Internship Report by Maria Angelica Saavedra

INTERNSHIP REPORT Programme: Service Systems Design Master Semester: Semester 9 Title: Internship at Foopla Project Period: 24.08.2015 â&#x20AC;&#x201C; 08.01.2016

Semester Theme: Internship â&#x20AC;&#x201C; Project in collaboration with a company Pages in report: 57 Items in appendix: 1 Supervisor(s): Amalia de Gotzen Nicola Morelli

Place of Internship: Foopla KPH Projects Enghavevej 80/5 Copenhagen, Denmark Contact: Kamil Dabrowski Founder +45 50440477 kamil@foopla.dk

Maria Angelica Saavedra H. Xinyi Huang

ABSTRACT This report depicts the process that the design team made with the start-up company Foopla, during the fall of 2015. The team supported the company's process of the Trial & Error program in KPH projects, by researching and proposing a service idea that the company could offer.

The report will present briefly the opportunity that Foopla has in the market as offering an e-grocery shopping service in Copenhagen, which was also the starting point for the research process with the users, analyzing the possibilities of the service and the possible market growth. With the use of different service design tools, the team developed a concept booklet that will be useful for the company to present their service idea to future investors or new team members. Along with the work description the report will present the diverse reflections during the design process, the final result of the concept booklet delivery and the tools used during the semester. The internship calendar with the description of the daily activities will help the reader to understand the general design process.

TABLE OF CONTENT

Introduction about Foopla

Foopla: Business opportunity Company's Brief

Internship Timeline

The Internship Process

Concept Booklet: What is it about? General Reflections Appendix:

Internship Calendar

INTRODUCTION ABOUT FOOPLA

As a young start-up company, Foopla aims to offer to the grocery shopping market a new way to approach to the local shops by placing their unique offer in a digital channel for making it more convenient for the consumer. After being recognized as one of the finalists during the Venture Cup Entrepreneur event 2015, Foopla had a chance of being part of the Trial & Error progam in KPH projects, which was leaded by Creatureâ&#x20AC;&#x201D;a social innovation company of creative facilitators. Fooplaâ&#x20AC;&#x2122;s founder, Kamil Dabrowski, had integrated a multidisciplinary team for enriching the companyâ&#x20AC;&#x2122;s development, counting with a social anthropologist, a user experience designer, a communication professional and a developer. The team also counts on different experts and interested volunteers that participate in the company process once in a while for supporting events or providing specific knowledge support. The objective of being part of the Trial & Error program is to impulse the company by providing them with diversity of knowledge, expertise and tools for manage their formation while being ready for launching their final product. The task of the team is to focus on the user research and the insight collection, in order to develop innovative service proposals for the final product.

Foopla: Business opportunity T h e m a j o r i t y o f t h e s m a l l g ro c e r y s t o re s i n Copenhagen will close within the near future. This will have an impact on the community in several aspects.

Danish consumers seem to be very aware of food sustainability: in 2012 about 80% of Danes claimed to avoid wasting food and 70% claimed to prioritize seasonal fruits and vegetables. The supermarket chain Rema 1000 leads the field in social responsibility while other companies like Dansk Supermarked and Coop Danmark (the two dominating companies in the Danish retail market) are right behind it. In 2013 only 7 % of Danes preferred to shop online rather in the physical stores1 . The small independent grocers are up against huge competitors so in order to survive they need to distinguish themselves and offer the consumers something they cannot find in the mainstream supermarket chains - for instance unique imported products1.

Retailers in Denmark

Digitalization The digitalization of business is growing rapidly, focusing mostly o n t h re e t y p e s o f c u s to m e r relations: 1) Interaction with customers. 2) Internal business process. 3) Interaction with suppliers.

Data collected through CRM is used to make shopping faster and keep a track of customer data for example customer relations and transactions. The related t e r m b i g d a t a h a s n e g a t ive connotations attached to it but it aids companies in analyzing consumer behavior and methods in addressing customers making it possible to live up to high consumer demands2.

*recite from ‘The Future of Retail” (Foopla booklet)

The customer/consumer The segment of customers utilizing the small grocery stores consists of consumers between the ages of 1825, parental singles or couples and consumers with a household income of 700.000 kr. per year.

However, currently only 4 pct. of all purchases of staple goods occur through e-trade – so many consumers prefer to do their grocery shopping in the physical store2. However, the interest of online shopping of staple goods is expected to increase. 38 pct. of Danish consumers are reported to buy at least some of their produce online. Around half of the e-shoppers are motivated by the fact that they can place their order from home – the other half because they can get the order delivered. However, the general

motivation is for e-shopping is convenience2. So if the customer experiences any type of inconvenience the company might lose that customer forever. However, for any purchase, physical or web-based, the price is always the main motivation: 32 pct. of the Danish consumers disclose that lowering the price on the products could persuade them into buying more of their groceries online2. Also, it’s worthy of note that the price of delivery is another big concern for the consumers. On the other hand, the consumer’s interest in purchasing food over the internet continues to increase so over time the market will grow substantially. However, consumers will only shop for groceries online if the offer is right. Also, the general consumer skepticism in Scandinavia could be a hindrance to growth.

Consequences The consequences of the increase of web-trade could be that the interest in physical shopping decreases alongside it and this could mean that the shops with no web-shop would lose revenue and perhaps in the end close their business.

The physical shops in the larger urban areas will have the highest chances of survival – however, the amount of shops in the less populated areas will experience a severe decrease2.

