User-centered Design Strategies MarĂa De La Vega - Yuanhao Lu SERV 724 - Prof. Xenia Viladas - Spring 2015
Business profile
1964
1980’s
PRONOVIAS’ FIRST COLLECTION
EXPANSION TO EUROPEAN LOCATIONS
Taking high quality couture wedding gowns to the public by adapting pret-àporter concepts into the bridal fashion industry.
The company expands to Germany, France, the United Kingdom, Italy and Latin America.
1922
1968
EL SUIZO
SECOND GENERATION INTRODUCTION
Founded by Alberto Palatchi Bienveniste. He was a Turkish immigrant, who arrived in Spain fleeing from WWI. Before creating his store, he walked around Barcelona with his brother and a suitcase full of fabrics and lace which was sold to women that belonged to the high-
Alberto Palatchi Ribera (the company’s current owner and President) starts working at his father’s company,
COMPANY
HISTORY 1990’s PRONOVIAS COSTURA
2008
The company introduces stores where customers could find pret-àporter gowns with a touch of handmade craftsmanship.
FLAGSHIP STORES As part of their new strategy, the company opens flagship stores around the world: NY, Barcelona, Madrid.
2000
2014
FIRST TOP DESIGNER COLLABORATIONS
50 YEARS
Pronovias makes alliances with top designers like Valentino, Elie Saab, Badgley Mischka, Hannibal Laguna and Lidia Delgado among others.
The company has 163 owned stores. It is present in 105 countries. It has 4000 sales points. It has included the third generation of the Palatchi family into the business, in the company’s Wholesale and Marketing department.
COMPANY
PROFILE
VALUES «Love and passion in everything we do» Passion Illusion Generosity Quality «Treat others as you wish to be treated» Respect Honesty Loyalty Social responsibility
«Dream and make our dreams come true» Innovation Ambition Entrepreneurship Personal and professional development «Teamwork and excellence» Teamwork Responsibility Continuous improvement Excellence
COMPANY
PROFILE 400 MILLION
EUROS
REVENUES
160
200 MILLION
EUROS
MILLION
EUROS
2013
COMPANY SIZE Channels:
2013 160 Million Euro
Own network of stores Franchised stores Sales Points Sales and commercial agents Wholesale
60% of sales come from wholesale 40% of sales come from retail
2020
PRODUCTS
Sales:
2014 Almost 200 Million Euro 77% of sales are international 23% of sales come from Spain
2014
Bridal Gowns
Bridal Accessories Headpieces Lingerie Veils Shoes
Other Dresses Cocktail Party Dresses Bridesmaids Dresses Ceremony
Party Accessories Shoes Bags
23% SPAIN
40% RETAIL SALES
SALES
77%
INTERNATIONAL
BRANDS It’s My Party W1 White One Atelier Diagonal San Patrick Pronovias Barcelona La Sposa ELIE by Elie Saab Les Accessories
60%
WHOLESALE
OWNERSHIP & EMPLOYEES
202O COMPANY VISION
Family owned company
Double sales to 400 Million Euro
825 Employees world wide (300 work in the company’s headquarters).
DISTRIBUTION CENTERS Spain Hong Kong New York Canada Mexico Brazil Russia
Double stores to 300+ (More company owned than franchises)
COMPANY
ECOSYSTEM
M
Tex Prov
Suppliers
Gown De
P
GOODS + SERVICES MONEY + CREDITS INFORMATION
Bridal Magazines
Bridal Fashion Shows Distribution Partners
Website maintenance staff
Delivery Service Provider
Marketing Team
xtile viders
Other brides
Ordering Staff Companions of the bride
Tailors
Franchise Owner
BRIDE
s
n/Accesory esigners
Shop Assistants
Stylist
Shop Manager
Photographers Licensing Partners Dress makers Wholsale Stores
Interior Designers Pronovias HQ
Competitive analysis
FIVE
FORCES New Entrants (European Market) Justin Alexander* David’s Bridal* *They are struggling
Internal Rivalry Suppliers Chinese Textile Manufacturers Many suppliers
Rosa Clará Jesús Peiró Cymbeline Comercial pret-à-porter Bridal gown makers. Reputation, experience, quality, credibility, wide price range
Substitutes Vera Wang Oscar de la Renta Carolina Herrera Marchesa Boutique Couture Designers Rental gowns
Buyers Brides who are willing to spend between $1,000 - $20,000 on their wedding dress. They expect: quality, exclusivity
FOUR ACTIONS
FRAMEWORK REDUCE Number of franchises Customer waiting time for product delivery
ELIMINATE Customer’s anxiety surrounding wedding
RAISE Bride satisfaction Service offerings Brand perception Number of owned stores Revenue Flagship Stores Asian Market Designer Partnerships
CREATE Compelling Designs Personalization Options Technology integration Bride return for other products after wedding (cocktail gowns/ accessories)
PEST
POLITICAL FACTORS
ECONOMIC FACTORS
UGT + CCOO (labor unions in Spain) want to participate in more events that are held for the Bridal Industry.
In Spain, the bridal industry escaped the economic crisis.
Asociación Creadores de Moda de España (ACME) Federación Española de Empresas de la Confección (FEDECON) Export taxes in different countries Different exportation treaties between Spain and other countries.
Export in the bridal fashion market is going up in Spain. In 2013 they exported 501.4 Million Euros. Which was 13% more than in 2012 There is a growth in the bridal fashion market in Europe, US, China, Mexico, Brazil, and Russia. In times of economic crisis the budget for the reception and the honeymoon is tight but for the wedding dress it stays the same.
SOCIAL FACTORS The #1 wedding dress exporter in the world is China. Spain is #2. Pronovias is investing 80 million Euro in new stores and updates in the next 5 years
Brides increasingly want to be unique, personalization in all areas of their wedding is a rising trend. Brides use social media in wedding planning to show what their vision is. The most popular months to get married are: May, June, September and October. In America, brides spend an average of $1,380 USD on their wedding gowns. In Europe brides spend and average of â‚Ź1,800.
PEST
Budgets for receptions change, but not the budget for the wedding dress. Brides visit 3 - 5 stores before purchasing a dress. Brides try on an average of 10 - 19 dresses before picking the one they love. In Spain 61% are civil weddings and 39% are religious. In the US, the average age for women to get married is 27. In Europe it is 30.
