3. Team Members
and Roles
Kate Perry
Research Co-Lead
Product Assistant
Service Lead
Sell Co-Lead
Deliver Co-Lead
Emma Joseph
Task Manager
Research Assistant
Product Lead
Sell Co-Lead
Sean Campbell
Project Manager
Research Co-Lead
Deliver Co-Lead
Product Assistant
Sell Assistant
3
4. Table of Contents4
Slide Title Page Number
Cover Page 1
Title Page 2
Team Members 3
Table of Contents 4 to 9
SELL 10
Executive Summary 11
Current WCA 12
Current WCA Narrative 13
Current VC 14
Current VC Narrative 15
WCA with Maya 16
WCA with Maya Narrative 17
VC with Maya 18
VC with Maya Narrative 19
Impact of Maya Smart Cart 20
Presentation 21
Current System 22
Current WCA 23
Current VC 24
Where We Fit In Market* 25
What's the Problem 26
Target Mission Statement 27
Identify Problem 28
Reasons for Problem 29
5. Table of Contents5
Market Potential: Customer Inquiry* 30
Solution: The Maya SmartCart 31
Solution 32
Product Layout Mockup* 33
Maya SmartCart Mockup: Customer Experience* 34
WCA with Maya 35
VC with Maya 36
How The Maya SmartCart Works 37
Feature Descriptions 38
Feature Map* 39
Impact of Maya Smart Cart 40
Value Added 41
Maya Impact on Store Hierarchy* 42
Cost 43
Financials: Total Costs 44
Plan to Deliver 45
Testing Strategy 46
Overall Distribution Channel Plan 47
Overall Distribution Channel Plan Narrative 48
Service: Jobs Related to the Maya SmartCart 49
Service: Jobs Flowchart* 50
Service: Jobs Narrative 51
End Presentation 52
RESEARCH 53
Research Summary 54
6. Table of Contents6
Current WCA 55
Current WCA Narrative 56
Current VC 57
Current VC Narrative 58
Current WCA with Maya 59
Current WCA with Maya Narrative 60
Current VC with Maya 61
Current VC with Maya Narrative 62
Defining the Notion and Product 63
Target Market for Product 64
Target Customer Profile 65
Brainstorming and Ideas 66
Senior Citizen Assistant 67
Hand-e Man 68
Security Guard 69
Maya SmartCart Shopping Assistant 70
Competitor 71
Assumptions* 72
Assumptions Terms* 73
Market Potential 74
Experience Sharing Graph 75
Incentive to Buy Graph 76
Customer Inquiry Graph 77
Market Potential Narrative 78
Constraints and Limitations 79
7. Table of Contents7
Asset Protection and Technology 80
Distribution Channel 81
Overall Distribution Plan 82
Overall Distribution Plan Narrative 83
Financials 84
Hardware Costs 85
Software Costs 86
Hardware and Software Narrative 87
Current Target Store Hierarchy 88
Current Target Store Hierarchy Narrative 89
Current Workforce Breakdown 90
Current Workforce Breakdown Narrative 91
Maya Impact on Store Hierarchy 92
Maya Impact on Store Hierarchy Narrative 93
Impact on Workforce 94
Impact on Workforce Narrative 95
Financials: Labor 96
Financials: Labor Narrative 97
Financials: Totals 98
Financials: Totals Narrative 99
PRODUCE 100
Production Summary 101
Product Mockups 102
Customer Experience Mockup* 103
Product Layout Mockup* 104
9. Table of Contents9
SERVICE 130
Service Summary 131
Service: Salary Positions Created 132
Service Jobs 133
Service Jobs Narrative 134
Maya SmartCart Technician 135
Inventory and Database Layout Technician 136
Data Analyst Team 137
Target Quick Response Task Force 138
Evaluation Plan for the Maya SmartCart Test 139
Ease of Repairs 140
Data Quality 141
Changes in Customer Behavior 142
Changes in Store Profits 143
REPOSITORY 144 to 149
Sources 150 to 155
11. Executive Summary
As part of Target’s Innovation Team, we recommend Target Corporation
implement the Maya SmartCart into its Super Target retail store in Charlotte, North
Carolina for testing. The application of the popular personal robot technology to
store shopping carts would introduce a groundbreaking and personalized customer
shopping experience, and also open the door to excellent observational research
opportunities for Target as shoppers utilize their Target REDcard to access full Maya
SmartCart capabilities.
As more modern shoppers transition to online stores, a strong focus on
customer service has become vital in today’s brick-and-mortar retail stores in order to
compete. However, with over 350,000 team members country-wide, it can be difficult
to standardize and streamline policies on customer service. With the exponential rise
in the reach of a single customer review, it is imperative that each customer receives
the same exceptional service as the next. Target needs a solution to systemize its
customer service in an innovative way that will differentiate itself from all competitors
across all modes of shopping. The Maya SmartCart will provide a shopping
experience tailored to the needs of each Target customer with features including, but
not limited to, store maps and guidance to products, personalized shopping lists,
suggested items for purchase, coupon offerings, and stronger incentives to use the
Target REDcard. Target benefits from the increased customer traffic and retention
as shoppers find that Target provides the most convenient shopping experience, and
also from the research capabilities Maya SmartCart offers. Instead of predicting
customer wants on point-of-sale, we can utilize camera and store GPS functions to
determine customer tastes on a point-of-preference basis. With the Maya SmartCart,
we can study customer decisions as they happen, where they happen, and the
results of those decisions.
With Maya SmartCart, Target Corporation will revolutionize the customer
service market by providing innovative service, while continuously researching exact
customer needs.
11
13. Overall WCA
Narrative for
Current Target
Goal: Provide positive customer experience through quality
products laid out in a simple, ergonomic format
Value: By providing positive customer service, Target will
increase customer satisfaction, leading to higher retention and
more positive reviews which makes them more appealing to
shoppers who value quality
Product: Customer Shopping Experience
Customer: Target Shoppers
Work Practices:
Research: Investigate Target’s typical shopper experience
and locate areas that can be improved upon.
