Innovation Manual- Aramex

Innovation Manual Part B

Executive Summary

2

Choosing Our Idea

4

About Aramex

6

Scoping the Ecosystem Ecosystem Mapping Risk Assessment

7

Innovation Process

9

Product Development Process and Planning Product Development Product Lifecycle Innovation Adoption Curve

12

Organizational Context

20

Organizational Structure Organizational Context Diagram

Contents

Ecosystem Context Stakeholder Map

23

Managing Innovation within the Organization

28

Business Model Canvas Managing the Value of Design

30

Conclusions and Recommendations

42

Executive Summary 2

Aramex, based in Dubai, is successful in the industry it is operating. The brand still has room for development and growth. The purpose of the guide is to introduce three innovative ideas within the organization that can lead to a viable new business plan, markets products, services, technologies, and experiences. Innovation could be competitive differentiation and compelling reasons that people will pay a higher price for the new offer. This will benefit Aramex as they will be able to get new customers through design-led innovation and design-driven strategies.

One idea is to do a brand extension with fast brands like Bugatti to determine the brand’s value of how speed is important to them. And second is the have brand diversity to increase service line and provide more services within the delivery industry like food, online store and medicines/pharmaceutical industries to cater medicines within a short time.

This innovation manual will consist of proposed ideas, scoping the ecosystem, product development and planning, managing innovation within organization, and managing the value of design. The main components of the manual are the overview, attitudes, and a description of ideas along business model canvas, risk assessment, and product life cycle of product.

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The group consists of four members with different and unique ideas and companies listed in the top 500 in the region. Introducing ourselves and the ideas which will differentiate us as well as unite us back to the same point of focus. Our group had different interests in means of the company working within industries with differences. However, through a thorough understanding of each company, we concluded into one company which can mostly cater to all the ideas and services of each colleague’s companies into one roof. Our previous thoughts are as follows:

Hagir had chosen a very well-known franchise operator diversified into different brands from F&B, fashion, real estate, leisure and much more. Being a diverse group, they lack in some key areas which were noticed by Hager in phase I of the project. They require an opinion portal within their application which involves the clients into their favorite brands and suggestions of the brand and products they are operating.

Choosing Our Idea

Fatma being from Saudi chose the most prominent company from her homeland which is Saudi Aramco which is known as the biggest Oil Production company which is also one of the largest company in the world by revenue. She spotted the working trends in Aramco surveying the working environment through her acquaintances.

They lack recreational activities and opportunities in the company and does not provide resting facilities as well. Finding opportunities, she wanted sleeping pods and other recreational facilities for the staff at Aramco.

Dana had a technical and a specific approach in her mind working with Cleveland clinics Abu Dhabi. She wanted to start 3D printed medical products and making it accessible to all the other hospitals in the UAE by delivering it.

Shahid took an express route by taking Aramex which is the fastest delivery and logistics company in the region. The Approach he went for was into the marketing section was the company should show the USP “Express� by having marketing tools such as brand ambassador, brand endorsement, and brand integration to signify the importance of the brand.

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Context

Needs

The environment is saturated with delivery companies. In the food market, there are many such as Talabat, Uber eat, Carriage who deliver from one restaurant providing discounts and promotions for online orders. In fashion, there is Namshi which has its delivery team and fleet and other clothing companies that ship through FedEx. Moreover, in consumer goods, there is Noon and Souq that owns their services that have its fleet. Our idea comprises of catering the needs of people who are willing to shop from all the three industries and can mix and match their cuisines from many different outlets — also providing an express delivery for all that the customers have got in their shopping cart for the convenience and ease of the customers.

Nowadays speed of delivery is a concern.

These three markets involve in food, fashion, and consumer goods include products that are needs. These products need to be delivered quickly as it quenches the thirst and fulfill the requirements of people instantly.

Potential Aramex has successfully introduced market-leading express delivery and logistics services to the Middle East and other emerging economies.

As a leading global provider of comprehensive logistics and transportation solutions, their breadth of services includes express courier delivery, freight forwarding, logistics, supply chain management, e-commerce and record management services (“About Aramex,� n.d.).

