Designed in Europe,
Manufactured in Bangladesh, Traveled through Asia,
Sold in the United States, Who am I ?
A Project by: Aashna Parekh (MA Service Experience Design and Innovation)
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Disclaimer Names identifying users or interviewees have modified within this project in order to maintain their anonymity. All rights reserved. 2019 Š
Acknowledgment I want to thank my tutor Cordula Friedlander for her constant support throughout the project. A big hug to all the participants who helped shape my project by meeting me for hours at coffee shops and patiently answering all my questions. A special thanks to Silvia, Veron, and Lara for being there for me each time I had a puzzled expression on my face. Thank you, Hena and Phillipa, for motivating me throughout the year. Finally, I would like to thank my family, and all my friends who were a permanent support system.
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(No trees were harmed in the making of this book)
Contents Discovery . . . . 12 Research : primary and secondary What is fast fashion? What is sustainability? What is retail? What is conscious consumerism? Stakeholder map Field of study and opportunities Service safari Talks and events Interviews
Define . . . . 36
4
Insights And Challenges Typical User Journey Problem Definition User Journey Storyboard: Decision Fatigue Trends and Drivers Who Is The End User? Who Is The Secondary Service Provider? What: Product Linear Fact Sheet The Big Picture How Might We
Develop. . . . 66 Insight Mapping Synthesizing Data Prototype Service Design Fringe Festival Co-design Session
Deliver . . . . 80 Service concept Value Proposition Business Model Canvas Service Blueprint - user Service Blueprint - brand Service Wireframe The App User Testing and Feedback
Conclusion . . . . 104 Bibliography . . . . 106
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Finally! You made it. You have arrived home after a long tiring day. All you want to do now is, kick back, pull out the Ottoman and snuggle in your warm jumper? It’s okay. You probably deserve it. (At least, you think you do).
Introduction
While all of this might seem reasonable to you, let’s take a closer look. This jumper you are wearing might be warm, but did you know the amount of waste that was generated to make this ‘basic’ jumper? To put things in perspective, look over and notice the glass of water sitting on the table near you, now imagine ten thousand of these glasses filled with water were used to make your jumper.
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As you shift in your chair slightly uncomfortably, let me tell you the story of how you became a proud jumper owner. This story began centuries ago as a very humble act of providing the three essentials to humanity – food, clothing, and shelter. As the human race got more advanced, we realized - we could do more than just the essentials. Soon after (give or take a few million years), the most ground-breaking era began; the industrial age of mass production and automation, where humans trained machines to make lives easier for them. While we thought we were making advancements and making things accessible for all, we started mass production & retail - and maybe, just maybe, we were on our way towards creating a world in which we live today. It is a world where we now find ourselves at a stage of declaring a climate emergency, where ‘Being Sustainable,’ would not be perceived as a luxury anymore. However, you might wonder, wasn’t the intention of our advancement to provide a space for humans to build a
community and socialize. Then how is it that today, you find yourself staring at the brown cardboard box with a smiley arrow that arrived at your doorstep without any human interaction? When you think of it, in your mind, the story was so simple. It probably took three clicks of a button until you became a proud jumper owner. In reality, there were about eight massive steps which you never thought about, right from harvesting of the cotton to processing it into cloth, to dying, stitching, packaging, delivery, and so on. If there are so many steps involved, how is it that you bought this jumper for only ÂŁ8? Before moving onto the big picture, it is essential to understand the meanings behind each of these three concepts that are connected: Fast Fashion, Sustainability, and Retail.
Introduction 7
Methodology The Double Diamond model provided the framework used for this project. Following this framework, the project was carried out in four specific phases: Discover, define, develop, and deliver (Design Council, 2007).
Discover
Define
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Objective: 1. Use divergent thinking to understand project scope. 2. Collect data - Market Research 3. Identify the potential stakeholders and how the design can impact them.
Methods: Desk research Interviews/Questionnaires/ Surveys Stakeholder map / Events and talks
Objective: 1. Use convergent thinking to zoom in on the problem. 2. Identify and focus on a specific problem, synthesize the data. 3. Define user needs and set expectations with the Stakeholders.
Methods: Personas User Journey Map Design Opportunities & HMW Systems Map
Develop
Deliver
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Design Council - Double Diamond methodology
Objective: 1. Prototype the initial idea. 2. Test idea with stakeholders. 3. Use MVP to generate and test multiple ideas. 4. Develop a framework.
Methods: Insight Mapping Co-creation & co-design Prototype development tools Feedback at SDFF
Objective: 1. Deliver final design. 2. Map out service scenarios.
Methods: Service Blueprint Value Proposition Collect user feedback
1.0 Discover The discovery phase has been prominent in defining the problem and understanding the scope through the design process. In my work, this process mainly consisted of desk research, field research, and conducting interviews with fast fashion users and those who represent fast fashion brands, including business analysts, product managers, shopper marketing consultants, and those who are now working within the area of sustainability. Insights generated were then synthesized and shared both among the wider course group and with key stakeholders.
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2.0 Define In this phase, the ideas, themes, and directions of focus generated in the discovery phase were analyzed and condensed, resulting in a clear problem definition. The use of service design methodologies and tools, such as the development of personas and ‘how might we’ questions and mapping out ‘user journeys’ (Stickdorn et al., 2018), were useful while defining the problem area.
3.0 Develop During this phase, I prepared collaborative activities in response to the research questions ascertained in phase two. I then refined the concepts addressing problems identified in previous stages. The approach used was online surveys, testing initial prototypes with potential service users, receiving feedback by using a speculative design activity that generated a conversation after showcasing my design research at the Service Design Fringe Festival through a short lighting talk. I then facilitated a co-design session with all stakeholders involved to develop ideas from the previous insights gathered.
4.0 Deliver This final phase would look to launch the solution offered and include a final test phase and production. I provided a service blueprint as the refined concept and a digital platform for the end-user as the basis of my report and presentation. Although the Double Diamond provides a robust framework, it is essential to recognize the dynamic non-linear, iterative processes that occurred in the real world (Best, 2006).
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Research : Primary and Secondary What Is Fast Fashion? What Is Sustainability? What Is Retail? What Is Conscious Consumerism? Stakeholder Map Field Of Study And Opportunities Service Safari Talks And Events Interviews
Discover
Research : Primary + Secondary In the discovery phase of the project, I explored a range of approaches from researching on the perspectives on fast fashion and sustainability within the literature combined with interviews with high street brands exploring the sustainable approach and fashion consumers. A significant reason identified in the problem space of sustainability in fast fashion was a lack of standardization and a shared understanding around the meaning of ‘sustainability,’ which leads to companies failing at providing appropriate solutions and the end-user being wary of any changes trailed. To understand this problem, which is juxtaposed, I used the first approach of asking a simple question,
What is ____________ ?
