The document provides an overview of Mobius Toy Inc., an organization founded to design, develop, and produce eco-friendly toys that foster interactive learning for children. It details the creation of Mobius Toy including choosing a name, logo, mission, and organizational structure. It then outlines the company's innovation process for their "Green Challenge" product - from ideation and development, to prototype building, testing, and commercialization. The report explains how Mobius Toy followed an innovation funnel approach and applied design thinking principles to bring their sustainable toy to market.

1.
Green
Group
Harvard
Summer
School
Cross-­‐Border
Innovation
Prof.
Iris
Berdrow
7/25/2013
Team
Members
Angeli,
Stefano
Dall’Osso,
Claudia
Melhorn,
Carine
Winkler,
Jean-­‐Luc
Wu,
Elizabeth
2013
Innovation
Report

2. 2
Table
of
Contents
Executive
Summary
................................................................................................................................................................
3
Creating
the
Organization
....................................................................................................................................................
4
Name
.....................................................................................................................................................................
4
Competition
........................................................................................................................................................
4
Innovation
Plan
Name
....................................................................................................................................
5
Logo
Creation
.....................................................................................................................................................
5
Mission
Creation
...............................................................................................................................................
5
Organizational
Chart
and
Responsibilities
.............................................................................................
6
Strategic
Analysis
....................................................................................................................................................................
7
Stakeholder
Analysis
......................................................................................................................................
7
Strategic
Objectives
.........................................................................................................................................
7
Performance
Indicators
.................................................................................................................................
8
Ideation
and
Development
..................................................................................................................................................
9
Ideation
Process
Design
.................................................................................................................................
9
Development
Process
Design
.......................................................................................................................
9
Ideation
............................................................................................................................................................
10
Development
..................................................................................................................................................
11
Commercialization
..............................................................................................................................................................
12
Prototype
Building
and
Testing
...............................................................................................................
12
Results
Creation
............................................................................................................................................
13
Commercialization
.......................................................................................................................................
13
Appendix
Creating
the
Organization
–
additional
Information
...................................................................................................
I
Ideation
and
Development
–
additional
Information
.................................................................................................
II
Problem
Identification
..................................................................................................................................
II
Flow
Chart
of
Ideation
and
Development
Process
..............................................................................
III
Survey
Results
.................................................................................................................................................
IV
Project
Management
.......................................................................................................................................
V
Sources
.....................................................................................................................................................................................
VI
Literature
..........................................................................................................................................................
VI
Websites
............................................................................................................................................................
VI

3. 3
Executive
Summary
Mobius
Toy,
Inc.
is
a
Cambridge,
MA
based
designer,
developer,
and
producer
of
eco-­‐friendly
toys.
Mobius
Toy,
Inc.
aims
to
foster
interactive
learning
for
children
using
innovating
concepts
and
sustainable
technology.
As
a
recent
start-­‐up
company
founded
by
entrepreneurs
Stefano
Angeli,
Claudia
Dall’Osso,
Carine
Melhorn,
Jean-­‐Luc
Winkler
and
Elizabeth
Wu,
Mobius
Toy,
Inc.
strives
to
differentiate
itself
from
current
competitors
in
the
industry
by
providing
customized
products
that
anticipate
and
respond
to
needs
of
parents
and
children
in
a
specific
market
niche.
Mobius
Toy,
Inc.
strives
to
promote
creative
thinking,
design
thinking
as
well
as
cultural
diversity,
believing
that
these
aspects
translate
to
end
products
that
highly
satisfy
customers,
brings
return
on
investment
to
shareholders,
and
attracts
the
best
talents
to
remain
in
and
become
a
part
of
the
Mobius
Toy,
Inc.
brand.
In
the
following
report,
Mobius
Toy,
Inc.
is
pleased
to
present
their
most
recent
innovative
project,
“Green
Challenge.”
The
“Green
Challenge”
is
a
game
that
lets
you
share
the
most
fun
and
eco-­‐friendly
challenge
activities
amongst
your
classmates,
or
play
it
at
home
with
your
family.
Players
learn
actionable
tips
on
how
to
protect
the
environment
by
completing
a
sustainability
plan.
The
player
or
team
that
completes
the
sustainability
plan
in
the
shortest
time
frame
wins
the
game!
By
closely
following
the
innovation
funnel
concept1,
the
report
will
provide
an
overview
on
how
Mobius
Toy,
Inc.
product
life
cycle
evolved
from
idea
generation
to
commercialization,
key
actions
and
stage
gate
process
undertaken
to
manage
goals
and
objectives,
and
how
innovative
concepts
were
applied
throughout
this
journey.
This
report
addresses
why
Mobius
Toy,
Inc.
chose
to
invest
in
this
project,
how
its
plans
and
goals
are
being
realized,
and
what
the
company
learned
from
it.
About
Mobius
Toy,
Inc.
Our
business
model:
Make
profit
by
selling
toys
to
primarily
educational
industries,
expand
to
family
unit
Our
Leadership
model:
Decentralized.
Directors
are
provided
with
wide
autonomy
to
nurture
creative
thinking.
Our
promise
to
our
employees:
Encourage
creative
thinking
by
implementing
a
no
judgment
zone
on
all
new
ideas.
Our
promise
to
our
customer:
Quality
products
with
a
focus
on
fostering
educational
values
in
a
fun
way
1
O’Sullivan
&
Dooley,
2009,
p.
69.
Actions
Teams
Goals
Results
Communities