The business model of Aramex is a unique asset-light business model that underlies all of the strategic decisions we make. It has proved highly successful, allowing Aramex is to swiftly adapt to challenging market conditions, execute last-mile delivery solutions and quickly respond to changing client preferences. The focus of last mile logistics is to deliver items to the end user as fast as possible(Aramex Annual Report, 2017). Our Idea is to have an express delivery fleet that offers new services of delivering F&B, Fashion and Commodities. This implementations could be done easily through mergers and acquisitions within the industry to expand the parent company. To follow the Doblins ten types of innovation and creating the customer oriented services that have UX design and easy to follow during the use of our new idea.

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The Services and offers could be increase d into other industries and reduce the hassles of shopping. Since the regular brick and mortar concept businesses are reducing and extending to an online based system, it has a high potential in the upcoming years. Delivery of Postal/ other services will reduce eventually and this extension of the company can with stand the organization from its operation as a backup when there is a degrading trend in postal and other logistic services they offer currently.

Opportunities There is currently a gap in the market as no companies offer to deliver the services which is derived from our idea and so Aramex can take the opportunity in the market as the first mover to enjoy the premium profits and fame from this idea through launching this service. Furthermore Aramex has a good reputation and another opportunity so this is an innovative idea that will succeed due to the existing trust that proves Aramex credible and resourceful in the market.

Wants In the delivery industry, Clients can easily purchase goods from multiple store and receive the goods in several deliveries with this in mind there is a want for a simplified process to purchase from multiple stores and receive the goods in one delivery.

Clients will not have to wait around for all their deliveries to arrive.

Scoping the Ecosystem

About Aramex

Ecosystem Mapping

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Risk Assessment This is a method of assessing the risks of the idea against three categories

Adner (2006)

Levels of Risk High

Medium

Low

Early to all three industries Speed of driving Driver injury Accidents

Traffic and violations Loss Shipment delays Heavy traffic Difficulty finding location

Competition with direct online marketers Theft Fluctuations in fuel cost Irresponsible behavior of fleet drivers Bad weather

Interdependence

Integration

Innovation Process

Categories of Risk Initiative Low returns Idea being copied Low demand Competition Inappropriate pricing

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Partnered stores Customers Being in the wrong market Stores not updating product information on Aramex* application

Delays in developing the user interface Disconnection between stores and Aramex* Unsuitable marketing strategy

This is the process of finding a problem and understanding the current situation in the market to come up with an innovative idea that will help in solving the problem. It moves on to how this idea will be converted into a real product or service and how it will be commercialized in the market to ensure its success. The innovation process diagram summarizes how this will be done in an easy-tofollow and understand approach.

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Secondary research from food- Talabat, UberEATS, Zomato, Carriage, Namshi, Noon, Amazon, Souq that delivers each industry requirements. We analysed that there is a track your order facility along with a dispatch notification, Ramadan offers, discounts, seasonal offers, Limited time Offers, Minimum charge for Delivery.

Identifying the Problem

How Aramex is different from the others is by having a database of companies tied up with Aramex, scheduling order for different timings and getting delivered to homes and offices. Orders only form Aramex* App to have an overall minimum charge for services from different outlets and stores.

Analysis

The two factors from our research is time consumption and limitations for our offerings as services in the company. Current market problem is you can only buy from one store and you can only order from one market.

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Development and Design We reduced into the niche industries such as F&B, Clothing and Commodity to serve our clients faster and better with variety of options to pick from.

Aramex will be the centre of ordering, compiling, collection, and dispatch of orders with the brands tone of being express and as fast as it could be from its competition and regular trend in the market.

Our idea Aramex* will be introduced and it will solve the main problems which are time and limitations which is further a limitation of shopping from one store and one market. We will collect the orders from all the stores, compile them, and then dispatch them in one order. Customers can then provide their feedback.

Conversion

Commercialize

For Commercializing our idea, we planned for the placement of stores, location and centers for the services we are providing.

Creating the brand extension Creating the Application and the interface for customers to ease the process of online shopping Placement of Locations Hiring and reallocation of staff for dispatch, compiling, follow up, and navigators for reducing the time in drivers to find the location.

Bikes, cars, and vans GPS system for the fleet, alert systems, outlet locater, order locater, and earpieces for communication without distraction.

