This document provides a summary of different store types and observations about their environments, personnel, products, and customers. It notes that insights can provide hidden opportunities and then lists various factors about organic food stores, extreme sports stores, markets, electronics stores, banks, and clothes stores.
The document provides details from observations of 5 different food establishments:
1) McDonald's - The store had an international marketing standard and distinctive smell that drew customers inside.
2) Nittaya-Kai-Yang Thai restaurant - The small door and logo made the restaurant seem focused on local Thai food like papaya salad.
3) Black Canyon restaurant - The small, country-style interior gave an impression of premium products.
4) Amezon Café - The shop emphasized a natural concept with its green design and lack of distinctive smells.
5) Krua Ton Shai restaurant - The outdoor-style setting and local logo exposed the restaurant's local focus, though cleanliness
O documento descreve o método INNOVATRIX para inovação empresarial, que fornece ferramentas para gerar novas ofertas de mercado e liberar valor preso nas operações existentes. O método é dividido em INNOVATRIX básico, focado em novas oportunidades, e INNOVATRIX avançado, que usa técnicas quantitativas para aprimorar as operações. O objetivo é gerar dinheiro novo para a empresa por meio da inovação contínua.
O documento discute a importância da gestão da inovação para as empresas. Aborda os conceitos de inovação, os motivos para inovar, os modelos de gestão da inovação e os desafios no processo, como a aversão a riscos e a falta de financiamento. Conclui que a gestão da inovação envolve processos organizacionais para transformar ideias em soluções de forma sustentada, diferentemente de apenas ocasionais "lampejos" de inovação.
Introdução à TRIZ (Teoria da Solução Inventiva de Problemas)Marco de Carvalho
O documento apresenta uma introdução à TRIZ (Teoria da Solução Inventiva de Problemas), desenvolvida na Rússia na década de 1950. A TRIZ fornece ferramentas para identificar e resolver contradições em problemas, a fim de gerar soluções inventivas. O documento descreve conceitos-chave da TRIZ como idealidade, recursos, funcionalidade e contradições, além de apresentar exemplos de aplicação da metodologia.
Este documento discute a natureza da inovação. Afirma que (1) a maioria das inovações derivam de combinações de ideias existentes ao resolver contradições, e não de ideias totalmente originais; (2) inovação deve gerar dinheiro novo através de quebras no modelo existente, e não apenas ser novidade; (3) inovação pode ser sistematizada ao invés de depender apenas de gênios isolados.
O documento discute a inovação e o método Innovatrix. Apresenta definições de inovação e as diferenças entre invenção e inovação. Também descreve os tipos e modos de inovação e características da inovação. Por fim, amplia o método Innovatrix propondo novas etapas como mapear contradições e vantagens e desenvolver novas ferramentas.
Este documento apresenta o plano de ensino para a disciplina de Gestão da Inovação no primeiro semestre de 2014, ministrada pelo professor Romulo Decussatti. O plano detalha os objetivos da disciplina, as atividades avaliativas, o cronograma de aulas e as dicas do professor para os alunos se darem bem no curso.
O documento discute modelos e processos de inovação em empresas, incluindo o modelo A-F que descreve as etapas de ativação, instrumentação, invenção e implementação. Também aborda a importância de uma cultura criativa, planejamento estratégico para inovação e métricas para medir o desempenho em inovação.
The document provides details from observations of 5 different food establishments:
1) McDonald's - The store had an international marketing standard and distinctive smell that drew customers inside.
2) Nittaya-Kai-Yang Thai restaurant - The small door and logo made the restaurant seem focused on local Thai food like papaya salad.
3) Black Canyon restaurant - The small, country-style interior gave an impression of premium products.
4) Amezon Café - The shop emphasized a natural concept with its green design and lack of distinctive smells.
5) Krua Ton Shai restaurant - The outdoor-style setting and local logo exposed the restaurant's local focus, though cleanliness
O documento descreve o método INNOVATRIX para inovação empresarial, que fornece ferramentas para gerar novas ofertas de mercado e liberar valor preso nas operações existentes. O método é dividido em INNOVATRIX básico, focado em novas oportunidades, e INNOVATRIX avançado, que usa técnicas quantitativas para aprimorar as operações. O objetivo é gerar dinheiro novo para a empresa por meio da inovação contínua.