4. 4
Creating
the
Organization
The
Organization
Mobius
Toy,
Inc.
was
created
by
choosing
a
name,
logo,
mission
statement,
and
organizational
chart
while
considering
the
competitive
environment.
Name
A
mobius
strip
is
a
loop,
often
made
with
paper,
twisted
in
a
particular
way
that
gives
it
an
infinite
surface.2
This
name
and
the
nature
of
the
loop
imply
infinite
possibilities,
never-­‐ending
ideas,
and
limitless
creativity.
Because
it
is
often
made
out
of
paper,
this
name
also
incorporates
our
company’s
theme
of
sustainability.
Competition
The
following
table
will
show
three
selected
competitors
for
the
benchmarking
process
to
help
us
find
a
market
niche
that
is
worth
exploiting.
In
addition,
a
detailed
study
of
the
market’s
key
players
will
help
us
understand
the
market
and
thus
results
in
a
better
positioning
process
of
the
company.
By
evaluating
our
competitors’
previous
behavior,
we
will
not
only
be
able
to
learn
from
their
best
practices
but
also
forecast
their
future
behavior,
which
will
be
a
key
driver
for
innovation.
Depending
on
our
competitors’
strategy,
it
will
be
necessary
to
focus
on
both
radical
and
incremental
innovations
to
maintain
and
even
expand
our
market
share.3
Name Website Mission
statement
One
Earth
Games
LTD
http://www.gogreenb
oardgame.co.uk/Go_
Green/The_Game.ht
ml
Family
board
game
that
is
packed
full
of
fun,
humor,
and
excitement.
LeapFrog http://www.leapfrog.
com/en/index.html
LeapFrog
is
a
leading
designer,
developer
and
marketer of
innovative,
technology-­‐based
educational
products
and
related
proprietary
content.
LeapFrog
is
100%
focused
on
developing
products
that
will
provide
the
most
engaging,
effective
learning
experience
–
for all
ages,
in
school
or
home,
around
the
world.
We
put
learning
first
–
a philosophy
that
distinguishes
us
from
our
competitors
and
fuels
the
entire
company.
Seedling http://www.seedling.
co.nz/Default.aspx
Our
aim
is
to
create
inspirational
products
that
creates
an
opportunity
for
ideas
and
curiosity
to
grow
2
http://en.wikipedia.org/wiki/M%C3%B6bius_strip
3
O’Sullivan
&
Dooley,
2009,
pp.
12,
23-­‐24,
82-­‐83
and
85.

5. 5
Innovation
Plan
Name
In
order
to
cover
the
most
important
aspects
as
well
as
ensure
a
clear
communication
and
understanding
among
all
stakeholders,
the
innovation
plan
will
be
named
the
following:
Logo
Creation
The
logo
of
Mobius
Toy,
Inc.
is
a
circle
of
folded
paper,
which
reflects
both
the
name
of
the
company
and
the
meaning
behind
it.4
It
features
a
recognizable
shape
and
is
designed
to
work
in
color
as
well
as
in
gray
scale
and
black/white
in
multiple
scales.5
In
fact,
it
looks
like
two
tangled
Mobius
strips.
A
font
of
the
company’s
name
was
also
created,
which
incorporates
our
logo
and
will
be
displayed
on
our
packaging,
storefronts,
and
business
correspondence
(like
letterheads,
presentations,
etc.).
This
will
ensure
a
consistent,
recognizable
branding
of
the
company.
Mission
Creation
Our
mission
statement
focuses
on
conveying
our
company’s
core
business
purpose
to
our
main
target
group
by
stating
the
technology
and
philosophy
used
to
add
value
to
our
customers.6
Creativity
methods
such
as
brainstorming
of
values
to
be
included
and
in-­‐depth
discussions
both
online
and
during
in-­‐person
meetings
finally
ensured
a
commitment
of
all
team
members
to
the
statement
above.7
4
Business
Branding
Strategy.
5
The
logo
development
process
is
displayed
in
detail
in
the
appendix.
6
Entrepreneur,
2003
and
O’Sullivan
&
Dooley,
2009,
p.
89.
7
O’Sullivan
&
Dooley,
2009,
pp.
53
and
77.
company’s
name
time
horizon
plan’s
purpose