Marketing campaigns

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12

Product Development Process and Planning

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Product Development Idea Generation

Started in Part A of the manual. We spent time considering one idea from each group members manual and decided on this one.

The company we chose is well known and has a good reputation. The Service Aramex will provide an d can benefit the other companies that were under consideration.

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Concept Testing

This service must be tested to decide if it has the capacity to succeed. It should be tested with a few stores in one industry (eg. Fashion). This will allow us to see if there really is demand for a service such as this one. We can also see if the app/interface is simple and easy for the customer to use to make any improvements.

Product Development

We will initiate and append an operating platform for the express delivery of goods and services which we look forward to offer.

Product Launch

We will have a launch event in a prominent shopping mall. We will also have marketing campaigns in universities, residential communities, shopping malls, social media, and corporate offices. In addition, our partnered stores will promote with popup ads in the stores and counters for express services.

Claessens (2015)

Evaluate

Once it is launched we will observe market and sales trends.

We will let customer fill out surveys to receive their feedback.

We will review the market before and after the idea is implemented to measure the changes. Furthermore, we will review sales of stores partnered with us.

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Introduction

Retrieved from http://productlifecyclestages.com/

We Introduce our brand extension by launching Aramex* which is a game changer in the delivery industry with a very focused and streamlined process for minimizing the total time of delivery from all the partnered stores.

Our in-house design team and marketing team collaborate to market our brand in a very effective manner such that our services are simple and clear to the customers.

Growth At this stage, we will increase sales and our presence among all markets to expand our customer base. During the growth stage, we will have an increase in demand, and there will be new entries in the market. By then we are established, and new partners approach us as they are confident from our integration and services for boosting their sales. Hence we continue to market our product and services to stay on top of the line.

Maturity Maturity in the product life cycle is the peak of your product as the services will gain a name in the market, and is innovative and catching up with current trends. Evolution of the company makes loyal customers for the company with daily usage and engagement with our brand. We will further add new features to keep the customer interested. By creating new marketing campaigns, we will keep up with the market and generate customer feedbacks. We will ensure to have a high rate of customer satisfaction.

Decline

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At the decline stage in our cycle, we will be innovating more test markets and industries to period back to the growth phase. As there will be increased competition with better services, we make sure we are on board with our initial investment and idea. Rather than slowly exiting the market, we will work with new demographics to improve our performance and maintain the current customers by keeping them engaged with the latest promotions and offers, etc. We will continue marketing intensively and adapt to change in technology.

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Idea Generation

Innovators

Early Adopters

Early Majority

They are the first movers and adopt new technology and bring in market changing trends with most receptive ideas and hence they are known as risk takers. In the innovator’s stage, it would be too exciting people to use the Aramex only through word of mouth and customer satisfaction.

This is a category we strive to target for the release of our new brand extension.

The early adopters are the shapers and the leaders of the society as they generate ideas from different industries and focus on improving a problem in the market. They have the resources to buy new innovators, and as soon as the innovators have implemented the innovation, they are resource-rich that they could achieve the change in the organization. The Aramex* would be customers who are not frequent users but willing to take risks with trying new services due to their loyalty. The risk takers in this group are especially crucial to promoting our brand because they provide early feedback which set a benchmark for early adopters

This is a group of buyers we target as they are likely to buy innovation and are the vast majority than other groups. The buyers belong to the group to adopt change once there is evidence of a benefit. The new majority would be the focus where customers who are frequent buyers but do not trust new services. We would target the group as it is a source of revenue for us.

Late Majority This group of buyers is more conservative and sensitive when deciding on buying the service.

They are the ones who use services only once they have been tested and reviewed by others. For Aramex*, we consider our old customers who use frequently but rarely risk-taking to new product and would not trust the latest innovative design-led ideas.

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Laggards Laggards are conservative and reluctant to change. They usually adopt an innovation once it becomes mainstream and frequently used. Being an innovative service, we target customers who would use the services and require us rather than buying things the conventional style. Hence we focus on promoting the idea and introducing it would not rely on the contributions from this percentage of buyers.