Lessons learned4 · Trust and loyality is key. The service should depend on the loyal customer – not on the occasional one. · Customer density is everything*. · The consumer is not willing to pay more for their groceries in an e-grocer than in a normal supermarket. · Pick-up and delivery models will need to be continually improved, tested and innovated in order to succeed. · Replacing a product which is sold out can be challenging. However, user technology can aid in offering the customer groceries tailored to his/her needs. · E-grocery is not copying supermarket into the internet. · The greatest challenge is changing consumer behavior.

* Customer density: Number of potential customers within a certain unit of land area.

The demand The availability of the sustainable and local produce is an important factor. In Germany you can get a map disclosing where in the country (or the world) the products come from. Whole Foods in the US has a program offering quality checks on local farms and products. The consumers demand more local products – but freshness, quality and price remain the most important factors for the consumers in America and many other western countries3.

Omnichannel alchemy5 Delivery is problematic and requires a lot of logistics, while click-and-collect is a cheaper and more convenient option for users and company alike. Picking up the orders also makes it possible for the user to have a look in the physical store and extent the purchase if he or she wishes. Furthermore a good design can be a strong tool for creating customer loyalty and avoiding churn. A positive experience is an important element for capturing occasional users and making them loyal.

1. Grocer y Retailers in Denmark; uromonitor International 2014; 2. Fremtidens Detailhandel; Konkurrence – og Forbrugerstyrrelsen 2014; 3. Ripe for Grocers – The Local Food Movement; A.T Kearney 2014; 4. The Way to Profitable Internet Grocery Retailing – Six Lessons Learned; Tanskanen, Kari etc.; International Journal of Retail & Distribution Management; vol.30; Emerald 2002. 5. Omnichannel Alchemy – Turning Online Grocery Sales to Gold; Biggs, Chris & Suhren, Julian; The Bostom Consulting Group 2013.

How might we create a service that brings more customers to the green-grocers in Copenhagen

Internship Timeline The period of internship was from August the 24th 2015 until the 8th of January 2016. The design process will be depicted through the time with a higher intensity during the first weeks and a development phase or lower phase of design process during the last months.

WEEK 35

Meeting the team and first service approach

This week together with six other companies, Foopla started the program of Trial & Error. Every day there were lectures given to the companies, regarding topics of business, leadership, human resources, sales and business model generation.

The team was introduced to the company and got familiarized with the current situation of the company as well as the user interaction team. The main task of the week was to go through the previous documentations.

At the end of the week, a basic customer journey was created to help the founder of Foopla to better express the first idea of the service to one of the investors in a meeting, as well as how the customers will interact with the platform and what kind of features the service should give to the user.

REFLECTIONS After the first approach the team managed to construct through the customer journeys for the week 35 an idea of what the service should be and what kind of users the company wanted to approach.

This customer journeys also served for showing how the abilities of the service designers could serve to the business purposes and the capability for synthesizing ideas into specific graphic representations.

WEEK 36

User research: Knowing the shop owners

This week the team presented a proposal of a program for the internship, which coincided with the time the company will stay in the Trial & Error program. The aim of the program was to help the team to know when and what was going to be developed during each period during the semester. Since the rest of the company was not familiar with the tool, the design team took the responsibility to track the weekly activities meanwhile trying to involve the whole company into the process.

The team gathered for organizing the user research strategy. This process was decided to start with the stores and following with the customers. For approaching the stores, the team organized groups to visit different stores during the week.

According to the research and analyzing the operating status and the interests of new service, the team classified different shops around Copenhagen. The most relevant groups for the design team were the successful ones that were not interested on the service due to their prosperity and the ones that were too pessimistic to feel that Foopla couldn’t help them.

Those shops attracted the Foopla team’s attention due to their reticent reaction towards the new service opportunity. The reaction gave the design team an idea on how to better approach different types of shop oweners, and why the ‘pessimistic shops’ are not doing well. During user research (shop owner part), the team used shadowing and personal interview with shop owners. The Foopla team stayed in different stores for half a day, the design team also paid a visit to one of the competitors called LetKøb.

REFLECTIONS The interview with the shop owners provided the team a better understanding to their point of view, motivations and goals regarding the shops and business in general. The team could learn better the way the shop owners relate to the service proposal, which angles should be taken into account for selling better the benefits from the service and which values should be highlighted to make them feel identified with this business opportunity. The keys of success and value offer from these shops were identified as well for making them understandable and relevant for the Foopla team members, and the design process.

Knowing the shop owners

WEEK 36

Shop owners Insights： Data classification

After gathering together the team discussed and wrote in post-it’s all the relevant data from the shops. After sharing each one’s founding of shops and the shop owners’ behavior towards his business, the team classified the information in four groups: Mindset, technology relationship, product and location/community. All the team members that participated in the user research were involved in the discussion. The team reach to know more about the motivations, goals with their business and personal lives of the shop owners. The insights were hanged up in a wall in the office for making them visible for all the team members and to facilitate their remembrance on how the shop owners are and how they might be approached by the company.

REFLECTIONS

Making this research process with the Foopla team allowed them to change their perspective of what they knew about the shop owners and how relevant it is to approach people from a human centered point of view instead of a business or sales perspective.

WEEK 37

Re-visit the shop owner

During the third week the team started the user research for the customer segment. The company had already some interviews with some users and the team integrated them with new interviews for collecting more information about the customers from these shops. The customer research was divided into two initial segments: customers that always visit the shops, who already know the shop owner and other clients; and the customers who never shop in these places, because they donâ&#x20AC;&#x2122;t know them and are not interested on the products.

The team decided to start the shadowing process with one of shop owners that have already been approached. The goal of this process was to find out the frequency the new users reached the shop and the relation and perception between this shop owner and different types of clients.