6. 6
Organizational
Chart
and
Responsibilities
The
organization
consists
of
the
following
directors:
The
CEO
represents
the
overall
company
and
makes
final
legal
decisions.
All
directors
are
responsible
for
their
departments.
They
supervise
the
outsourced
activities
and
detect
new
possibilities
that
improve
our
processes
in
order
to
add
value
to
our
products
and
thus
to
our
customers.
To
encourage
innovation
through
creative
collaboration,
we
arranged
the
departments
around
a
creativity
think
tank
called
the
“playground.”
This
is
the
place
where
new
ideas
are
presented,
discussed,
and
evaluated.
In
order
to
realize
these
ideas,
employees
and
external
consultants
are
brought
together,
guided
by
the
creativity
manager
and
playground
gatekeeper,
to
enable
cross-­‐
departmental
teamwork.
John
Doe
• CEO
Claudia
Dall'Osso
• Creativity
Manager
and
Playground
Gatekeeper
Carine
Melhorn
• Finance
and
Legal
Operations
Director
Elizabeth
Wu
• Operations
and
QC
Director
Jean-­‐Luc
Winkler
• Marketing
Director
Stefano
Angeli
• Prototype
Ideation
Director

7. 7
Strategic
Analysis
The
strategic
management
process
is
defined
by
three
interrelated
elements:
strategic
analysis,
strategic
choice,
and
strategic
implementation.8
To
fulfill
all
stakeholder
needs
and
consequently
run
a
successful
business,
an
analysis
of
the
stakeholders
has
to
be
conducted.
As
the
next
step,
our
overall
goals
must
be
defined
in
a
more
detailed
way
in
order
to
accomplish
them.
A
successful
evaluation
of
the
company’s
performance
is
only
possible
due
to
the
exact
measurements
expressed
in
our
performance
indicators
below.9
Stakeholder
Analysis
The
stakeholders
of
Mobius
Toy,
Inc.
are
diverse
and
represent
a
variety
of
different
requirements,
displayed
in
the
table
below,
that
they
expect
the
company
to
achieve
and
deliver10.
Group
Title
Responsible
Name
of
the
stakeholders
Title
of
the
requirement
Individual
responsible
for
reporting
the
requirement
Customers
Parents:
impart
knowledge
and
eco-­‐friendly
values
to
children
Claudia
Dall'Osso
Customers
Children:
provide
a
fun
way
to
interact
with
friends
while
learning
Claudia
Dall'Osso,
Stefano
Angeli
Suppliers
Maintain
reliable
long-­‐term
relationships
Elizabeth
Wu
Suppliers
Maintain
high
satisfaction
with
above-­‐market
payment
terms
Elizabeth
Wu
Shareholders
return
on
profit
/
return
on
sales
/
return
on
investment
Carine
Melhorn
Shareholders
Establish
a
positive
corporate
image
Jean-­‐Luc
Winkler
Employees
Develop
a
wide
range
of
skills
for
all
employees
and
promote
employee
diversity
All
directors,
CEO
Employees
Reward
idea
creator
All
directors,
CEO
Community
Encourage
local
employment
All
directors,
CEO
Community
Partner
with
a
local
environmental
organization
and
donate
part
of
profits
to
the
organization
Jean-­‐Luc
Winkler
Competitors
Maintain
competitive
market
shares
in
our
core
competencies
Carine
Melhorn,
Jean-­‐Luc
Winkler
Competitors
Engage
in
fair
play
and
transparent
practices
CEO
Strategic
Objectives
Setting
up
objectives
will
help
to
keep
track
of
the
achievement
of
the
overall
company’s
vision
and
mission
statement
over
a
planning
period.11
Group
Title
Responsible
Label
of
the
strategic
thrust
Title
of
the
objective
Individual
responsible
for
reporting
the
objective
Workforce
Ensure
employees/consultants
satisfaction
All
directors
Workforce
Periodically
assess
that
all
directors
have
adequate
resources
to
meet
target
objectives
CEO
8
O’Sullivan
&
Dooley,
2009,
p.
76.
9
O’Sullivan
&
Dooley,
2009,
p.
78.
10
O’Sullivan
&
Dooley,
2009,
p.
77.
11
Ibid.