O documento discute a importância da gestão da inovação para as empresas. Aborda os conceitos de inovação, os motivos para inovar, os modelos de gestão da inovação e os desafios no processo, como a aversão a riscos e a falta de financiamento. Conclui que a gestão da inovação envolve processos organizacionais para transformar ideias em soluções de forma sustentada, diferentemente de apenas ocasionais "lampejos" de inovação.
Introdução à TRIZ (Teoria da Solução Inventiva de Problemas)Marco de Carvalho
O documento apresenta uma introdução à TRIZ (Teoria da Solução Inventiva de Problemas), desenvolvida na Rússia na década de 1950. A TRIZ fornece ferramentas para identificar e resolver contradições em problemas, a fim de gerar soluções inventivas. O documento descreve conceitos-chave da TRIZ como idealidade, recursos, funcionalidade e contradições, além de apresentar exemplos de aplicação da metodologia.
Este documento discute a natureza da inovação. Afirma que (1) a maioria das inovações derivam de combinações de ideias existentes ao resolver contradições, e não de ideias totalmente originais; (2) inovação deve gerar dinheiro novo através de quebras no modelo existente, e não apenas ser novidade; (3) inovação pode ser sistematizada ao invés de depender apenas de gênios isolados.
O documento discute a inovação e o método Innovatrix. Apresenta definições de inovação e as diferenças entre invenção e inovação. Também descreve os tipos e modos de inovação e características da inovação. Por fim, amplia o método Innovatrix propondo novas etapas como mapear contradições e vantagens e desenvolver novas ferramentas.
Este documento apresenta o plano de ensino para a disciplina de Gestão da Inovação no primeiro semestre de 2014, ministrada pelo professor Romulo Decussatti. O plano detalha os objetivos da disciplina, as atividades avaliativas, o cronograma de aulas e as dicas do professor para os alunos se darem bem no curso.
O documento discute modelos e processos de inovação em empresas, incluindo o modelo A-F que descreve as etapas de ativação, instrumentação, invenção e implementação. Também aborda a importância de uma cultura criativa, planejamento estratégico para inovação e métricas para medir o desempenho em inovação.
Este documento apresenta os conceitos e ferramentas de gestão da inovação de acordo com a visão da Innoscience Consultoria de Gestão da Inovação. Apresenta que a inovação deve ser vista como um processo gerenciado e contínuo que exige criatividade e a participação de todos. Também discute que a inovação requer abordagens distintas em relação a erros e projetos.
O documento discute os conceitos de invenção, descoberta e inovação. Explica que uma descoberta é algo que já existia antes, embora desconhecido, enquanto uma invenção é algo novo que não existia antes. A inovação ocorre quando uma invenção é introduzida com sucesso no mercado. O documento também discute os diferentes níveis de inovação e a curva em S que descreve o ciclo de vida de uma inovação.
Módulo 3 da disciplina de inovação e criatividade: Por que as empresas precisam de processos; Etapas, papeis e responsabilidades no processo de inovação; Desenhando o processo de inovação
O documento discute gestão da criatividade e inovação nas empresas. Aborda técnicas para explorar o potencial criativo dos colaboradores, fatores que incentivam a criatividade e a inovação, e o papel do líder nesse processo. Também apresenta declínio natural da criatividade com a idade e formas de reverter essa tendência.
O documento apresenta 5 técnicas para geração de ideias: brainstorming, brain writing, scamper, mapa mental e seis chapéus. O brainwriting incentiva a combinação de ideias sem influências, podendo gerar 108 ideias. O scamper melhora ideias existentes através de substituição, combinação, adaptação e outras estratégias. O mapa mental auxilia na visão geral de um assunto de forma não linear. E os seis chapéus geram novas perspectivas limitando o tempo de cada abordagem.
O que é criatividade (aula MBA 2010) @daniel_eggerDaniel Egger
A música "They All Laughed" descreve como muitas ideias inovadoras foram ridicularizadas no passado, mas acabaram se tornando bem-sucedidas. A letra menciona como Christopher Columbus, Thomas Edison, os irmãos Wright e outros foram criticados por suas ideias, mas no final acabaram tendo sucesso e provando os críticos errados.