There is an increasing trend of women choosing to buy their wedding dress rather than to rent it. 1 in 10 brides around the world wears a Spanish made gown on their wedding day.
TECHNOLOGICAL FACTORS The fashion industry is using mobile platforms more and more for shopping.
checkouts, and more trends are starting to be used at retail spaces.
3D printing is creating innovative materials and processes for fashion pieces.
Stores are trying to integrate both digital and physical spaces to make the shopping experience seamless.
The use of technology in fashion shows is very present. It is used in holograms, 360 views, and communication tools among many other areas.
Dressing rooms have become interactive spaces, where customers can use augmented reality and social media to try on different looks and get feedback.
Live pinning, GIFS, crowd-sourced runway coverage is a rising trend.
Using store windows as interactive spaces that invite customers in.
Proximity platforms, frictionless
Using video as another selling tool.
BUSINESS MODEL
CANVAS
KEY PARTNERS
KEY ACTIVITIES
Designers
Design and make 600+ differe
Tailors
dress options and styles a yea
Dressmakers
Manage Orders
Textile Suppliers
Manage Deliveries
Chinese accessories
Finding Suppliers/Ordering
manufacturers
Customer Service
Marketing Firms
Participate in Fashion Shows a
Fashion Shows
Bridal Weeks around the world
Magazines
Build relationships with licensi
Fashion Photographers
partners
Wholesale Chains Franchisee’s
KEY RESOURCES
Licensing Partners
Online platform
Delivery Service Provider
Stores
Distribution Partners
Flagship Stores Know-how 50 Yrs of experience Brand reputation
COST STRUCTURE Manufacturing + Production
Partnerships
Supplies
Employees
Store Location + Design Distribution Marketing Logistics Online presence (Website/ Content Generation/Catalogue)
VALUE PROPOSITION
CUSTOMER RELATIONSHIPS
CUSTOMER SEGMENTS
ent
For women who want to
ONLINE: Self-Service
BRIDES
ar
purchase exclusive, high quality,
The Online platform provides the
Who are looking for high quality
handcrafted wedding gowns.
customer with a full catalogue
dresses.
Pronovias offers 50 years of
of products. Customers can also
Who are looking for a
experience manufacturing
look for stores and schedule
personalized experience
the world’s leading bridal
appointments
Who are looking for an
and
gowns, and offering brides a
experienced and recognized
d.
personalized experience where
ON-SITE: Personal Assistance
brand
ing
they’re at the center of it all.
and Dedicated Personal
Who have budgets between
Unlike other bridal gown
Assistance
$1,500 USD to $20,000 USD
CHANNELS
MOTHER OF THE BRIDE Who are looking for high quality,
Own network of stores
handcrafted dresses.
Franchised stores
BRIDESMAIDS Who are looking for high quality,
Sales Points
handcrafted dresses.
Sales and commercial agents
PARTY-GOERS
Wholesale
REVENUE STREAMS 2013 160 Million Euro
60% of sales come from wholesale 40% of sales come from retail
2014 200 Million Euro 77% of sales are international 23% of sales come from Spain
Service analysis
SERVICE
PACKAGE
SERVICE
ENCOUNTERS Gets married in her perfect dress
TRIGGER: User is getting married
Looks for dress inspiration on Pronovias’ website
Looks for nearest store on website directory
Goes to final fitting, pays balance and takes dress
Requests and appointment online and is called to confirm
Goes to third fitting
Goes to appointment, tries on options, takes pictures
Goes to second fitting
Goes to first fitting
Selects dress
Calls to confirm dress reception
Orders dress
SERVICE
BLUEPRINT Service Blueprint: Bride USER
AWARE
Is getting married
Looks for inspiration and starts collecting ideas
JOIN
Goes to Pronovias website and browses wedding dresses
Looks for Pronovias stores in her area and requests an appointment
Pronovias.com
Pronovias.com
Recieves call to confirm appointment
Arrives at local Pronovias store and is asked to wait for an associate
CHANNELS
FACE TO FACE
PRINT Magazines
WEB
Blogs, Pinterest, Instagram
PHONE
BACKSTAGE PROCESSES
LOCATION
Franchise recieves appointment notification and associate calls bride to confirm appointment
CUSTOMER SERVICES
Catalog online publication
IT-DEPARTMENT
THIRD PARTY
Magazine publication partners Photographers Bloggers
Catalog printers Photographers Designers
Pronovias Store directory on website
Prepare private fitting room
Is taken to a private fittin room
a ng
USE Looks through catalog and tells associate what style she is looking for and the available budget
Catalog
Look for dresses within the style the bride has selected from what is available at store's storage area
Undresses in a private part of the fitting room and tries on the first option with the help of the associate
Shows companions how the dress fits and listens to their feedback
Tries on a few other options
Falls in love wth her perfect dress
Places order and pays an initial deposit
Sets appointment for first dress fitting
Receipt
Printed Appointment Confirmation
Place dress order
Set date for next appointment
CRM
CRM
3 MONTHS PASS
Confirms arrived. M fitting ap
C
Pronovias HQ receives dress order and start preparing dress
Pain Point: Some of the styles in the catalog are not available at franchise
Calls confirm receptio appoin
Pronovias dress to
Pain Point: No communication since the dress was ordered
Paint Bride h to confi arr
SERVICE
BLUEPRINT Service Blueprint: Bride USER
AWARE
Places order and pays an initial deposit
Sets appointment for first dress fitting
3IsMONTHS getting married PASS
Looks Calls for to inspiration confirm dress and starts reception and collecting ideas appointment
JOIN
Goes to Pronovias website Goes to and first browses fitting wedding dresses
Looks for Pronovias Tries on dress stores in her and shows area and companions requests an appointment
Pronovias.com
Pronovias.com
DEVELO
Waits while Recieves call tailor to make to confirm notes and start appointment fitting
Arrives at local Pronovias store Sets second andfitting is asked to wait for an appointment associate
Receives ca Is taken to a confirming private fittin second fittin room appointmen
Receipt
CHANNELS
FACE TO FACE
Printed PRINT Appointment Confirmation
Magazines
WEB
Blogs, Pinterest, Instagram
PHONE
BACKSTAGE PROCESSES
LOCATION
Place dress order
CUSTOMER Set date for next appointment SERVICES
Confirms if dress has arrived. Makes first fitting appointment
Prepare dress for fitting. Prepares fitting room
CRM
CRM IT-DEPARTMENT
CRM
Catalog online publication
THIRD PARTY
Magazine publication Pronovias HQ sends partners dress to franchise Photographers Bloggers
Catalog printers Photographers Designers
Paint Point: Bride has to call to confirm dress arrival
Pain Point: Lies No service recovery
Pronovias HQ receives dress order and start preparing dress
Pain Point: No communication since the dress was ordered