8. 8
Workforce
Ensure
that
internal
creative
ideas
and
suggestions
are
incorporated
in
a
timely
manner
All
directors
Finance
Ensure
a
fair
and
transparent
bid-­‐process
for
suppliers
to
review
status
of
submitted
service
proposals
Carine
Melhorn
Finance
Increase
profitability
of
company
Carine
Melhorn
Finance
Build
a
positive
company
image
Jean-­‐Luc
Winkler
Quality
Select
vendors
who
adhere
to
a
minimum
of
2
forest
certifications
[FSC
(Forest
Stewardship
Council),
SFI
(Sustainable
Forestry
Initiative),
PEFC
(Programme
for
the
Endorsement
of
Forest
Certification),
or
ATF
(American
Tree
Farm)]
Jean-­‐Luc
Winkler
Quality
Ensure
customer
satisfaction
by
producing
high-­‐quality
toys
made
with
safe
and
natural
products
Elizabeth
Wu,
Stefano
Angeli
Performance
Indicators
The
following
selection
of
performance
indicators
have
been
chosen
to
ensure
the
executive
management
of
Mobius
Toy,
Inc.
Furthermore,
they
will
help
to
fulfill
the
mission
as
the
overall
goal
of
the
corporation
by
making
the
company’s
goal
tangible.12
Title
Unit
Target
Responsible
Title
of
the
indicator
Unit
of
measurement
Target
value
of
the
measurement
Individual
responsible
for
reporting
the
indicator
Employee
satisfaction
Combination
of
employee
retention
rate
and
absenteeism
rate
Employee
retention
rate
of
85%,
absenteeism
rate
of
under
2%
Claudia
Dall’Osso,
all
directors
Customer
satisfaction
Negative
customer
feedback
and/or
product
returns.
Less
than
5%
of
customers
leaving
negative
feedback
and/or
returning
products
Jean-­‐Luc
Winkler,
Elizabeth
Wu
Profitability
Return
on
Investment
35%
ROI
after
3
years
of
operation
Carine
Melhorn
Corporate
image
Positive
media
monitoring
rate
Achieve
a
minimum
of
90%
positive
company
mentions
in
the
media
(online
media
and
industry
related
print
media),
no
negative
company
mentions
Jean-­‐Luc
Winkler
We
chose
a
variety
of
both
financial
and
non-­‐financial
macro
indicators
to
encourage
sustainable
long-­‐term
thinking
as
well
as
a
connection
to
all
our
strategic
objectives.
Furthermore,
over
a
period
of
time
a
trend
can
be
illustrated
(e.g.
by
using
a
performance
chart13)
to
monitor
the
company’s
development
and
track
demand
for
improvement.14
12
O’Sullivan
&
Dooley,
2009,
pp.
78,
and114.
13
O’Sullivan
&
Dooley,
2009,
p.
119.
14
O’Sullivan
&
Dooley,
2009,
pp.
115-­‐116.

9. 9
Ideation
and
Development
During
the
ideation
and
development
processes,
Mobius
Toy,
Inc.
will
follow
the
Action
Pathway:
using
creativity
methods,
generating
ideas.
Based
on
our
research
and
market
knowledge,
opportunities
are
recognized
and
developed
into
projects
that
strictly
follow
our
company’s
objectives
within
our
playground
meetings.
After
conducting
several
evaluation
rounds,
we
will
be
able
to
realize
our
projects’
potential
and
gain
valuable
knowledge
through
learning
processes.15
Ideation
Process
Design
The
next
product
of
Mobius
Toy,
Inc.
aims
to
solve
existing
problems
for
parents
and
children.
The
following
process
describes
how
using
common
creativity
tools16
will
identify
existing
problems:
Development
Process
Design
Directors
will
develop
prototype
ideas
to
address
the
chosen
problem
and
vote
on
the
prototype
ideas
in
playground
meetings.
Votes
will
assign
a
value
of
1
to
5
for
each
of
the
following
objectives,
with
1
as
the
worst
rank
and
5
as
the
best.
The
idea
with
the
highest
score
will
be
chosen.
Objectives
Questions
for
consideration
1.
Level
of
innovation
How
different
is
the
product
compared
to
existing
products
in
the
marketplace?
2.
Target
market
What
is
the
size
of
the
target
market
for
a
given
prototype?
3.
Estimated
cost
What
is
the
estimated
cost
of
production
and
marketing?
4.
Educational
value
and
level
of
parent
interest
What
does
this
toy
teach
children?
Will
parents
be
interested
in
buying
it?
15
O’Sullivan
&
Dooley,
2009,
p.
132.
16
O’Sullivan
&
Dooley,
2009,
pp.
146-­‐147.
Approach
Steps
• Image
visualization
technique:
Show
random
pictures
in
playground
meeting
and
draw
connections
to
potential
problems
(ex.
Picture
of
a
car
can
connect
to
road
safety
for
children)
• Director/employee
suggestions
from
personal
experiences
• Fieldwork:
Observe
children
in
classrooms,
playgrounds,
and
parks
• Identify
key
causes
of
the
problems
Brainstorming
• Deoine
focus
group
and
oind
members
(ex.
Parents,
teachers,
children,
child
psychologists)
• Conduct
focus
group
with
a
facilitator
for
discussion
on
problems/struggles
for
parents
and
children
• Share
and
consolidate
oindings
among
directors
Focus
group
and/or
expert
interviews
• Organize
and
cluster
ideas
to
provide
more
structure
• Present
how
ideas
connect
or
differ
in
a
visual
manner
Mind-­‐mapping
• Observe
buying
behavior
in
toy
stores
or
sections
• Identify
currently
existing
problem-­‐solving
products
Market
research