Este documento fornece uma introdução à criatividade, discutindo sua definição, importância e mitos. Explica que a criatividade é a habilidade de gerar ideias originais e úteis para resolver problemas do dia-a-dia. Também discute ferramentas de criatividade como brainstorming e mind maps, e como a criatividade pode ser bloqueada ao longo da vida, mas esses bloqueios podem ser removidos.
This document provides an overview of the Theory of Inventive Problem Solving (TRIZ), a methodology for scientific and engineering problem solving. It was developed by Soviet engineer Genrich Altshuller based on an analysis of hundreds of thousands of patents. TRIZ uses a structured, logical approach rather than intuition to find solutions. The methodology involves defining problems in terms of contradictions, searching a database of previously solved problems and their solutions, and adapting those solutions to the specific problem. Key aspects of TRIZ include 39 engineering parameters that can cause conflicts and 40 inventive principles that provide hints for highly inventive solutions. The document provides an example of applying TRIZ to solve the problem of making beverage can walls thinner to reduce
O documento discute criatividade e inovação. Ele estabelece conceitos-chave como criatividade, ideia e inovação, e explica que a criatividade é uma capacidade enquanto a inovação é um processo. Também descreve fatores que afetam a criatividade como inteligência, personalidade e motivação, e técnicas para estimular a criatividade como brainstorming, analogias e alteração de perspectiva.
Attention please observations at storesrkyadavthdc
The document describes observations made about the environment, personnel, products, and customers at 5 different clothing stores: Numero Uno, Denizen, Duke, Flying Machine, and Peter England. Key aspects noted include the stores' lighting, music, displays, salesperson interactions, product arrangements, and typical customer demographics. Overall, the stores aimed to create a welcoming, upscale atmosphere through their design elements and staff in order to encourage potential customers to browse and make purchases.
Store 1 has a crowded layout with merchandise arranged by function. Customers stay for about half an hour but there is no interaction from employees.
Store 2 draws customers in with a front promotion and attractive tiles. Items are arranged by color and some sofas allow customers to rest. Employees make immediate contact and customers browse for 20-30 minutes.
Store 3 organizes merchandise by usage but coats are in a hard-to-reach location. Impulse items are near the register and bright lighting creates a comfortable environment for 15 minute customer visits.
Store 4 has a dark and crowded interior that is difficult to see in. Pictures on the walls give a feeling of entering someone else's home and short customer visits of
After analyzing various stores, the author considers new ideas for improving each store. For the book store, the author suggests offering deals during peak periods to spread demand throughout the year and adding children's activities. For the electricity store, the author proposes improving the corporate image and introducing more eco-friendly products. Other stores could benefit from special offers, celebrations, loyalty programs, and showcasing new products to attract customers.
The document provides details about the environment, personnel, products, and customers of 6 different stores - Challenger, Daiso, Celeste, Fairprice, Sarang, and Popular bookstore. It describes factors such as the store entrance, lighting, noise level, cleanliness, and whether customers appear focused on a mission or just browsing. Most stores seem to aim for a bright, welcoming environment with helpful salespeople and a variety of reasonably priced products that most customers purchase something from.
The document provides a summary of the author's observations from visiting six stores in Oxford, Mississippi. The author conducted the observations on a mid-week day at store opening time. The observations covered aspects of the stores' exteriors, interiors, products, personnel, customers, and other notable details. Key insights included the importance of location for the high-end stores around the town square. The author also learned how the independent book stores competed successfully with chain stores and online retailers by offering unique experiences like author events, readings, and clubs.
The document provides a summary of the author's observations from visiting six stores in Oxford, Mississippi. The author conducted the observations on a mid-week day at store opening time. The observations covered aspects of the stores' exteriors, interiors, products, personnel, customers, and other notable details. Key findings included the historic nature of the town and buildings dating back to the post-Civil War era, the curated and unique experiences each book store offered to compete with chains and online retailers, and the high property values and costs of doing business around the town square. The author concluded it was an interesting creative exercise that demonstrated the importance of location and providing distinctive experiences.
The document provides observations from visits to Forever 21 and Reebok Juniors stores. Key points include:
- Forever 21 had a huge, attractive facade but was overcrowded inside with merchandise, loud music was needed, and staff did not actively engage customers. Reebok Juniors had bright lighting that drew customers in.
- Opportunities for Forever 21 included adding music, reducing crowding, assisting customers, and improving staff engagement.
- Details on store layouts, product placement, customer demographics and behaviors were observed and noted.