Produce: Create an environment of quality that provides
positive customer experience.
Deliver: Supply quality brands for affordable prices in an
appealing layout.
Service: Preserve quality assurance through positive
employee interaction with customers.
Sell: Offer customer confidence in the Target brand through
quality products and service.
Technology: Cash registers, Barcode Scanner, Credit/Debit
Card Terminal, Product Price Checkers
Data: Payment Information, Product Inventory Information
People: Target Customers, Target Employees
13
15. Overall Value Chain
Narrative for
Current Target
Research:
Shopper Experience
Produce:
Quality Environment
Deliver:
Affordable Products by Quality Brands
Service:
Quality Assurance Through Employee
Interaction
Sell:
Customer Confidence
Value Added:
By providing positive customer service,
Target will increase customer
satisfaction, leading to higher retention
and more positive reviews which makes
them more appealing to shoppers who
value quality
15
17. WCA Narrative
for Target with Maya
Goal: Provide a personalized customer experience for
EVERY Target Customer as well as an incentive to use the
Target REDcard
Value: By using the Maya SmartCart, Target will ensure
customer satisfaction and promote their positive reputation
while simultaneously collecting key customer data that can
be used for Target’s Quick Response Task Force
Product: Maya SmartCart
Customer: Target Co.
Work Practices:
Research: Investigate Market Potential for an
Artificially Intelligent software that personalizes
customer experience.
Produce: Reinvent the shopping cart by integrating the
Maya operating system into the cart design.
Deliver: Provide 70 SmartCarts for testing in the
SuperTarget in Charlotte, NC.
Sell: Offer a positive, personalized customer
experience for any customer who decides to shop at
Target.
Service: Ensure that all Maya SmartCarts can provide
the complete intended experience for every customer.
Technology: Maya SmartCart, Zigbee Network, Target
REDcard scanner, 3D Camera
Data: Customer Decision making, Customer Tracking
Information, Product Inventory Information
People: Target Customers, Target Employees
17
19. Value Chain
Narrative with
Maya SmartCart
Research:
Market Potential
Produce:
Maya SmartCart
Deliver:
70 Maya SmartCarts to Charlotte, NC
Sell:
Customer Experience
Service:
Ensure Customer Experience
Value Added:
By using the Maya SmartCart, Target
will ensure customer satisfaction and
promote their positive reputation while
simultaneously collecting key
customer data that can be used for
Target’s Quick Response Task Force
19
20. Impact of
Maya SmartCart
Provides a personalized, positive
experience for each customer
Provides an incentive for customers to be
REDcard members
Rewards customer loyalty
Provides a new opportunity for customer
Data Acquisition
Allows Target to better predict customer
trends
Enables Target Quick Response Task
Force to understand what products
interest the customer that they may not
take with them to the register
20
27. Mission Statement
“Our mission is to make Target your
preferred shopping destination in all
channels by delivering outstanding value,
continuous innovation and
exceptional guest experiences by
consistently fulfilling our Expect More.
Pay Less.® brand promise.”
27
28. Problem
“exceptional guest experiences”
Problem: Target can’t ensure that EVERY
customer that walks through the door
receives positive, personalized customer
experience
28
29. Reasons for Problem
Employee may not be nearby at the right
time
Employee could be answering other
customer questions
Customer may not know what to ask
Customer may be anxious about asking
29
30. Market Potential:
Customer Inquiry
Figure 3
Customers were asked “What mode do you prefer to deal with
customer service based on the complexity of the problem?”
38% of people prefer to view company website when facing a
simple problem.
30
34. The Maya SmartCart:
Customer Experience
Mockup of customer’s view of Maya in an obtuse triangle
hardware piece in the cart, tilted towards the customer.
34
38. Feature
Descriptions
Software:
Grocery List
Map/ Store GPS
Suggestions/Specials
Maya Computer Network
Hardware:
Front and Forward facing camera
Items placed in the cart:
Suggest related items
Give Directions
Selective Listening Microphone
Allows dialogue with Maya interface
38
39. Feature Map
Information Gathering
Information Gathering
Welcome Page
Main Page In-depth GPS
Product Information Product Specials
Color Code Chart
Color Meaning
RED REDcard Member
BLUE General Guest
GREEN Both
39
41. Value Added
1. Provide Customer Service
Personalized
Readily Available
Organic
2. Incentive to be REDcard member
More Features
Even MORE Personalized
Special Savings
3. Data Acquisition
Eye Tracking
Products interested in but NOT
purchased
Cart Tracking
41
46. TestingStrategy
Best to test in North Carolina
SuperTarget: Charlotte, NC
200 Carts Total
Recycle 70 Carts (35%) into Maya
SmartCart
Distribution Center: Newton, NC
Bemis Manufacturing: Lenoir, NC
46
47. Overall Distribution
Channel Plan
Continuum
(Boston, MA)
RobotBase
(New York City, NY)
Bemis Manufacturing Company
(Lenoir, NC)
Regional Distribution Center
(Newton, NC)
Local Target Store
(Charlotte, NC)
Customer
47
48. Overall Distribution
Channel Narrative
Multi-Phase Plan: (4 Phases)
1. Prototyping:
Continuum
RobotBase
2. Recycling:
SuperTarget
Distribution Center
3. Assembly:
Continuum
RobotBase
Bemis Manufacturing
4. Redistribution
Bemis
Distribution Center
SuperTarget
48
51. Service Jobs Narrative
Inventory and Layout Database Technician:
Provides Maya SmartCart with merchandise
information
Maya SmartCart Technician:
Keeps Maya/Database functional allowing it to
acquire more Data
Data Analyst Team:
Sort Data from Maya Database
Target Quick Response Task Force:
Use Sorted Data to predict purchase patterns
51
54. Research Summary
Based on our research, we recommend that Target
Corporation partner with RobotBase, Continuum, and Bemis
Custom Plastics to integrate the Maya personal robot technology
into its shopping carts. The new Maya SmartCart will incorporate
the two most important aspects of Target’s Mission Statement:
Innovation and Customer Service. After our research, we have
found that over the years, the importance of customer service has
increased during the rise of online shopping. In order to keep a
competitive edge, it is important to continue to innovate and strive
to provide the best customer service available.