10. 10
5.
Level
of
fun
and
interaction
How
entertaining
is
the
toy?
Does
it
require
interaction
with
another
person?
6.
Eco-­‐friendliness
Can
the
toy
be
made
of
eco-­‐friendly
and
sustainably
harvested
materials?
How
big
is
the
estimated
carbon
footprint
of
its
production?
Ideation
The
following
ideas
for
prototypes
were
selected
to
match
with
the
objectives
in
the
next
step.
The
ideas
where
sourced
both
internally
and
externally
of
the
companies
environment.
“New
Knowledge”
was
created
by
our
company’s
internal
employees.
“Innovation
Factories”
like
our
playground
meetings
were
conducted
and
“Customer
Ideas”
were
taken
into
consideration.17
Idea
Description
Champion
1.
Card
Game
Each
pack
comes
with
8
collectible
cards
containing
a
picture/diagram/icon
related
with
environmental
issues.
It
is
played
by
two
children
who
have
to
guess
the
image
on
the
card
by
making
yes/no
questions.
The
one
who
guesses
first
wins.
Stefano
2.
Strategic
Board
Game
This
board
game
requires
at
least
two
players,
who
will
take
on
different
roles:
environmentalist,
corporate
representative,
and
scientist
(researcher).
Each
player
has
certain
responsibilities
and
abilities
designated
by
the
rules.
The
team
of
players
will
work
together
to
try
to
prevent
rapid
deforestation
that
is
occurring
in
different
parts
of
the
world.
Players
will
draw
cards
allowing
them
to
take
action
or
detailing
good
or
bad
events.
For
example,
cards
could
say
that
trees
are
being
cut
down
in
one
region
(bad
event),
or
that
the
environmentalist
(for
example)
can
travel
to
one
area
to
plant
seeds
(good
event),
etc.
The
players
lose
if
the
deforestation
reaches
a
certain
level
in
each
region,
and
they
win
if
they're
able
to
plant
enough
trees
and
the
forests
recover
to
a
designated
level
for
each
region.
Elizabeth
3.
Carbon
Footprint
board
game
The
goal
of
the
game
is
to
reach
the
final
square.
The
player
who
reaches
it
first
wins.
Players
move
from
space
to
space
by
throwing
dice
and
moving
their
pawn
the
corresponding
number
of
steps.
The
various
spaces
contain
actions
that
can
increase
or
decrease
the
carbon
footprint.
When
a
pawn
lands
on
a
cell
with
a
negative
action,
it
will
be
forced
to
go
back
some
spaces
(depending
on
how
much
the
actions
influence
the
carbon
footprint);
vice
versa
a
positive
action
will
allow
the
player
to
move
its
pawn
forward.
Pawns
and
dice
will
be
assembled
through
the
origami
technique.
Claudia
4.
Family
Trivia
The
goal
of
the
game
is
to
test
the
general
level
of
knowledge
of
eco-­‐
friendliness.
The
toy
is
shaped
like
the
company
logo
and
represents
infinite
possibilities
of
making
environmentally
friendly
choices.
The
players
will
either
roll
dice
or
spin
an
arrow
that
will
advance
the
user
on
a
board
that
is
color
coded.
There
are
4
colors,
each
representing
an
environmental
area
such
as
Forestation/Water/
Earth/
Energy.
Users
gain
a
color
card
when
they
respond
correctly
to
a
question.
The
user
that
has
all
4
colors
in
the
shortest
time
frame
wins
the
game.
Users
that
do
not
respond
correctly
have
to
give
up
a
Carine
17
O’Sullivan
&
Dooley,
2009,
pp.
139-­‐140.