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Fast F
Sustainability
Fashion
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Retail
What is Fast Fashion ? Hint - The root cause of the problem lies in the business model. The ethos of fast fashion, could easily be related to in conjunction with the jumper story. Since the basic foundation of fast fashion, is built around three pillars: Fast production + Fast sale + Fast use. The seemingly logical approach which the human mind has been conditioned to believe is, faster is always better. The fast fashion industry, in particular, has adopted this mindset of thinking; if everything is churned out faster and made accessible to all, the industries’ efforts are in the right direction.
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Unfortunately, if we look at climate change affecting human equity, most of the damage caused is human-made; of this damage, the maximum waste and pollution is by the fashion industry. Today, the e-commerce industry is bigger than ever, it is estimated 1.8 billion people globally purchase goods online (Clement. J, 2019). Even if a fast fashion company like Zara takes a sustainability pledge, how can they be sustainable if they produce 450 million garments per year? (Kozlowski. A, 2019).
The statistics that back up the fashion consumption rate fail to provide information on the stages, succeeding the point of purchase (POP). A large percentage of clothing manufactured today lacks clarity in terms of design, durability, or the next use in mind. As of today, less than 1% of clothes globally produced go through recycling. The Ellen MacArthur Foundation calculated that every
second, the equivalent of one garbage truck of textiles is landfilled or burnt. If we look at the waste produced in context to the UK, a post by fashion revolution suggests the average British woman hoards £285 of clothes they will never wear! That is, £30 Billion worth of unworn clothes! Data analytics specialists from PWC highlighted - the fashion industry contributes 10% of global greenhouse gas emissions, which is more than those emitted by all international flights and maritime shipping combined. The world is at a stage of hyper-consumption and the climate crisis at the same time. Isn’t it ironic?
“Fast Fashion is like eating from a plastic fork in your house.� (Hannah Kromminga, 2019)
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What is Sustainability ? Answer: There is no universal definition Through discussions around ‘Sustainability’ with the end-user (fast fashion consumer), the most apparent association was to words in close relation to the planet; like green, carbon emissions, reduce, recycle, reuse, wastage, etc. However, when a similar question was asked to fast fashion providers (high street brand), the words associated with, were economic growth and profitability ranking highest in terms of priority.
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At this stage, it was apparent, with the layers of complexity behind sustainability, to create any change which could be impactful, it was essential to strike a balance between the three – Planet, Consumer, Economy. It was imperative for all stakeholders involved to see the value of the service generated. “First, there is no clear consensus on what it means to be “sustainable” for fashion companies or brands and how sustainability, as it is perceived by consumers, can be measured’’ (Park H and Kim Y, 2016). The challenges highlighted during this stage were: How do we identify, capture, and measure sustainability?
How can design solve the problem that design created in the first place?
How can we consider planetarian needs above humanitarian needs?
Being sustainable is being environmentally conscious by saving resources. (Consumer)
“I think it depends a lot on the business whether focusing on sustainability will make a material impact on sales, it’s more of a brand message for some.� (Business Analyst at Fast Fashion Brand, River Island)
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What is Retail ? Answer: The definition has evolved Old Retail: Exchange of good or service = Currency. New Retail: Consumer data = Currency Evidence suggests the high street is struggling. Brands today seem to be reacting to change rather than responding to it. Mr. Joly from Best Buy (Roose.K, 2018) said, “Until I match Amazon’s prices, the customers are ours to lose.” Keeping the UK as a base for research one case study to verify this information could be the Karen Millen brand being bought by Boohoo. Rob Harding the joint administrator quotes, “As we continue to see, the retail trading environment in the UK remains extremely challenging”. (BBC, 2019)
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What people value in their consumer goods has evolved in the last few years. Therefore, big retail brands are now making a more conscious effort towards being sustainable while the market of users is working its way towards being ready to adapt to this change. The retail sector has been going through a prolonged period of upheaval. Factors such as changing consumer behavior increased internet shopping, and challenging economic conditions are changing the way retailers operate and engage with their customers (Rhodes, 2018).
Forever 21 files for Chapter 11 bankruptcy protection (Bbc News , Sept 2019)
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CLOSED
What is ‘Conscious’ Consumerism’? The conflict and hypocrisy of this situation The good side
The bad side
A report by the Global Fashion Agenda highlights, 75% of consumers are now more conscious of sustainability and view it as extremely important. The mentions around it have risen significantly between 2015 and 2018 (Segran, 2019).
70% of consumers say they care about sustainability, but only 17% act on it.
There are still some statistics that back up the signs that there are 69% of women aged between 25-44 who are buying less but buying better. However, good intentions do not always translate into ethical choices. When I read these opposing charts, I came to the understanding that maybe – we are all talking the talk rather than walking the walk.
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“Sustainability isn’t a norm yet. It is NORMING. “ There are no guidelines which are strong enough, enforced across all sectors. Does retail then need a profitdriven definite impact government guideline to be sustainable? The goals of retail and sustainability have a conflict of interest.
80% of young women still considered sustainability as a lower priority; they mainly searched for items priced lower. (Saner. E, 2017) 41% of teenagers find it embarrassing to wear something twice and post it on social media. (Bowman.L, 2017)
“As a brand and as a retailer, your ultimate objective is to sell products. And that is an incentive that is in conflict with the goals of sustainability.� (Senior UX Researcher, John Lewis)
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Stakeholder map Planet “Save me”
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Consumer “How can I help?”
Economy
(Brands)
“I drive the world”
(Zoomed out- Three stakeholders - Planet + Consumer + Economy)
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(Zoomed in- All stakeholders involved from the user interaction stage in the basic lifecycle of a garment)
Field of study and opportunities In today’s world, where consumer data is the equivalence to currency, can we use this data to help brands personalize and simplify sustainable buying for their users? So far, brands have been strategically designing their in-store and online touchpoints in a way where they think of quick sales. Retail brands, design spaces that very tactfully place the “Quick buy items,” i.e., products of a lesser price value closer to the cash counter. Incidentally, these are the choices that are made consciously by retailers to drive consumers to buy into the mindset of “Impulse buying.” Years of retail conditioning has been one mindset – Sell, Sell, Sell. What if we could design an experience that promotes a new mindset for the masses –
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Buy less, but buy better. Can consumerism be sustainable? The big players in e-commerce like Amazon reveal - 35% of their revenue comes from the product recommendation bar driven by purchase data, and 89% of their revenue is attributable to personalization based on user data. (As mentioned during a talk by R.I.D.E) What if this data gathering module was used as a blueprint and manifested in a way that helps high street retailers to develop tools that enable consumers to shop sustainably?
The barriers identified were confirmed as I started visiting fast-fashion websites and stores to identify the ongoing changes towards a sustainable approach in the physical and digital touchpoints.
