The document summarizes observations from a study of 7 different stores. Key observations included that the stores were all large, noisy, and attracted customers inside with offers. The interior environment had consistent branding with colors, high ceilings, playing music, and bright lighting. Stores also had friendly, uniformed personnel and products arranged by function with highlighted deals and visible prices. However, factors like store type, day, or weather could influence the elements observed, and taking pictures was prohibited as the observer drew some suspicion.
The document describes various retail stores and their unique approaches. The People's Supermarket aims to reduce food waste. Customers can volunteer for a discount and provide input on products. A mobile shop concept sells clothing from a vehicle to reduce costs. Sephora trains clerks as makeup artists and packages samples individually. Abercrombie hires attractive clerks who greet customers in a loud, youth-focused atmosphere. Grom uses natural, farm-grown ingredients and offers store tours. Immaginarium has a small door for children inside its store.
This document provides observations from a store layout exercise. It notes that the store layout forces customers to speak with employees to view products since most items are not visible, that a disco ball in the middle of a dance studio was not initially noticed, and that the store had unused space, difficulty viewing all products, and issues with customers finding and seeing all items due to poor organization and shelving that was too high.
The document provides observations about the atmospheres and customer experiences at various retail stores including Tuesday Morning, Leu Gardens Gift Shop, Market Place, Hess Gas Station, 7 Eleven, and Café Noam. Key details noted include the security and rigid feel of Tuesday Morning, the welcoming and drawing atmosphere of Leu Gardens Gift Shop, the small town and relaxing feel of Market Place, the dirty floors and quality questions at Hess, the well-lit inviting signage and clustered impulse items at 7 Eleven, and the unexpected high prices behind the normal facade of Café Noam.
Michael visited 6 stores in his small hometown over the weekend to observe the customer experience. He did not take photos to avoid being conspicuous. The stores included a hardware store, clothes shop, food market, pub, supermarket and crafts shop. Michael used an observation template to guide his observations. He noticed that the customer experience varied significantly between stores based on factors like lighting, space, color, and customer interaction. Some long-established stores had not made changes and lacked special offers or signs, missing an opportunity. Stores in direct competition advertised offers outside and had efficient layouts but were less friendly. All the stores could improve with a review of their customer proposition.
The document provides an overview of Walmart describing various aspects of the store environment and customer experience. It notes that the store feels welcoming with greeting employees and an automatic door. The large sign indicates a wide range of items for customers. The store has a bright blue and white color scheme and high ceilings giving it an open, spacious feel. Products are arranged neatly throughout the store by function.
The children's area at the Barnes & Noble store lacks comfortable seating for parents and children to sit and browse books together. There are a few small, uncomfortable chairs and the large space feels messy and uninviting. Additionally, finding a specific book in the store's inventory can be difficult without a way to check availability online. When customers need help, all store traffic seems funneled to the customer service desk in the center of the store, but associates sometimes seem unaware of customers needing assistance in other areas.
- Our ability to observe is influenced by environmental factors and the natural filters in our brains. Witness observations of crimes can be incomplete or inaccurate.
- The Innocence Project found that 87% of wrongful convictions resulted from flawed eyewitness testimony.
- Police officers and crime scene investigators are trained in observation skills to carefully record facts without judgment. Forensic scientists examine evidence objectively and provide expert testimony in court.
The document summarizes observations from a study of 7 different stores. Key observations included that the stores were all large, noisy, and attracted customers inside with offers. The interior environment had consistent branding with colors, high ceilings, playing music, and bright lighting. Stores also had friendly, uniformed personnel and products arranged by function with highlighted deals and visible prices. However, factors like store type, day, or weather could influence the elements observed, and taking pictures was prohibited as the observer drew some suspicion.