11. 11
color
that
they
have
already
earned.
Other
options
such
as
skipping
a
turn
will
also
be
included
to
continue
motivating
the
game.
The
game
teaches
the
user
to
think
about
the
different
available
choices
in
relation
to
the
environment.
The
target
is
that
players
gain
a
new
understanding
in
a
fun
way
and
begin
to
practice
the
choices
they
have
learned.
5.
Family
Challenge
The
game
revolves
around
fulfilling
tasks
that
are
environmentally
friendly
in
order
to
earn
points
that
are
accumulated
on
a
scoreboard.
The
family
decides
on
specific
measurable
tasks
and
places
markers
next
to
the
place
where
the
task
has
to
be
fulfilled
(e.g.
saving
water
while
showering).
During
a
week,
the
family
plays
the
game
and
collects
points
so
that
a
winner
can
be
awarded
each
week.
In
addition
we
will
provide
an
online
platform
and/or
mobile
app
that
allows
challenges
across
families.
Furthermore
whole
schools
and/or
classes
can
compete
and
earn
prizes
that
we
will
collect
by
sponsors.
Jean-­‐Luc
Development
The
ideas
were
evaluated
by
voting
on
the
ability
to
fulfill
the
objectives.18
Each
Director
voted
by
giving
1
to
5
points,
with
5
being
the
best
score.
The
numbers
represent
the
average
value
of
all
directors’
votes.
Idea
#5
has
the
best
ability
to
meet
the
objectives.
18
O’Sullivan
&
Dooley,
2009,
p.
148.

12. 12
Commercialization
In
this
final
phase,
we
are
going
to
finalize
the
winning
idea
by
building
a
prototype,
which
will
be
tested
by
our
prospective
shareholders.
The
final
toy
“Green
Challenge”
consists
of
the
tangible
product
represented
by
the
scoreboard,
which
will
be
sold
in
stores
and
the
additional
online
platform,
that
will
function
as
an
intangible
added
value
service.
Prototype
Building
and
Testing
For
the
prototype
building
and
testing,
we
have
chosen
to
encourage
our
prospective
customers
and
other
stakeholders
to
test
out
the
“Green
Challenge”
and
give
us
feedback
on
how
to
maximize
the
game
experience.
We
created
an
early
prototype
consisting
of
a
scoreboard
in
which
children
could
gain
points
by
performing
eco-­‐friendly
tasks,
and
advance
their
pawn
(an
endangered
animal)
on
the
board.
We
also
discussed
the
creation
of
an
online
platform
to
keep
track
of
points
earned
among
families
and/or
school
classes
that
would
rank
each
team
among
all
participants.
This
website
adds
value
to
the
product
by
encouraging
families
to
increase
eco-­‐friendly
behaviors
and
requires
the
product’s
serial
number
to
log
in.
Participation
in
the
online
competition
could
result
in
a
prize
(seed
packages,
movie
passes,
etc.),
which
is
rewarded
to
highly
ranked
groups
by
lottery
drawing.
Mobius
Toy,
Inc.
would
provide
these
rewards.
A
description
of
the
game
and
a
picture
of
the
prototype
were
emailed
to
over
50
people,
including
parents
that
have
at
least
one
child
between
6
and
10
years
old,
10
teachers,
and
other
experts.
A
brief
description
of
the
online
platform
was
also
given.
The
families
were
asked
to
rank
the
toy’s
performance
from
the
adult’s
point
of
view
as
well
as
from
the
children’s
point
of
view.
In
addition
to
these
rankings,
we
asked
for
general
feedback,
concerns,
and
suggestions.19
The
performance
test
was
conducted
by
asking
two
children
aged
6-­‐10
to
play
the
game
(with
prototype
scoreboard
and
challenges)
for
an
afternoon
and
were
subsequently
asked
a
few
questions
regarding
their
experiences.
Each
challenge
was
thoroughly
explained
with
an
emphasis
on
benefits
for
the
overall
environment,
before
the
child
played
the
game.
Children
Responses
How
fun
was
this
game
for
you?
100%
answered
that
the
game
was
fun
What
did
you
learn
from
this
game?
100%
answered
that
they
learned
that
it
is
important
to
form
eco-­‐friendly
habits.
"I
learned
that
we
need
to
pick
up
trash,
we
need
to
turn
the
lights
off
when
we
leave,
and
I
learned
that
when
we
brush
our
teeth,
we
need
to
turn
off
the
water."
Would
you
play
this
game
again?
100%
yes
What
was
you
favorite
part
of
this
game?
“My
favorite
part
was
playing
the
recycle.”
“I
liked
everything.”
“This
game
reminds
me
of
my
what
my
favorite
character
is
doing
on
TV
and
now
I
can
do
it
too.”
Based
on
feedback,19
we
have
decided
to
modify
our
online
platform.
We
realized
that
the
competitive
aspect
of
the
online
platform
was
not
well-­‐received,
and
we
were
missing
a
direct
link
between
eco-­‐friendly
behaviors
and
environmental
impact.
Therefore,
we
decided
to
make
the
website
an
informative
source
of
environmental
facts.
Families
will
be
able
to
log
in
their
scores
and
see
the
direct
impact
of
their
actions
related
to
their
everyday
environment.
Thus
we
will
give
them
a
tangible
relation
between
their
activities
and
well
known
measurements.
For
example,
one
statement
after
entering
the
scores
could
be
as
follows:
19
The
set
of
survey
questions,
responses,
and
suggestions
are
attached
in
the
appendix.