From our extensive research of companies, methods,
and materials, we determined that, from the design table to store
implementation, each cart will cost $6,679.83. True competition
for this product does not exist yet, as the Lowe’s OSHBot left
many features to be wanted after its test store implementation.
We examined both the successful and failed attributes, designer
narratives, and customer reviews in order to ensure that the Maya
SmartCart experience would exceed the robotic customer service
standards set by the OSHBot. Instead of focusing extensively on
competition, we built the bulk of our research base on customer
experience surveys, general Target Corporation information, cart
design and manufacture information, and information on
RobotBase’s Maya technology. Using all of this information, we
were able to determine exactly what customers want in their retail
service, and exactly how to provide them their ideal customer
experience. Research found in a secondary survey performed in
2011 showed that 78% of people have backed out on a sale
because of poor/lack of customer service. Our product ensures
that this will never be the case.
54
56. Overall WCA
Narrative for
Current Target
Goal: Provide positive customer experience through
quality products laid out in a simple, ergonomic format
Value: By providing positive customer service, Target will
increase customer satisfaction, leading to higher retention
and more positive reviews which makes them more
appealing to shoppers who value quality
Product: Customer Shopping Experience
Customer: Target Shoppers
Work Practices:
Research: Investigate Target’s typical shopper
experience and locate areas that can be improved
upon.
Produce: Create an environment of quality that
provides positive customer experience.
Deliver: Supply quality brands for affordable prices in
an appealing layout.
Service: Preserve quality assurance through positive
employee interaction with customers.
Sell: Offer customer confidence in the Target brand
through quality products and service.
Technology: Cash registers, Barcode Scanner,
Credit/Debit Card Terminal, Product Price Checkers
Data: Payment Information, Product Inventory Information
People: Target Customers, Target Employees
56
58. Overall Value Chain
Narrative for
Current Target
Research:
Shopper Experience
Produce:
Quality Environment
Deliver:
Affordable Products by Quality Brands
Service:
Quality Assurance Through Employee Interaction
Sell:
Customer Confidence
Value Added:
By providing positive customer service, Target will
increase customer satisfaction, leading to higher
retention and more positive reviews which makes them
more appealing to shoppers who value quality
58
60. WCA Narrative
for Target with Maya
Goal: Provide a personalized customer experience for
every Target Customer, as well as an incentive to use the
Target REDcard
Value: By using the Maya SmartCart, Target will ensure
customer satisfaction and promote their positive reputation
while simultaneously collecting key customer data that can
be used for Target’s Quick Response Task Force
Product: Maya SmartCart
Customer: Target Co.
Work Practices:
Research: Investigate Market Potential for an
Artificially Intelligent software that personalizes
customer experience.
Produce: Reinvent the shopping cart by integrating the
Maya operating system into the cart design.
Deliver: Provide 70 SmartCarts for testing in the
SuperTarget in Charlotte, NC.
Sell: Offer a positive, personalized customer
experience for any customer who decides to shop at
Target.
Service: Ensure that all Maya SmartCarts can provide
the complete intended experience for every customer.
Technology: Maya SmartCart, Zigbee Network, Target
REDcard scanner, 3D Camera
Data: Customer Decision making, Customer Tracking
Information, Product Inventory Information
People: Target Customers, Target Employees
60
62. Value Chain
Narrative with
Maya SmartCart
Research:
Market Potential
Produce:
Maya SmartCart
Deliver:
70 Maya SmartCarts to Charlotte, NC
Sell:
Customer Experience
Service:
Ensure Customer Experience
Value Added:
By using the Maya SmartCart, Target will ensure
customer satisfaction and promote their positive
reputation while simultaneously collecting key
customer data that can be used for Target’s Quick
Response Task Force
62
63. Defining the
Notion and Product
The Maya SmartCart is a perfect fit for Target Corporation due
to its extensive focus on innovation and the customer
experience. The Maya SmartCart design not only
accomplishes the goal of cutting-edge technology, but also
ensures a positive, personalized customer experience.
Customer: Target Corporation
Goal: Broaden Target Corporation’s customer base and
increase customer loyalty through personalized cutting-edge
technology.
Value: Sales and revenue increases as customer needs and
preferences are suggested and recorded. This creates a
revolutionary opportunity for customer research through more
personalized data acquisition known as “Point-of-Preference.”
Shopper: Target Customer
Goal: Streamline the shopping experience of Target shoppers
as their frequent purchases are recorded and suggested, while
increasing in accuracy as their trips to Target become more
common.
Value: Target becomes the preferred destination of every
Target customer due to convenience created through predicted
preferences generated as they walk in the door.
63
64. Target Market
for Product
The Maya SmartCart would most benefit a company that emphasizes
providing strong, personalized customer service and innovation.
Best Fit: Target Co.
Target is known for its innovative and fresh environment and
always strives to be on the cutting edge of technology. Target
would be the perfect company to incorporate Maya into retail
stores and ensure that every customer has a personalized, positive
experience at Target.
Target’s Mission Statement: “Our mission is to make Target your
preferred shopping destination in all channels by delivering
outstanding value, continuous innovation and exceptional guest
experiences by consistently fulfilling our Expect More. Pay Less.®
brand promise.”
Issue: Constantly trying to find a way to differentiate itself as the
company grows and maintains a unique image
The Shopping Experience: “We apply our design philosophy to
everything from our visually appealing building exteriors, to our
award-winning mobile app, to innovative tools and systems. It all
comes together to create a great guest experience.”
Competitor: Walmart
After researching Wal-Mart’s practices and missions, it was clear
that the Maya SmartCart would not be a good fit. Walmart is not
concerned with customer satisfaction or quality. Instead, their focus
is on low prices and making a profit on the margin. Walmart
customers accept this business model of a lesser-quality trade-off
because of the price.