The document describes various retail stores and their unique approaches. The People's Supermarket aims to reduce food waste. Customers can volunteer for a discount and provide input on products. A mobile shop concept sells clothing from a vehicle to reduce costs. Sephora trains clerks as makeup artists and packages samples individually. Abercrombie hires attractive clerks who greet customers in a loud, youth-focused atmosphere. Grom uses natural, farm-grown ingredients and offers store tours. Immaginarium has a small door for children inside its store.
This document provides observations from a store layout exercise. It notes that the store layout forces customers to speak with employees to view products since most items are not visible, that a disco ball in the middle of a dance studio was not initially noticed, and that the store had unused space, difficulty viewing all products, and issues with customers finding and seeing all items due to poor organization and shelving that was too high.
The document provides observations about the atmospheres and customer experiences at various retail stores including Tuesday Morning, Leu Gardens Gift Shop, Market Place, Hess Gas Station, 7 Eleven, and Café Noam. Key details noted include the security and rigid feel of Tuesday Morning, the welcoming and drawing atmosphere of Leu Gardens Gift Shop, the small town and relaxing feel of Market Place, the dirty floors and quality questions at Hess, the well-lit inviting signage and clustered impulse items at 7 Eleven, and the unexpected high prices behind the normal facade of Café Noam.
Michael visited 6 stores in his small hometown over the weekend to observe the customer experience. He did not take photos to avoid being conspicuous. The stores included a hardware store, clothes shop, food market, pub, supermarket and crafts shop. Michael used an observation template to guide his observations. He noticed that the customer experience varied significantly between stores based on factors like lighting, space, color, and customer interaction. Some long-established stores had not made changes and lacked special offers or signs, missing an opportunity. Stores in direct competition advertised offers outside and had efficient layouts but were less friendly. All the stores could improve with a review of their customer proposition.
The document provides an overview of Walmart describing various aspects of the store environment and customer experience. It notes that the store feels welcoming with greeting employees and an automatic door. The large sign indicates a wide range of items for customers. The store has a bright blue and white color scheme and high ceilings giving it an open, spacious feel. Products are arranged neatly throughout the store by function.
The children's area at the Barnes & Noble store lacks comfortable seating for parents and children to sit and browse books together. There are a few small, uncomfortable chairs and the large space feels messy and uninviting. Additionally, finding a specific book in the store's inventory can be difficult without a way to check availability online. When customers need help, all store traffic seems funneled to the customer service desk in the center of the store, but associates sometimes seem unaware of customers needing assistance in other areas.
- Our ability to observe is influenced by environmental factors and the natural filters in our brains. Witness observations of crimes can be incomplete or inaccurate.
- The Innocence Project found that 87% of wrongful convictions resulted from flawed eyewitness testimony.
- Police officers and crime scene investigators are trained in observation skills to carefully record facts without judgment. Forensic scientists examine evidence objectively and provide expert testimony in court.
This document provides observations and insights from different shops with opportunities for improvement. It describes several stores including a bar with a hidden logo, a library with special reading corners, a coffee shop known for biscuits, an electronics store that needs better product expertise, a stationery store for writing supplies, and a drugstore that could sell higher-priced items. The observations note things like layout, customer experiences, and hidden details that provide opportunities to enhance offerings and increase revenue.
The document provides an agenda and overview for a workshop on sparking innovation within organizations. The workshop aims to teach techniques for generating creative ideas and overcoming blocks to creativity. Participants will learn the divergent and convergent thinking processes, tools like assumption busting, and exercises like excursions to stimulate ideas. The workshop facilitators have decades of experience in innovation and will guide interactive activities and discussions to help participants develop new ideas for their organizations.
The document summarizes insights from observations of 6 different stores. It identifies hidden opportunities for each store, including:
1) Offering drinks for kids at the cookie store since they are the main customers but drinks are not easily available.
2) Improving lighting, cleanliness and organization at the grocery store to change the perception of poor quality.
3) Removing posters from the windows and organizing products by category at the sporting goods store to improve visibility.
4) Designing a space for kids to try on shoes at the children's clothing store to keep them occupied while parents shop.