During this process, the team also met a representative from municipality who works as a business consultant for different grocery stores around Copenhagen, especially in the NĂ¸rrebro area. With abundant knowledge on grocery stores, this person became a principal contact between the grocery shops and Foopla.

REFLECTIONS

The second visit to the shop strengthened the trust between the shop owner and Foopla, due to the shop owner started to feel that the team members were interested on having time to share with him. His hospitality was always received in the best way, offering tea and coffee as a polite way of thanking the presence of the team members in the shop. After the visit, he invited us to come back and not just shop, but talk to him because he enjoys sharing about how he feels and perceives his business.

WEEK 37

User research: Knowing the customers

REFLECTIONS The user research helped to broad the view of the different user segments around the service. The first segments where the assumptions from the customer behavior became more specific on needs, motivations and expectations towards grocery shopping.

For closing the week, the team arranged a workshop together with the company in order to making more clear their values, objectives, mission and vision perspectives. The workshop was around two hours and four members from different departments of the company, including user interaction team and communication manager as well as the founder of the company participated. The design team used the template ‘Objective of the Service’ (servicedesigntoolkit.org) to help the participants to present their points of view regarding to the goals, expectations and future impacts of the company.

REFLECTIONS The workshop was successful until the time frame was exceeded, the participants felt uninterested and tired. It is important to maintain the timeframes for keeping the attention of the public, or keep more active picks during the activities for avoiding monotony. It is also important to count on the need of little breaks, at least one for giving the participants a moment to breathe and maintain the workshop continuity. Applying service design techniques in a multidisciplinary team makes the process challenging for the designers and confusing for the participants, especially when the project leader does not see the value behind it or doesn’t understand the need of some steps for giving value to the project development. For fighting against this it is necessary to involve the team’s motivations and interests between the members for making the activity valuable for them and for the design process.

It is also important to remember that the tools used, no matter which, should always be presented at the beginning with its objective or expected outcome, also the time frame that will be used for it and the steps needed for accomplishing the tool goal. The time is sometimes the most important especially for the development of other activities the company is working on. Successful workshops depend on the will of the participants, but from the team experience it is relevant to play a role of managing their motivations, expectations and time availability for having the optimal result from the activity.

Foopla Workshop: Looking for meaning

WEEK 37

WEEK 38

Interviewing the Municipality

The design team arranged a meeting with Ayad, who is original from Pakistan and has been working with the Municipality for more than ten years for executing support plans to the small business that are created mostly by immigrants. Ayad has a background as a university mathematics professor which gives him advantage to work on business and give the shop owner more professional advices. Besides, his cultural background facilitates the communication process with shop owners as well. The meeting aims to gain more information regarding the way the small grocery stores do their business and the municipalities attitude towards helping and supporting them. All this consultancy process is done for free by the Municipality and the reason why the municipality offer free consultancy service is to ensure the development of local market, amount of competitors and payment of taxes. Being supported by municipality, the small grocery stores are able to create more job opportunities and to facilitate their own integration to the society. Ayad knows most of the businessâ&#x20AC;&#x2122; actual situation around Copenhagen, the shop owners of different stores and the way of approaching them. He provided the Municipality and the center of food quality institution with an insight on how to make better the process for this business. For example, instead of presenting the inventories of the small grocery stores only in Danish and English, the owners can also choose to make it in Turkish and Arabic.

From Ayad's point of view, the two most relevant elements that affects the communication with the shop owners are the languages and the cultural background of them. As one from middle-east country, Ayad shares similar cultural background with most of the shop owners, but for people who come from different areas, it is needed to put more effort on understanding and creating trust with them. The interview helps the design team to create the ideal shop owner and the ideal customer personas. The output of the interview together with the insights the team gathered before were presented to the whole company in a workshop. In the workshop, the design team also aimed to draft a possible customer journey for the service by using those two personas.

REFLECTIONS Ayad gave the design team a new suggestion of approaching the shop owners, which is the process should be addressed from the cultural communication perspective more than selling the business benefits. He also helped the team understand better what the government is doing for helping these small business to start and to keep working, as well as to get to know the new laws and policies, in order to adjust themselves better in the whole society.

During the workshop, the design team faced the challenge of presenting all the information, and creating a customer journey by using the insights that had been gathered and analyzed before. Due to the team leaderâ&#x20AC;&#x2122;s different opinions towards customer journeys, the meeting could not reach the expected results.

WEEK 38

Trial & Error: Service Design workshop The company took part in a workshop organized by Trial & Error, which collaborated with several service design master students. The workshop was aimed to give the companies a quick consultation on specific issues that they had during the process of development.

For Foopla, the aim was to make a better analysis of the information gathered and a guide on the first draft of the customer journey. Even though due to the limited time, the students had difficulties in understanding the current needs of the company, they tried to make suggestions on tools that could be used and the benefits for business building process. The students advised Foopla to create more than one persona, besides the ideal personas that were created for understanding the broadness of market segment; as well as to create multiple customer journeys, to present them on paper and to iterate over that process to avoid the discussion over ideas and focus it more on paper drafts.

REFLECTIONS The workshop was intended to help the companies with the development of their business ideas, but the company felt it was not a supportive activity since the tools and the information was compressed for too short time.

The expectatives and intentions from both parts were not very clear to each other so at the end none of the participants felt the process was rich enough for helping them with their businesses.

However the design team received support from the designers who worked with Foopla, mentioning the relevance of the tools the team already used and the need of drafting a possible user journey.

WEEK 38

Ideal Customer journeys: Draft the proposal

From the work done during the last days the team decided to draft a possible customer journey for prototyping possible scenarios with the ideal personas (ideal shop owner and customer). The objective of this customer journey draft was to analyze how the service offer could reach different types of users, in this case shop owners and customer of the grocery shops.