64
65. Target Customer
Profile
Young Middle-class
Median Age of 40
Income of approx. $64,000
43% have children
57% completed college
Looking for a Positive Experience:
Convenient place to shop that is Fresh and
Innovative
65
67. Senior Citizen
Assistant
This application would provide care and
companionship for seniors that might have
previously needed to placed in assisted
living.
Pros:
Contact emergency services immediately
when necessary
Provides personalized companionship lacked
by most Seniors
Provides instantaneous contact with loved
ones, ensuring peace-of-mind and a closer
relationship
Cons:
Cost is more than most seniors can afford
Most likely not covered under health
insurance plan
Can not provide any physical care for
Seniors
67
68. Hand-e Man
This application allows people to perform any
fix-it-yourself or simple maintenance project
with the help of a detailed and visual guide.
Pros:
Provide a list of instructions allowing any
person to complete do-it-yourself projects
(i.e. Oil Changes, Household
Maintenance)
Use augmented reality to better instruct
how to complete tasks for specific
situation
Any person can add their own instruction
list
Cons:
Very difficult to account for every
personalized problem that may occur
High level maintenance required to
ensure that the instructions provided by
people are accurate and usable
68
69. Security Guard
The application replaces the need of companies to
have security personnel. It would also replace any
need of a central building desk clerk (directs where to
go for certain departments/people)
Pros:
Locate certain employees by GPS
trackers in name badges
Determine what situations are real
threats through emotion recognition
Use security cameras to monitor entire
building simultaneously
Cons:
Not able to physically stop any situation
that may occur
Possible
malfunctions/misunderstandings lead to
unnecessary police contacting
69
70. Maya SmartCart
Shopping Assistant
This application allows retail stores to provide
customized customer service to every
customer that walks through the door.
Pros:
Directs customer to specific products in
store based on dialogue with customer
Suggest items the customer would like
based on past purchases
Remind customer of specials on related
products
Provide Incentive to be a REDcard
member
Collect a completely new form of BIG
Data known as “Point of Preference”
Cons:
Expensive to have one for every
customer
Customer must be a REDcard Member
to get the full Maya SmartCart
Experience
70
71. Competitor
The Lowe’s OSHBot is the closest competitor
to the Maya SmartCart.
Pros:
First retail-based robot
Locates and directs customers to products
Ability to scan and identify products with camera
Mobile
Multi-language communication
Cons:
Can only handle one customer and product at a time
Needs to follow a script to communicate
Impersonal customer experience
Designed strictly as an “science-fiction innovation,”
not for customer service use
71
72. Assumptions
About Us:
We are an innovation Team Working for Target
We are communicating with Target Executives
Technology:
Maya Personal Robot technology is commonly
owned and used by households
RobotBase can handle our demand and will work
with us in design and manufacture
Duracell (Charging Mats) Technology has improved
to offer large PowerMats™ for multiple devices
Putting the wireless Charging Chip will be common
practice
actively doing research on technology and
getting customer feedback to get this product
made
Target has strong enough WiFi to support 30-35
Mayas in-Store
We are using an advanced version of the factory
microphone Maya already has
People are comfortable/familiar with the Maya
technology
Maya can communicate in multiple languages (we
are presenting the English Speaking Version)
72
73. Assumptions Terms
Maya SmartCart
Name of our product – combines Target shopping cart
and RobotBase’s Maya personal robot technology
“Point-of-Preference” (vs. Point-of-Sale)
Reference to the BIG Data acquisition capability of the
Maya SmartCart
Tracks Customer Route: Details what
departments are busiest at what time of
day/week/month/year
Tracks Customer Item Choice: Tracks what items
the customer applies interest to that may/may not
make it to the transaction at the register
This information will be compiled and used in Target’s
Quick Response Task Force
Target’s Quick Response Task Force
Group that identifies/predicts customer trends and
purchase patterns
73
75. Market Potential:
Experience Sharing
Customer Service studies conducted by American Express*:
Customers were asked “How often do you share your positive and negative
experiences with businesses with other people?”
“On average, they [customers] tell 15 people about their good experiences (up from
9 in 2011), and 24 people about their bad experiences (up from 16 in 2011)” (Figure
1.C)
*http://about.americanexpress.com/news/docs/2012x/axp_2012gcsb_us.pdf
Average # of
people they tell
15
9
Average # of
people they tell
24
16
Figure 1
75
76. Market Potential:
Incentive to Buy
Customers were asked “How much more would you be willing to
spend with a company that you believe provides excellent customer service?”
“Two thirds of consumers state that they are willing to spend more with
a company they believe provides excellent customer service, compared to a slightly higher
seven in ten in 2011 (66% in 2012; 70% in 2011)”
66% of shoppers are
willing to spend an
average of 13% more.
70% of shoppers are
willing to spend an
average of 13% more.
58% of shoppers are
willing to spend an
average of 9% more.
Figure 2
76
77. Market Potential:
Customer Inquiry
Customers were asked “What mode do you prefer to deal with customer
service based on the complexity of the problem?”
38% of people prefer to view company website when facing a simple problem.
Figure 3
0% 10% 20% 30% 40% 50%
Company website or email
Real' person on the phone
Automated response on the phone
Face-to-face
Online chat/Instant messaging
Text message
Social networking site
Difficult Inquiry
(such as making a complaint or disputing a charge)
77
78. Market Potential
Narrative
From these three studies conducted by American Express, it is clear
that customer service is a large part of the customer experience
as a whole.
Approximately 55% of Americans have backed out on a sale because of
poor/lack of customer service in 2012
[Figure 1] From 2011 to 2012, customers expressed that they were
likely to tell an average of 12 other people about a good
experience they have had with a company, and an average of 20
people about a poor experience. Looking at this data, companies
must work diligently to keep their customers satisfied and happy.
One bad experience may take several good experiences to
remedy.