5) Increasing variety of items related to teen artists near the cash register at the teen clothing store
Crash Course on Creativity - Observation labalexangeles83
This document summarizes observations from visits to 6 different stores: Cibercafé Los Alex, Lob Moda, C&A, Telcel, Chilim Balam, and Steren. For each store, it describes the environment, products, personnel, customers, and identifies some hidden opportunities for improvement. Some common opportunities identified include improving customer engagement, promotions, efficiency of payment processes, and making the shopping experience more fun and interactive. The document aims to provide insights to help these stores better understand their customers and identify ways to enhance their businesses.
Creativity Assignment 2-Ngoc Khong - Are you paying attention?ngoc_khong
1) The document analyzes 6 different stores, providing insights into their branding, design, products and customer service. Opportunities for improvement are identified for each store.
2) Insights note strengths like modern equipment, attractive promotions, and reasonable prices, while opportunities suggest improving staff attitudes, updating displays, and expanding product varieties.
3) Across the stores, consistent themes emerge around enhancing the customer experience, optimizing store layouts and designs, and strengthening each brand's identity and messaging.
Are you paying attention presentation assignment #2-a crash course in creativ...Seth Schalet
The document discusses observations made while closely examining several different stores. Three key points:
1) Stores with better customer service and longer customer visits tended to have better lighting, color schemes, and designs that created a more welcoming environment. Stores with poorer service seemed more transactional.
2) Color, lighting, creative displays and merchandising layouts had a powerful impact on the brand experience and made some stores more memorable.
3) Technology was ubiquitous across stores but usually designed to blend in, while subtle touches like lighting, flooring and pop-up displays had a bigger impact on shaping the customer experience.
The document summarizes the author's observations from a shopping experience observation project at various heartland shops and food stalls in Singapore. [1] A popular local "veg-rice" stall had good food presentation and fast friendly service but could improve hygiene practices. [2] A paper craft store had a good product range and decor but could improve staff engagement and signage. [3] Shops targeting travelers were lacking in personality and excitement compared to the adventurous spirit of their target customers. The author concludes more businesses should engage new media to better meet rising customer expectations.
The document provides guidance on how to harness cultural momentum within an organization by addressing elements like illumination, focus, alignment and propulsion. It discusses evaluating an organization's culture by auditing beliefs, behaviors, language and interactions. Additionally, it recommends conducting client audits, making immediate cultural fixes, and ongoing efforts to further improve and strengthen organizational culture.
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 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 document summarizes observations from visits to three businesses - Apple Computer, Sugar Shack, and Penzeys Spices. For Apple, it notes the long lines of loyal customers waiting to see the new store, and how Apple creates passion through beautiful retail environments and products that encourage discovery. For Sugar Shack, it describes the bright, colorful, interactive environment that lures customers with tasty samples and is designed to inspire imagination. For Penzeys Spices, it acknowledges the quality products and smells but says the store lacks a strong culture and has potential to be even better.
A quick intro to the Ideas and Innovation consultancy Invitro Innovation. We are a Singapore based consultancy that works across the Asia region in Brand and Product Innovation. www.invitroinnovation.com
The document describes a project called Wildfire that was initiated by Unilever to generate new deodorant concepts in an innovative way. It discusses using a team of "creative sixers" - the top 6% most creative individuals - to generate unconventional ideas. Over 100 concepts were developed and tested using an online "predictive market" with 500 participants to identify the most promising ideas. Two top concepts from this process were translated into new Axe fragrance products called Axe Day and Axe Night.
The store has bold signage clearly stating its purpose as a music store. It has large open front doors from which music can be heard pouring out. The inside is warmly lit and includes a peaceful fountain area outside the front. The customers are mostly male, as are the sales associates. It provides a welcoming environment for those interested in music, audio, and video.