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Organizational Structure for Aramex

CEO

Bashar Obeid

Organizational Context

COO

CFO

CSO

General Counsel

Iyad Kamal

Nadia Abu Sarah

Raji Hattar

Ayed Tadros

Ground Operations Director Faris Fallouh

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Organizational Context Diagram

Climate

Silbiger (1999)

STEEP Analysis

Climate

Culture

Thoughts Simplicity Convenience Systems

Behaviors Busy Eager

Feelings At Ease Satisfied Freedom

Individual

Structure

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Organization

Environment

Policies & Procedures

Strategy

Socio-cultural: Everyday, peoples’ wants are growing. More and more people nowadays are opting for online shopping as it is more convenient for many. People are also becoming more hurried and impatient and would want their deliveries to arrive quickly. The current situation in the market does not allow the customer to receive everything they want, in one delivery, during their preferred timing. Aramex* will meet all of these wants by enabling the customer to purchase what they want from multiple stores and have it delivered swiftly in one order.

Technological: Technology in the delivery industry is advancing at a slower pace than anticipated. Although location accuracy, speed of delivery, and freedom of choice do exist to some extent, it is not up to date with the customer’s expectations. Aramex* will be an innovative service that meets and exceeds those expectations by allowing more freedom of choice and options for the customer. No other company lets the customer order not only items from different stores, but also different markets: fashion, food, and consumer goods.

Economic: Economic conditions affect how an what consumers purchase.

Aramex* will allow flexibility of choice, time, and payment methods. However, economic conditions do not modify the purchasing of certain goods such as food or pharmaceutical products so specific markets would be affected. The diversity of markets and stores Aramex* will partner with will not all be affected by economic conditions at once.

Environmental: Environmental factors play an essential role in the market, especially for delivery companies. Sustainability and clean technology is part of the policies for Aramex as well. Aramex* will use hybrid vehicles and potentially electric vehicles for the deliveries to play a role in the trend in sustainability.

Political: Aramex* will not directly be affected by political situations. Although political circumstances do affect brands and so the stores that Aramex* will partner with could be affected which in turn will affect Aramex*.

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Culture

Policies & Procedures

Systems

The culture in the UAE is focused on innovation and forward thinking. They aim for simplicity, ease of use, and inclusivity.

In the UAE, most people prefer online shopping and home delivery than physically going to a store. Aramex* will fit into this culture as it is an innovative service that is not currently being done. It simplifies the process of purchasing items from multiple stores and the delivery process.

Besides, the application will be easy and straightforward to use as well, fitting into the UAE culture.

Aramex* will follow the policies and procedures set by the UAE as well as create their own. They will have to follow the traffic rules set by the government while delivering the orders. These include the following:

Since Aramex* will be a brand under Aramex, they will not need to create an entirely different system to the parent company. There will be people responsible only for Aramex*. There will be a separate COO for Aramex* that will report back to the CEO of Aramex (Bashar Obeid). This is because what Aramex* does will, one way or another, change customers perceptions of Aramex. Reporting back to the CEO will ensure that everyone is on the same page. Moreover, there will be a manager responsible for each industry; food, fashion, and consumer goods. Nonetheless, the delivery drivers will be the same for all the sectors and stores we will partner with.

Strategy

Structure

Aramex* strategy will be to introduce this innovative idea for service in the UAE, particularly in Dubai, and will focus on a few stores from each industry. In the food industry, we will partner with Shake Shack, Gazebo, and The Cheesecake Factory. In fashion, we will partner with Zara, H&M, and Bershka. Thirdly, we will partner with Carrefour, Lulu Hypermarket, and Waitrose for consumer goods. All of these stores will be in the same region of Dubai for the pilot launch. Then we will continue to partner with other stores for further expansion in the market.

Aramex* will be a brand under the parent company; Aramex. They will still use the same drivers that Aramex employs. They will also have a dedicated section in the warehouse used and will require a few extra employees that will be dedicated to Aramex*. Some of these employees will work in the reverse drive-thru where the drivers will drop off the orders before they are all collected and given back to a single driver to deliver to the customer.

Aramex will have to have a COO dedicated solely for the functions and procedures of Aramex*.