Franchise recieves appointment notification and associate calls bride to confirm appointment
Setprivate second Prepare fitting appointment room
Pronovias Store directory on website
Dress is alter according to fitting. Call to co second fittin
CRM
Pain Point: No communication between employees of situation
OP
all g ng nt
red first confirm ng
LEAVE
Goes to second fitting appointment and books third fitting appointment
Prepare dress for fitting. Prepares fitting room
Receives call confirming third fitting appointment
Goes to third fitting appointment and establishes a final date to recieve dress
Recieves call, the dress is ready
Dress is altered according to second fitting. Call to confirm third fitting
Prepare dress for fitting. Prepares fitting room
Dress is altered according to third fitting. Call to confirm dress is ready
CRM
CRM
CRM
Pain Point: No communication between employees of situation
Goes to try on dress for the last time and picks it up
Pays for the outstanding balance
Prepare dress package
Payment platform
Gets married
Service
innovation
RESEARCH
AFFINITIZING
Pronovias is the leading company in the world in the bridal gown sector. It was this company that pioneered the concept of Bride-à-porter wedding gowns, and 50 years later they still lead the category. In 2014 they had a revenue of almost 200 million euro. They currently have 163 owned stores in 105 countries and more than 4000 sales points . By 2020 they plan on doubling those numbers. As part of their expansion strategy, which started in 2013, Pronovias has expressed that they have shifted from a product-centered vision, to a brand-centered one, and from having a sales-centered operation to becoming service-centered. This means, the bride is put first, and making her the main protagonist. How has this strategy been put into effect? Has it been effective? By
conducting secondary and primary research we analyzed Pronovias’ service offering. Secondary research consisted on: service reviews found on-line, analyzing information about Pronovias’ competitors (Rosa Clará, Jesús Peiró, Vera Wang, Carolina Herrera, Oscar de la Renta, Marchesa) understanding their business and service strategy and doing a popular media search to understand how customers perceived these brands. Primary research included: interviews with previous Pronovias’ customers, field visits to different bridal shops for observation, interviews with bridal shop employees and questionnaires for women who had purchased a wedding gown in the last three years. After going through all the research we affinitized all our findings, and categorized them into different subjects and themes.
Research affinity mapping
Gathering insights from clusters (blue sticky notes)
Finding opportunities from clustered insights (orange sticky notes)
RESEARCH
FINDINGS
COMMUNICATION
SERVICE VS. PRODUCT
Research showed us that brides have questions about the products they are purchasing, and they contact the brand by email or phone. They don’t always get a quick response or kind answers, but when they do they value this.
Customers that go to a Pronovias’ store have previously looked at their dress options through their website. Data from Pronovias’ analytics suggest that brides will spend and average time of twenty minutes going through their portfolio. They value the quality of their craftsmanship, and they know that that comes at a price that they are willing to pay.
INSIGHTS: Brides expect store representatives to have availability to answer their questions after their appointments.
INSIGHTS:
OPPORTUNITIES:
Customers expect the service quality to match the product and quality.
Build the brand’s reputation by taking customers’ reviews and taking action
STORE SPACE
Create trust with customers by providing an open communication
The store’s design and arrangement have an impact on the customer’s feelings.
INSIGHTS:
DRESS QUALITY INSIGHTS: Customers value quality and are willing to pay for it.
and honest opinion.
OPPORTUNITIES:
Offer other products and increase sales
To develop exclusive and high quality products and services to customers
STAFF CONSULTING Brides rely on consultants’ knowledge of the dresses that are available, their eye for the correct styles that match different body types, the kind and honest words said to a bride in the privacy of the changing room.
INSIGHTS: Customers value the staff’s knowledge
OPPORTUNITIES:
Make employee’s “experts” and reward them “employee reward program”
CUSTOMER CARE INSIGHTS: Customers tend to remember the name of the person who made their experience good.
OPPORTUNITIES: To create employee recognition programs
SPECIAL TREATMENT Being treated “like a princess”, learning about the bride’s plan for the wedding, and showing interest in the bride as a person are some of the things brides feel that make them feel the most special.
process. Bridge the pre-service encounter and in store experience by using the app.
TAILOR EXPERIENCE INSIGHTS:
Customers value it when staff makes them feel special like they belong there.
Customers recognize the handworks and craftsmanship of tailors and seamstresses.
OPPORTUNITIES:
OPPORTUNITIES:
INSIGHTS:
To make customers feel welcomed and part of the family Create program that go the extra mile for customers
USE OF TECHNOLOGY OPPORTUNITIES: Use technology to develop self-service
To emphasize on employee’s expertise reflecting quality of product.
APPOINTMENT TIME INSIGHTS: The length and number of appointments happening at the same time have an impact on customer’s anxiety and nerves.
Yelp review summary for service rating
OPPORTUNITIES:
FOLLOW-UPS
To make bride feel like she has the power, feel supported no matter what
INSIGHTS:
STAFF ATTITUDE
Customers are waiting to be contacted by the service provider.
INSIGHTS:
OPPORTUNITIES:
Staff doesn’t treat customers equally. The service is not consistent
Provide “after-wedding” services.
Customers are unsatisfied and offended by staff’s treatment.
OPPORTUNITIES: Create special training in customer service. Retain customers after first appointment by creating better relationships with them. Review employee satisfaction.
To share info on the dress process, making the bride’s bond to it stronger To turn customers into brand ambassadors Create better tools that make it easier for customers and employees to book appointment Turn brides into a different type of customer
CUSTOMER FEELINGS INSIGHTS: Customers felt like they didn’t belong in the store by the staff’s treatment. Customers felt judged by the staff.
OPPORTUNITIES: Make customers belong and feel like they are the most important people there.
Prepare the dresses in advance according to the appointment schedule. Use management tools to set appointment alarm.
HOW TO MAKE THE BRIDE FEEL SPECIAL INSIGHTS:
Elevate the brand’s perception
Staff makes the bride feel special by getting to know them and providing personalized attention.