This first draft was the base for the service proposal the design team wanted to deliver to Foopla inside the concept booklet. The customer journey was drafted in two different templates, for designing shop ownerâ&#x20AC;&#x2122;s and customerâ&#x20AC;&#x2122;s experience separately.

WEEK 39

Ukendt By

During this week the team split on working with the state of the art of the actual situation of the market for understanding why Foopla offer has an opportunity in the market. The team made as well a list of the possible competitors around the national and international market that could relate somehow to what Foopla wanted to offer.

The second part of the week the team worked with the company on an event called ‘Ukendt By’ which is aimed to increase Foopla brand awareness. The event was held at the weekend, grocery stores around te city that joined the event had several discount on their products.

The team worked on the design of the flyers of the event and people were divided into four groups that would go to different parts of the city. On Friday, the design team joined the others to walk around two of the event areas and distributed the flyers in local cafes, libraries and other public spaces.

The team also visited the shops that participated in ‘Ukendt By’ event for constantly knowing about their experience with the event promotion. The team received feedback and took note of their perception about the support that Foopla wanted to give them for future contact.

WEEK 40 The design team worked on the research of competitors and analyzed their principle characteristics and values. The process was first a reading of the information the team collected about the competitors comparing this with the actual apps or webpages of the service. Then a list of values and relevant offer elements was made for comparing the specific services. The team took the most important characteristics that the companyâ&#x20AC;&#x2122;s service is willing to have. The graph used for comparing the different services was a four point graph that showed to the team how each service was close to the perfect solution; ten services were depicted in the graph. The process was complex to understand, so for refreshing a bit the process the team decided to construct a SWOT for Foopla, in that way iterate over the important points which the company wants to highlight, as well as the weaknesses and the opportunities the service could have. From this SWOT the team constructed a second one with the most relevant competitors: Your local, Nemlig and Wonday. The team created a SWOT for each one of these services for a better understanding of their possibilities towards this competitor environment. The process took the whole day and the team decided to organize the companies in a matrix for comparing specially their strengths and weaknesses.

With this matrix the team evaluated the diverse possibilities that Fooplaâ&#x20AC;&#x2122;s service has for offering something valuable for the customers. This process was done by using the personas created before through comparing their needs, interests and motivations towards these services, in that way to find new possibilities for developing the service offer.

REFLECTIONS

The competitor analysis was a complex process due to the lack of relevant elements that defined the actual service of the company, so comparing it with other existent services made the process broad and unclear. It is important to iterate permanently in the process and repeat the same graphic with different companies analyzing the different possibilities, and in this case weaknesses, strengths and opportunities.

It is crucial to determine which are the factors that will define a competitor, the team define three different types of service aligning them to Foopla with the aim of analyze the different features the future service could have according to what the company had in mind, this made the process complex to understand but the final result permitted the team to understand in which market niches was more or less relevant to get into.

Competitors analysis

WEEK 41

Video Sketching: Service idea prototype

The team started the week finishing the SOTA available from the old files of the Foopla team. After reading, each member of the team placed the notes about the texts in a common file.

The design team decided to create a stop motion video for analyzing the possible service customer journey, exploring the different options of the service and which actors should be involved. The video sketch was made as a stop-motion video where the different actors, touch points and places were drawn. The team placed the different scenarios and took pictures of the possible stories with the service; there was also involvement of members from the company for registering the possible interaction with the app, related to these stories. This video aimed to present the company the possible scenarios of real users, in this case the personas could have with the service, and how their specific needs and goals will be fulfilled with the service offer.

REFLECTIONS

Even though the team shared the video with the company in the internal facebook group the company members didnâ&#x20AC;&#x2122;t felt engaged with the content, and most of the comments were about the nice way the information looked instead of a reflection towards the proposal. The team couldnâ&#x20AC;&#x2122;t manage to make an evaluation of the video as well with the team, due to there were other activities handled by the company at the same time. For the team the video sketch was a useful way of placing into a concrete scenario the service proposal and analyzing how the interaction between the different touch points and actors could be managed. *Stop motion video https://vimeo.com/142078804

WEEK 41

Value template: Service values

After this service prototype the team was ready for analyzing the service values for both the customers and the shop owners, listing the benefits they were able to receive from the service offer. This process was made together with one of the Foopla members, trying to involve in the process the company for taking into account all the possible points of view from the user and the business perspective.

These values were constructed first inside the template of service objectives and indicators of success from servicedesigntoolkit.org, and later on in a value constellation for presenting the offer and the experience values.

REFLECTIONS

The values are not always something clear during the service development; they can be connected to other relevant ones that are more important for the users during the use of the service. Sharing this process with someone that was not familiarized with the tool was both interesting and demanding, due to it was necessary to discuss and iterate over the same value for finding a broaden group of relevant ones. The leadership and ownership of the process inside the company is also relevant to permit others to participate and feed the creative process, to understand where the status of the actual startup value offer is and how is it possible to improve it with the use of these service design tools.

WEEK 42

Customer journey: Basic and premium service

Based on the information collected from the user research, several personas were made, following the advice from the designers that helped Foopla during the service design workshop on week 38. These different personas helped the team with the construction of different types of possible scenarios, representing the shop owners and the customers segments. The team began the process of making the booklet for Foopla, sketching the different pages and relevant information to be presented to explaining the function of the service and its values.

