brand.
A U D I E N C E N E E D S
37 38
1
Re-introducing Starbucks’ personal touch through delivery.
The concept behind our first idea was to introduce a delivery
service that would allow customers to build a relationship with
the delivery courier. Through repeated deliveries a relationship
would form with the barista as well as the brand increasing
loyalty and drawing customers away from the increasingly
popular indie coffee shops. We realized that with the busy
lifestyle of our target audience, they would not be able to
dedicate the amount of time needed to create meaningful, lasting
relationships.
R E J E C T E D
P R O P O S A L 1
39
How can we ensure that coffee arrives hot?
How can we minimize the cognitive overhead associated with delivery apps?
How can we ease the burden on executive assistants?
F R A M I N G
42
1
Reduce ordering friction in order to speed up the complicated Starbucks ordering process.
Similar to our first proposal, we are designing a delivery service.
However, we found that a large problem in on-demand delivery was
ensuring that the food was delivered hot. In contrast to the first
attempt we are maximizing speed instead of building a relationship. The
personal communication is still there but, it is much less of a focus. The
maximized efficiency of our delivery service ensures that coffee is
always delivered hot while the simplicity in ordering reduces the
cognitive overhead of the complicated Starbucks menu.
A C C E P T E D
F I N A L P R O P O S A L
43
Max 87am ~ 3pmHOT only drinks
S E R V I C E D E S I G N M O D E L
In order to maximize the viability of our service we looked into specific aspects
that we deemed essential to the success of our operation. Our service is only
offered during peak coffee consumption hours, is limited to 8 or less drinks, and
additionally, is limited to beverages only as delivering food would put a much
greater burden on the delivery person compared to simply delivering drinks.
45 46
Average North American Coffee Consumption in 24 Hours
Qu
anti
ty
150
100
50
00 3 6 9 12 15 18 21
Time
The highest coffee consumption in the USA occurs from 7am
- 3pm therefore in order to maximize the efficiency of our
operation, our service is only offered during those hours.
47 48
Coffee Cooling Time: Temperature Decay
0
Time (minutes)
70 °C
90 °C
77 °C
1052.5 7.5
Tem
pera
ture
(°C)
Coffee cools on average by 13 °C within 5 minutes of its
brewing. In order to ensure that it’s delivered hot, the amount of
drinks that can be ordered had to be capped in order to ensure
that the first drink made would still be hot upon arrival.
49 50
wants coffee
brings to
GREEN APRON
delivers coffee
Barista 1
Barista 3
Barista 2makes coffee
places order
EABOSS
We used the metaphor of a pit crew to help inspire our design. The boss places an
order with the executive assistant who then transfers it to the Green Apron service.
The three person barista team acts as the “pit crew” churning out and delivering
beverages as fast and accurately as possible. Similar to a pit crew, each member of
the team has a specialized role in order to maximize efficiency. The first barista
receives the order. They then communicate it to the second barista who makes the
order before the third barista delivers it.
M E T A P H O R : P I T C R E W
51 52
In two words, the experience our app aims to provide is ‘quick’ and ‘easy’. Thus,
we chose tapping to be the primary micro-interaction because it allows for fast
and straightforward navigation through the interface. While we feel that while
swiping and sliding are more joyful interactions, they sacrifice the efficiency
that is essential for our app to provide the service intended, which is for the
customer to order what they want as quickly as possible.