Service Safari: In-store
Through this initial inquiry, I observed, even though brands had introduced a ‘Conscious collections’ made of organic cotton. However, they still failed to look at the overall picture by not complying with all aspects of sustainability.
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Reflection : Events and Talks How is technology addressing the problem with retail? The event organized by Tech London Advocates touched upon how retail was adapting to digital disruption today. It was highlighted that one of the key trends that are impacting the fashion industry was a shift in consumer sentiment. A slow and steady increase that has been observed in the transition towards the digital platform. The fashion industry is now seeing a demographic shift - Millennials and Gen Z account for 85% of the growth of the fashion industry. The way technology is now responding to this change is, by offering a data-driven model that offers personalized shopping for consumers. The upside to this is that 80% of fashion consumers say they are willing to share their personal data with companies they trust. I wonder, can the fashion industry use this to its strength and influence consumers in a positive way? 28
I noticed, Physical and Digital are currently two parallels at a stage of convergence.
How are brands responding to this issue? Omnify +TLA event - Brands are now looking at selling experiences rather than selling a product. The future is looking at increasing value through collaborations – smaller independent brands X bigger high street retail brands. Robert Amor, representing the Farfetch store of the future says, “Fashion cannot be 100% digitized, instore technology still has a long way to go.” Farfetch’s Store Of The Future concept revolves around two themes –
1. Personalized in-store experience through data collection. 2. Driving experiences through the consumer’s own mobile devices. How can fashion designers influence sustainability? Centre for Sustainable fashion is now educating designers to make a change from the very beginning. It was concluded that Fashion Designers have the power to create change and maximize impact, 80% of the fate of the product in terms of the product lifecycle is determined at the stage of creation or design. Some of the challenges highlighted were: 1. Sustainability means different things to different people. 2. Production and consumption are proving to be unsustainable. 3. Even if brands are taking a step towards being sustainable, they are labeled as ‘greenwashers’. 4. Sustainability is often associated with being an elitist, it perceived as expensive. Even though these challenges might seem too big to solve, I saw some scope to intervene. As an opportunity, I tried to think of what a tangible outcome looks like. What are the values that drive Sustainability? Can change be self-generated from individuals? Can we educate people without saying its learning? Can we create a circular economy for clothes?
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How can the big giants - Government and Cooperates, influence sustainability? Someone once said the power lies where the money is. The Luxury London Think Tank was a representation of this, with members from the UN, PWC, Holition, LVHM group showcasing actionable change towards sustainability. The UN has developed - 17 Sustainable Development Goals. However, these goals might just remain as a framework unless citizens adopts to it. If we look at the other end of the spectrum, consumers today are leading the change and brands are responding to it. Sustainability is something that needs to be embedded in the business model. Half of the problem lies with all sectors working in silos, brands are trying to fix problems and publishing these changes through reports in fine print, which the general masses have no access to. If this is the scenario, can we blame users for not trusting them?
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How can small independent fashion brands, influence sustainability? No change is too small to make a difference. Small independent fashion brands have contributed towards providing products that comply with the norms of sustainability since they have more control over a smaller supply chain. Lone Design Club, was one such platform that promotes and supports independent designers to engage with their end-user. They have pop-ups very every week showcasing different products from various designers. Each designer needs to be present one day of the week to understand from the user what their needs are. I met a few designers at these events who offered services or products that addressed some of the challenges with
fast fashion. Save your wardrobe This brand believes, the most sustainable thing to do is - use what’s in your wardrobe, it helps you style what you have already. Siflir A workwear uniform, which limits option and frees the user from the stress of picking an outfit. Maari A swimwear brand that is made from recycled fishnets in the ocean. Huur Collective Sharing v/s owning. A rental platform for luxury clothes.
SAVE THE PLANET WITH YOUR CLOTHES
RENT IT
BUY IT NEW OR SECOND HAND
(HURR)
WEAR IT
DON’T WANT IT ANYMORE?
BIN IT
SELL IT (MONO CHAIN)
PASS IT ON
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CLOTHES BANK
LANDFILL
INCINERATED
REPAIR IT
CHARITY
SWAP (NU)
RECYCLED OR WORN AGAIN
(LWARB)
(As captured by a social media post @Lovenotlandfill)
Interview Summary Interviewee 1: Patrick Wonders - River Island Lead Business Analyst/Product Owner Digital Previous Experience - ASOS.com (Senior Business Analyst/Product Owner - eCommerce) There are variations among retailers on how they decide to engage with customers through the touchpoints of Physical, Human, and Digital, a lot of it is dependent on brand strategy. If any significant change needs to happen, the product requires lead time. It is not necessary that the audience targeted is the segment of people who end up purchasing the end product. For any big retailer, if the brand gets known for being sustainable and the sustainability angle works, that product line is pushed further. The retail industry is heading towards online sales. Each consumer has a different way to approach and purchase a product; it could be a utilitarian need, or it could be for the style. The products in most fast fashion companies have a six-week shelf life (to exists in-store) or online. 40% is the average return rate, which is normalized. Interviewee 2: Sophia Nelsey (MSc in Environmental Technology at Imperial College London Previous Experience - Tesco PLC Consumer Trends Insight Manager) 32
The change needs to come from big brands because customers are now demanding it. People almost always compartmentalize sustainability because there is no real right or wrong answer. The interest of FMCG brands and that of sustainability are at conflict. Considering brands grow by selling the product, and the measurement to success is opening more stores than the previous year. Marketing is a gimmick to make consumers feel the need to buy products they do not need. To get users onboard to a platform, it needs to be convenient and exciting.
Interviewee 3: Jack B - Kantar (As the world’s leading data, insights and consulting firm) Strategic Client Partner There are a lot of companies and brands now embedding sustainability within their business model. Brands are working towards being transparent; trends indicate that users would care more about the product and less about the price in the next 8-10 years. Brands compete with each other, and now they are all trying to do less bad rather than doing better. It is difficult for users to make choices, sometimes buying a product online seems like the more sustainable thing to do if the store is two hours away. ‘If you need to drive there and burn fuel to get the product and spend more money rather than a couple of quid for delivery.’ Interviewee 4: Thomas W: Tag (Shopper Marketing & Innovation Manager) What is sustainability for you? “Sustainability is looking beyond a product for a reason, managing the systemic disease; it is more about the responsibility of the bigger picture. It is about understanding the full carbon footprint. Everyone talks about how electric cars have productions which are not an ecological process, or a brand new produce something recyclable, and then ship it 10,000 miles to get some services. The big picture I think the system in this is responsible for the whole picture when we are considering the impact of the product and packaging and how we say it in which we live and create a sustainable environment.” Interviewee 5: Alex P - John Lewis & Partners Senior UX Researcher The interests of retail and sustainability are at conflict. Now, John Lewis is trying the create a sustainable product line in-house since it is easier to control a shorter supply chain. But for any significant change to go through, all retailers have external suppliers that need to be sustainable, who they might not have full control over, and if they decide to drop those suppliers, they might run into a loss.