INSIGHTS:
OPPORTUNITIES:
PRODUCT IN STORE AVAILABILITY
The store’s inventory doesn’t always match what is shown on the website
OPPORTUNITIES: Organize coherent catalogs between stores and websites
Consider in-store service as opportunity to get knowledge of customers’ personal needs.
Pronovias Atelier Backstage
DAY TO DAY, SEASON TO SEASON
BRIDE’S FEELINGS
INSIGHTS:
The brides experience can go from happy to overwhelming, and via versa.
Weekends are the most busiest time of the week for bridal shops.
INSIGHTS:
OPPORTUNITIES: OPPORTUNITIES: To emphasize on employee’s expertise reflecting quality of product
Understand customers well by listening. Sooth brides’ anxiety by providing appropriate suggestions
MANAGER RELATIONSHIPS
EMPLOYEES
INSIGHTS:
INSIGHTS:
Managers’ involvement in day to day activities is important to employee’s as support.
Employees need to have extensive customer service knowledge on designers styles, body types, and sizes.
OPPORTUNITIES:
Training is a big part of employees’ skills.
Empower employees and make them feel valuable and knowledgeable.
Pronovias Flagship Store Barcelona
OPPORTUNITIES:
OPPORTUNITIES:
Build consistent training program for employees and help them to communicate with stores in other locations.
Build long-term relationships with customers through multiple channels. Include this skill in the training program.
PROBLEM SOLVING INSIGHTS: Stores will take measures to maintain their customers’ trust when facing a problem.
WAITING INSIGHTS: The store has no contact with customer while the dress order is delivered.
OPPORTUNITIES: Consider waiting times as good promotion opportunities
OPPORTUNITIES: Establish service recovery programs and gain their customer’s trust
LONGTERM RELATIONSHIPS INSIGHTS: When brides have good experiences, they build long-term relations with the brand.
Keep in touch with the brides and suggest related products
Pronovias Atelier Backstage - Bride shows dress to her mother
PICKING A DRESS FOR THE BRIDE
OPPORTUNITIES:
INSIGHTS:
Ease the uncertainty of having to order a dress that has a long waiting time
Staff understands every bride is different and tries to accommodate to their different needs.
BRIDALS’ COMPANIONS
OPPORTUNITIES: Develop tools that use filters to show brides options before bringing the dresses to them
DIFFERENT KIND OF SHOPPING EXPERIENCE
INSIGHTS: Bride’s companions can have a positive or negative effect on a bride’s experience.
OPPORTUNITIES: Provide service to the accompanied people.
STORIES
INSIGHTS:
OPPORTUNITIES:
The bridal shopping experience is different from the shopping experience we are used to.
Share these stories with other customers creating content for social media and blogs
CONCEPT
DEVELOPMENT To evaluate the concepts we developed after analyzing the opportunities found through research affinitizing, we developed a matrix which evaluated each concept based on different values both for the user or employee and the company. We rated each concept based
on different criteria from 1 - 5, where 1 represented the lowest impact and 5 the greatest. We then averaged each concept on the Employee/User Value side and in the Business Value side, to later on put these results in a map.
Employee V
Employee training and satisfaction
Access
Interaction
Particip
R
Role-play training activities
4
5
5
S
Employee reward program
5
4
4
T
Peer evaluation program store to store training
5
5
5
U
Employees as brand ambassadors
4
5
5
CONCEPT EVALUATION MATRIX
Value Criteria
pation
Business Value Criteria
Empowerment
UV Total
Competitive Advantage
Strategic Growth
Brand Value Alignment
Customer Benefit
BV Total
5
4.75
4
4
4
5
4.25
5
4.5
4
5
5
5
4.75
5
5
4
5
5
5
4.75
5
4.75
4
4
5
5
4.5
CONCEPT
DEVELOPMENT
U Access
Tr
A Review follow-up
4
5
B
Product tracking information
5
3
C
Backstage access 2
2
5
5
3
3
1
3
3
3
(Romanticizing the dressmaking process)
CONCEPT EVALUATION MATRIX
D App integration to store Pre + Post Purchase Communication
experience E
Waiting time care
F
Pre-appointment preparation (employee/store preparation)
G Pre-1st appointment communication (with customers) H
After wedding services
4
4
I
Dress delivery
5
2
J
Capturing memories during
5
5
4
3
5
4
M Companion services
5
5
N Contests
4
5
O Service personalization
5
5
4
5
4
5
the selection process Product details and craftsmanship transfered to service quality
K
Pre-fitting appointment communication (after dress has been delivered to store)
L
User sense of P belonging, equality and importance
Branding touch-points
Relationship equality between customers and employees
Traditional retail shopping experience vs. Bridal gown shopping experience
Q Process communication through app or website
User Value Criteria
Business Value Criteria
reatment
Trust Building
Satisfaction
UV Total
Competitive Advantage
Strategic Growth
Brand Strategy Alignment
Employee involvement
BV Total
TOTAL
5
4
3
4.2
4
5
5
4
4.5
8.7
3
5
5
4.2
5
5
5
4
4.75
8.95
3
5
5
3.4
4
4
5
4
4.25
7.65
5
4
4
4.6
5
5
5
5
5
9.6
5
5
4
4
5
5
4
3
4.25
8.25
5
5
5
3.8
4
4
5
5
4.5
8.3
4
4
4
3.6
4
3
5
5
4.25
7.85
5
5
5
4.6
5
5
5
3
4.5
9.1
5
4
5
4.2
5
5
4
3
4.25
8.45
5
4
4
4.6
5
4
5
5
4.75
9.35
5
5
4
4.2
5
4
5
3
4.25
8.45
5
5
5
4.8
4
5
5
3
4.25
9.05
5
5
5
5
5
5
5
5
5
10
4
4
3
4
3
2
3
3
2.75
6.75
5
5
5
5
4
4
5
5
4.5
9.5
5
5
5
4.8
4
4
5
5
4.5
9.3
5
4
4
4.4
5
4
5
3
4.25
8.65
CONCEPT
DEVELOPMENT USER EXPERIENCE CONCEPTS
CONCEPT LINKING MAP
PROTOTYPING &
TESTING
To prototype our solutions we decided that the ones that were based on the end-user’s journey and their in-store experience would be the ones we would have best results with in a prototyping session. Our fourth solution is based on Employee training and prototyping this training without further information about the actual training process would be challenging and based entirely on suppositions. We first developed a storyline with multiple outcomes depending on the decisions each user made during the prototyping session. This decision tree helped us see and be prepared for each possible scenario that could happen during the session. During this first prototyping phase we had paper dolls, paper dresses and cards that explained actions or asked questions.