The store environment lacked excitement and sensory stimulation. It had dull lighting, no music, and an unpleasant smell. Display fixtures and signage did not emphasize or highlight products effectively. Some products were placed in hard to access locations. Overall, the store felt overly plain and did not engage customers on an emotional level.
The departmental store provides a pleasant shopping environment with well-lit displays, classical music, and knowledgeable staff who engage customers immediately. Products are arranged logically throughout the large store by function and price. Most customers spend 45 minutes browsing and many purchase items. The store offers a wide range of high-quality products that create a satisfying shopping experience.
The butcher shop entrance hung raw meat and had a cold, cramped interior with poor hygiene. Customers spent only 20 minutes on missions to purchase meat, not browsing. The owner needed to improve conditions and product presentation.
The flower shop had a pleasant fragrance and beautiful displays but high-priced flowers. Customers browsed for 10-30 minutes
This document summarizes observations from visits to various stores including Mimi's Cafe, Eggs & Things, TJ Maxx, Target, Petco, and Staples. Key details noted include signage, environment, noise levels, lighting, smells, and cash register locations. Common themes across stores included tile floors that felt noisy, bright lighting with an industrial feel, low or medium noise levels, and cash registers located in front. Differences among stores included color schemes, ceiling heights, smells, and levels of merchandise crowding.
This document provides observations from visits to several stores. In 3 sentences:
The observations note details about the stores' exteriors, interiors, products, employees, customers and more. Details include color schemes, lighting, noise levels, product placement, employee uniforms, customer demographics and more. The goal is to understand how the store environment influences customers and their shopping experiences.
Six shops in Seville's Soho Benita neighborhood were observed. The shops drew customers in with colorful facades, signage, and open doors or windows. Inside, the environments were warm, elegant, and comfortable with high ceilings, pleasant lighting and scents. Young salespeople greeted customers and encouraged browsing the well-arranged products. Art exhibitions enhanced the shopping experience. Most customers spent 15 minutes browsing before 70% made a purchase.
Este documento apresenta os conceitos e ferramentas de gestão da inovação de acordo com a visão da Innoscience Consultoria de Gestão da Inovação. Apresenta que a inovação deve ser vista como um processo gerenciado e contínuo que exige criatividade e a participação de todos. Também discute que a inovação requer abordagens distintas em relação a erros e projetos.
O documento discute os conceitos de invenção, descoberta e inovação. Explica que uma descoberta é algo que já existia antes, embora desconhecido, enquanto uma invenção é algo novo que não existia antes. A inovação ocorre quando uma invenção é introduzida com sucesso no mercado. O documento também discute os diferentes níveis de inovação e a curva em S que descreve o ciclo de vida de uma inovação.
Módulo 3 da disciplina de inovação e criatividade: Por que as empresas precisam de processos; Etapas, papeis e responsabilidades no processo de inovação; Desenhando o processo de inovação
O documento discute gestão da criatividade e inovação nas empresas. Aborda técnicas para explorar o potencial criativo dos colaboradores, fatores que incentivam a criatividade e a inovação, e o papel do líder nesse processo. Também apresenta declínio natural da criatividade com a idade e formas de reverter essa tendência.
O documento apresenta 5 técnicas para geração de ideias: brainstorming, brain writing, scamper, mapa mental e seis chapéus. O brainwriting incentiva a combinação de ideias sem influências, podendo gerar 108 ideias. O scamper melhora ideias existentes através de substituição, combinação, adaptação e outras estratégias. O mapa mental auxilia na visão geral de um assunto de forma não linear. E os seis chapéus geram novas perspectivas limitando o tempo de cada abordagem.
O que é criatividade (aula MBA 2010) @daniel_eggerDaniel Egger
A música "They All Laughed" descreve como muitas ideias inovadoras foram ridicularizadas no passado, mas acabaram se tornando bem-sucedidas. A letra menciona como Christopher Columbus, Thomas Edison, os irmãos Wright e outros foram criticados por suas ideias, mas no final acabaram tendo sucesso e provando os críticos errados.
Este documento fornece uma introdução à criatividade, discutindo sua definição, importância e mitos. Explica que a criatividade é a habilidade de gerar ideias originais e úteis para resolver problemas do dia-a-dia. Também discute ferramentas de criatividade como brainstorming e mind maps, e como a criatividade pode ser bloqueada ao longo da vida, mas esses bloqueios podem ser removidos.