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Interview Highlights Preliminary interviews with representatives of fast fashion brands suggested opportunities existed for developing the system to make it more environmentally sustainable. The most challenging matter was the loss in terms of waste generated due to online returns on fast fashion garments. Patrick (Business analyst, River Island) highlighted, “Online returns are generally thought to be like if you have a 40% return rate, it is normal. Worse in physical retail is you go above 5%; it is a catastrophe. You know, in online retail, 40% is not unusual.”
We have an average return rate of 40% in any fast fashion brand. This is actually not sustainable to the business either ” Business analyst, River Island
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My wife is insane! We are both educated people, but just last week she ordered for 4 dresses for a wedding and sent 3 back” Strategic Client Partner (Kantar)
The change needs to come from the big brands! They won’t stand a chance if they don’t comply with the consumers needs.” Environmental Technologist
High street is not dying! Infact it is at the most exciting stage of change.” Shopper Marketing & Innovation Manager, Tag
Sustainability is bullsh*t! How can a brand be sustainable when they keep building more and more stores? Are the store with the right materials?” Retail Futurist
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“We can’t be 100% sustainable because at this scale since we cannot control all of our suppliers practices, if we do, we lose out on business.” Senior UX researcher, John Lewis
Insights And Challenges Problem Definition Typical User Journey User Journey Storyboard: Decision Fatigue Trends and Drivers Who Is The End User? Who Is The Secondary Service Provider? What: Product Linear Fact Sheet The Big Picture How Might We
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Define
Insights and challenges The findings from the discovery stage were able to inform the behavior for a fast fashion consumer. It was essential to map out the aims, objectives, and goals of the user, keeping in mind both the frustrations and smooth operations from the stage of decision making up until the point of purchase.
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Motivation
Fast Fashion consumers are now looking for transparency from fast fashion brands. There appears to be an increasing awareness in the area of sustainability.
High
Low (Fogg BJ, 2007) User motivation and ability model
High
Ability
Some of the overarching challenges highlighted in the discovery phase include: Brands labeled as greenwashers. The recent collection introduced by Boohoo claims this collection is made from recycled material and they now have campaigns to educate their users to use their clothes for longer. Even though this is an attempt, towards change, the brand is being accused of greenwashing (Thomas.D, 2019).
Perception of sustainability being expensive. Priyanka G from Birmingham says, “I know the idea being ‘sustainable’ seems like the right thing, but honestly, I can’t afford it. Do you know of any affordable sustainable brands? Aren’t the sustainable clothes sold by fancy designers?”
A shift in consumer behavior. According to Eyal (2014), user behaviour is defined as the things we do subconsciously. Designers engineer products and services in the way users should behave in order to form everyday habits. As he looked for the blueprint of how these companies manage to engage users, he describes it as the ‘hook cycles’, where consumers get hooked onto the product or service without any formal advertising.
Making Sustainable --> Profitable. A designer from Idean, a service design agency, suggested that being sustainable could actually be a way to reduce loss in terms of products which get manufactured and are never sold. It could be a ‘win win’ for all stakeholders involved.
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Problem Definition If sales drive profitability for a brand, how do we win the battle of conscious consumerism?
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“ A fast fashion item exists on the shelf or online for only six weeks. So let’s say the customer bought an item on week three. Yeah, they tried it on it didn’t fit. They have to return it. So they return it in week four, and it goes back gets stamped, accepted in the warehouse, it has to be inspected at some point and then put back in storage. So they can easily end up having this product back in week five, now there’s only one week left to sell the item until it goes into markdown.”
Patrick, Business Analyst at Fast Fashion Brand
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6W
Typical user journey (As described by Analyst at Fast Fashion Brand)
Challenge 1 User action - Browsing Once consumers find what they are looking for, they will click on it, it is always possible to tell if a customer has found what they were looking for using data (Irwin.M, 2019). The research leads to the most valuable finding that most people buy fast fashion items intending to keep them for a short while. Most often, there prevails a level of confusion within the consumers’ mind while purchasing products through the digital channel, due to a problem identified as ‘decision fatigue’ or ‘customer paralysis.’ The consequence of this situation leads to a lack of informed decision making, which in turn results in the adverse action of ‘hoarding’ or ‘overconsumption.’
Step 1. Bookmark Bookmark
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1
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Brand X
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Checkout
from us but if something isn’tno: 0512168037 quite right, you have 30 days to return. Always free returns! We’ll process your refund by the same method you used Oversized white t-shirt We hope you will love to pay within 14 days after everything that you order your returned item(s) is from us but if something isn’tno: 0512168037 received at our warehouse. quite right, you have 30 days Please note it canfree takereturns up to within 30 days of We offer to return. 14 days purchase. for us to receive your about our Return and Read more return. Once we have refundyour policy We’ll process refund by processed the return you will the same method you used receive a return confirmation to pay within 14 days after email. your returned item(s) is received at our warehouse. Please note it canfree takereturns up to within 30 days of We offer 14 days purchase. for us to receive your about our Return and Read more return. Once we have refund policy processed the return you will receive a return confirmation email.
Billing address Card Details xxx xxx xxx xxx Continue
Card Details xxx xxx xxx xxx Continue
Oversized white t-shirt
Total
20£
Total
20£
Challenge 3 User action - Return Item The customer today is a digitally native and is always looking for convenience. An article in the Retail week rightly describes the situation as, “ Consumers want to find it, order it, pay for it, track it, receive it, review it and return it – as quickly, conveniently and cheaply as possible”. The ‘free return’ policy is now a norm that most fast-fashion retailers must include within their digital touchpoints. This particular step in the customer journey designed with the intention of ‘user convenience’ is identified as unsustainable for the environment due to the increase in the carbon footprint of the product. Not only does it harm the environment, but it is unstainable in context to the profit margins of the retailers as well. Failed delivery cost retailers and delivery partners up to £1.6bn per year that is, £4.90 per delivery (Sorted, 2019).
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User journey storyboard - Decision Fatigue
Sometimes I am looking for something - somethimes an outfit for a specific occasion..
I find a million options !
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I ultimately close all browsers due to choice fatigue
Sometimes my brain just wants to switch off
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I just end up lying down and I haven’t made a decision..
Trends & Drivers
Trends Personalization through data: Retailers and brands are becoming increasingly reliant on online channels, as declining foot traffic is impacting their ability to reach consumers through physical stores. As consumers move online, data analytics will become increasingly important to understand tastes and consumer preferences. Tech developers & Founders of R.I.D.E (Retail Intelligent Data Engine) say, “Brands collect huge amounts of purchase data on the consumer. This data is social data. They don’t understand the user behind the data.”