PROTOTYPING &
TESTING
After the first prototyping phase we refined our testing process. We found users were confused and the activity was too long. The solution we devised was creating a more contextual environment of the in-store experience. To do this we built a stage with pictures of an actual Pronovias’ dressing room, to show users the kind of store they would be in. This raised their standards of what to expect from the service, and we observed that they were much more interested, engaged, and at the same time, demanding of the quality of the service they were receiving. We also provided more visual aids and props to help guide the process. One of the gaps we found in this part was on the time between the user’s first appointment, and when she decides to purchase a wedding dress. Most users wanted to visit other stores to compare and make their final choice, we had not contemplated this and found it as another opportunity to innovate and retain customers.
USER
JOURNEY
USER
JOURNEY
USER
JOURNEY
REFINED SERVICE
SOLUTIONS SOLUTION #1: COMMUNICATION This solution focuses on communication during the different stages of the service delivery and it’s integration with the Pronovias website and app, using the “My Dressing Room” tool.
Brides will have access to brand representatives who will answer any question they might have of their process, and comment on their experience.
Brides will be contacted before every appointment through digital channels (email, app notifications, or phone) and be informed of what’s expected for each step of the process (i.e. what is going to happen during the first appointment, what should she bring, etc.) With this the bride will always know what to expect and when it will happen. They will be contacted before: 1. First appointment 2. Every fitting appointment 3. Dress delivery.
During the period in which they are waiting for the dress to arrive, brides will receive a series of spaced out communications where they will learn about the process their dress is going through, this way they will learn about the level of detail and craftsmanship that goes into the product, creating a greater sense of professionalism and quality.
This method will also be used for them to track the stage in which their dress order is at, so that they can be sure of when the dress is ready and delivered at the store.
In this waiting period, brides will also be suggested other products that they could need for the wedding and that Pronovias can provide. They will also receive wedding related tips and resources.
SOLUTION #2: DETAILS AND INTEGRATION In this solution we ensure that there is integration between the activities that the bride did before accessing the service (using the app) and the first encounter at the store. Making sure that the products that she chose in the app will be shown to her first, and will be waiting for her inside the dressing room as soon as the appointment starts. The dressing room will be marked with her name outside the door and she will receive a care package inside the dressing room which includes water bottles, tissues, Polaroid camera, a robe, and other things she might need for the session like personal items. All these items will be branded with Pronovias’ image. The bride’s companions will be offered drinks or treats if they would like some. Towards the end of the appointment they will be provided a catalog where they can look for different options of dresses
for them to wear to the event, and the option of making a separate appointment for them. The sales associate will offer to take a picture of the whole group to capture this memory of all of them together. Every time the bride makes an appointment she will always be assigned the same sales associate and tailor, to make sure the experience is consistent and to make them feel like they are sharing this experience with the same person from beginning to end. They will also have these employee’s contact information in case the brides want to reach out to them with questions. During the next fittings the sales associate or the tailor will teach the companions how to help the bride put on the dress. They will receive step by step instructions and helpful tips if anything were to happen. They will provide an
REFINED SERVICE
SOLUTIONS
emergency kit that contains helpful objects like: thread, needles, buttons, extra decorations for the dress, and cleaning supplies keeping in mind that every dress is different, so each kit is made exclusively for each specific dress. After the wedding, the bride will receive a congratulatory email or a physical card. Pronovias will provide information about how to clean the dress and how to store it properly so that it remains in it’s original conditions. Pronovias could also say that they would like to see how beautiful she looked on her wedding day, making sure the bride knows that they are not only interested in selling her a dress but making sure they know they care. They can also take this time to ask for service feedback. They will also be informed that Pronovias would like to share with them other experiences, to make them their most
beautiful every time, letting them know they have dresses for other occasions and types of events.
SOLUTION #3: MARKETING EFFORTS This solution is focused on marketing efforts, particularly on things that can be done on social media, their blog, website or in collaboration with bridal publications, sharing their brand culture, tradition, and quality efforts with the world. This could be done by contests in which brides can participate and the winner would be given the opportunity to go to the Pronovias headquarters and be tended to by their top designers and experts. Giving them access to the backstage process of how a Pronovias’ wedding gown is made.
SOLUTION #4: EMPLOYEE TRAINING Employee training is one of the most important solutions to many of the customer satisfaction issues found in the service delivery. Our research revealed that customers feel judged and mistreated by some of the company’s sales associates when they visit the store. Some of the options for this solution include training sessions in which employees participate in role playing activities where different situations are presented. They are shown different ways to approach each situation to make the brides feel at ease and completely taken care of. Another program that could be implemented is a rewards program. Maybe employees are not feeling motivated enough and as a way to motivate them to perform with their best attitude rewards could be offered. To evaluate the way each store is performing, and to make sure the service
delivery is consistent in every Pronovias store, the best employees from the flagship stores could travel to smaller stores and perform evaluation and small training sessions with the employees in each location. Finally, the objective of employee training is to make every person that participates in the service delivery a brand ambassador. This is meant so that in every point of contact the user has with the service is consistent, and is always treated with the same respect, attention and care as the Pronovias’ company values state.
Impact analysis
SERVICE
PACKAGE
CORE SERVICES
ENABLING SERVICES
ENHANSING SERVICES
Providing exclusive, high quality, handcrafted wedding gowns.
Manufacturing and production
"My Dressing Room" tool (app).
Sales in franchised stores and agencies Online Platform
Enhanced in store services Companion services Marketing activities
EASE OF ACCESS Instore appointments Product delivery The communication during the different stages of the service delivery with brand associates.
QUALITY OF INTERACT Personalized consulting and tailoring The integration between the activities that the bride did before accessing the service (using the app) and the first encounter at the store. Personalized and enhanced in-store services and treatments which caring brides and their families.
DEGREE OF PARTICIPATION Using the app to make shopping decisions and plan details of their wedding. Marketing efforts that can be done on social media, their blog, website or in collaboration with bridal publications, sharing their brand culture, tradition, and quality efforts with the world.