U I E L E M E N T S
53 54
AT&T 100%8:08 AM
G R E E N A P R O N
Ready to Order
John SmithAccount & Settings
Call MessageFavorites
AT&T 100%8:08 AM
F A V O U R I T E S Brew
Caramel Apple Spice
W h i p p e d C r e a mH a l f S w e e t
Caramel Apple Spice+ N u t m e g
W h i p p e d C r e a mH a l f S w e e t
Pumpkin Spice LatteH a l f S w e e t
W h i p p e d C r e a mS o y M i l k
Green Tea Frappucino+ 1 M a t c h a
W h i p p e d C r e a mH a l f S w e e t
E x t r a H o t
AT&T 100%8:08 AM
F A V O U R I T E S
Caramel Apple Spice
W h i p p e d C r e a m
D e t a i l s :H a l f S w e e t
Q u a n ti t y :
1 2 3 4
S i z e :
TrentaTall Grande Vente
A D D T O C A R T
AT&T 100%8:08 AM
F A V O U R I T E S
Pumpkin Spice Latte
W h i p p e d C r e a mS o y M i l k
D e t a i l s :H a l f S w e e t
Q u a n ti t y :
1 2 3 4
S i z e :
TrentaTall Grande Vente
A D D T O C A R T
AT&T 100%8:08 AM
F A V O U R I T E S Brew
Caramel Apple Spice
W h i p p e d C r e a mH a l f S w e e t
Caramel Apple Spice+ N u t m e g
W h i p p e d C r e a mH a l f S w e e t
Pumpkin Spice LatteH a l f S w e e t
W h i p p e d C r e a mS o y M i l k
Green Tea Frappucino+ 1 M a t c h a
W h i p p e d C r e a mH a l f S w e e t
E x t r a H o t
AT&T 100%8:08 AM
F A V O U R I T E S
Caramel Apple Spice
W h i p p e d C r e a m
D e t a i l s :H a l f S w e e t
Q u a n ti t y :
1 2 3 4
S i z e :
TrentaTall Grande Vente
A D D T O C A R T
AT&T 100%8:08 AM
F A V O U R I T E S
Pumpkin Spice Latte
W h i p p e d C r e a mS o y M i l k
D e t a i l s :H a l f S w e e t
Q u a n ti t y :
1 2 3 4
S i z e :
TrentaTall Grande Vente
A D D T O C A R T
100%8:08 AMAT&T
Green Apron
Mute Speaker
100%8:08 AMAT&T
Jill Anderson
Mute Speaker
Triple Shot & Extra HotAT&T 100%8:08 PM
8 08Wednesday, April 8
Triple Shot & Extra HotAT&T 100%8:08 PM
8 08Wednesday, April 8
StarbucksYour order is being delivered!
now
slide to view
Jill AndersonActive Now
Type a message...
Aa
AT&T 100%8:08 AM
Thank you!
Hey Jill! The boss wants a regularlatte today, extra hot please! I’d alsolike a chai tea latte :)
Hi John! This is Jill, your Green Apron.Thanks for using Green Apron!
Okay John! Hope you’re having a greatmorning. Your drinks will be there ASAP!
8:07 AM
1:35 PM
Hey Jill! The boss wants a regular latte today, extra hot please! I’d also like a chaitea latte :)
No problem! Thanks for using GreenApron! See you soon!
Thank you!
Jill AndersonAccount & Settings
AT&T 100%8:08 AM
G R E E NA P R O N
Jill AndersonAccount & Settings
Green Apron can be accessed through the current Starbucks app. Tap the
Green Apron tab to navigate to the ordering menu.
Original New
I N T E G R AT I O N
Orders can be processed through the favourites menu, Facebook Messenger,
as well as by phone call. When your order begins brewing, you will receive a
notification and the main menu will update to reflect order status.55 56
Using Facebook Messenger for business, we were able to reduce
the amount of cognitive overhead by removing the need to order
with menus, while also introducing an informal method of
communication between the barista and the executive assistant,
so it feels like you are talking to a friend, rather than an employee.
Delivery service apps, such as Postmates set the base
framework for Green Apron. These apps work with a heavily time
consuming amount of actions, and with lots of info
presented to the audience at once.
J U M P I N G F E N C E S
57 58
Reduces the cognitive overhead of the ordering process.
The UI interactions allow efficiency to be maximized
giving the executive assistant more time to perform their
tasks, as well as have an easier time multitasking.
F E A S I B L E
D E S I R A B L E
V I A B L E
Our proposal uses technology currently available to
Starbucks. They will be able to implement our proposal
with no additional research and development.
Provides a new service which reduces cognitive
overhead making the ordering process faster.
Increase sales levels by cornering a large part of the
corporate market, while simultaneously promoting brand
loyalty.
59 60
V A L U E : C U S T O M E R
TangibleOur app allows executive assistants to stay in the office and perform a task that
normally they would have to leave the office to do. This means that less work time is
lost as they can stay in the office and work without losing time waiting in line as well as
commuting. Being able to visualize the arrival time of the order allows for the executive
assistants to plan and tailor their schedules accordingly.
IntangibleFriction is reduced through the simplification of the ordering process. Additionally, this
reduces the cognitive burden on the associate reducing stress, and allowing them to
perform their tasks to the best of their abilities. A relationship with the brand is forged
through repeated successful deliveries. Additionally, there is potential for a personal
relationship to emerge with the delivery courier.