This document provides an overview of the Theory of Inventive Problem Solving (TRIZ), a methodology for scientific and engineering problem solving. It was developed by Soviet engineer Genrich Altshuller based on an analysis of hundreds of thousands of patents. TRIZ uses a structured, logical approach rather than intuition to find solutions. The methodology involves defining problems in terms of contradictions, searching a database of previously solved problems and their solutions, and adapting those solutions to the specific problem. Key aspects of TRIZ include 39 engineering parameters that can cause conflicts and 40 inventive principles that provide hints for highly inventive solutions. The document provides an example of applying TRIZ to solve the problem of making beverage can walls thinner to reduce
O documento discute criatividade e inovação. Ele estabelece conceitos-chave como criatividade, ideia e inovação, e explica que a criatividade é uma capacidade enquanto a inovação é um processo. Também descreve fatores que afetam a criatividade como inteligência, personalidade e motivação, e técnicas para estimular a criatividade como brainstorming, analogias e alteração de perspectiva.
Attention please observations at storesrkyadavthdc
The document describes observations made about the environment, personnel, products, and customers at 5 different clothing stores: Numero Uno, Denizen, Duke, Flying Machine, and Peter England. Key aspects noted include the stores' lighting, music, displays, salesperson interactions, product arrangements, and typical customer demographics. Overall, the stores aimed to create a welcoming, upscale atmosphere through their design elements and staff in order to encourage potential customers to browse and make purchases.
Store 1 has a crowded layout with merchandise arranged by function. Customers stay for about half an hour but there is no interaction from employees.
Store 2 draws customers in with a front promotion and attractive tiles. Items are arranged by color and some sofas allow customers to rest. Employees make immediate contact and customers browse for 20-30 minutes.
Store 3 organizes merchandise by usage but coats are in a hard-to-reach location. Impulse items are near the register and bright lighting creates a comfortable environment for 15 minute customer visits.
Store 4 has a dark and crowded interior that is difficult to see in. Pictures on the walls give a feeling of entering someone else's home and short customer visits of
After analyzing various stores, the author considers new ideas for improving each store. For the book store, the author suggests offering deals during peak periods to spread demand throughout the year and adding children's activities. For the electricity store, the author proposes improving the corporate image and introducing more eco-friendly products. Other stores could benefit from special offers, celebrations, loyalty programs, and showcasing new products to attract customers.
The document provides details about the environment, personnel, products, and customers of 6 different stores - Challenger, Daiso, Celeste, Fairprice, Sarang, and Popular bookstore. It describes factors such as the store entrance, lighting, noise level, cleanliness, and whether customers appear focused on a mission or just browsing. Most stores seem to aim for a bright, welcoming environment with helpful salespeople and a variety of reasonably priced products that most customers purchase something from.
The document provides a summary of the author's observations from visiting six stores in Oxford, Mississippi. The author conducted the observations on a mid-week day at store opening time. The observations covered aspects of the stores' exteriors, interiors, products, personnel, customers, and other notable details. Key insights included the importance of location for the high-end stores around the town square. The author also learned how the independent book stores competed successfully with chain stores and online retailers by offering unique experiences like author events, readings, and clubs.
The document provides a summary of the author's observations from visiting six stores in Oxford, Mississippi. The author conducted the observations on a mid-week day at store opening time. The observations covered aspects of the stores' exteriors, interiors, products, personnel, customers, and other notable details. Key findings included the historic nature of the town and buildings dating back to the post-Civil War era, the curated and unique experiences each book store offered to compete with chains and online retailers, and the high property values and costs of doing business around the town square. The author concluded it was an interesting creative exercise that demonstrated the importance of location and providing distinctive experiences.
The document provides observations from visits to Forever 21 and Reebok Juniors stores. Key points include:
- Forever 21 had a huge, attractive facade but was overcrowded inside with merchandise, loud music was needed, and staff did not actively engage customers. Reebok Juniors had bright lighting that drew customers in.
- Opportunities for Forever 21 included adding music, reducing crowding, assisting customers, and improving staff engagement.
- Details on store layouts, product placement, customer demographics and behaviors were observed and noted.