BUSINESS MODEL
CANVAS
KEY PARTNERS Designers Tailors Dressmakers Textile Suppliers Chinese accesories manufacturers Marketing Firms Fashion Shows Magazines Fashion Photographers
KEY ACTIVITIES Design and make 600+ different dress options and styles a year Manage Orders Manage Deliveries Finding Suppliers/Ordering Customer Service Participate in Fashion Shows and Bridal Weeks around the world. Build relationships with licensing partners Providing frequent contact and assistance with customers Operating seamless service through different channels.
VALUE
Focus the di delive Prono "My D
Emph the ac before the ap the st
Wholesale Chains Franchisee’s
Putting effort on marketing activities
Licensing Partners Delivery Service Provider Distribution Partners
KEY RESOURCES Online platform Stores Flagship Stores Know-how
Brides’family and companions
50 Yrs of experience Brand reputation "My Dressing Room" tool Wide range of customer commitment
COST STRUCTURE Manufacturing + Production Supplies Store Location + Design Distribution Marketing Logistics Generation/Catalogue) Online presence (Website/Content
Partnerships Employees Enhanced in store services Emergency kit and instructions
Special events and backstage tours
Focus partic done websi public cultur with t
CUSTOMER RELATIONSHIPS
E PROPOSITION
sing on communication during ifferent stages of the service ery and it's integration with the ovias website and app, using the Dressing Room" tool.
Customer contact before every appointment. Communication during waiting time.
Personalized service and treatment in store.
hasizing the integration between ctivities that the bride did e accessing the service (using pp) and the first encounter at tore.
sing on marketing efforts, cularly on things that can be on social media, their blog, ite or in collaboration with bridal cations, sharing their brand re, tradition, and quality efforts the world.
Companions services
Access to the backstage process. Contests and activities
CHANNELS Own network of stores Franchised stores Sales Points Sales and commercial agents Wholesale
CUSTOMER SEGMENTS BRIDES Who are looking for high quality dresses. Who are looking for a personalized experience Who are looking for an experienced and recognized brand Who have budgets between $1,500 USD to $20,000 USD MOTHER OF THE BRIDE Who are looking for high quality, handcrafted dresses. BRIDESMAIDS Who are looking for high quality, handcrafted dresses. PARTYGOERS Who are looking for high quality, handcrafted dresses.
Transformed customers from brides or companions to brand lovers.
"My Dressing Room" tool. Social Networks Marketing Events
REVENUE STREAMS 2013 160 Million Euros
77% of sales are international 23% of sales come from Spain
2014 200 Million Euros
60% of sales come from wholesale 40% of sales come from retail
Longterm revenue increase through family commitment and reputation
COMMUNICATION
INTEGRATION AND DETAILS
MARKETING
APPLICABLE TO ALL
SERVICE
BLUEPRINT Service Blueprint: Bride
USER
AWARE
Is getting married
Looks for inspiration and starts collecting ideas
JOIN
Goes to Pronovias website and browses wedding dresses
Looks for Pronovias stores in her area and requests an appointment
Recieves email to confirm appointment
Pronovias.com
Pronovias.com
Bride’s e-mail
My Dressing Room App
My Dressing Room App
My Dressing Room App
Arrives at local Pronovias store and is asked to wait for an associate
FACE TO FACE
CHANNELS
Magazines
WEB
Blogs, Pinterest, Instagram
MOBILE
PHONE
BACKSTAGE PROCESSES
LOCATION
Franchise recieves appointment notification and associate calls bride to confirm appointment
CUSTOMER SERVICES
Catalog online publication
IT-DEPARTMENT
THIRD PARTY
Magazine publication partners Photographers Bloggers
Catalog printers Photographers Designers
Pronovias Store directory on website
Prepare private fitting room with bride’s chosen dresses from “My Dressing Room” App.
Is taken to a private fitting room
a g
USE
Associate shows dresses saved to “My Dressing Room”
Catalog
Look for dresses within the style the bride has selected from what is available at store's storage area
Undresses in a private part of the fitting room and tries on the first option with the help of the associate
Shows companions how the dress fits and listens to their feedback. Companions take pictures
Tries on a few other options
Falls in love wth her perfect dress
3 MONTHS PASS
Recieve dress arr confirmat and appointm reminde
Bride’s e-mail
Bride’s e-mail
Bride’s e-m
My Dressing Room App
My Dressing Room App
My Dress Room Ap
Places order and pays an initial deposit
Sets appointment for first dress fitting
Receipt
Printed Appointment Confirmation
Place dress order
Set date for next appointment
CRM
CRM
Pronovias HQ receives dress order and start preparing dress
Waiting time communication about other options and dress process
CRM
Pronovias HQ: update dress status/process/ tracking information
Confirms if d arrived. Conf fitting appo
CRM
Pronovias H dress to fra
SERVICE
BLUEPRINT Service Blueprint: Bride
USER
AWARE
Places order and pays an initial deposit
Sets appointment for first dress fitting
3 Is MONTHS getting married PASS
Recieves dress arrival Looks for confirmation inspiration and and starts appointment collecting ideas reminder.
JOIN
DEVELOP
Goes to Pronovias Goes to first website and fitting browses wedding dresses
Looks for Pronovias Tries on dress stores in her and shows area and companions requests an appointment
Waits while Recieves email tailor to make to confirm notes and start appointment fitting
Arrives at local Sets second Pronovias store fitting and is asked appointment to wait for an associate
Receives call Is taken to a confirming private fitting second fitting room appointment
My Dressing Room App
My Dressing Room App
FACE TO FACE
Printed PRINT Appointment Confirmation
CHANNELS
Receipt
Magazines
WEB Bride’s e-mail
MOBILE
My Dressing Room App
Bride’s e-mail
Blogs, Pinterest, Bride’s e-mail Instagram
Pronovias.com
Pronovias.com
Bride’s e-mail
My Dressing Room App
My Dressing Room App
My Dressing Room App
My Dressing Room App
My Dressing Room App
PHONE
BACKSTAGE PROCESSES
LOCATION
Place dress order
CRM
Pronovias HQ receives dress order and start preparing dress
SetCUSTOMER date for next appointment SERVICES
Waiting time communication about other options and dress process
Confirms if dress has arrived. Confirms first fitting appointment
Prepare dress for fitting. Prepares fitting room
CRM IT-DEPARTMENT
CRM
CRM
Catalog online publication
THIRD PARTY
Pronovias HQ: update dress status/process/ tracking information
Magazine publication partners Pronovias HQ sends Photographers dress to franchise Bloggers
Catalog printers Photographers Designers
Franchise recieves appointment notification and associate calls bride to confirm appointment
Pronovias Store directory on website
Prepare private fitting room with bride’s Set second chosen dresses from appointment “My Dressing Room” App.