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Some of the future trends indicate the use of visual AI and creating a robust customer-centric model. Brands are now looking for more effective methods to understand which product sells the most on which platform by democratizing the data collected onto a more compliant platform. This data collecting module is used by brands that are now trying to reduce waste by using AI (Artificial Intelligence) for inventory management. AI is being used to drive experiences for customers by blurring out the lines between technology, art, music, and poetry to create content for retail that engages and excites consumers (Tag, 2019).
B.corp on brand rating: Fast company’s report on - ‘Is your brand greenwashing?’, highlights certain brands that are trying to showcase only some products in a light that reflects only the good parts or the one product made of recyclable materials. However, there are still some areas with unanswered questions like, are the supply chains eco-friendly? Did they cut waste and harmful materials completely from their store, offices, and manufacturing units? The Fashion Revolution moment has 3.25 million people who have joined the moment and are now demanding to know the brand’s practices (Yeung. J, 2019).
Sharing v/s owning: A selective range of brands today is attempting to create a shift in consumer sentiment. Brands such as Patagonia, who are known for their quality, are living breathing the ethos of sustainability. Farfetch and Depop are encouraging a shift in user behavior around a circular fashion and rental platforms rather than product ownership. Nike has now started a subscription model for kids which is more sustainable than purchasing the product, they are hoping to build an emotional connect with their users.
Ways of change currently implemented: - Brands can be actors of change. - Rental patterns of consumption. - Circular economy for fast fashion. - A regenerative and restorative approach. - Educating fashion consumers through daily consumption habits. - The luxury industry cars are creating a value proposition by matching demand and supply. Bentley Motors is now looking at having just one more car than the actual demand. - Luxury fashion brands are now reducing their collections to four annually.
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Primary Persona Who is the end - user? (Primary User)
Emma, 32 years The Compartmentalist
“ You know, I studied about the environment, I did my masters on it! I’m all conscious, I cycled my way here too. But just the other day I noticed I had purchased a pair of Nike trainers for 40£ and I was sipping a milkshake from a McDonald’s cup.” Background Emma was former innovation consultant at a supermarket. She realised something wasn’t fitting and she needed to do more to save the planet. Her call to action was to understand the whole system and where she could being. At the moment, she is working on a project around how consuming beef affects the planet. Emma tries her best to be Planet-friendly. 54
Goals
Challenges
- Wants everyone to support and drive the change towards a sustainable lifestyle.
- Does not trust big high street brands. Thinks they are green-washing.
- Believes big high street retail brands can make a difference.
- Doesn’t always act the way she says she wants to. Finds it hard to do always do the right thing.
- Believes power lies where the money is. - Wishes to tap into all areas of sustainability. Wants big co-operate companies to have ethical practices.
- Often finds it confusing while she makes decision. - Compartmentalises sustainability. - Faces decision fatigue and if often overwhelmed with all options.
Concious
Taking actions
Trust on High Street Brands
Spreading Awareness
HMW help Emma make better buying decisons through these three points of interaction Pre
P
Human
D Digital
After
Walking down oxford street, sees sale at Monki
Remembers she has her friends birthday that weekend and enters shop
Buys something that was at reduced price, it says 100% organic, but she doubts it
Hears from a friend that there is a 70% OFF sale at Monki
Goes to the store because she remembers she has to shoAp for an upcoming event
Asks the floor assistant about product details, fails to recieve anything helpful
Is scrolling instagram, gets a swipe up ^ advert, enticing her to click
Clicks on the advert which leads to the website of Monki
Oders an express delivery for an oragnic cotton dress. After trying it on, it doesn’t fit
Physical
H
During
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Extreme Persona
Secondry Persona
(Created as a speculative exercise)
Cathy, 17 years The Environmental Activist
“ None of this enough! My friends and I go on the climate emergency strike every friday. We have completely stopped eating meat. It is criminal! We are now only using clothes from second hand stores. We don’t believe anything the big brands say or do.� Background Cathy is a part of many climate activist groups. She supports Greta Thunberg in her moment and stands by what she beileves in. Every friday, she protests with her groups on shopping streets to capture as much attention as she can and make more people aware about the current situation. She strongly feels people need wake up call! At the moment, she refuses to stop untill her voice is heard. 56
Goals
Challenges
- Wants a planet to live!
- Does not trust big high street brands. Believes they are all liars.
- Wants everyone to support and drive the change towards a sustainable lifestyle. - Stopped shopping in the last year and is encouraging others to stop buying new things too. - Believes she can make a difference within the society. - Wants organisations to step up and take actions with have an impact!
- Gets frustrated when her choices sometimes unknowingly damage the planet - Questions if her actions are enough - Finds it challenging when her family and some of her freinds do not understand the urgency of the situation - Feels helpess sometimes.
Concious
Taking actions
Trust on High Street Brands
Spreading Awareness
Touchpoints of interaction
P
Pre
During
After
Protesting at oxford street, sees sale at Monki
Gathers a crowd, right outside the store. Leads a silent protest right outside the store.
Goes back home angry, writes an email to the brand to discontinue sales and quit selling anything.
Hears from a friend that there is a 70% OFF sale at Monki.
Educates her friend about the brand’s practices and stops her from buying.
Decides to spread more awareness during her class the following week.
Is scrolling instagram, gets a swipe up ^ advert, enticing her to click
Ignores the advert, changes privacy settings on devices and blocks all ads.
Physical
H Human
D Digital
Picks up all the devices used by her family and gets an ad blocker for them too.
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Who is the secondary service provider?
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2 3
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Brands in the mid range category, trying to make an effort towards creating a sustainble change within the system.
What : Product Linear Fact Sheet (Problem area highlighted by stakeholders)
Get
(Material)
(Factory)
Designed by trend
Mass Manufactured
Distribute
(Reach the consumer)
To make it accessible to the user, it is shipped across the world
Not good working conditions for factory workers
Polyblend materials take longer to recycle.
Painpoint
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T-shirt lifecycle
Raw materials are usually a blend of cotton
Make
Narrative Shipped from Asia, Designed in Europe, Sold in America
Use
(Used for a few times)
Trends change. Clothes fade out. Users forget what they have and use the garment for a short time frame
Dispose (Mode)
If it is an online purchase and the garment is not sold in the window > It would go to outlet stores > If still not sold, ends up in the landfill
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Users sometime hand over their clothes to friends or family
People lack awareness on how to take care of their clothes after the garment is sold. Not all users check the label to see.
More carbon emitting to recycle polyblend garments, than producing more. No proper recycling alternative for the user. Lack of trust with brands who collect old clothes.