13. 13
“The
average
American
family
for
four
can
consume
up
to
400
gallons
of
water
each
day,
which
is
easily
reduced
with
the
tasks
you
have
completed.
By
saving
water
while
taking
a
shower,
you
have
saved
a
month’s
worth
of
drinking
water
for
your
family!
Congratulations!”
It
was
also
mentioned
that
our
game
board
needs
to
be
aesthetically
redesigned
to
be
more
attractive
to
children.
Results
Creation
The
process
requires
the
following
activities:20
Prototype
Building
Submit
Idea
Name
Write
Survey
Questions
Write
Market
Strategy
Toy
Design
Prototype
Testing
Write
Toy
Instructions
Labeling
Packaging
Conduct
Market
Research
Conduct
Market
Performance
Testing
Prototype
QA
Incorporate
Market
Research
Incorporate
Testing
Results
Conduct
Go/No-­‐Go/Go-­‐Back
decisions
Create
Innovation
Report
Convert
Activities
1-­‐4
Team
Conducts
QA
Submit
Report
Commercialization
We
will
start
our
business
as
a
start-­‐up
in
the
Boston
area
by
following
these
steps
to
grow
our
sustainable
business:
20
A
full
Gantt-­‐Chart
of
the
commercialization
process
as
activity
#4
is
provided
in
the
appendix,
O’Sullivan
&
Dooley,
2009,
pp.
164-­‐166.
Gain
environmental
association
endorsements
and
partner
with
charity
School
Launch
Local
Store
Launch
Convenience
Store
Launch

14. 14
1. Reach
out
to
environmental
organizations
and
charities
that
are
willing
to
partner
with
us
to
promote
the
Green
Challenge.
2. Roll
out
the
“Green
Challenge:
Classroom
Version”
across
schools
in
the
Boston
area.
The
toy
will
be
available
for
school
challenges
to
make
it
broadly
available
to
our
target
group.
Hereby
we
will
make
all
elementary
school
children
familiar
with
the
game
and
trigger
broad
attention.
• Increase
exposure.
• Gain
local
recognition.
• Transfer
demand
from
children
in
school
to
families'
homes.
• Circulate
in
schools
for
2
months
to
gain
feedback
from
teachers
and
students
to
incorporate
into
our
Family
Version.
3. Get
local
stores
in
the
Boston
area
(ex.
Stella
Bella
Toys,
independent
bookstores,
etc.)
to
sell
“Green
Challenge:
Family
Version”;
local
stores
will
be
selected
based
on
the
likeliness
to
attract
eco-­‐friendly
parents
and
based
on
the
store
atmosphere
(stores
where
owners/sales
assistants
offer
advices
and
suggestions
to
customers
will
be
preferred
to
take
advantage
of
the
trust
relationships
already
established).
• Benefit
for
local
stores:
• Give
an
environmentally
friendly
touch
to
their
business.
Once
the
toy
gains
huge
recognition
people
will
get
into
their
stores
to
buy
the
toy
and
they
will
be
able
to
offer
their
own
products/services.
• Benefits
for
Mobius:
• Target
environmentally
conscious
groups.
• Engage
local
communities.
Advertise
by
word
of
mouth.
4. Get
chain
stores’
(CVS,
Walgreens)
approval
to
sell
in
the
"cashier
area.”
• Benefit
for
chain
stores:
Extra
revenues
as
"pester
power
item"
sale.
• Benefit
for
Mobius:
Fast
and
huge
expansion
of
distribution
system.
Because
we
are
providing
“Green
Challenge:
Classroom
Version”
for
free
as
part
of
our
marketing
cost,
our
revenue
will
come
from
sales
to
additional
classrooms
and
families
following
the
initial
2-­‐month
launch.
By
creating
a
classroom
version
(instead
of
a
version
for
the
entire
school),
we
can
sell
more
of
the
classroom
versions
to
multiple
classes
within
one
school
if
the
game
catches
on.
We
will
also
create
different
editions
of
the
game,
such
as
the
water
edition,
energy
edition,
and
recycle
edition,
with
different
tasks
so
a
single
classroom
or
a
single
family
can
buy
multiple
editions
if
they
enjoy
the
game.
The
online
platform
will
also
provide
links
between
these
tasks
and
their
environmental
impact
once
the
serial
number
and
points
have
been
entered.
These
different
versions
(classroom
and
family)
and
editions
have
the
potential
to
dramatically
increase
the
number
of
boards
we
sell.
For
the
Family
Version,
we
have
decided
to
price
the
board
at
$9.99
for
the
following
reasons.
• Exceeds
the
cost
of
production
to
ensure
revenue
• Reflects
the
educational
value
of
repetitive
behaviors
that
will
result
in
eco-­‐friendly
habits
• Reflects
the
value
of
the
online
platform
that
provides
link
between
actions
and
environmental
impact
• High
enough
that
the
customer
will
value
the
product
and
think
it
is
worth
buying
(as
opposed
to
a
low
price
which
reflects
poor
quality)
• Not
high
enough
to
deter
customers
who
may
feel
that
it
is
too
expensive
for
a
paper
toy