The design team digitalized some graphics that presented the user insights, making the relevant information easy to read, highlighting the most significant elements that define the shop owners and customers. These graphic gave an image on how the shop owners are; what motivates them and which kind of relation do they have with their business. In the case of the customers the graphic depicted their motivations and interests towards the product offer and actual service experience with the shop. The other important display the team agreed to make is a graphic that depicts the relation of the users with the service offer. In the case of the shop owners the graphic presents their interest of working with Foopla, classifying them between the most successful and not interested, the successful that are open for improvement and the pessimistic ones. In the case of the customers, they were classified into three customer segments, the users that always buy in this shops, the ones that sometimes shop and the ones who almost never visit the shops. This last graphic tries to explain which user segment should be the one to be selected, in this case the users that go there sometimes, due to the ones who almost never go will be the growth segment and the ones that already go there donâ&#x20AC;&#x2122;t need more additional motivation.

REFLECTIONS This graphics permitted the design team to make clear for the Foopla team how the customer segment should be understood from the user research point of view, and how the specific groups of users can ease the development of the service.

This curve graphic also permitted the team to create different customer journeys based on the interest and motivations of this different user segments, applying diverse solutions and approaches. Besides, the shop owner research permitted to find a slightly different shop owner from the successful group, which even though the business is doing well are open for changes and new opportunities that will improve their position in the market.

WEEK 43

Customer journey: Basic and premium service

After creating the personas, the team iterated in different possible customer journeys for making the service offer reach each one of the userâ&#x20AC;&#x2122;s interests. This two customer journeys will be defined as the basic service and the premium service offer.

The design team created three personas for the customers which the first one that shops often in the shop will represent the process of the basic service of grocery shopping and pick-up, the second one that represents the customers that sometimes shop will be the premium service of unknown products information and motivation to buy and the last one complementing the premium service is directed to the users that almost never shop there, having the possibility of shopping groceries with a delivery service.

The difference between both will define the amount of possible customers the company will be able to approach. For a better presentation of this proposed customer journeys the team digitalized it and discussed it with some members of the team for feedback.

WEEK 44

Presentation and discussion

The team finished the graphics that were discussed with the Foopla team the same week. The discussion helped to improve the involvement of most of the members of the company. It also helped to make them know in general what were the achievements of the design team, which objectives were fulfilled and what was still being developed.

The design team collected the relevant observations for making the corresponding changes in the graphics and the booklet design. The content of the book was as well corrected with the help of the Foopla team members that revised and improved the content. For discussing the digitalized customer journeys the team printed them out and having all the team around the members wrote, highlighted and draw over the document their improvements discussing with the team why the content should be presented in the way it was.

REFLECTIONS

For the design team was a very productive way of receiving feedback by meeting with all the Foopla team. The design process was enriched with all the different points of view and the fact they felt involved by drawing over what was already design made the company understand their perception and need of the specific proposals the team made for the service.

WEEK 45

Competitors map and Concept booklet

During this week the team worked on the translation of the graphics from English to Danish and on the construction of the competitor general map with the team leader. Involving him in the process was essential for a better development of the process, since he has a clearer idea of what the service should offer and which market niche should be approached.

For this second analysis the team took into account more competitors than last time since permanently there are new ones coming out. They were also better classified in groups that helped to understand the type of service or experience they were offering to the customers.

After this general map the team worked with the team leader for making a specific classification of competitors performance, the chosen parameters were the following five: Convenience/ time saving, social value/sustainability, attractiveness/UI, broadness assortment and price premium. This performance graphic was done including Foopla, aiming to have a clear comparison on what the service is offering and how many of them are offering it as well, or which ones have not dig into that specific aspect.

REFLECTIONS

The execution of this process in collaboration with the team leader helped the team to understand better where Fooplaâ&#x20AC;&#x2122;s service should be positioned in the market. He also felt part of the process giving his ideas for better describing the facts that should be measured for comparing the different companies that are working in the areas of interest for Foopla.

WEEK 46

User values week and SOTA design

During the beginning of the week the team had a lecture about user values in the Trial & Error program, and it left an important reflection upon the change of behavior that the company is selling to their customers. The reflection turned out to be an idea that Foopla wants to make a unique service for the customers by evidencing that if they buy local then their consumption behavior will help the environment, making it sustainable and against the food waste of big companies, in this case supermarkets produce.

In the lecture also the disadvantages were discussed and the conclusion was that even though the products quality in the stores is something the company cannot control, also in the sense of not being organic or biodynamic; even though many products are cheaper than in supermarkets. Foopla is developing a technical efficient solution, but the positive element the company has is still the human interaction between the shop owner and the customer, which can construct loyalty and a value for the products sold in this shops.

The team also worked on the development of the SOTA pages for the booklet and an initial draft on how the information and the graphs should be displayed in the booklet. The design proposal was presented to the team leader for receiving his feedback and comments on the interesting graphics. In this case the user segment graphic was discussed and the team agreed on the presentation of the segments through percentages taking as reference the total population of Copenhagen.

REFLECTIONS

The design team reflected upon the user values relevance and how important it is to make the first changes by ourselves, since the company proposal aims to help local grocers and to reduce food waste, it will be useful to change the actual behavior of the company in regards to shopping and see if what the company is selling is something the users would find attractive.

WEEK 47

Concept booklet

During this week the team worked on finishing the concept booklet to be delivered to the company. The book was created both in Danish and in English for facilitating the process of sharing with any type of investor or person interested in the company service. The team received some feedback from the team leader for fixing the content in the go, which means that all the suggestions were included for delivering a complete product that will involve the expectative of the company members.

During the construction of the Danish version the team involved other members of the team for a content revision and graphics translation, which made the content richer and accurate to what the design team wanted to express with the booklet.

REFLECTIONS Even though the construction of the booklet involved most of the team, it was missing a bit more of involvement in the discussion of content, giving the design team a critical view on what was done.