The big picture Business Model Okay
Worst
Tencel
Convention Cotton
Organic cotton /bamboo
Linen
Rayon
Hemp
Nylon
Modal
Elastane
Polyester
Sustainability
Efficient use of water, energy, consumption
Process
Efficient use of water, energy, consumption
Distribution
Shipping
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Recycled
Monocel
Viscose
Product
Good
Air Road
Physical
Human
Digital
In-store
Word of Mouth
Website
Touch point with user
Pop-up
Google - Ads, Search, Shopping
Events
Social Media- Facebook , Insta Brand App Repurpose the garment Recycle
End of life cycle
Fast Production Selling more than the previous year
Fast Sale
Overproduction
Business Model
Reduced Price - Discounts Telling (CSR)
Labeled as green washers
Data Driven Model
Track your users behavior patterns
Fast Use
Fast Fashion
User
Does not trust brands
Social Media
Decision Fatigue
Cannot make 1 decision with a million options
Values convenience
Does not value product
Touch point with brand
Social media
Education & Awareness
Actions to ethical consumption
News reports
In-store
From friends
Brand website
App based
Buy Less Buy second Hand/Swap clothes Upcycle old clothes
Compartmentalizes Sustainability
Buy clothes made from ethically sourced materials Fair working conditions No animal products Wash less frequently at lower temperatures
Innovation to reduce waste
Capsule Wardrobe Buy quality clothing that will last longer
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Combining the discovery through qualitative and quantitative research, synthesizing it to formulate insights led to a more definitive area of intervention to understand the type of user the service would focus on, who would be a service provider, and what a typical existing user journey would be. The emerging trends in data collection, a sharing economy, a universal rating system that might be a guideline to comply with all stakeholders along with existing changes implemented within the fast fashion industry further go on to inform the development stage in the double diamond.
HMW Provide tools that can help consumers willing to make a change, make better buying decisions.
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Insight Mapping Synthesizing Data Prototype Service Design Fringe Festival Co-design Session
Develop
Insight mapping
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During this stage of the process, all the drivers of the design process were made clear. I recognized the complexity of the within the system by mapping out all the data and information gathered along the way and classified them into themes or patterns which seemed to overlap. Themes identified: Sustainability: Difference in meaning and agenda. Consumer Behaviour. Fast fashion brands: A data-driven model Ideas space for improvement.
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Synthesizing data
Consumer Behavior
Data Driven Model
No common definition
Relation of loyalty with convenience
Supply chain
Conflict with agenda
Shift in perception
Good association
Decision Fatigue
Future
Don’t act the way they should
Sustainability
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Ease of return
Communicating Practices Agenda - Long term benefits Loss- Returns Business Model Selling
Price matters
(Themes Generated)
End of life
Use and care
Design and Manufacture
Delivery & Returns
(Problem area identified for all stakeholders)
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Prototype 1 After synthesizing this information, I began testing initial prototypes using the MVP (minimum viable product) model, which gave me a quick reaction from the user. A deeper understanding of user behavior versus user action was the primary learning through this exercise. User Feedback & Insights from six participants: In contradiction to the popular beliefs around educating the consumer around: - Brand practices and transparency. - Product life expectancy. - After-care of a garment. The feedback received was a shocking revelation. Even though users buy fast fashion items, they do not visualize the product ever being unfit for consumption at the moment of purchase.
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I attempted a comparative scenario of an alternate world. The food industry, especially the food sold at supermarkets, has strict guidelines that all producers have to comply with, in terms of ingredients, product manufacturing, calorie content, date of manufacture, date of expiry, nutrition values, etc. There is a clear indication that a product has any animal products or is free of it. Symbols are developed to denote - veg, non-veg, vegan, contains dairy or nuts, etc. The food industry has gone a step further with the packaging, indicating ways of disposal. However, the clothing sector is still a few steps behind.
Cost breakdown
Sustainability symbol
No return policy
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Transparency with fabric shade card
Online survey
I used, online surveys - A data gathering tool to maintain anonymity amongst users to receive honest answers for my areas of intervention. The survey indicated answers to their purchase behavior, existing spending patterns, preferred shopping platform, shopping habits in relation to the time of the year, and the reason for product returns purchased online. Reflection on survey results gathered from 34 participants: A maximum number of people have purchased an item of clothing in the last month. Fast fashion items are consumed as often as once every six months. Most participants associated themselves as ‘smart shoppers - looking for the best product.’ The online channel was the preferred shopping platform due to the association of ‘free home delivery and free returns’ being an available and convenient offering. 74
A majority of shoppers said they might be willing to pay an additional price if they trusted and believed in the brands’ practices. Users were willing to pay an additional price if they have a guarantee on the quality of the garment. Sixty percent of users say they check the origin of the garment. The two of the fundamental reasons for items returned on an online platform were - ‘ Does not fit’ and ‘Bad quality.’ ‘Impulse buying’ or the mindest of ‘I see it; I like it, I buy it’ is what the majority of the fashion consumers related to as actions. The conflict was visible through the survey as most people would like to identify themselves as smart shoppers. Yet, their behavior or actions are quite the contrary.
How often do you indulge in buying clothes?
Once every 6 months Once a year Once every three years Often, depends on the occasion Every month Its random, only when I need to
How would you best describe yourself? 75
Smart shopper - Best product Discount chaser Fashionable Last minute shopper Impulsive shopper Browser- scrolling brand pages for fun High returner
Service Design Fringe Festival I was thrilled to be given a chance to be a Speaker and present my project at the ‘Service Design Fringe Festival’ this year. Although I was excited, I knew I had to overcome the challenge of summarizing my project of six months into an informative presentation of five minutes. Weeks of rehearsing with my tutors and friends made me feel as ready as I could have been to overcome the challenge. Since the theme of the event focused on ‘Design in the times of uncertainty,’ I gathered a more in-depth knowledge from all the talks and workshops around sustainability. I used the festival as an opportunity to receive feedback from a room filled with a diverse range of people, from designers to students and experts from other fields who cared about the planet. Right after the talk, I conducted a short speculative exercise to understand what people perceived as a sustainable brand of the future.
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Reflecting on that day, I did not receive the kind of feedback I had hoped for through the exercise due to time constraints. However, it was fortunate that my lightning talk was paired with a workshop by Idean (A service agency). I noticed that I had gathered more valuable insights into ‘how to run a great workshop’ during this session.
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Co-design session As I used the workshop conducted by Idean as a benchmark to facilitate my co-design session. I had prepared tools that would swiftly summarize the focus area and would lead the participants into a channelized design outcome. The guidelines set defined the makers and breakers for the codesign session. The participants of the session included: Service designers and conscious consumers: Aashna Parekh (facilitator) Alison Blake Pierre Rault Mariana Monterio Jesse Lai Ura Ha Maria Wang Industry Experts Sophie Corcut Ian Scott (Google Hangout)
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As one of the first workshop exercises, I prepared an extreme persona that struck on the ideologies from a sixteen-year-old climate activist from Germany, Greta Thunberg. This activity simulated an open discussion with high energy among all attendees of the session. Even though I had prepared individual sheets for participants, I quickly iterated my approach and split the participants into smaller groups to generate more of a conversation rather than looking at the activity as a ‘task to be done.’ On reflecting on my role as a facilitator, I realized the best result is, creating an atmosphere that allows each participant to contribute.
