3. Mars(Hong Kong)Co.Ltd. was established in
2005 by Sun yu
Engaged in the manufacturing, distribution
and retail sales of footwear products
Currently has stores in 7 major cities in China
Offers a number of brand names in its
footwear business
I Do, I.T.CoCo, T.T.
CLIENT CONTEXT
4. EXECUTIVE SUMMARY
• Changing environment, demanding customers,
and competition
• Growth Gap: 118.60 Million in the next 2 years
Innovation Intent
• Business Opportunity Map (BOM)
• “Aha” Moment
Opportunity Insights
• Try and Buy
• Smart Shop
• Virtual Sizing
Fields of Play (FOP)
• Select and try 5 products at home and purchase
the one or multiple shoes that best fits.
• Use app before, during and after purchase
• Payment upon delivery
Business Concepts around
“Try and Buy”
• Risks and uncertainties
• Key competences
• Next steps
Action Plan
5. Reasons to Innovate:
Lack of online presence
Leadership driven (internal business environment)
People relyping on mobile phones
Need to differentiate to keep up with competition
INNOVATION INTENT
•Growth Gap
•Innovation Portfolio
-Websites
-Mobile
applications
6. • Customers: Women ages 20-40 trendy & Fashionable, interest in gothic style.
• Behaviors: Digital age, technology savvy, will not rationalize , likely to want another
pair of shoes after purchase, more inclined to spend.
• Needs: High quality products, One stop shopping experience.
• Experiences: Easy contact and quick, Feed back online, satisfaction, In-store
experience at home, Unique technological experience
Market
• Locations: Mainland China, Hong Kong, Singapore.
• Channels: Physical Store , Website, APP .
• Logistics: Alliance with shipping company, 3rd party companies: ShunFeng,
YuanTong, ShunFeng, Shentong, YuanTong, Hutong, EMS, cost performance.
• Occasions: Always accessible and available.
Delivery
• Products: Shoes, Clothes, Jewelry.
• Services: Free repair, Payment on delivery, Warranty, Convenience of touch and
feel shopping experience online, Compare Sizes, an app that helps the customer
scan their foot to order the exact size.
• Brands: I.T., MIN'CO, TT, VIVI, I DO, varieties of brands
Offering
• Technologies: Mobile application, Website.
• Processes: Research, Design, Manufacture, Packaging.
• Materials: Leather, Rubber, Metal accessories, Metal, Real Estate.
• Assets: Machinery, facility , Shelf space, Own stores.
Productio
n
• Network & Partners: Shipping company, Designers, Application developers.
• Pricing Strategy: Medium- high prices.
Business
Model
Business Opportunity Map
7. Our innovation lies in providing the customer with
the convenience of touch and feel shopping at
home while still shopping online.
“AHA” MOMENT
8. Try
and
Buy
• Helps us differentiate
• Creates unique
customer experience
• Shop at home on
your phone
Smart
Shop
• Allows flexibility for
the customer to
customize their own
shoe designs
Virtual
Sizing
• Future of fashion
• Customer can scan
their feet and we
deliver accurate shoe
size
9. PRIORITIZATION OF FOP
CRITERIA TRY AND BUY SMART SHOP VIRTUAL SIZING
EFFECTIVENESS 5 4 4
EASE OF IMPLEMENTATION 4 5 4
TIME TO IMPLEMENT 4 4 2
AVAILABILITY OF
RESOURCES 5 4 3
TOTAL SCORE 18 17 13
10. TRY
AND
BUY
Select and try 5
products at home
and purchase one
or multiple shoes
that best fits.
Use app before,
during and after
purchase. During:
“Match me” Use
app to help user
pair up shoes with
own clothes.
Payment
upon
delivery
Business
Concepts
13. Key Uncertainties and Risks
-Users not getting the customer experience we
are expecting for them
-Users feel pressured
-Delivery route
-Investment cost is too high
-Logistic costs
-Confusion of orders
-User is not free anymore at the time they signed
up for delivery
ACTION PLAN
14. HOW TO MITIGATE RISKS
Customer Experience:
-Simplify app make it user friendly
-Have comments from other users
-Continuous testing of app
-Observing user’s navigation
within app
Confusion of orders:
-Build and maintain data-base of
existing and loyal customers
User is not free anymore at the
time they signed up for
delivery:
-App will give the option to
change/edit times signed up for
delivery up to 24hrs prior to
delivery
Logistics costs:
-Partner up with Shenfeng
Shentong etc. to get fixed costs
(controlling this with contracted
prices).