At the end the Danish booklet was not designed because the team member realized that it is not necessary for the searching of investors or an interested board of supporters. The team saw this as a chance for working more in detail over the content of the English version, improving in the order of the graphics and the written content.

WEEK 46

Concept booklet corrections

During this week the team leader made some revisions on the content of the concept booklet and asked for some changes and the creation of new graphics that could represent better future ideas of the services to be offered by the company.

The services to be represented are the ones that the design team called the basic grocery shopping service, the unknown product approach and the delivery service. The last two described the premium service to be offered to a broader group of user segment.

The additional services that the team leader wanted to include are a relationship of the actual Foopla app through an API with recipes blogs and fitness apps, which makes wider access to the grocery shopping service. It was also required from the shop owner side, such as digitalizing their relation with Foopla, making them to be able to read about his current status inside the service, the amount of clients that use the service within his shop and other functionalities of the service. This was done through the representation of a dashboard that the shop owner will have access to. The team visualized and digitalized the team leadersâ&#x20AC;&#x2122; proposal and iterated into a system map that permits the reader to understand better the different types of relation to the service Foopla offers, where the shop owners are placed inside the service system as well as where are the vendors and the branches that will connect to a wider group of users.

REFLECTIONS It is very important to have always agreements on physical, which means that every time a product should be developed the designer should always rely on what was discussed with the client on paper, and not what is in the client's mind. This for avoiding wastes of time, for instance defining key success indicators and decision moments where both parts should agree for the development of the project itself.

WEEK 50

Web page test

During this week the team delivered a first print from the concept booklet to the team leader for revision. While the revisions where conducted the team worked on the construction of an style guide for the company which will give them an idea on how to reply new pages for the booklet, gathering the typography used, the colors and other graphic elements.

On Wednesday the company made a test with different users for testing the functionalities of the web page that the company has been developing. The test was conducted by giving each user an amount of time for browsing the page and figuring out how to execute a shopping process. The test had positive feedback from the potential users.

CONCEPT BOOKLET What is it about?

This concept booklet is the result of the internship process in the company. It was delivered to Foopla in a digital version, with a design guideline template for future creation of slides. The booklet presents the concept of the service the company wants to deliver, the possibilities of the service, the market segments and the actors involved. The team cocreated the content with the company, from the research phase to the creation of the graphics.

This booklet aims to show the concept to future investors or interested actors that can help with the growth of the business. It can be used in both digital and printed versions and can be modified in order to present specific parts to particular sections. For giving a general idea of the book the team selected the most significant images that will present the value constellations, the personas as a result from the user research and the customer journeys that described the possibilities of the service.

Value constellations offer/ experience

These value constellations were co-created with members of the Foopla team, who had a better idea on the user needs and interests with the service after user research. Both of them try to depict what the service will provide for both types of users: customers and shop owners.

Persona

After the analysis of the user research the company and the design team made together in total six personas that will represent the different user segments. For each group of users the team created three different personas that will represent the levels of interest in using the service.

Customer Journey

The customer journey the design team made depicted the scenarios from each one of the customers-personas created before. This customer journey helped the team to analyze how and when the relevant moments of the service are happening and how this service proposal will answer the personas' needs.

System Map

This map presents a general overview of the future service, in one hand presents the service p o s s i b i l i t i e s fo r m t h e t h re e customer journeys that represent the basic and premium services, and in the other hand how the company conceives the possible expansion of the product through an API that will help them to connect to services of delivery, blogs or diet apps.

Conclusion

The final result of the concept booklet permits the company to analyse and iterate over their business idea and values. It also creates new opportunities for them to explore different possibilities for the service. This exploration touches the points such as the possible actors involved, the relevant steps of the process and the possible business models that should be taken into account. This tool will be able to present to a possible investor or supporter with the level of compromise that the company has with the project and how far is it being envisioned. It also represents an abstract idea in concrete graphics that permits the company to be clear with the concept explanation.

GENERAL REFLECTIONS

Wireframe and Design Process After a lecture from the Trial & Error program the design team concluded the following: Foopla canâ&#x20AC;&#x2122;t offer organic products, but their advantage might be the human interaction that the customer can have in the shop, which makes the service a personal and unique experience. From this definition of the value proposition the team developed the service proposal for the concept booklet. Even though the objective of the design team was to work with the wireframes as well, the team decided to give more weight on defining the values of the proposal, as well as working with the users (not only the customers and shop owners but also the Foopla team members) and better understanding their relationship with the future service.

The wireframe work in the company was done by the programmer, who developed the different functions of the web page to including products, ordering and paying. The programmer created the interfaces appearance together with the team leader. The design team supported them with some comments and suggestions on the design and the steps that should be taken into account, but they took the final decisions.

The consequences of this process as mentioned by Buxton in his book (2007) giving complete responsibility to the programmer to design, inverting the roles or just deleting the relevance of the desinger at the moment of generating possible solutions, will make the proposal a fail (2007, p. 73).

As Buxton presents in his book (2007), it is relevant for an optimal result to notice the relevance of the design process as an important phase previous to the engineering one (2007, p. 75), where the company gives enough focus to the design decisions, providing scaling sketches that permit to evaluate the possibilities of the design proposal. In this specific case the company is missing a strong design process, and started to build the engineering part with the web page beta prototype, fading in the course the most relevant needs and desires that should be addressed with the final product. The reason why the company focused more on creating the product was a need of a prospective view of the service for

GENERAL REFLECTIONS

Wireframe and Design Process presenting to the possible investors or supporters the business idea. This conferred a challenge to the design team, that knowing the consequences of developing the product before a consolidated design research and analysis, tried to create a dialogue between this constant decision making and the “right way” of designing a proper solution.