The store environment lacked excitement and sensory stimulation. It had dull lighting, no music, and an unpleasant smell. Display fixtures and signage did not emphasize or highlight products effectively. Some products were placed in hard to access locations. Overall, the store felt overly plain and did not engage customers on an emotional level.
The departmental store provides a pleasant shopping environment with well-lit displays, classical music, and knowledgeable staff who engage customers immediately. Products are arranged logically throughout the large store by function and price. Most customers spend 45 minutes browsing and many purchase items. The store offers a wide range of high-quality products that create a satisfying shopping experience.
The butcher shop entrance hung raw meat and had a cold, cramped interior with poor hygiene. Customers spent only 20 minutes on missions to purchase meat, not browsing. The owner needed to improve conditions and product presentation.
The flower shop had a pleasant fragrance and beautiful displays but high-priced flowers. Customers browsed for 10-30 minutes
This document summarizes observations from visits to various stores including Mimi's Cafe, Eggs & Things, TJ Maxx, Target, Petco, and Staples. Key details noted include signage, environment, noise levels, lighting, smells, and cash register locations. Common themes across stores included tile floors that felt noisy, bright lighting with an industrial feel, low or medium noise levels, and cash registers located in front. Differences among stores included color schemes, ceiling heights, smells, and levels of merchandise crowding.
This document provides observations from visits to several stores. In 3 sentences:
The observations note details about the stores' exteriors, interiors, products, employees, customers and more. Details include color schemes, lighting, noise levels, product placement, employee uniforms, customer demographics and more. The goal is to understand how the store environment influences customers and their shopping experiences.
Six shops in Seville's Soho Benita neighborhood were observed. The shops drew customers in with colorful facades, signage, and open doors or windows. Inside, the environments were warm, elegant, and comfortable with high ceilings, pleasant lighting and scents. Young salespeople greeted customers and encouraged browsing the well-arranged products. Art exhibitions enhanced the shopping experience. Most customers spent 15 minutes browsing before 70% made a purchase.
The store has an open and inviting environment with reasonably sized signage in an Arial font that conveys it is open for business. The tiled floor and high ceilings create a sense of ample space and liberation. Lighting is well-lit creating a serene atmosphere. The store has a mix of colors in its color scheme and is reasonably stocked without being crowded. Products are arranged by function and price with featured items on a central table and sale items closer to the entrance. Customers consist of a mix of ages, both alone and with others, browsing the store or on a mission for about 15-30 minutes on average.
The store has an open and inviting environment with reasonably sized signage in an Arial font that conveys it is open for business. The tiled floor and high ceilings create a sense of ample space and liberation. Lighting is well-lit creating a serene atmosphere. The store has a mellow color scheme and is reasonably stocked with merchandise without distinctive smells or overly loud noise. Salespeople have uniforms and match the store's image, treating customers differently depending on needs. Products are arranged by function with impulse items by registers and featured/reduced items in central displays. Customers range in age and gender, both browsing and with missions, with 10-70% typically purchasing.
The document observes and records details about 6 different stores - Hamleys, Lulu, Claire's, Ikea, Toys R Us, and Hallmark. It examines aspects of each store like the environment, personnel, and products to understand what draws customers in and influences their shopping experience. Key factors noted include store layout, signage, lighting, music, cleanliness, staff engagement and helpfulness, prominent displays of featured items, and free samples or demonstrations.
The document summarizes observations from visits to 6 different stores - an antiques store, shoe store, clothes shop, book store, music instruments store, and one dollar store. It describes elements of each store's exterior and interior design, atmosphere, product presentation, and customer experience. Key details provided include descriptions of the stores' entrances, lighting, music, noise levels, security presence, and how long the observer wanted to stay in each store.
The document summarizes observations from visits to 6 shops in Seville's Soho Benita district. Key points include:
- Shop fronts, signs, and windows draw customers inside. Young, attentive salespeople of both sexes greet customers.
- Warm, elegant, and original interior environments are found across shops. Merchandise is well-arranged with impulse items by registers. Art exhibitions enhance the shopping experience.
- Customers spend an average of 15 minutes looking at products. Around 70% make a purchase. Art exhibitions are a highlight that matches the shops' styles.