[Figure 2] The importance consumers place on customer service
has greatly increased recently. From 2010 to 2012, the number of
consumers who say they would pay more for a business that
provides excellent customer service. Companies that emphasize
customer relations will likely see a correlation in revenues.
[Figure 3] For simple questions, customers indicated that they prefer
to use the internet to solve the issue with either the company
website or email. This is where the Maya SmartCart comes in.
The Maya technology makes problem solving much simpler for the
customer, as information can be found very quickly and
accurately.
78
80. Asset Protection
and Technology
Asset Protection:
Technology Weather Exposure: Flexible
display technology
Theft: Systec SmartStop
No batteries
Fully mechanical
Virtually maintenance-free
Gentle, no sudden braking
Technology:
Charging: Difficult to charge Maya because
securely positioned in cart
Resonant Wireless Charging= uses Magnetic
Resonance in floor to charge battery
Floor Material: Linoleum (durable,
environmentally safe, can be different
colors.) Charging area can be a different
color than the Target white walking areas
Network: Use in-store WiFi to create a network
for Maya to access the internet
80
82. Overall Distribution
Channel Plan
Continuum
(Boston, MA)
RobotBase
(New York City, NY)
Bemis Manufacturing Company
(Lenoir, NC)
Regional Distribution Center
(Newton, NC)
Local Target Store
(Charlotte, NC)
Customer
82
83. Overall Distribution
Channel Plan
Narrative
PHASE 1: Prototyping
RobotBase sends Continuum test designs of Maya to fit into the
shopping cart
Continuum integrates the Maya technology design with the
shopping cart, creating the Maya SmartCart
PHASE 2: Recycling
Charlotte, NC SuperTarget brick-and-mortar store sends carts to
Newton, NC Target Distribution Center
Newton, NC Target Distribution Center sends the carts they have
collected to Bemis Manufacturing Company in Lenoir, NC
PHASE 3: Assembly
Working with RobotBase, Continuum designs hardware prototype
for SmartCart with Maya network capabilities
RobotBase sends customized Maya software to Bemis
Manufacturing Company for installation
Continuum sends hardware prototype to Bemis Manufacturing
Company for production
PHASE 4: Redistribution
Bemis Manufacturing Company ships SmartCarts to Newton, NC
Target Distribution Center
Newton, NC Target Distribution Center allocates carts back to
Charlotte, NC brick-and-mortar store
Shoppers then use the upgraded “SmartCart” in-store
83
87. Financial Narrative
for Maya SmartCart:
Hardware and Software
In order to determine financial cost of the Maya SmartCart
for Target Corporation, we broke all costs into three sections:
hardware, software, and labor. In this way, we can easily see where
every expense comes from.
In Hardware and Software, we outlined the costs for
each individual SmartCart. Based off of the price of the original
personal-robot Maya design, we decided that our simpler hardware
design with a stronger focus on software would cost $995 per robot.
The protective plastic cover manufactured by Bemis would cost $30,
derived from the cost of the cart itself, which was also manufactured
by Bemis ($269.13 per cart).
• The Target carts will be recycled, so the base of the SmartCart
will be no cost.
• The Duracell PowerMat™ will cost $42.86 per cart to park and
charge while not in use.
• The in-store WiFi will need to be high quality, which will cost
$71.43 per cart per year.
87
89. Target Store
Hierarchy Narrative
Store Team Leader:
Every Target store is headed by a Store Team Leader. They are
responsible for overseeing – on average – 200 employees. Deals
directly with the 6 Executive Team Leaders
Executive Team Leader:
Every Target store department is headed by an Executive Team
Leader. They are responsible for either: Food, Sales Floor, Guest
Experience, Asset Protection, Human Resources, or Logistics. In
each of these departments, there are 30-60 members.
Team Leader:
Every facet of a Target store’s departments are headed by a
Team Leader. If they are in the Food Department, there will be a
Team Leader for Bakery, Produce, Deli, Starbucks, etc.
Specialist:
Specialists are in charge of Specified products in each section of
the Target store Department. They have a handful of Minimum
wage workers that they are responsible for.
Team Member:
Minimum wage workers that perform little decision making and
low-risk tasks like checking out customers, restocking shelves,
etc. Includes the Sales Floor Stocker and the Overnight
Stocker
89
90. Current Workforce
Breakdown
90
Job Title Number of
Workers
Hourly
Wage
Yearly Cost
(40 hr/wk)
Sales Floor 4 $10.62 $88,358.40
Stockers 10 $10.23 $212,222.40
Overnight
Stockers
13 $12.31 $332,862.40
Totals: 27 $33.16 $633,433.20
91. Current Workforce
Breakdown Narrative
We analyzed several in-store positions in SuperTarget and
determined the three categories of workers that will be
affected by the new Maya SmartCart:
Sales Floor Personnel
Sales Floor Stocker
Overnight Stocker
In order to analyze these effects, we first calculated the
current costs per year to employ one full shift team, which
is $633,433.20 for 40 hours a week.
Currently, a full shift team consists of:
4 Sales Floor Personnel: Paid average of $10.62/hour
10 Sales Floor Stockers: Paid average of $10.23/hour
13 Overnight Stockers: Paid average of $12.31/hour
91
93. Maya Impact on
Hierarchy Narrative
Maya: Maya has the capability to replace all of the
Sales Floor Team Members
Inventory and Layout Database Technician
Change of title of existing Sales Floor Stocker
Team Member
In charge of recording all products and their
locations into the Maya Database, to be updated
and checked daily
Estimated wage: $12.31 per hour
NEW Position: Maya would require the creation of two
new Jobs:
Maya SmartCart Technician
In charge of training other employees on Maya
handling, takes care of minor IT and software
issues, regularly inspects hardware for
problems
Requires two technicians per store
Estimated wage: $20.60 per hour
93
94. Maya’s Impact on
Workforce
94
Job Title Number of
Workers
Hourly
Wage
Yearly Cost
(40 hr/wk)
Sales Floor 0 $10.62 $0
Inventory and
Database
Layout
Technician
8 $10.23 $170,227.20
Overnight
Stockers
9 $12.31 $230,443.20
Maya
Technician
2 $20.60 $120,000.00
Totals: 19 $53.76 $520,670.40
95. Maya’s Impact on
Workforce Narrative
After the introduction of the Maya SmartCart, we
expect the need for human-based customer service on the
sales floor to decrease significantly as the SmartCart
effectively aids customers in simple product
inquiries. Because the Maya SmartCart can handle
customers on its own, shoppers will not need to stop Sales
Floor Stockers (now Inventory and Database Layout
Technicians) to ask for directions or information on
products. While this distraction is outsourced to the
SmartCart technology, we predict that the productivity of
Inventory and Database Layout Technician will
increase. With increased production during the day, there
will be less of a workload for Overnight Stockers to catch
up on between store operation hours.