The first step for making the design process valid for the final product was conducting a proper user research, including personal interviews and shadowing, were not only the design team, but also the company participated and got to know better both their users (shop owners), customers (platform users) and their own interests and views about the company.

This need of a futuristic view of the service that has to be constructed in an unknown field and susceptible to any change made the scope of the product development go too further from the user’s needs. The team tried to take the relevant elements from the user needs and related them to the service interaction. Making an example from the previous idea the shop owners need a personal respond as feedback for the use of the app, and not just a digital answer from the service. In the case of the customer, the human interaction between them and the shop owners should be highlighted for giving enough weight to the personal links that the service provides.

The team work was focused on keeping those needs as a guide for the development of the product but the company didn’t saw the relevance of following these insights as a basis for the final product, thus their web page process had already started. The need of a focus in the design process previous to the engineering development of a product is evident here, where for the company will be easier to see the relevance of taking into account the specific needs founded in the user research.

The role of the designers serves as the authors of Interactive Design (2013), affirms: as a filter of requirements for developing the final design proposal (See following image, taken from the book p. 49). This filter the designer does, merges

GENERAL REFLECTIONS

Wireframe and Design Process the interests from the client or company with the user research findings, connecting the functions and interests of the client with the needs and goals of the users. The results from this process permits â&#x20AC;&#x153;a hierarchization of the objectives and needs of the userâ&#x20AC;? (Pratt & Nunes, 2013, p. 48) for determining a strategy for the product development. Inside the strategy it is relevant to bear in mind the relationship between the needs and desires of the user in regards to the service offered. This point can be analyzed from three points: 1. The creation of personas for defining a user segmentation, 2. The confusion between need and desire and 3. The interest in gamification with the content.

The lack of connection with the user meant also a lack of understanding in the creation of the personas, that helped to construct the market for both sides, shop owners and customers. The use of them during the process when sketching the service proposal supported the idea of referring to them constantly, for taking into account their needs and desires (2013, p. 59) which come from the user research, made in the beginning of the process. For the second element, the confusion between needs and desires of the users following the last reflection about the needs makes it relevant to take into consideration the role of the desires of the user also related to the user research. Even though the needs, understood as part of the functional aspect of the product, are contemplated on the design. It is also relevant to know that the user also seeks for value for fulfilling his desires, in that way will follow a recommendation or click a button. (2013, p. 121)

The content as a relevant element for making the graphic design and the functionalities of the web page have weight and answer the needs and also the desires from the users. And they are not just something about design and visual appreciation of the product but also a search of meaning behind what is going to be selected or decided. This one also needs a strategy and not a fast decision that will provoke more unnecessary tests that will make the process slower and less rich on user involvement and results (2013, p. 84)

GENERAL REFLECTIONS

Start-up environment and team work Even though showing the usefulness of the service design process was not always easy, when the company saw palpable evidence of each one of the stages there was always a positive perception from the results. In the most important cases when the team was done with the concept booklet the team leader saw how useful this booklet would be for a future presentation of the company, so he gave more and more feedback (as well as ideas that changed the content), improving the content of the booklet for the benefit of the companyâ&#x20AC;&#x2122;s goals. Working with a multidisciplinary team made the design team reflect upon the need of permanent user involvement. The value of this process changes the perception and the results from the design proposals. It is always a big learning the process of engaging the different members of a team, with their personal goals and motivations about the activity to be conducted. Thanks to the start-up environment the team had to deal with risky and fast

decisions. The reflection towards it is the need of a balance between the speed of the decisions and the relevance on what will be changed, why and how for evolving fast and improving the business development without letting down the core value of the proposal.

Final advices for the company

The design team didnâ&#x20AC;&#x2122;t make a deep analysis on the possible service experience for the shop owner since the focus that the company needed where specially the customers. But it might be pertinent for the company to analyze the different possibilities that the service could offer to the different shop owners segment; this to approach them and engage them in the best way. A starting point could be the personas created by the design team as a preliminary face of understanding the user segment and their perception and behavior towards the service opportunity.

The assistant solution that the team developed could have an evolution inside the company vision as a digital answer to the shop owner, having some visits during the month from the company or a call

center as support. This futuristic view can still break what the company wants to offer which is the possibility of human interaction and validation of the relations between people and the local grocer.

The competitors analysis should be executed in a wider scope due to their relevance for the definition of the unique characteristic that will distinguish the service from the current options in the market (Pratt & Nunes, 2013, p.74) for acquiring groceries. The company didn't had a clear idea on where in the market they were located, the illustration of the competitors, the design team made from the analysis was a supposition on the possibilities of the service but is necessary to decide where and who will be the group of competitors and the market.

Together with the definition of the unique core proposition to the customers, the company, as well as the service, need a stronger development of own values for a clearer identification and vision. This can drive future decisions towards new volunteers and investors or other interested actors in the proposal.

REFERENCES

Buxton, Bill. (2007). Sketching user experiences: getting the design right and the right design. Canada: Elsevier/ Morgan Kaufmann Pratt, A & Nunes, J. (2013). Interactive Design: An introduction to the theory and application of User-centered Design. Barcelona: Editorial Oceano. IDEO LLC. (2012). Design Kit for educators. http:// designthinkingforeducators.com/. All rights reserved.

Polane, A. Level & Reason B. (2013). Service Design: from insight to implementation. New York. NY: Rosenfeld Media. Service Design Toolkit. (2014). Retrieved January 4, 2016, from http://www.servicedesigntoolkit.org/. Some of the templates were modified during its use with the company.