The document provides guidance for participants in a design competition with both a research and design component. It outlines that the research portion involves finding an insight, and provides an example of a breakthrough insight about laundry being a chore versus dirt showing kids enjoyment. It then discusses various research methods like interviews, observation, and ethnography that can be used to discover insights. For the design portion, it advises thinking about the brand's marketing mix, visual language, and how the design fits with trends and the brand's context. The goal is to reimagine a product package and one additional touchpoint while grounded in consumer research.
1. The document discusses strategies for both stores and customers - stores aim to sell as much as possible using marketing psychology, while customers should only buy what they need.
2. It notes stores have advantages like science and market research to influence purchasing decisions, while customers only have their attention and mind to resist impulse buys.
3. The document provides tips for both parties, like stores finding new ways to attract customers and customers making lists and checking prices to avoid unnecessary purchases.
The document provides guidance on how to generate positive word of mouth for a brand. It discusses how consumers are more discriminating with their time and seek out opinions from others. The key is to create experiences that are meaningful and salient for consumers so that they are inclined to talk about the brand. The document recommends utilizing the eight engines of conversational capital, which include rituals, myths, icons, and tribalism, to amplify consumers' experiences with a brand. This helps make the brand part of consumers' conversations and increases its value through positive word of mouth recommendations.
Taking The No Out Of Innovation Mike Brown 1231639337322878 2dougwelsh
The document is a book about enhancing innovativeness titled "Taking the NO Out of InNOvation" by Mike Brown. It touches on eight perspectives and techniques for developing innovativeness, including being introspective to understand creative strengths, building a diverse creative team, refreshing perspectives by forgetting conventional wisdom, borrowing and improving upon existing ideas, embracing new possibilities, asking inquisitive questions, prioritizing and creating artifacts from ideas, and persisting through the innovation process. The book provides examples and exercises to develop each of these perspectives.
More Related Content
Similar to Observation Exercise - Insights and Opporutnities
This document provides observations and insights from different shops with opportunities for improvement. It describes several stores including a bar with a hidden logo, a library with special reading corners, a coffee shop known for biscuits, an electronics store that needs better product expertise, a stationery store for writing supplies, and a drugstore that could sell higher-priced items. The observations note things like layout, customer experiences, and hidden details that provide opportunities to enhance offerings and increase revenue.
The document provides an agenda and overview for a workshop on sparking innovation within organizations. The workshop aims to teach techniques for generating creative ideas and overcoming blocks to creativity. Participants will learn the divergent and convergent thinking processes, tools like assumption busting, and exercises like excursions to stimulate ideas. The workshop facilitators have decades of experience in innovation and will guide interactive activities and discussions to help participants develop new ideas for their organizations.
The document summarizes insights from observations of 6 different stores. It identifies hidden opportunities for each store, including:
1) Offering drinks for kids at the cookie store since they are the main customers but drinks are not easily available.
2) Improving lighting, cleanliness and organization at the grocery store to change the perception of poor quality.
3) Removing posters from the windows and organizing products by category at the sporting goods store to improve visibility.
4) Designing a space for kids to try on shoes at the children's clothing store to keep them occupied while parents shop.
5) Increasing variety of items related to teen artists near the cash register at the teen clothing store
Crash Course on Creativity - Observation labalexangeles83
This document summarizes observations from visits to 6 different stores: Cibercafé Los Alex, Lob Moda, C&A, Telcel, Chilim Balam, and Steren. For each store, it describes the environment, products, personnel, customers, and identifies some hidden opportunities for improvement. Some common opportunities identified include improving customer engagement, promotions, efficiency of payment processes, and making the shopping experience more fun and interactive. The document aims to provide insights to help these stores better understand their customers and identify ways to enhance their businesses.
Creativity Assignment 2-Ngoc Khong - Are you paying attention?ngoc_khong
1) The document analyzes 6 different stores, providing insights into their branding, design, products and customer service. Opportunities for improvement are identified for each store.
2) Insights note strengths like modern equipment, attractive promotions, and reasonable prices, while opportunities suggest improving staff attitudes, updating displays, and expanding product varieties.