15. NEXT STEPS: PIPELINE OF
INNOVATION
Try and Buy.
Accumulate
customer base
and trust.
Smart Shop-
User can
customize their
own designs
Virtual Sizing:
Scan foot and
get exact
measurements.
Introduce brand
line "Earth"
0-1 year 1-2 years 2-3 years 3-4 years
16. This business case report provides an analysis and evaluation of the prospective innovation
breakthrough for the company of Mars in China of introducing a mobile application. Methods of
analysis include identification of innovation intent, opportunity insights, fields of play, and business
concepts. Results of our investigation show that due to the pressure of the changing environment,
demanding customers, and competition, we need to innovate. Trends in China indicate that 52.5
percent of Chinese Internet users now shop online (332 million in total) and there are 500 million
Internet users. We are facing a growth gap of 118.60 Million in the next 2 years and, furthermore, are
looking to the fast following changing environment to introduce innovation for the company of Mars.
Some of the Fields Of Play (FOP) that we recognized include: Try and Buy, Smart Shop, Virtual
Sizing, Design Connect, and Brand Line “Earth”. In addition, we identified several Business Concepts
around the FOP of Try and Buy that we found attractive including: convenience of touch and feel
shopping experience but online being our more prioritized concept, logistics with our partners (delivery
and actual shoe production), accessibility if always being available through mobile app and at home
delivery, offering of being able to use app for all stages of purchase (“Match me” feature during the
purchase), and offering payment upon delivery.
Moreover, our action plan includes risks having to do with logistic costs, users not getting the
customer experience we expect as a company, confusion of product orders, and delivery
complications arising from user not being free anymore to pick up their product order at the time
signed up for. We plan to mitigate these risks with options such as offering new features in our mobile
app, partnering up with other companies, build and maintaining a data-base of existing loyal
customers, and others. In regards to the next steps we would take for our client, it would be to be
conscious of our innovative product pipeline and always staying two steps ahead of our competitors.
EXECUTIVE SUMMARY
Business Concepts revolving the FOP of Try and Buy
single's day, Chinese new year, middle autumn, national day, labour day, holiday, festivals , Date, Holidays, and Festivities
Offering: Products: Shoes, Clothes, Jewelry.
Services: Free repair (customer pays the shipping), Payment on delivery, Warranty, Convenience of touch and feel shopping experience online, Compare Sizes, an app that helps the customer to scan themselves to order the exact size.
Brands: I.T., MIN'CO, TT, VIVI, I DO, varieties of brands
From the BOM, we have identified that we could provide the customers with a chance to try on the product before they can purchase it.
Criteria and scoring: Attractiveness and Fit
1= Try and Buy
2= Match Me
3= Payment Upon Delivery
More detail
User opens up app, has the opportunity to view a variety of shoes and chooses up to 5 designs, chooses size, and when delivered, user will have the chance to try the shoes on and purchase what they like.
Can create an opportunity that the customer will buy more than one pair.
Key Uncertainties and Risks
**-Users may not get the customer experience we are expecting for them which is mostly to simplify their life and give them an online shopping experience
**-Users feel pressured or do not have enough time to pick the shoes they want
**-Delivery route may complicate times of delivery may not always be accurate or on time
-Investment cost is too high
-Logistic costs
**-Confusion of orders: Consumer may not receive what they ordered or too impatient if they want another pair of shoes the whole process would have to start again
-User is not free anyone at the time they signed up for delivery
1. Users may not get the customer experience we are expecting for them which is mostly to simplify their life and give them an online shopping experience
-Simplify app make it user friendly
-Have available comments from other users
**-Continuous testing of app based on user response and seeing what they are clicking on
-Observing user’s navigation within app
2. Confusion of orders, consumer may not receive what they ordered or too impatient if they want another pair of shoes the whole process would have to start again
-Build and maintain data-base of existing and loyal customers
3. User is not free anymore at the time they signed up for delivery
-App will give the option to change/edit times signed up for delivery up to 24hrs prior to delivery
4. Logistic costs
-Partner up with Shenfeng Shentong etc. to get fixed costs (controlling this with contracted prices).