With this in mind, we determined that we would
be able to cut out the Sales Floor Personnel position
completely, decrease the number of Inventory and
Database Layout Technicians by 20%, and decrease the
number of Overnight Stockers by nearly 31%. Based on
the same 40 hour work week and hourly wages, the new
cost for these positions would be $400,700.20. The
introduction still requires the creation of two new Maya
SmartCart Technician positions per shift. We suggest that
the wage of this position should be $20.60 per hour, which
will mean a yearly salary of $60,000. This makes the final
labor cost of one 40-hour in-store shift team $520,700.20,
which saves Target Corporation $112,733 annually.
95
97. Financial Narrative
for Maya SmartCart:
Labor
The final category of costs is Labor, in which we detailed out
costs of manufacture, design, and distribution. RobotBase will need to
reconfigure the hardware design and install new software to work for
Target’s needs. We estimate that this cost will be $20,000 altogether.
Continuum will design the plastic protective container to attach the Maya
robot to the shopping cart. We project that the cost of this design will be
$15,000. The final manufacture and installation of the Maya hardware
will be performed by Bemis Manufacturing, which we estimate will cost
$30,000. We calculated shipping costs based on the type of truck, gas
prices, and miles traveled. For this shipment, we are utilizing a Target
semi-truck to control costs. The merchandise will travel 637.48 miles.
With the average gas mileage of 7 miles per gallon, and gas prices at an
estimated $3.00 per gallon, we calculated the total gas cost to be
$329.72. The driver will be paid $0.40 per mile driven, which was
calculated a $307.76. This brings the total shipping costs to $638.48.
Other labor costs will include paid employment at the Super
Target store. Two Maya SmartCart Technician positions will be filled
with $60,000 salaries (averaging to be roughly $20.60 per hour). A
second role will also be created called Inventory and Layout Database
Technician, and will be filled by five employees. The salary will be
$40,040 per year (averaging to $19.25 per hour). The total employment
cost added with Maya is $520,670.
For the first year of Maya implementation, the total costs will
be $586,307.88. Annual cost of 70 Maya robots after year one is
projected to be $520,670, which is $112,763.20 less than current labor
costs.
97
99. Financials:
Maya SmartCart
Totals Narrative
In order to easily visualize the cost of a single Maya
SmartCart, we divided software, hardware, and labor total
costs between:
70 Maya SmartCarts: $467,587.90
Individual Maya SmartCart: $8,577.44
For a single Maya SmartCart:
Software = $771.43
Hardware = $367.86.
Labor =$7,438.15
99
101. Production
Summary
We recommend that Target produce the Maya
SmartCart to ensure personalized customer service for every
customer. The integration of RobotBase’s Maya technology with
Continuum’s already innovative Target shopping cart will create a
brand new avenue in retail.
The manufacture of the Maya SmartCarts will be a joint-
effort between several companies. RobotBase will provide the
redesigned Maya Robot and include adjustments to fit Target
Corporation’s customer service needs. Continuum was chosen to
design the plastic cover used to protect the Maya user interface
because it created the original Target shopping carts in 2006. We
believe that this will make the attachment fluid and appealing to the
shopper’s eye. Bemis Manufacturing was also involved in the
production of the original shopping cart, so in order to continue the
original styling, we decided to work with the same company again.
The Maya SmartCart’s user interface begins with a
universal Welcome Page prompting the customer to scan his or her
REDcard. If they scan their REDcard and have a membership with
Target Co., their transaction history can be used to offer immediate
suggestions like frequently purchased items. It also can provide
more extensive suggestions and special deals for products that fit
the specific customer’s preferences. If the customer walking in does
not have a membership, they will not receive as personalized of an
experience because Maya will have to learn as they shop. However,
the Maya SmartCart can still provide product location and most
efficient route creation for that specific customer’s needs.
101
103. The Maya SmartCart:
Customer Experience
Mockup of customer’s view of Maya in an obtuse triangle
hardware piece in the cart, tilted towards the customer.
103
105. Product
Layout
Narrative
Maya Screen Display:
Interface used for Maya to interact with customer
Bemis Plastic Cover:
Structure made to support and protect the Maya
Screen Display as well as support/protect the
Duracell battery and charging chip
Duracell battery and charging chip
Positioned inside the Bemis Plastic Display
Used to power the Maya Screen Display
Duracell charging chip is charged through the
Duracell PowerMat™
105
106. Feature Map
Information Gathering
Information Gathering
Welcome Page
Main Page In-depth GPS
Product Information Product Specials
Color Code Chart
Color Meaning
RED REDcard Member
BLUE General Guest
GREEN Both
106
107. Feature Map
Narrative
Welcome Page:
REDcard member- swipes their REDcard
Guest (No REDcard)- generic experience
Information Gathering Page:
REDcard member- uploads online account of past
transactions to make suggestions/reminders
Guest- Maya asks many questions to assist the customer;
learns from every answer
Main Display page:
REDcard member- displays all basic information like: item
list, overall store map, and Maya avatar
Access a full screen map of store with Maya leading
customer to next product via GPS
Guest- displays all basic information like: item list, overall
store map, and Maya avatar
Access a full screen map of store with Maya leading
customer to next product via GPS
Product Specials page:
REDcard member- displays suggested deals related to the
current product and cross-referenced with customer
transaction history
Guest- displays general store deals and some deals
related to the product the customer is searching for
107
108. Feature
Descriptions
Software:
Grocery List
Map/ Store GPS
Suggestions/Specials
Maya Computer Network
Hardware:
Front and Forward facing camera
Items placed in the cart:
Suggest related items
Give Directions
Selective Listening Microphone
Allows dialogue with Maya interface
108
111. Mockups:
REDcard
Information Gathering
Page
If the customer showed Maya their Target
REDcard then she would bring up past purchases
and questions so that the customer’s transaction
history can be brought up and used to provide
personalized suggestions each time they visit the
store.