3) Across the stores, consistent themes emerge around enhancing the customer experience, optimizing store layouts and designs, and strengthening each brand's identity and messaging.
Are you paying attention presentation assignment #2-a crash course in creativ...Seth Schalet
The document discusses observations made while closely examining several different stores. Three key points:
1) Stores with better customer service and longer customer visits tended to have better lighting, color schemes, and designs that created a more welcoming environment. Stores with poorer service seemed more transactional.
2) Color, lighting, creative displays and merchandising layouts had a powerful impact on the brand experience and made some stores more memorable.
3) Technology was ubiquitous across stores but usually designed to blend in, while subtle touches like lighting, flooring and pop-up displays had a bigger impact on shaping the customer experience.
The document summarizes the author's observations from a shopping experience observation project at various heartland shops and food stalls in Singapore. [1] A popular local "veg-rice" stall had good food presentation and fast friendly service but could improve hygiene practices. [2] A paper craft store had a good product range and decor but could improve staff engagement and signage. [3] Shops targeting travelers were lacking in personality and excitement compared to the adventurous spirit of their target customers. The author concludes more businesses should engage new media to better meet rising customer expectations.
The document provides guidance on how to harness cultural momentum within an organization by addressing elements like illumination, focus, alignment and propulsion. It discusses evaluating an organization's culture by auditing beliefs, behaviors, language and interactions. Additionally, it recommends conducting client audits, making immediate cultural fixes, and ongoing efforts to further improve and strengthen organizational culture.
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 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 document summarizes observations from visits to three businesses - Apple Computer, Sugar Shack, and Penzeys Spices. For Apple, it notes the long lines of loyal customers waiting to see the new store, and how Apple creates passion through beautiful retail environments and products that encourage discovery. For Sugar Shack, it describes the bright, colorful, interactive environment that lures customers with tasty samples and is designed to inspire imagination. For Penzeys Spices, it acknowledges the quality products and smells but says the store lacks a strong culture and has potential to be even better.
A quick intro to the Ideas and Innovation consultancy Invitro Innovation. We are a Singapore based consultancy that works across the Asia region in Brand and Product Innovation. www.invitroinnovation.com
The document describes a project called Wildfire that was initiated by Unilever to generate new deodorant concepts in an innovative way. It discusses using a team of "creative sixers" - the top 6% most creative individuals - to generate unconventional ideas. Over 100 concepts were developed and tested using an online "predictive market" with 500 participants to identify the most promising ideas. Two top concepts from this process were translated into new Axe fragrance products called Axe Day and Axe Night.
The store has bold signage clearly stating its purpose as a music store. It has large open front doors from which music can be heard pouring out. The inside is warmly lit and includes a peaceful fountain area outside the front. The customers are mostly male, as are the sales associates. It provides a welcoming environment for those interested in music, audio, and video.
The document provides guidance for participants in a design competition with both a research and design component. It outlines that the research portion involves finding an insight, and provides an example of a breakthrough insight about laundry being a chore versus dirt showing kids enjoyment. It then discusses various research methods like interviews, observation, and ethnography that can be used to discover insights. For the design portion, it advises thinking about the brand's marketing mix, visual language, and how the design fits with trends and the brand's context. The goal is to reimagine a product package and one additional touchpoint while grounded in consumer research.
1. The document discusses strategies for both stores and customers - stores aim to sell as much as possible using marketing psychology, while customers should only buy what they need.
2. It notes stores have advantages like science and market research to influence purchasing decisions, while customers only have their attention and mind to resist impulse buys.
3. The document provides tips for both parties, like stores finding new ways to attract customers and customers making lists and checking prices to avoid unnecessary purchases.
The document provides guidance on how to generate positive word of mouth for a brand. It discusses how consumers are more discriminating with their time and seek out opinions from others. The key is to create experiences that are meaningful and salient for consumers so that they are inclined to talk about the brand. The document recommends utilizing the eight engines of conversational capital, which include rituals, myths, icons, and tribalism, to amplify consumers' experiences with a brand. This helps make the brand part of consumers' conversations and increases its value through positive word of mouth recommendations.