The store has an open door and is brightly lit with yellow walls and vitrified tile floors, giving it a spacious feel at 14-15 feet high. It is crowded with fruits and vegetables arranged by function and at eye level. Most customers are families or couples between 28-45 years old who stay 30-45 minutes on a mission to purchase, encouraged to touch the products, with >95% leaving with purchases. Employees match the store's image in uniforms between ages 25-40 of mixed gender.
The store is a women's store with pink signage and an open door. Customers are mostly alone, around 35 years old, and browse the store for about 10 minutes touching and interacting with the products. The store has a brown and blue color scheme with ceramic floors, 12-foot ceilings, and bright lighting from ambient music. Employees make contact after 5 customers and wear black uniforms but don't have a strict script. Products are arranged by function with free samples and impulse items by the register.
Similar to Assignment 2 - Insights & opportunities (20)
1. Insights and Hidden opportunities
Insights are colored! These are also hidden opportunities to be implemented in the rest of the cases when possible.
Store type:
Organic Food Extreme Sports Market Electronics Bank Clothes
Does the store draw you in? If so, how?
Before you
Nice shop window Colorful shop window products sort of clean Colorful shop window
Is the door open or closed? open door open door open door open door closed door open door
enter
How does this make you feel? welcoming welcoming welcoming welcoming welcoming
How big is the sign lettering and in what form? average minimal extra big average big big
What does it tell you about the store? importance?
What is the color scheme of the store? How does this affect you? brown red grey orange white white grey white white blue grey brown
What type of floor does the store have? How does this effect the environment?
earthy colors white tiles > light Grey tiles Grey tiles carpet carpet wood
How high is the ceiling? How does this feel? average ok average average High / airy High / airy
How brightly lit is the store? How does this affect you? average highly lit highly lit average highly lit highly lit
How loud is the environment? neutral neutral neutral neutral neutral neutral
Environment
What is causing the noise? - - - - - -
Is there music playing? If so, does it fit the environment? - so and so yes no no yes
Is the store warm or cold? warm warm warm neutral neutral warm
Is the store crowed with merchandise or is it sparse? very crowed right amount crowed crowed no crowed
Does the store have a distinctive smell? - - in some sections no no Clothes
Where is the cash register located? middle middle exits exit - exits
How visible is the store security? - - no - no -
How long do you want to stay in this store? 10mins 30mins 20mins 10mins 10mins 20mins
Does the environment influence the perceived value of the merchandise? no yes yes no yes yes
How long does it take before a sales person initiates contact? 4mins instant - 5mins 3mins 1min
Does the salesperson have a script to follow with each customer? no yes - yes yes yes
Personnel
Does the salesperson treat different customers differently? yes yes no no yes yes
What is the ratio of salespeople to customers? 1 over 3 1 over 2 1 over 10 1 over 3 1 on 1 1 to 3
What age and gender are the employees? 60 woman 25-60 men 20-60 women 45-55 men 30-45 women 30-55 women
Are the salespeople using the store products? yes yes yes - yes yes
Do the salespeople have a uniform? no no yes no yes no
Do the salespeople match the stores image? yes yes yes yes yes yes
What is the first product that you notice? rice rain cover chairs headphones invest plans jeans
Is there a central display table with featured products? no yes yes yes yes yes
Where are items that are “for sale” located in the store? no no yes no no no
Products
How are the products arranged? By function? By price? By color? function function function function function function
Are there free samples or demonstrations? no no yes no no no
What products are at eye level? food, vitamins clothes food Headphone/batteries - -
What items in the store are in the least accessible locations? bulky items shovels bulky bulky/stock - stock
Where are the most and least expensive products located? below eye level eye level floor Easily accessible - in different sections
Are the prices of the products easy to find? no yes yes so and so - yes
Are there impulse items near the cash register? yes no yes yes yes no
Are most customers alone or with someone else? What is the relationship? alone friends alone alone or couples alone alone
What is the average age and gender of the customers?
Customers
35 women 35 men 30 women 35 men 40 men 25-45 women
When a customer enters the store, do they tend to walk in the same path or yes
direction? - yes no yes yes no
How long do customers stay in the store, on average? 15' 15' 15' 10mins 15mins 15mins
Do customer touch the products? Is this encouraged? yes yes yes yes - yes
Do most customers appear to be on a mission or are they browsing? mission browsing mission mission mission browsing
What percent of customers purchase products in the store? 85% 65% 90% 80% 65% 65%
Constantinos I
Page 1