111
113. Mockups:
Guest/REDcard
GPS Map
While traveling toward the product Maya herself
can disappear and enlarge the map and
suggested route.
The arrow next to the map shows real time
direction.
113
114. Mockups:
Guest/REDcard
Product Information
Maya uses her catalog of Target products to
provide the customer with more information about
Hebrew National’s hotdogs by bringing up their
website.
114
117. Delivery
Summary
We recommend that Target Co. test the Maya SmartCart in
the Super Target in Charlotte, North Carolina to ease shipping
constraints. We also recommend that Target take advantage
of the carts already in use in stores. Instead of manufacturing
new Maya SmartCarts, recycling a percentage of the present
shopping carts will be far more efficient and cost effective.
The Maya SmartCart is a completely new concept. However,
its incorporation of Maya technology to the shopping cart
requires very little modification to the already existing cart. The
Maya SmartCart revolutionizes the shopping cart while making
almost no substantial structural changes to cart space, folding
capability, or ease of transport.
The plan for producing the Maya SmartCart is to use the
Super Target in Charlotte, NC to test the product. Production
is split into four phases. Phase one involves developing and
designing the SmartCart which will be done between
Continuum and RobotBase. Phase two involves sending 70
(35%) of the Super Target shopping carts to be recycled into
the SmartCart by Bemis Manufacturing in Lenoire, NC. Phase
three is the assembly of the shopping carts and the Maya
interface. Finally, phase four is the redistribution of the Maya
SmartCart from Bemis back to the customers in the Super
Target in Charlotte, NC.
117
119. Overall Distribution
Channel Narrative
PHASE 1: Prototyping
RobotBase sends Continuum test designs of Maya to
fit into the shopping cart
Continuum integrates the Maya technology design with
the shopping cart, creating the Maya SmartCart
PHASE 2: Recycling
Charlotte, NC SuperTarget brick-and-mortar store
sends carts to Newton, NC Target Distribution Center
Newton, NC Target Distribution Center sends the carts
they have collected to Bemis Manufacturing Company
in Lenoir, NC
PHASE 3: Assembly
Working with RobotBase, Continuum designs
hardware prototype for SmartCart with Maya network
capabilities
RobotBase sends customized Maya software to Bemis
Manufacturing Company for installation
Continuum sends hardware prototype to Bemis
Manufacturing Company for production
PHASE 4: Redistribution
Bemis Manufacturing Company ships SmartCarts to
Newton, NC Target Distribution Center
Newton, NC Target Distribution Center allocates carts
back to Charlotte, NC brick-and-mortar store
Shoppers then use the upgraded “SmartCart” in-store
119
121. PHASE 1:
Prototyping
Narrative
RobotBase sends Continuum test designs of
Maya to fit into the shopping cart
Working with RobotBase software, Continuum
designs hardware prototype for SmartCart
with Maya network capabilities
121
123. PHASE 2: Recycling
Narrative
Charlotte, North Carolina SuperTarget brick-and-
mortar store sends 70 carts (35% of store stock)
to Newton, North Carolina Target Distribution
Center
Newton, NC Target Distribution Center ships
collected carts to Bemis Manufacturing Company
in Lenoir, NC to be fit with Maya SmartCart
technology
Upon arrival at Bemis Manufacturing Co. they will
assume responsibility for storing the carts
123
125. PHASE 3: Assembly
Narrative
RobotBase sends customized Maya to Bemis
Manufacturing Company for installation
Continuum sends hardware prototype to Bemis
Manufacturing Company for production
During assembly of the Maya SmartCart, Bemis
Manufacturing Co. takes on full responsibility for
storing both old shopping carts and the recycled
Maya SmartCart
125
127. PHASE 4:
Redistribution
Narrative
Bemis Manufacturing Company ships SmartCarts
to Newton, NC Target Distribution Center
Newton, NC Target Distribution Center allocates
carts back to Charlotte, NC brick-and-mortar
store
The Charlotte, NC SuperTarget now assumes the
responsibility of warehousing the new Maya
SmartCarts with their current shopping carts
Shoppers use the upgraded “SmartCart” in-store
127
129. Supply Chain
Narrative
Raw Materials
Collection and purchase of raw materials by RobotBase
and Bemis
Continued shipping schedules of RobotBase and Bemis
Manufacture
RobotBase and Bemis receive raw materials and carts
from Target Distribution
From raw materials, RobotBase manufactures the Maya
hardware component
From raw materials and RobotBase hardware, Bemis
manufactures the plastic casing of the Maya hardware
and installs both components into the SmartCart
Supplier
Target Distribution receives completed SmartCarts from
Bemis
Target Distribution organizes SmartCarts to be shipped,
and delivers product to shipping department
Distributor
Target semi-truck receives SmartCarts and packs
product to ship
Customer
Super Target of Charlotte, NC retail store receives
shipment of Maya SmartCarts
129
131. Service Summary
The Maya SmartCart and its Network will be serviced by two
types of in-store technicians: the Maya SmartCart Technician, and the
Inventory and Layout Database Technician. The Maya SmartCart
Technician is in charge of training other employees on Maya handling,
takes care of minor IT and software issues, and regularly inspects
hardware for problems. The Inventory and Layout Database Technician
is in charge of digital stock, meaning all data-entry in the Maya Network.