Taking The No Out Of Innovation Mike Brown 1231639337322878 2dougwelsh
The document is a book about enhancing innovativeness titled "Taking the NO Out of InNOvation" by Mike Brown. It touches on eight perspectives and techniques for developing innovativeness, including being introspective to understand creative strengths, building a diverse creative team, refreshing perspectives by forgetting conventional wisdom, borrowing and improving upon existing ideas, embracing new possibilities, asking inquisitive questions, prioritizing and creating artifacts from ideas, and persisting through the innovation process. The book provides examples and exercises to develop each of these perspectives.
Similar to Observation Exercise - Insights and Opporutnities (20)
2. Crash Course on Creativity
“Open eyes, Open mind”
Insights:
Smell: Coffee
Atmosphere: Rustic/Homey/Nostalgic
• Wooden and leather furniture
• Spacious and Roomy
• Natural lighting
Temperature: Warm
Number of people: 6
Music: Indie/Soul
New product w/ “Serve-your-own samples” display
All displays located before the main counter
Opportunities:
Promote “wifi” service to encourage customers to
stay in store.
Staff conduct demonstration of new product and
employees offering samples, as opposed to “do-it-
yourself” sampling.
Offer beverage in a mug to encourage customers
to stay in store, and to tie back to “Shared Planet”
messaging.
Sabrina Meherally
3. Crash Course on Creativity
“Open eyes, Open mind”
Insights:
HUGE screen with video game at front of the
store
Atmosphere: Fun, Intriguing, “Cool”
• High tech
• Lots of screens and displays
Number of people: Approximately 20
Number of employees: Approximately 4. Poor
customer service.
Opportunities:
Opportunity for staff incentives/customer
service training, so that employees interact
more with customers and demonstrate
product features
Opportunity to use demo products to
promote other Samsung devices; Add
applications for fun games on devices to keep
customers in store for longer duration of time.
Sabrina Meherally
4. Crash Course on Creativity
“Open eyes, Open mind”
Insights:
Smell: Cannabis
Atmosphere: Dirty, Uncomfortable
• Warehouse appearance
• Ladder and extension cord on the
floor Decor?
• Very empty
Number of people: 1
Number of employees: 1
Handwritten signage (no discount signage)
Halloween decor along the sides of the store
Opportunities:
Opportunity for better advertisement of
products and specials (example: buy 3 get the
4th free)
Air freshener, cleanliness, Halloween music.
Sabrina Meherally
5. Crash Course on Creativity
“Open eyes, Open mind”
Insights:
Smell: Fruity and Floral
Music: Quiet
Atmosphere: Fun and Exciting
• Colourful and Vibrant
• Bold font and short catchy phrases
• Looked similar to a bakery (plated
bath products!)
Number of people: 4
Number of employees: 2
Signage said “Halloween Treats Inside”, but
there were none!
Opportunities:
Samples/testers
Fun music to match the atmosphere
Open boxes instead of closed boxes
Better explained products (too many
options/lots of confusion)
Sabrina Meherally
6. Crash Course on Creativity
“Open eyes, Open mind”
Insights:
Atmosphere: Overwhelming
• Crowded with merchandise
•Difficult to maneuver around store
Promotional advertising everywhere
Bright colors
Central cash desk
Customers – parents with bored/crying
children
Opportunities:
Children’s play area
Straight racks instead of round rotating racks
to open up space
Sabrina Meherally
7. Crash Course on Creativity
“Open eyes, Open mind”
Insights:
Atmosphere: Science lab
• Employee in lab coat
• Merchandise in beakers
• Feeling of sophisticated product line
Products not explained
Lots of samples
Unused iPad device located right near cash
desk
Opportunities:
Signage to explain products and results
Use iPad for product demonstrations and
advertisting!
Sabrina Meherally