Dress is altere according to fi fitting. Call to con second fitting
CRM
P
l
g t
ed irst nfirm g
LEAVE
Goes to second fitting appointment and books third fitting appointment
Receives call confirming third fitting appointment
Goes to third fitting appointment and establishes a final date to recieve dress
Recieves call, the dress is ready
Goes to try on dress for the last time and picks it up. Recieves emergency kit and instructions
Pays for the outstanding balance
Gets married
Receives congratulatory email
Bride’s e-mail
My Dressing Room App
Prepare dress for fitting. Prepares fitting room
My Dressing Room App
My Dressing Room App
My Dressing Room App
Dress is altered according to second fitting. Call to confirm third fitting
Prepare dress for fitting. Prepares fitting room
Dress is altered according to third fitting. Call to confirm dress is ready
CRM
CRM
CRM
Prepare dress package Sends email to Bride
Prepare instructions and emergency kit
Payment platform
CRM + Link to survey
BALANCED
SCORE CARDS
FINANCIAL
CUSTOMER
PROFITS
BRIDES
% % % %
Satisfaction through reviews/rating/ survey % of returns after first appointment # of fittings Average time spent in each appointment # of dresses tried on Dresses chosen on catalog vs dress picked in store App usage before and after appointments
from from from from
Bridal Gowns bridal accessories other dresses party accessories
# of customer service contact through different channels (phone, email, app, social media)
INTERNAL BUSINESS
INNOVATION AND GROWTH
EMPLOYEES
COMPANIONS
Store to store evaluation feedback Customer evaluation on employee Employee Reward program Designer partnerships (length, amount, type) Employee’s feedback on processes
# of companions turned into customers Companion satisfaction (survey) Companion return
STORES AND FRANCHISES Consistency of service delivery Efficiency of service delivery Customer feedback on processes % of specific products sold in each store Store traffic % Top selling items per store % Out of stock items (vs what brides saw on website and wanted to try on at the store) % of appointment cancellations Average waiting time for appointment scheduling Average time for dress reception after order
PRODUCTS Quality Design Options and variety Brand culture delivery Number and quality of product reviews
AFTER WEDDING SERVICES # of brides turned into long-term customers Incremental sales based on returning customers
BLUE OCEAN
STRATEGY
Service implementation
SOLUTION
SOLUTION ROAD MAP ROADMA SHORT TERM (0-1 YEARS)
MID TERM (1
Solution 4: Employee Initiatives R Role play training activities
T Peer evaluation program store to store training
S Employe
E Waiting time care
Q Process through ap
Solution 1: Communication G Pre-1st appointment communication (with customers) G Pre-1st appointment communication (with customers)
C Backstage access (Romantisizing the dress-making process)
A Review f
F Pre-appointment preparat preparation through app)
P Relationship equality between customers and employees
O Service personalization
D App inte
M Companion services
J Capturing
L Branding touchpoints H After wedding services
Solution 2: Details and Integration C Backstage access (Romantisizing the dress-making process)
Solution 3: Marketing Efforts
AP
1-3 YEARS)
LONG TERM (3-5 YEARS)
ee reward program
communication pp or website
U Employees as brand embassadors
B Product tracking information
follow-up
I (Dress delivery)
tion (empoyee/store
egration to store experience
g memories during the selection process
N Contests
IMPLEMENTATION PLAN
COMMUNICATION Partner Relationships:
MARKET
Website/App developing partners will have to make changes to the existing tools to add the communication layer to the tools.
Existing and Emerging Competitors: Existing competitors like Vera Wang and David’s Bridal, also have apps which they use to help the customer make shopping decisions and plan details of their wedding. Customers also have the option of easily communicating with sales associates with any questions they might have. Pronovias need to find a way to differentiate from these competitors without losing the essence of their brand. Another challenge is, how can Pronovias retain customers after the first appointment? How can they convice the customers that they don’t need to look any where else.
Processes:
OPERATION
Consistent training is vital before establishing the communication strategy. One of the main pain points found through research was employee treatment towards customers. How can Pronovias train their employees in order for them to be happy to communicate, give information, and deliver the brand culture to their customers in each touch-point of the service experience? Establishing when and who will make these communication strategies take place. Who is in charge of sending the reminders for each appointment? How to integrate this to the current CRM system?
Communications: Consistency in the communication between email, phone calls, and in store experience. Employees should follow a script and deliver the brand message in the same manner/tone.
Structures Redesigning the website/app/CRM system structure for them to integrate seamlessly and allow communication to flow easily and coherently.
Organizational Culture How to change the current in-store culture, making employees go the extra mile to inform their customers about any concerns, questions, or problems that might happen in the service delivery?
Teams
MANAGEMENT
Teams face two challenges: - Managing internal communication: in case something happened with a bride’s order or experience, the whole team involved with that bride should know about the situation and how to ease her anxiety and make sure the rest of her experience is a positive one - External communication with the customer
Schedules Setting schedules to establish routines for employees. When will they have the time to answer their clients questions? When do they consult? When do they send out communication emails about the process? Etc.
IMPLEMENTATION PLAN
DETAILS AND INTEGRATION MARKET
Strategic Positioning: The challenge will be to erase the user’s perception of the current service offered in Pronovias’ stores.
Partner Relationships: Website/App developing partners will have to make changes to the existing tools to add the dressing room preparation layer to the tools.
OPERATION
Processes: How to bridge the “My Dressing Room” App favorite selection to each store’s inventory.
Communications Internal communication and implementation of these new processes Structures
Organizational Culture Putting the bride and her companions first. How to eliminate employees’ negative attitude and increase customer satisfaction?
MARKETING EFFORTS
OPERATION
MARKET
Partner Relationships: How to get partners on board with these marketing initiatives to be able to take users/winners backstage to learn about the manufacturing and confection process.
Communications How to communicate these efforts without losing Pronovias’ status? How to maintain the class and exclusivity while having a contest for it’s customers?
MANAGEMENT
Leadership
MANAGEMENT
Schedules:
How to make managers more proactive and have them participate in day to day activities, leading employees by example on how customers should be treated.
How to arrange the production team’s schedule to include these kinds of events into their busy, on deadline schedules?