Tangible
Removes commute time
Can visualize time of arrival
Intangible
Reduces amount of lost work time
Reduce cognitive overhead of ordering coffee
Builds relationships with baristas
61 62
V A L U E : S T A R B U C K S
Tangible
Reinforces existingconsumer base
Intangible
Builds trust with brand
TangibleEasier ordering will increase Starbucks’ popularity with executive assistants who
may have otherwise went to less busy stores. Executive assistants have
significant purchasing power in the commerce sector. Their increased level of
activity with the Starbucks brand will allow Starbucks to corner a large portion of
the commerce sector’s demand for coffee.
IntangibleRepeated successful deliveries will build a trust based relationship between the
consumer and the Starbucks brand. This will make the consumer more likely to
purchase Starbucks goods when off work.
63 64
R E F E R E N C E S
65 66
Adelstein, J. & Stucky, N. (2012, November 14.) How Sony Is Turning Into A Ghost In Japan And Around The World. Retrieved from http://kotaku.com/5960411/how-sony-is-turning-into-a-ghost-in-japan-and-around-the-world
Allison, M. (August 20, 2008). Starbucks no longer gives small coffee shops the jitters. Retrieved from http://www.seattletimes.com/busi ness/starbucks-no-longer-gives-small-coffee-shops-the-jitters/
Dormehl, L. (January 23, 2015). STARBUCKS'S MOBILE APP PAYMENTS NOW REPRESENT 16% OF ALL STARBUCKS TRANSAC TIONS. Retrieved from http://www.fastcompany.com/3041353/fast-feed/starbucks-mobile-app-payments-now-represent-16 -of-all-starbucks-transactions
Geereddy, N. (2010). Strategic Analysis Of Starbucks Corporation.
Glover, G. (August 10, 2009). Is Starbucks Good or Bad for Independent Coffee Shops?. Retrieved from http://ww w.cbsnews.com/news/is-starbucks-good-or-bad-for-independent-coffee-shops/
Hennessey, R. (August 3, 2012). 3 Reasons Why Starbucks Still Shines, Despite Market Shortcomings. Forbes. Retrieved from http://ww w.forbes.com/sites/rachelhennessey/2012/08/06/3-reasons-why-starbucks-still-shines-despite-market-shortcomings/
Mourdoukoutas, P. (April 26, 2012). Is Starbucks Losing Focus. Retrieved from http://www.forbes.com/sites/panosmourdouk outas/2012/04/26/is-starbucks-losing-focus/
Newman, J., (2014, Febuary 6.) Sony Quits The PC Business. Good! Retrieved from http://time.com/5412/sony-quits-the-pc-busi ness-good/
Reisinger, D., (2014, October 31.) Sony posts $1.2 Billion Loss As Mobile Business Falls Off A Cliff. Retrieved from http://ww w.cnet.com/news/sony-posts-1-2-billion-loss-as-mobile-business-falls-off-a-cliff/
Sony To Spin Off Video And Audio Units. (2015, Febuary 18.) Retrieved from http://www.bbc.com/news/business-31523511
Sony To Close All 14 Canadian Stores Within 2 Months.(2015, January 15.) Retrieved from http://www.cbc.ca/news/business/so ny-to-close-all-14-canadian-stores-within-2-months-1.2902094
Starbucks set to serve beer and wine in Canada by end of 2015. (February 4, 2015). Retrieved from http://globalnews. ca/news/1811472/starbucks-set-to-serve-beer-and-wine-in-canada-by-end-of-2015/
Triggs, R., (2014, August 22.) Why Is Sony's Mobile Business In The Red? Retrieved from http://www.androidauthority.com/sonys-mo bile-business-struggles-528720/
Weber, L & Gee, M. (April 13, 2005). At Starbucks, every second counts: There's a need for speed for your coffee. Retrieved from http://articles.chicagotribune.com/2005-04-13/news/0504130351_1_chain-of-coffee-shops-starbucks-blended
Wilson M. (December 3, 2014). Mobile Orders Will Make Starbucks Coffee More Addictive Than Ever. Retrieved from http://www.fast codesign.com/3039308/mobile-orders-will-make-starbucks-coffee-more-addictive-than-ever