Rob ’s charisma 

 Learning Launch design tool 

 Lucas Medina 

 Design Thinking for Innovation 

 Challenge 

 Selection 

 Application 

 In my town there is a small shop of many years to which we want to lend a hand .   The owner is Rob , a friendly guy who knows the whole town and likes talking to the   neighbors very much and it seems that they do too . He and two other employees run   the store where they sell many types of products . However , in recent years his sales   have fallen because new companies have arrived and Rob does not know how to   adapt to the new competition . Rob is a tough nut to crack to deal with changes . It has   too many products , many of them sell poorly because they are not current , but Rob   does not want to get rid of them . He says “ they are slow selling , but people like it . ” 

 Another problem that Rob has and why sales have fallen is when it comes to charging   because he stays talking to customers for a long time and slows down work , and   some customers who want a quick purchase become desperate . Plus , it ’s so chaotic   and disorganized that a new customer always has to call an employee to find the   product he ’s looking for . 

 By establishing our key assumptions , after carrying out a preliminary study of the   market , we agree that the sector to which the store is exposed can not vary much ,   but the image , distribution , experience and scale of the store could be improved ,   focusing on the products that most They sell and leave those who can not compete   with other companies . In addition , Rob must be relocated , to speed up customer   charges . 

 Because we have strong competition and limited time , we selected the Learning   Launch design tool to do quick tests to verify that our hypotheses are on the right   track and convince Rob that the changes can be good . 

 To convince Rob that many of his products are not relevant , we put these at the   entrance of the store very striking , to see if customers are interested in them . Then we   made a reorganization of the shelves by type of product , ordering them and leaving   more space between them and with posters that indicate what type of product you   have . On the other hand , we placed Rob as stocker and specific manager to say   the deals of the day on the street , leaving the other workers in charge of charging   customers . 

 To differentiate ourselves from the competition , we developed test stands with four   types of new products , local food products , foreign food products , cleaning products   and pet products . At this stand Rob would be receiving feedback from customers   about what they would like to buy the most . 

 Insight 

 Approach 

 The elaboration of quick tests confirmed the hypotheses . The products placed at the   entrance did not interest either new or old customers . Proving to Rob that it ’s not that   they sell slow , they just do n’t sell . 

 Organizational improvement was frustrating for old customers , but improved   acceptance for new ones , who no longer had to alert workers to find products ,   slowing down their other duties . Additionally , we found that removing Rob from the   box improved billing speed by helping customers who just wanted a quick purchase . 

 On the other hand , the new tests revealed that many people in the town would like   organic and local products , something that helped us to improve the focus of the   store and make it competitive . 

 However , many of the customers after completing their purchase stay to talk to Rob ,   because he has an amazing charisma . This is the best business value and its strong   point to enhance that the store has and that went unnoticed . For this reason we think   of adapting a chill - out area outside the store , to promote a lively atmosphere and   improve the recruitment of new customers . All this , opened the eyes to Rob accepting   that these changes can be productive and would not change their functionality in the   business . 

 This design process could have been improved using the storytelling design tool ,   to get a better understanding of the store , the neighborhood and especially Rob ,   who was the key . Making him understand the importance of adapting , which has its   difficulties , but a good reward . 

 Lucas Medina 

 Design Thinking for Innovation 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Lucas Medina, Lucas Medina
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Rob ’s charisma 

 Learning Launch design tool 

 Lucas Medina 

 Design Thinking for Innovation 

 Challenge 

 Selection 

 Application 

 In my town there is a small shop of many years to which we want to lend a hand .   The owner is Rob , a friendly guy who knows the whole town and likes talking to the   neighbors very much and it seems that they do too . He and two other employees run   the store where they sell many types of products . However , in recent years his sales   have fallen because new companies have arrived and Rob does not know how to   adapt to the new competition . Rob is a tough nut to crack to deal with changes . It has   too many products , many of them sell poorly because they are not current , but Rob   does not want to get rid of them . He says “ they are slow selling , but people like it . ” 

 Another problem that Rob has and why sales have fallen is when it comes to charging   because he stays talking to customers for a long time and slows down work , and   some customers who want a quick purchase become desperate . Plus , it ’s so chaotic   and disorganized that a new customer always has to call an employee to find the   product he ’s looking for . 

 By establishing our key assumptions , after carrying out a preliminary study of the   market , we agree that the sector to which the store is exposed can not vary much ,   but the image , distribution , experience and scale of the store could be improved ,   focusing on the products that most They sell and leave those who can not compete   with other companies . In addition , Rob must be relocated , to speed up customer   charges . 

 Because we have strong competition and limited time , we selected the Learning   Launch design tool to do quick tests to verify that our hypotheses are on the right   track and convince Rob that the changes can be good . 

 To convince Rob that many of his products are not relevant , we put these at the   entrance of the store very striking , to see if customers are interested in them . Then we   made a reorganization of the shelves by type of product , ordering them and leaving   more space between them and with posters that indicate what type of product you   have . On the other hand , we placed Rob as stocker and specific manager to say   the deals of the day on the street , leaving the other workers in charge of charging   customers . 

 To differentiate ourselves from the competition , we developed test stands with four   types of new products , local food products , foreign food products , cleaning products   and pet products . At this stand Rob would be receiving feedback from customers   about what they would like to buy the most . 

 Insight 

 Approach 

 The elaboration of quick tests confirmed the hypotheses . The products placed at the   entrance did not interest either new or old customers . Proving to Rob that it ’s not that   they sell slow , they just do n’t sell . 

 Organizational improvement was frustrating for old customers , but improved   acceptance for new ones , who no longer had to alert workers to find products ,   slowing down their other duties . Additionally , we found that removing Rob from the   box improved billing speed by helping customers who just wanted a quick purchase . 

 On the other hand , the new tests revealed that many people in the town would like   organic and local products , something that helped us to improve the focus of the   store and make it competitive . 

 However , many of the customers after completing their purchase stay to talk to Rob ,   because he has an amazing charisma . This is the best business value and its strong   point to enhance that the store has and that went unnoticed . For this reason we think   of adapting a chill - out area outside the store , to promote a lively atmosphere and   improve the recruitment of new customers . All this , opened the eyes to Rob accepting   that these changes can be productive and would not change their functionality in the   business . 

 This design process could have been improved using the storytelling design tool ,   to get a better understanding of the store , the neighborhood and especially Rob ,   who was the key . Making him understand the importance of adapting , which has its   difficulties , but a good reward . 

 Lucas Medina 

 Design Thinking for Innovation
### Output: 