IMPLEMENTATION PLAN
EMPLOYEE INITIATIVES MARKET
Strategic Positioning: The challenge will be to erase the user’s perception of the current service offered in Pronovias’ stores.
Partner Relationships: Communicating training importance to franchises. How to guarantee consistency in their service delivery?
OPERATION
Processes: Re-evaluate hiring and training processes and find the pain points in current methods.
Organizational Culture How to reevaluate the current message the company is trying to communicate with it’s clients with the actual internal organizational culture. How to promote that message from within and create brand ambassadors starting with the company’s employees.
MANAGEMENT
Leadership How to make leaders and managers the first to embrace these training initiatives.
Appendix
HISTORIC SAVANNAH
FOUNDATION Business Profile
Mission
Membership
Preserving Savannah's heritage through advocacy, education and community involvement.
The campaign began on January 1, 2012. Gifts and pledges can be paid in installments over five years. We encourage the donation of securities, property or other non-cash assets, and we can manage receipt of those through our Planned Giving program.
Contact
13th Colony Membership (Young Professionals) ($85 a year)
Historic Savannah Foundation | 321 East York Street | Savannah, GA 31401 | Ph: 912.233.7787
1733 Society (Household & Corporate) – $2,500 and up* General Membership Volunteers
Personnel Staff
Members
HSF Board of Trustees
Individuals
Restorer (Household) – $1,000 Artisan (Household) – $500 Conservator (Household) – $250
Hearth (Family) – $165 Sustainer (Individual) – $125 Preserver (Individual) – $50
Corporations
Advocacy & Education Lectures & Workshops HSF’s Realtors Historic Preservation Leadership Course 6 Credit-hour Continuing Education Class (Certified by Savannah Area REALTORS® and Georgia Real Estate Commission) Hands on History Program
Preservation Awards
Restoration & Building Resources
Easement
Architectural Review
Plaque Program
Revolving Funds (begin in 1959) The Revolving Fund acquires properties through donation, options or outright purchase of historic properties. A property qualifies for the Revolving Fund if it is endangered, has historical significance (National Register listed or eligible) and marketable for sale. The fund then markets the house locally and nationally to find a buyer who agrees to preserve and maintain the integrity of the structure. Put the money back for another house
Purchasing on the building
The house is restored
Put the easement on the house
The house is restored
Revalue the house and the price increases
Reduce the energy Lower the carbon footprint
Advocacy & Education Throughout the year, HSF hosts special events that aid in raising funds for our education and outreach programs, advocacy agen community involvement initiatives.
d as, and
Annual Gala Race for Preservation
Savannah Preservation Festival
Savannah Tour of Homes and Gardens
HISTORIC SAVANNAH
FOUNDATION PEST Analysis
Historic Distric Ordinance Taxation Laws (IRS) Non-Profit Capacity Building Program
Georgia 2020 Economic Development Strategy GA Co-Investment Fund
(Serve America Act)
Economic Power of Heritage and Place
Cultural Inheritance
Employee Resourse Allocation
Sustainable Preservation Development Community Revitalization
Donations Analysis Building Community Relationships Implement and Monitoring Assistance Organization Management
5 Forces Analysis
Threat of New Entrants Tourism Educational Institutes
Bargaining Power of Suppliers
Rivalry among Existing Competitors
Bargaining Power of Buyers
Supporters
Members
Locals
Material Suppliers
Designers
Other Charitable Organizations in SAV Real Estate Companies
Threat of Substitute Products or Services Property Owners
Protectionists
HISTORIC SAVANNAH
FOUNDATION Ecosystem
Real Estate Company
Designers Accounting
Tourism HSF
Govermental Historic Preservation Department
People in Savannah
Material Supplier
Financial Institutes Nonprofit Info Exchange
Core Value Proposition
Complementary Offerings
Supplying and Enabling Network
Blue Ocean Strategy
HIGH
LOW Members &
Properties
Sponsors
for Sale
Prestige
Events
HSF
Transparency
Marketing
Supporting
Sustainable
of Info
Quality
Resources
Technology
Georgia Trust for Historic Preservation
Savannah Historic Properties
HISTORIC SAVANNAH
FOUNDATION Business Model
Key PartnersK Supporters
ey Activities Building Restoration
Government
Maintenance
Material Suppliers
Property Marketing
Construction Companies
Easement
Engineering & Power
Lectures & Workshops
Financial Institutions
Community Events
Designers
Preservation Awards
Property Owners
Hands on Historic Program
Tourism Companies Academic Institutes
Key Resources
Value Propositions
Customer Relationships
Customer Segments
Preserving Savannah’s Heritage
Consulting & Evaluation
Preservationists
Plaque Program
Residents in SAV
Arousing Social Concern on SAV Historic Preservation
Membership
Tourists
Volunteers Community Participation
Channels
Historic Properties
Website
Platform
Multi-media
Network
Publications
Reputation
Cost StructureR
evenue Streams
Salaries
Restoration Fees
Revolving Fund
Platform Matenance Fees
Maintenance Fees
Donations
Fund Raising from Events
Marketing Fees
Consultant Fees
Membership Fees
Merchandise Sales
Expense of Running Events
Insurance
Real Eastate
Community
Applicable to all
Balanced Scorecard
Strategic Vision Preserving Savannah's heritage through advocacy, education and community involvement.
Financial
Customer
Internal Business
Innovation & Learning
Profits
Social Impact
Network Quality
Event Planning
Merchandise Sales Entrance Fees (Tour/Museum) Membership Fees
Frequency of News Report Event Attendance No. of Awards Received
Information Transparency Diversity of Activities Publication Quality
Activitiy Schedule Scope of Popularity Estimated Fund Rasing
Revenue from Properties
No. of Properties Being Sold
Frequency of Updating
Estimated No. of Participants Attractiveness
Donations
Community Relations
Volunteer Management
Reputation
Long-term Investment Fund Raising from Events Individual Donations
Frequency of Events No. of Participants in Events Rate from Participants
No. of Volunteers No. & Situation of Training Recruitment Process
Willingness of Participation Feedbacks from Locals
Feedbacks from Members Willingness of Long-term Support
Dgree of Satisfaction
People Involvement
Monitoring Capability
Community Contribution
No. of Members
Simplicity of Procedure
Interaction with Related Industry
No. of Sponsors Increasing No. of Volunteers
Effectiveness
No. of Successful/ Failed Program