Appendix Internship Calendar

AUGUST

2015

35 36

First day at the internship. The team received introductory lectures from the Trial&Error program.

Program presentation to the Foopla team. User approach strategy for the week, starting from the shop owners.

They offered different topics for managing better their companies: leadership, sales and business.

After the lectures we received information about the users and the current service proposal.

Access to different folders and information available about the company. User journeys for a investor.

Meeting with investor. Customer journeys played an important role for presenting the service.

SEPTEMBER 2015

36 37 38 39 40

Visit to the shop owners in with the Foopla team. Shadowing in one of the shops in Nørrebro for the whole day. Customer research was planned, deciding the people to interview. The questions and research goals were set. The design team interviewed Ayad from the municipality. Sketch of the relevant personas from the user research. Digitalization of graphs created in the past weeks. Creation of a status matrix for presenting the team leader the actual state of the design work.

Shadowing in Nørrebro for meeting customers from the shop that already knew us. Encounter with an important actor involved: Ayad. The team presented the ideal shop owner and customer for the service to the Foopla team. Digitalization of the work done so far. Lecture from the Trial & Error program.

Competitors analysis and Classifying the most relecomparison in values and vant competitors and SOTA service performance. with the most significant ones for Foopla.

Visit alone two shops and interviewed the shop owners about their business, goals and interests.

With one of the members of the team we visited two shops for information about one of the competitors.

Re-analysis of old user inter- Finish with insight collection views. Collection of insights and classify them into relefrom the customers. vant topics.

Design workshop with service designers. Each designer helped with the different company needs. Lecture on sales and business model. Experts made the team notice the relevance of the values in the offer. Comparison of the three strongest competitors to Foopla’s offer. Analysis of weaknesses and Foopla’s strengths.

Supervision meeting with Amalia at AAU. Later competitors research and state of the art revision.

Weekend event took the design team to digitalize, cut and organize fliers.

The team collected all the relevant insights from the different shops interviews, observations and learnings.

Workshop with the Foopla team for framing mission, vision and company goals for helping the service development.

Research result draft and ending of the state of the art revision. Creation of ideal customer journeys.

Shops visiting and leaving fliers around in different public spaces around the city.

OCTOBER 2015

40 41 42 43 44

Correction of last SWOT, iteration over the competitors, new competitors took into account. Weekend event feedback.

SWOT for the three most relevant competitors for Foopla, identifying analogous inspiration instead of competition.

The team found more SOTA for checking through the actual context and opportunities in the market. The team started to work on the book that should be delivered to the company, drafted last week. The team worked on the graphs for discussion. Each member of the team took the insights and the personas from both shop owners and customers.

Concept book guide creation, observations on the graphics created by the team and digitalization of customer journey.

The relevant information was collected. For a better understanding of the service the team made a video sketch.

Keep working on the book pages prototype and creation of the personas characters. The team finished the graphs to be discussed with the team: insights and the personas. It was created a basic service and the premium customer journey and the team received feedback from the Foopla team.

Pictures for the video sketch. The team selected the most relevant elements and actors for the service. Feedback from the Foopla team for improving the design, transforming information into infographics. Discussion on how to make the graphics more appropriate for the information that wants to be presented. The team corrected the graphs and uploaded the advances in Podio for sharing with the team.

Digitalization of an iterative Digital draft of the concept exercise on the values of book: user research, personas the service offer for both of and customer journeys. the users: shop owners and customers.

Discussion on how to summarize the user research into an infographic, for making it dynamic and easy to read. Iteration on the user journeys that were done before for creating a more complete service proposal.

Corrections for the customer journey were made by the Foopla team and the book content was prepared for corrections.

The team finished the graphic about the shop owners and sketch from one about the customers. The team passed the journeys into digital for presenting them to the team. The user journey was finished and the text of the book was sent to the team member for corrections.

NOVEMBER 2015

45 46 47 48 49

Translation of the graphics that were missing to translate into Danish and SOTA final corrections.

Finishing the second group of graphs and workshop at AAU with Thor R. about business model canvas.

Motivation matrix and SOTA final correction by the author and SOTA design for the book.

Work with the team leader for competitorâ&#x20AC;&#x2122;s general map and correction of the graphs drafted before.

Hackathon event - Rocket lab, hack-for-a-disability.

SOTA book design and com- SOTA design discussion and petitors map into digital. corrections. Definition of parameters to be compared between the competitors. The team is working on the The team is working on the concept book and the final concept book and the final internship report. internship report.

The team is working on the concept book and the final internship report.

Foopla timeline digitalization and proposal.

Meeting with Amalia and Nicola for discussing thesis and internship.

Trial & Error lecture about user values connected to the value proposition of the service. The team is working on the concept book and the final internship report.

Comments about the web page programming process and design of business card for team leader.

Business model canvas and general concept book draft.

The team is working on the concept book and the final internship report.

Concept book and final internship report.

The team is working on the concept book and the final internship report.

DECEMBER 2015

49 50 51 52 53

Concept booklet first feedback process.

Work on the feedback and observations in the concept booklet.

Delivery of the new graphics Delivery of the booklet to the done for the concept booklet. team leader for final revision.

Work on the report , waiting for Preparation for the beta test. Product beta test with the the final corrections and feedweb page. back.

Workshop with Ezio Manzini.

Holiday.

Workshop with Ezio Manzini.

Holiday.

Work on the report.

Holiday.

Work on the report.

Helping the programmer to redesign the web page backgrounds.

Holiday.

Work on the report.

Reception of the concept booklet corrections and feedback.

Holiday.

JANUARY

2016

1 2

Holiday.

Delivery of the concept Work on the report. booklet corrected.

Final meeting with the company.

Work on the report.