Hi there! Before
After - Happy co-creators! 79
Service concept Value Proposition Business Model Canvas Service Blueprint - user Service Blueprint - brand Service Wireframe The App User Testing and Feedback
Deliver
Service Concept Who End-user: ‘The conscious consumer’ (Primary user). Service provider: Filter (Primary) ‘Brands or labels that meet the sustainability criteria’ (Secondary) Second life service provider: Connecting users with a third-party: second-hand clothing stores. Or other registered customers - to reduce the returns of items purchased. What: Filter is a digital platform that enables the ‘conscious consumer’ (user) to limit their overall clothing consumption while educating them about what defines ‘good’ within fashion. 82
How: (Key features) 1. Meeting the sustainability agenda: The service manifesto is to work with brands (secondary service providers) that meet all three criteria of sustainability; environment, product, and people. 2. Reducing clothing consumption: Consumers and brands have to set a limit on items consumed and items sold per year to reduce waste. 3. A circular approach to avoid the landfill: If certain products are unsold or the consumer wishes to exchange it, the service provides an end-of-life system. The products get circulated between registered users or second-hand clothing stores to provide a closed-loop service preventing textile waste and reducing online returns.
Filter A clothing platform that empowers consumers to make conscious choices that contribute towards reducing textile waste generated in London.
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Value Proposition
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Products & Services
Gain Creators:
Reducing the normalized return rates of 40% in fast fashion online purchases.
Touching the tip of the iceberg that deal with the massive problem around sustainability .
Service that empowers fast fashion consumers to make more informed decisions to reduce their fashion consumption.
Profitable for service providers (big brands+independent brands) as well to reduce returns
Reducing the overall waste in the fast fashion industry.
In conjunction with the goals of the business (brand).
Conveying what “good� within sustainability looks like.
Aligning the goals of the planet, economy and the user.
Management platform and app
Touchpoint where users can make a conscious decision .
Pain Relievers Consumers save money buy buying lesser but better. Big fast fashion brands save resources > delivery, human resources. The high street benefits as well. Mindset change around sustainability being profitable in the long run.
Customer Segment Pains:
Gains:
Perception : Users have already set a perception around the sustainable approach being expensive.
Awareness : Users today are more aware about brand practices and are demanding transparency.
Brand loyalty : The complexity with too many options made available, users can easily move over to the most convenient option.
New and Exciting : Consumers buy into things they believe in they get hooked onto things that are continually engaging and surprising.
Credibility Matrix : Consumers don not believe fast fashion brands. Consumerist behavior : I see it. I like it. I buy it.
Easy transition : If it seems effortless, consumers will switch if they see value.
Existing habits : Mindlessly scrolling has become a part of the routine or habit of most millennials.
Attachment to product : Consumers develop a sense of belonging towards materialistic things.
Customer Jobs: Users have to search for item. Users need to locate & purchase something that they are looking for. Users must use the garment purchased for a long time. Users need value the item and not return it.
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Business Model Canvas Key Partnerships
Key Activities
Value Proposition
Small independent designers
Empowering consumers to make conscious choices
Big fashion retail brands
Connecting ‘conscious users’ to fashion ‘conscious’ brands
Second hand clothes stores Registered users
Maintaining product limit sale and consumption Offering a ‘second life’ service’
Key Resources Mobile App Inventory Management platform for ‘filter’
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Cost Structure Flilter: App and inventory management Marketing Staff Event hosting or sponsorship fee
Customer Relationships
Customer Segments
Contract with Brands displaying products on ‘Filter’
End-user: ‘The conscious consumer’ (Primary user).
Working contract between ‘second hand clothes stores’ and registered users for ‘clothes swap’.
Service provider: ‘Brands or labels that meet the sustainability criteria’ (Secondary) Second life service provider: Second-hand clothing stores. Or other registered customers .
Channels Events or meetups Management platform for inventory Mobile App
Revenue Streams Flilter: Registered Users and brands pay a monthly fee to use the service Service Provider: Get product price for item sold Second Hand stores: Pay a small fee to be linked onto the app
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Service Blueprint - User Aware
Evidence (Conscious)
Engage
Sign up
Learn about the platform
User actions
Join
Reads about it or hears about through adverts in sustainable - magazines, social media pages,meetups
Download + Sign Up
Downloads the app + Builds a profile.
Build profile
Sets a consumption limit per year. Check returns policy and credibility score page.
(Fliter)
Position promotional material of service, for magazines, adverts and meetups
Create an app compatible for all users. Promote it.
Display ‘Maximum consumption’ limit on items purchased
Develop app for users to log onto
Maintain data of limit set per registered user
Log data of users onto the service platform
Log data of limit set by users
Design content for promotional material
(Fliter)
Back - end
Line of visibility
Support Process
Line of interaction
(Fliter)
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Front - end
Line of interaction
Look out for platforms to promote ‘Filter’ as a service
Continue
Leave
+3
Select Category --> Item
Return
£
Add items to cart + Pay
No Return --> Second life platform Redirected from returns --> to second hand or clothes swap platform, if the product does not match expectations.
Selects product category moves onto selecting item, picks the size for the item, moves onto ‘adding item to cart’.
Proceeds to payment and sees two options : Option 1- Proceed to online payment Option 2- Purchase from store near by
Display items based on users category selection
Send prompt to user to purchase item in-store. Prompt user to see > ‘Brand story’. Display checkout page
Redirect return items to clothes swap or second hand platform
Configure users profile based on selections
Track user’s actions of checkout
Send customer-form via email to user to describe ‘reason for return’
Log selected items onto database.
Log data of user’s actions onto the service platform
Log data of ‘returned item’ onto database.
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Service Blueprint - Brand Aware
Evidence (Conscious)
Engage
Sign up
Learn about the platform
Brand actions
Join
Locates ‘Filter’ app through sustainable - magazines, social media pages,meetups
Download + Sign Up
Downloads the app + Set up a profile.