This includes the recording of all in-store merchandise, locations,
coupons, and specials information in the Maya Database.
Two teams at Target Corporation offices will handle all data
collected by the Maya SmartCarts. The Data Analyst Team will
receive and interpret data to determine and predict trends in customer
preferences, in-store movement, and purchased and non-purchased
items. The analysis will be sent to the Target Quick Response Task
Force, who will then use the information to update and streamline
current Maya SmartCart functions, marketing, and handling. The will
also determine how to provide a better store experience based on the
customer behavior as recorded by Maya.
After one year of Maya SmartCart implementation, the Data
Analyst Team and the Target Quick Response Task Force will be
responsible for analyzing overall data before and after the application.
They will be the teams to determine if the project was a success and
should continue to be invested in and potentially expanded, or if the
project was a failure and requires either major structural revision to the
program or should be terminated.
131
132. Service Salary
Positions Created
Maya: Maya has the capability to replace
many of the Minimum Wage Team Members
in each department, particularly in Guest
Services
NEW Jobs Created: Maya would require
the creation of two new Jobs:
Maya SmartCart Technician
In charge of training other employees
on Maya handling, takes care of minor
IT and software issues, regularly
inspects hardware for problems
Requires two technicians per store
Estimated wage: $31.25 per hour
Inventory and Layout Database
Technician
In charge of recording all products
and their locations into the Maya
Database, to be updated and checked
daily
Requires five technicians per store
Estimated wage: $19.25 per hour
132
134. Service Jobs Narrative
Inventory and Layout Database Technician:
Receives updated inventory information
determined by Target Quick Response Task
Force
Provides Maya SmartCart with merchandise
information
Allows SmartCart the opportunity to collect
customer Data
Maya SmartCart Technician:
Keeps Maya functional allowing it to acquire
more Data
Services Maya Database containing all Data
collected
Data Analyst Team:
Extract and sort data from the Maya Database
Target Quick Response Task Force:
Uses information provided by Data Analysts to
determine products to restock
134
135. Maya SmartCart
Technician
Day-to-Day operations of the Maya User
Interface
Damages (Hardware)
Broken Screens
Broken Bemis Plastic Cover
Water/weather damages
Regular Cart damages
Software Updates for Maya user Interface
Malfunctions
Upgrades
Service to Maya Network
Liaison between Target Co. and RobotBase
135
136. Inventory and Layout
Database Technician
Daily update merchandise information
Inventory restocking
Product location information
Specials/Deals on certain products
Update the Maya Network with merchandise
information
136
137. Data Analyst Team
Acquire and Sort BIG Data collected from each
Maya SmartCart
Sorted data:
Customer in-store tracking information
Non-purchased product information
137
138. Target Quick
Response Task Force
Determine and predict product trends and
customer purchasing patterns
Influence Seasonal product patterns
Influence product pricing for specific times of
day/week/month/year
Influence innovative product ideas
Annually evaluate Data information provided Use
information to perform a Cost/Benefit Analysis
138
139. Evaluation Plan
for the Maya
SmartCart Test
One year after the implementation of the Maya
technology, the Data Analyst Team and the Target
Quick Response Task Force will use information
gathered from Maya SmartCarts themselves,
along with customer and employee surveys, to
determine if the SmartCart initiative was a
success or a failure. Evaluation criteria will
include:
Ease of Repairs
Data Quality
Changes in Customer Behavior
Changes in Store Profits
139
140. Ease of Repairs
Common repair needs – is it worth it to improve
upon? Can repairs be made to multiple
SmartCarts at once?
Ease of working with RobotBase, Continuum, and
Bemis to fix issues and/or expand program
Maya SmartCart Technician trainability (can they
handle repair demand?)
What improvements must be made to the product
or system to continue the program?
Customer handling
Data collection
Hardware needs
140
141. Data Quality
Can Target Corporation learn something from
this?
GPS tracking (time spent, area in store)
Items picked up, where they were picked up, if
they were put down, did another item replace
it?
Study customer preferences and find
correlations with items, prices, locations,
and designs
141
142. Changes in
Customer Behavior
Did the retail store notice an increase in traffic?
How much?
Did the retail store notice an increase in sales?
How much?
Were these sales smaller or larger ticket
items?
How is the customer perception of Target
different?
142
143. Changes in
Store Profits
Seen as more innovative or convenient?
Did the cost of Maya SmartCarts outweigh the
benefits of integration?
Within the near future, will the Maya SmartCart
costs outweigh benefits?
143
146. Distribution
Channel # 1 Narrative
Step 1: Production
RobotBase supplies the Custom Designed Maya that
fits into the Target SmartCart
Continuum supplies the new Custom Designed Maya
friendly shopping cart called SmartCart
Step 2: Assembly
RobotBase sends Custom Maya to a TARGET
installation center to be assembled
Continuum sends Custom SmartCart to TARGET
installation center to be assembled
Step 3: Distribution
Assembled SmartCart and Maya Shipped to Regional
Distribution Centers
SmartCart and Maya shipped from Regional
Distribution Centers to local Brick and Mortar stores
Step 4: Product to Consumer
Shopping carts replaced by SmartCart and Customers
now use them for Shopping experience
146
148. Distribution
Channel #2 Narrative
Step 1: Production
RobotBase creates the Custom Designed Maya that
fits into the Target “SmartCart” and ships it to
Continuum
Continuum creates the new Custom Designed
“Maya-friendly” shopping cart called “SmartCart”
Step 2: Assembly
Continuum assembles the Custom Designed Maya
and the Custom “SmartCart”
Step 3: Distribution
Assembled “SmartCart” and Maya Shipped to
Regional Distribution Centers
“SmartCart” and Maya shipped from Regional
Distribution Centers to local Brick and Mortar stores
Step 4: Product to Consumer
Shopping carts replaced by “SmartCart” and
Customers now use them for Shopping experience
148