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Driving within the speed limit Wearing a seatbelt No reckless driving Appropriate driver behavior Updating the driver’s license Updating vehicle insurance

Ecosystem Context 25

It is important to study the position of where your company stands in the community. Ecosystems help identify opportunities for our new project and some risks that could negatively affect its performance. Ecosystems can also find potential supporters and stakeholders for our idea. Where if the ecosystem was studied and understood well it could contribute to the success of the company.

As the company will know who they need to launch their idea to, who else might engage with in the future of it and who will support it. For “Aramex*,” many factors can drive new platforms and stakeholders to support and even sponsor our business.

We will provide benefits for its allies, creating a win-win situation for both our company and collaborating one. Our company would give a percentage of shares, advertising, and marketing for these companies. Our company’s ecosystem will support our and our partner’s ideas to stay in track with the projects primary mission, values, and objectives. This will help our company gain trust and bond with more companies granting us more clients and partners. Other opportunities that would tracts more stakeholders are our companies already made a high reputation.

Aramex is known worldwide for its high

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quality and fast delivery. This caused people to trust us more and invest in our company. Without being prepared for what the ecosystem consists of, the organization cannot look ahead and plan for the success of their product. We can sell our idea as an irresistible offer for its connivance and multiple benefits. Our services are different, affordable, and arranged in the speediest way possible. We chose Dubai to host our project because Dubai qualifies as a perfect candidate for many reasons.

your own home, it can end up costing you more when you factor in shipping and if you are constantly impulse buying. Dubai is an opportunity for Aramex* as a model which consist of much Online savvy.

Stakeholder Map

Talabat part of the ecosystem, so we acquire at some point which eases the operation of the food delivery segment which is established with good connection with restaurants and other F&B.

Dubai being a dynamic city there is a high probability of people using the online application for their daily needs. People in Dubai live a busy and eventful life, and this makes Aramex* a perfect fit and the most convenient way to satisfy their needs. Dubai has a high demand for online shopping where many online businesses like, “Namshi” or “Nisnas” have launched in Dubai. Dubai also accompanies multiple outlets available all in one area meaning everything is close by. Dubai is the right place for a pilot project, for its accessibility and availability of resources. Dubai is also known for its high-tech community.

Everyone heavily relies on mobile phones and the internet to go on with their day to day tasks. Although it may be more convenient shopping from the comfort of

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Managing Innovation within the Organization The business model canvas is a great tool to help you understand a business model in a straightforward, structured way. Using this canvas will lead to insights about the customers you serve, what value propositions offered through what channels, and how your company makes money.

You can use the business model canvas to understand your business model or that of a competitor! The business model canvas was created by Alexander Osterwalder, of Strategyzer. (Cite from business model canvas website) Key partners will be the three partners each from the three industries we deliver from which is F&B, Fashion, Consumer Goods. It activates our idea of express delivery of the ordered products from

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each store and each sector depending on the orders made by the customer.

The application we create will be the interface of our brand for our customers as a touchpoint to use us. The essential resources we will require are delivery team, fleet, backend staff, reverse drive-thru for coordinating orders. We value our brand based on the delivery, time constraints, fashion deliver, food delivery, efforts, convenience and simplicity of our idea such that our customers prefer us. The customer relationship aspect of our company will be mainly through communication with drivers, the use of application and feedbacks on it, communicating with broader demographics, fulfilling the customer needs. Customer segment was chosen based on the immediate requirement

Business Model Canvas

of our customers which are desires such as hunger or emergencies or even convenience to short down the industries to fashion, supermarket, F&B or even later to pharmacies. The Channels of doing or setting up our business will be from stores to Aramex and then to the customer which is a multiple step process choreographed, but the channels of distribution are single.

The cost structure will have managing transportation, maintenance, branding, team, interface, etc. adding to the cost of the parent company Aramex. However, benefits from this are higher as in the long run we get monetary benefits from delivery charges, access to other new industries, marketing benefits, increased presence in the market and alternative business set up.