15.
Appendix

16.
I
Creating
the
Organization
–
additional
Information
The
logo
includes
two
intertwined
people,
showing
the
interactive
nature
of
our
products.
This
logo
will
be
featured
on
our
products.
The
cycle-­‐shaped
form,
reminiscent
of
the
recycle
logo,
and
the
green
color
symbolize
our
commitment
to
sustainability.
ü language
ambiguity
error
check
ü Easily
pronounced
ü Existing
company
congruency
grayscale
black/white
#78b729
#a5c617
secondary
color
codes:
#008637
#41ab34
primary
color
codes:

17.
II
Ideation
and
Development
–
additional
Information
Problem
Identification
Potential
problems
identified
in
ideation
process:
Directors
voted
to
address
the
problem
of
teaching
children
to
respect
and
protect
the
environment.

18.
III
Flow
Chart
of
Ideation
and
Development
Process
The
ideation
and
development
process
is
arranged
around
seven
playground
meetings:

19.
IV
Survey
Results
Survey
Results-­‐Parents:
Parents
Responses
How
important
is
it
for
you
to
teach
your
children
eco-­‐
friendly
values?
Rate
1-­‐5
(5
is
highest)
Average:
5
Do
you
currently
have
a
way
to
teach
sustainability
to
your
children?
(Yes/No)
40%
No
(For
parents
who
answered
yes,
the
most
common
method
was
learning
by
observing
parents’
behavior)
How
well
does
Green
Challenge
instill
eco-­‐friendly
values
in
children?
Rate
1-­‐5
Average:
3.6
How
useful
is
the
online
platform
that
tracks
family
points?
Rate
1-­‐5
Average:
2.75
How
likely
are
you
to
recommend
the
Green
Challenge
to
a
friend?
Rate
1-­‐5
Average:
2.5
Summary
of
additional
comments/suggestions:
• Competition
between
families
with
online
platform
was
teaching
wrong
values
(tangible
facts
related
to
the
everyday
environment
were
requested)
• Lack
of
direct
connection
between
energy
saved
and
environmental
impact
• Parents
liked
the
idea
of
rewarding
the
repetition
of
action
Survey
Results-­‐Experts:
Experts
(Child
psychologist
and
teachers)
Responses
How
important
do
you
think
it
is
to
teach
6
to
10
years
old
children
eco-­‐friendly
values?
(Rate
1-­‐5,
5
is
highest)
Average:
5
Are
these
concepts
age-­‐appropriate?
(Rate
1-­‐5)
Average:
5
Do
you
currently
have
a
way
to
teach
sustainability
to
children?
(yes/no)
50%
No
(For
yes
responses,
the
method
used
was
telling
stories
about
how
actions
impact
environment)
How
well
does
Green
Challenge
instill
eco-­‐friendly
values
in
children?
Rate
1-­‐5
Average:
4.0
If
we
were
to
produce
a
“Green
Challenge
school
edition”
would
you
suggest
teachers
to
use
it?
Rate
1-­‐5
Average:
4.5
Summary
of
additional
comments/suggestions:
• Fun
idea
but
game
board
must
be
more
entertaining
• Online
competition
may
provide
too
much
stress
on
families
to
meet
a
certain
expectation
(it
should
be
kept
simple)
• Should
reward
whole
family
if
they
achieve
high
score
as
a
group

20.
V
Project
Management
This
Gantt-­‐Chart
which
was
created
in
Microsoft
Project
represents
the
activities
executed
in
“Activity
4”.

21.
VI
Sources
Literature
O’Sullivan
&
Dooley,
2009
O’Sullivan,
D.,
and
Dooley,
L.
(2009).
“Applying
Innovation.”
Sage
Publication,
Inc.
Websites
Business
Branding
Strategy
http://businessbrandingstrategy.com/logo/why-­‐are-­‐logos-­‐important,
without
publishing
date
Entrepreneur,
2003
http://www.entrepreneur.com/article/65230,
published
10/30/2003