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Epgp2009 10 group 3-cisi v3
 

Epgp2009 10 group 3-cisi v3

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    Epgp2009 10 group 3-cisi v3 Epgp2009 10 group 3-cisi v3 Document Transcript

    • Redesigning a Shopping cart Project submission on the idea generation, funnelling and six hat thinking process adopted by the group for the designing of the cart Creativity, Innovation and Strategy Implications IIM Indore EPGP 2009-10 Professor Sunder April2010 Group 3: Tapas Patanaik (36) Rahul Dhandhania (26) Rajendra Inani (27) Saravanan Logu (30) Shashank Bhansali (31) Shikhar Mohan (34)
    • SUMMARY OF PROCESS FOLLOWED A quick view of the creative process and the stages that we have adopted in the design of shopping cart is provided below. Detail of each stage is explained further in the document. • Brainstorming on 25 ideas generated initially • Grouping ideas into common and unique Rating of ideas on scale of 10 on areas of Aesthetics, Usability, Convenience & creativity 6 hat thinking on the highest rated ideas STAGE 1: GENERATION OF IDEAS This was the stage where we as a group got together and came up with ideas that we thought could radically change the shopping cart design. After brain storming for about 2 hours and generating about 50 radical ideas, we realized that the ideas that we had come up with were all focussed on aesthetics and design and did very little to help in enhancing the customers shopping experience. Having said this, we decided to have a more structured approach and focus on things which the shopping cart may do to enhance the customer experience or at least reduce the pain points. This was an important step as it gave us a good start and a solid platform on which we could build up. Several ideas were discussed and generated as we gave each individual the freedom to think creatively and express himself in the best possible manner. We also made it a conscious decision not to judge the ideas and to note down all the ideas. We generated close to 25 good ideas which were plotted on a spreadsheet for later reference before we decided to disperse for the day and come back the next day to evaluate the ideas and process to the next stage.
    • STAGE 2: BRAINSTORMING AND FUNNELLING OF THE IDEAS The following day, we met in order to brainstorm and funnel the ideas on the basis of aesthetics, design, usability and practicality. Since the meeting saw a lot of difference of opinions we decided to group the ideas on the basis of commonality and uniqueness. As we proceeded we realized that of the 25 ideas, 7 ideas were common and were suggested by almost all members of the group as a result of which we were left with 18 unique ideas. Having now decided on the ideas which were unique, we decided to rate the ideas and adopt the quantitative scoring techniques to identify the top 5 winners. We then proceeded by dividing ourselves into group of 2 each and rate the ideas in our respective groups (please refer to the annexure for further details about the scorings). After giving the scores to the ideas, we picked the top 5 ideas and proceed to the next stage which was doing a six hat thinking exercise where each one of us took on a different role that corresponded to a particular hat. For example one of our colleagues took up the role of the white hat thinker which included stating the facts of the idea generated as it is while the other colleague took up the role of a green hat thinker through which he brought out the creative aspects of the idea. Similarly two other colleagues took up roles of the black hat and red hat thinker that corresponded to thinking negatively and thinking intuitively about the suggested idea. STAGE 3: ASSESSING THE COMMERCIAL, TECHNICAL AND TIME BASED FEASIBILITY OF THE FINAL SHORTLISTED IDEAS AND IMPLEMENTATION OF THE IDEAS After the quantitative rating and the 6 hat thinking, we were able to come up with 5 very strong ideas which could be considered for implementation. A point to be noted here is that while freezing on the final 5, we decided to combine a few top ideas as we felt it made more sense to do so since this would help us in assessing the commercial, technical and time based feasibility of the ideas. However, contrary to our expectation, there were not many disagreements as the entire team was more or less in sync with the finally listed ideas and were now thinking on how to implement them. A deeper probe did finally enable us to discard two more ideas and we were finally left with the following 3 ideas: • Coin operated shopping cart • Adding GPS and RFID systems on the cart to track products and enable billing on the go so that customers don’t have to wait in long queues
    • • Separate rack for Liquid and non-vegetarian items IMPLEMENTATION As for implementation, we decided to take it up in 2 phases. The first phase would be a pilot project where we collaborate with a large retail store and launch the cart with the aforesaid features to gauge the customer reaction and whether the carts add any competitive advantage to the store vis a vis the competition. The period we would be looking at would vary typically between 3- 6 months post which we would meet up again and see what is the feedback that has been collated. Once the changes on the basis of the feedback have been collated, we shall then go for a mass launch and approaching other large retail and shopping malls that could have great use for such carts.
    • Six Hat Thinking Fact Creative Negative Positive Gut/Emotional Control Sr. Suggestions No 1 Coin operated shopping cart 1. Cost effective - Rs. 5 1. Use loyalty 1. Store design 1. Mall's perspective 1. Good idea No comments (coin)deposit card instead of should allow cart - cart is returned 2. Deposit, retrieval coin to earn return to be back easy points on convenient, 2. Incentive for 3. Incentive for the returning the cart located close to customer shopper to replace the 2. Give coupons the entry/ exit 3. Cart damage/ cart to customer on 2. Security issues loss/ misplacement returning the cart minimized 3. Use notes instead of coins 2 Add GPS system on the 1. RFID, GPS system 1. Expensive 1. Reduces stores 1. Out of the cart Add to control cart, RFID to track products, costly 2. Effort to get all opex idea billing on the go so that 2. All products should products RFID 2. Customer wait 2. Expensive customers dont have to wait be RFID enabled enabled time reduced in long Q's 3. RFID scanner/ GPS 3. Electronic 3. Enhances system needs battery/ system may get shopping experience power damaged by 4. Improves store customers/ image spillage 5. Makes the 4. Cancellation of customer feel like products could be James Bond an issue 6. GPS system helps shoppers track products/ sections
    • Six Hat Thinking Fact Creative Negative Positive Gut/Emotional Control Sr. Suggestions No 3 Do away with trolly. Set up 1. Store design needs 1. Store inventory 1. Expensive 1. Convenience 1. Crap idea, Not well conveyer belt system in the to accommodate the management can 2. Customer billing 2. Improves store difficult to defined shopping mall with belt system be made easy issues image implement, Not barcoded stickers given to 2. Expensive 3. Customer 3. Makes shopping practical, Path customer. identification with cart obsolete breaking idea the product 4. All issues related 4. Product could to shopping cart are get lost/ picked up avoided by someone/ damaged Conveyer belt maintenance could be difficult 4 Separate rack for Liquid/ 1. 1/3 space of the cart 1. Foldable 1. Non-veg 1. Helps veg 1. Good idea, Not No impact non-veg items to store liquid items 2. Color coded shopper may not shoppers great/ creative 2. Liquids placed on top trays - green for care about it 2. Seperates of the cart veg, red for non- 2. Additional cost delicate/ liquid items ved to have color from bulky items coded trays 5 Magnetic wheels, which can 1. All wheels have to be 1. Enable/ 1. Cart could get 1. Convenient when 1. Helpful Add to control get stuck on elevators, magnetic disable magnetic stuck stores have enabling carry trolly on property of escalators different floor. wheels using switch mechanism