Build profile
Sets a limit on number of items to be sold per year
(Fliter)
Reach out to brands promotional material of service
(Fliter)
Back - end
Line of visibility
Design promotional material to connect with brands
Check credibility matrix of sustainability. Add brand onto database if criteria match
Display ‘Maximum selling’ limit on items sold
Add brand as ‘secondary service provider’
Maintain selling limit per brand
Logs brands background and product details
Log data entered by brand
Support Process
Line of interaction
(Fliter)
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Front - end
Line of interaction
Maintain a log of potential brands to connect with
Continue
Leave
1
+ Select Category --> Item
Return
Add items to cart + Pay
No Return --> Second life platform
Adds items to be displayed and sold to the users
Update items added by brand
Notify brand via message when user makes a transaction
Flag product returned to source brand. 91
Maintain and balance total number of items
Send message to brand once transaction has been processed
- Send email to brand to relog the item flagged for a ‘credibility check’. - Send request to add members for clothes swap & second hand stores
Log data of product category and description
Maintain data of checkout method
- Take brand off the platform if too many users are dissatisfied with the products - Add links of third party (members + second hand stores)
Service Wireframe User Action
On-boarding (One time action)
1. Login + Enable location services
Sign-up with Facebook, Instagram or Email
9. Reconsider online order
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Product Purchase (Friction by design)
2. Select consumption goal
10. Choose store nearby
Continue with payment
3. Select size
11. Check return policy
4. Select style & fit
12. Buy product in-store
Proceed to payment
+ 5. Select Category: Tops Bottoms Overalls
13. Fill customer form for ‘returns’
6. Select item (quality score indicated on item)
7. Check final criteria/ basket score
14. Swap item with other user / Donate Item
8. Proceed to payment
Selection
15. Log off from platform
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Post Delivery
The app 1. Profile setup: While setting up a profile, the user can see the goals or intentions of the app. They can get an overview of the second life service included on the platform and the return policy, which are vital features that lead consumers to create a shift in behavior from the traditional way they purchase items.
Challenge addressed: People do not act the way they say they do
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2. Setting the limit: Reversing the steps of ease, which are offered by most retailers, push consumers into the act of ‘add to cart.’ The app tries to understand the user’s needs and helps the consumer set an annual consumption limit at the start while building their profile.
Challenge addressed: Overconsumption
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3. Return policy: One of the most unsustainable systems created is the ‘free return feature,’ in terms of the environment and the business. This seemingly convenient option has a detailed description to make the user reconsider their action of purchasing the product online.
Challenge addressed: Free returns and delivery
Search
1. Landing page - category: This feature makes the consumer take a moment to think of what they ‘need’ at the start of their journey. Through simple categorization of products depending on their functionality.
Challenge addressed: Customer Paralysis or Decision Fatigue
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2. A new filter: Empowering the consumers to set the standards in terms of quality rather than price being the primary filtration criteria.
Challenge addressed: Brand trust
3. Material: By only using words like ‘good’ and ‘bad’ and having an interactive horizontal scroll bar, the user is now aware of the information needed to make an informed decision. The tool educates the user without telling them it is a way of learning. Challenge addressed: What defines ‘good’ 99
Add on feature-sizer tool: Maximum return rates are due to consumers ordering the wrong size of garment online. The size calculator uses ‘your wardrobe,’ i.e., the user can upload the size of any clothing that fits them well in their closet and the AI algorithm matches this data to items that feature on the ‘filter’ app. Challenge addressed: Oops, I got the wrong size
Checkout 1. Checkout: The user is only allowed to proceed to payment after reviewing the brand or designers credibility score.
Challenge addressed: Lack of transparency
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2. Brand story: The confusion that often stems in the user’s mind when it comes to product quality is due to the lack of brand trust. The supporting feature (back-end service) uses a transparent rating system that calculates the matrix of sustainability, reducing the dilemma of the end-user. Challenge addressed: People compartmentalize sustainability
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3 Complete transactionCart: The intended friction by design will push the consumer to unload items from their cart if it exceeds the initial limit set by them. Challenge addressed: ‘I see it. I like it. I buy it’.
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User testing and feedback
Utilitarian needs - One of the defining moments in the user journey is at the start on the landing page, where the app asks the user, ‘What do they need?’ rather than displaying multiple products. This feature was widely accepted and approved between the users.
“Very interesting idea. The name...I agree...I think something to do with thread would be nice? you are showing them the connection, the journey... and something hidden in the middle no one notice... you are joining the dots? I don’t know but very well done! and good luck with your project” - Service Design Consultant, John Lewis
Setting limit - Users felt like this would be beneficial for them since they struggle with managing their purchases online. Return policy - Even though the ‘no return policy’ was initially not very convincing for the users and seemed like a potential inconvenience, the reasoning behind the policy helped educate the users about the benefit of the perception of convenience and the harm to the environment. Overall - The simplicity in understanding the flow of the user journey and related transactions was accepted exceptionally among the users. Blockers / Gaps - The profitability of the brand was a concern amongst the user.
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Conclusion This project investigated the context of sustainability within the world of fast fashion retail. In trying to understand the big picture from a system perspective, it was essential to strike a balance between the three stakeholders - Planet, Consumer, and the Economy. As I zoomed in further to identify the converging point of these three critical stakeholders, the most urgent issue identified through the lens of service design discovery was to address the problem of conflict of interest. The problem identified was: ‘If sales drive profitability for a brand, how do we win the battle of conscious consumerism?’. In trying to answer this prominent question, it was necessary to start addressing the smaller sub-divided questions:
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How do we change the perception of sustainability, and it’s associated with a high price? How do we create a shift in behavior from converting the motivation of ‘conscious consumers’ into ‘actions by conscious consumers’? How do we convince all stakeholders involved that sustainability can be profitable? How do we create trust among consumers to believe in brands who are taking a step towards being more conscious? I started my journey from the root, identifying the product - a fast fashion item, itself being the problem within the broader context of the system. I also recognized that by just creating a sustainable product, it would not lead to a behavior change of the consumer. It was, therefore, crucial that the proposed service concept also meets the values like flexibility and convenience to addresses the needs of the end-users. After carrying out the investigation, analyzing, and testing the hypotheses with all stakeholders involved, the service solution created satisfies just the tip of the iceberg or a small part of the giant problem.
The platform serves a reminder and tool to educate the enduser and the product creator to produce and consume ‘lesser but better.’ Reflection and learning: As a service designer, I believe that approaching the challenge to consider all of the stakeholders allows you to create a service that works with the system and not against it. As part of this project, tackling an opinionated topic like sustainability, it was important for me as a designer to design a matrix that filters the information through. Throughout the process, it was important to weigh out the opinions and measure them against the matrix of that I set up as a guideline - it should benefit all three stakeholders ‘Planet, Consumer, Economy’. Limitations of the service & Future: As the service only targets a section of users in London who consider themselves as ‘conscious consumers,’ there is still a large number of people across the world who are unaware of how their daily consumption habits are depleting the resources we have. This pushed me to question if I was addressing the correct problem but the words of Ben Richards (Sustainability Consultant Deloitte) at the talk on conscious consumerism kept me motivated: “We don’t need to be 100% all at once, we just need to make a start somewhere”. In the future, I envision the service to be scaled to target consumers who consider affordability and access as a more significant challenge. I believe in the strength of an honest voice who looks at accepting the problem as the first step to creating any change. In reflection, I realized that even presenting my work and my findings to a broad audience did generate a reaction that would further lead to actions. I consider the ripple effect as a small and humble act of victory in the step towards saving the planet.
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