Retrieved from https://www.strategyzer.com/canvas/business-model-canvas

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Managing the Value of Design

Design is the vital element for our project even though the marketing department often take the credentials. Design is fundamental for Aramex* to help them create their brand identity in the market and launch the well-designed services, packages, and uniforms. Our organization needs to adopt design as an impactful and substantial element as part of their processes. In our efforts to innovate and launch a new and successful product, our team has worked in a manner where we focus on both innovation and design so that it integrates into one another

Aramex* as a brand will stand out through the uniforms and brand identity which is going to be designed professionally to provide comfort to workers and also create brand awareness to the consumers by seeing them. The details are well taken care of in the branding of Aramex as we will try to integrate environmental friendly materials. And which is less heat absorbent.

It is a brilliant service that will bring a new face of success into the organization’s image as it is taking a further step into a new market and re-establish themselves with brand and strategy.

We innovate within the organization by creating Aramex* and offering services to our customers that reflects the company’s mission which is Innovation in technology which is critical in maintaining the assetlight business model and leveraging the Aramex the global network.

Our design team will further be able to influence the organization to bring more innovation and have an opportunity to build its Design research team to exemplify the market segments into an output generating society. Will closely understand the trend in the market to test each section with its required resources to deliver to a new potential customer and become the regions favorite delivery service. The main focus of the new extension is to not only provide the services bur create loyal customers for Aramex and allowing the organization to think out of the box to keep innovating with the help of designled innovation to create a positive impact by producing new ideas and convenient services.

Aramex* will be very carefully delivered with high standards of hygiene and sealed designed packages that could be only opened once which ensures the food and any personal items are delivered safely without any disruption and will be delivered from the stored to customer. This is a unique feature of Aramex to separate the delivery packages of our prestigious clients.

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Like how Aramex uses trademarks, copyrights and database rights to protect its workers, Aramex* should have complete rights over our design and idea, we should register the brand extension with all the guidelines provided to be legally owned the design. Creating an intellectual property rights for the purposes which could be patented for a term, Trademark the brand worldwide to avoid any uncertain use of the brand in other countries which would create a problem for expansion.

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Logo introduction Logo variations Logo construction and clear space Application on a background

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The concept of our brand extension will be done by working on the current logo with minor changes to show that the extension is happening within the organization and is not entirely new design. We as a team, reinvented the logo from its typography logo and to distinguish between the internal companies, we assigned a new color to the brand which is highly attractive to the customers from the psychology of colors. It is said that people are prone to react to Orange before sha ring a glimpse at other colors like blue, green, yellow as the refractive index of red light is the highest and consecutively comes the color Orange.

The * is the main focus in our branding as it signifies change or transformation/ rectification as the symbol *, used to refer readers to a note at the bottom of a page of text in the writing studies.

Symbol Shows change which distinguish between the parent company ARAMEX that is good with their express delivery services and established in the region for its logistic succession.

Typography We re-intorduced our mission of being express into the online savvy market to have the slogan “click fast, delivered faster...�

Logo introduction

+

*

aramex * >

Logo

Concept

click fast, delivered faster....

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Logo Construction and Clear Space Constructing the Logo

The Logo is constructed by reinventing within the old typography used by the company to have modified to a swift or speedy version which has a dynamic effect on the brand name along with the integration of * and the brand tagline.

Application on a Background

* aramex * click fast, delivered faster....

click fast, delivered faster....

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click fast, delivered faster....

aramex * click fast, delivered faster....

aramex * click fast, delivered faster....

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The Primary Color System The color Orange symbolizes creativity, change, energy and endurance.

It is the color that represents Autumn. As a secondary color it combines elements of the colors used to mix it : the creative passion of red with the energy and joy of yellow. It also shows the cheerfulness we desire to have in our brand, low cost for the services and affordability, enthusiasm, creativity, and aggression in our delivery motto which is express delivery.

PANTONE F 15822

The primary color system Logo color system The secondary color system

Color 36

PANTONE F 15822

COLOR PERCENTANGE 100%

PANTONE Black 6 C

70%

50%

30%

10%

30%

10%

PANTONE Black 6 C

PANTONE 2394 C 100%

70%

50%

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Uniforms

Our strength through this innovation is going to be human centric as it involves drivers, back end developers, frontend developers, operating team and technology adopters. The Aramex family is a light asset business model and yet employeed with 7500+ well trained staff. We have options of multiple usage of employees to use in the operating side and hiring drivers and technology or completely generate new team for operation. As we have just got the phase 1 for this innovation and design led project in the organization, we will need to streamline and create a process flow chart of how the resources are going to be allocated. The technology could be adapted from the uber booking idea where it shows the driver where to pick up customer. BUt in our scenario, the aramex team will locate drivers through GPS to locate orders from stores near where the drivers are located. And each driver collects items differently from commonly allowed areas within dubai and comes back to our facility to combine all the packages and is later dipatched by one driver.

But the overall process will be planned on the basis of traffic, time in terms of who will be able to collect the fastes will be alloted the order to stick on to our vision and mission of being fast and express.

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Website

Application The App will allow the customers to fully access the available brands that offer partnerships and services with Aramex* which further enables them to order food, buy clothes and grocery through Aramex with a minimum charge of an Overall of minimum 150 DHS, so the customer has exposure to extensive options and range of products. For example

You have the opportunity to buy what you like the most from various stores like ordering fries and drinks from Shake Shack and ordering dessert from cheesecake factory. Also if you have left out on buying your weekly grocery. We are using this as a test marketing to find out how well people want to use us for all the deliveries in our scope. Concept marketing will be done initially to understand the trends of the usage of the three provided sectors and later partner with more companies and more locations with a wide variety of services within the delivery. The app will allow to locate you so there is no hassles for customers in navigating the drivers. The App will have a count down and a breakdown of time and action for each ordered item.

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The website will be available to increase the visibilty while shopping for clothes which could further be having a review portal and a feedback for the stores the customers order from. The website will provide a one time password for confirmation of order and the payment could be done online for discounts and promotions.

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Conclusion and Recommendations

Conclusion We want to conclude our manual by creating awareness for the board members that design-led innovation will benefit the organization. The ideas suggested in the above are a part of a larger plan when it comes to implementation and operation. We design each step carefully with the wellness of staff and training them to fulfill the overall mission of the company.

Recommendations Approving our idea from CEO immediately to adopt and release the brand extension into the market as there is a need for the services.

Aramex team should be introduced to our team to create a rhythm with work and for us to work efficiently and in a cost-effective manner.

Test market our idea with just one location in Dubai with the most desired output like Downtown Dubai where is excellent potential to kick start.

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https://hbr.org/2006/04/match-your-innovation-strategy-to-your-innovation-ecosystem Are You Ahead Of The Curve Or Behind The Game? (n.d.). Retrieved from

http://www.ideamanagementsystems.com/2010/09/are-you-ahead-of-curve-or-behind-game.html Claessens, M. (2015). The New Product Development Process-Obtain New Products. Retrieved from https://marketing-insider.eu/new-product-development-process/ Dam, R., & Siang, T. (n.d.). 5 Stages in the Design Thinking Process. Retrieved from

https://www.interaction-design.org/literature/article/5-stages-in-the-design-thinking-process Empowering People - Aramex Annual Report. (2014). Retrieved from

https://reports.aramex.org/2014/report/?page_id=13 Figure 2 from Irimia R, Gottschling M (2016) Taxonomic revision of Rochefortia Sw. (Ehretiaceae, Boraginales). Biodiversity Data Journal 4: E7720.

https://doi.org/10.3897/BDJ.4.e7720.

History and Development Timeline - Aramex. (n.d.). Retrieved from

https://www.aramex.com/content/uploads/109/200/37077/A%20comprehensive%20Aramex%20profile%20for%20the%20media.pdf Product Life Cycle Stages. (n.d.) Retrieved from http://productlifecyclestages.com/ Silbiger, S. (1999). The 10 Day MBA. Ten Types. (2019, March 05). Retrieved from https://doblin.com/ten-types Terms of Use. (n.d.). Retrieved from https://www.aramex.com/terms-of-use The Busoness Model Canvase. (n.d.). Retrieved from https://www.strategyzer.com/canvas/business-model-canvas What is Intellectual Property. (n.d.). Retrieved from

http://www.wipo.int/edocs/pubdocs/en/intproperty/450/wipo_pub_450.pdf

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Hagir Suliman Mohamed Shahid Firoz Dana Bozom Fatima Albohamad