Reflection Assignment - Learning Launch 

 Challenge     I am a Business Development Manager in a fashion retail company and our challenge is to   improve our customer ’s shopping experience at our retail stores , since we received a large   number of feedbacks and complaints from our customers regarding poor shopping experience .   The aim of this project was to re - strategize the way our stores functioned and provide the best   experience for our customers . Project scope included the Business Development team   consisting of five key personnel , the Sales department at our head office and all the Sales   executives at our main store where we will conduct the learning launch . The project has to be   completed within 30 working days and within a limited budget . Our focus is to analyze how   customers feel about the new experience and whether this will increase sales and footfall .     Selection     The team selected for the project has already used other design thinking tools and activities , so   the learning launch will be our primary tool that will help us identify whether the project can be a   success and if so , we should be able to replicate this model in all other stores . Learning launch   can be called as a ‘ fast , small experiment ’ to test our idea and hypothesis , whether it really   improves customer experiment or if we need to make more changes to the strategy .     Application     For the first learning launch , we focussed on personalized experience and hospitality at the   selected store . We trained our employees to be courteous , welcoming and warm to every   customer who walked into the store . Sales executives were stationed at different parts of the   store to assist any customer in need . We also launched a free ‘ Shopping Valet ’ which could be   easily booked a day in advance through our social media pages . The valet service included an   executive who would guide the customer from the entrance till the cash counter and carry their   shopping bags till their cars , offering a convenient and seamless experience . Security guards at   the store entrance were asked to greet the customers with a smile , other sales executives were   also trained to always smile when they speak to customers and be patient and polite to them .     The second learning launch was all about rearranging the store . We added a small kids ’ play   area in the store , near the toys section , where parents could leave their kids and shop   relaxingly , an employee was present to look after the kids . We arranged the shelves in a way   that made the store feel more spacious , which was different from the standard store format .   Other than that , we added new , enhanced sign boards with a larger brand logo to guide   customers to the cash counters and trial rooms . Some items in less - demand were removed from   the shelves and a trending new collection was added as part of the learning launch . Trolleys 

 were replaced with lightweight bags to make the store less congested . The path from the cash   counter to the exit was cleared for easy movement . Both the learning launch concepts were   applied simultaneously to give an overall improved customer experience , in anticipation of   increased returns .     Insight     Our ideas and assumptions were tested using the learning launch tool and we gathered data   from customer experience to sales , tracing the entire experience of the customer and compared   it to the data gathered before the learning launch . The results were quite overwhelming and   provided crucial insights to the entire team . The Shopping Valet service was a great success   with 95 % of customers who booked it bought something from the store . The customers were   highly pleased with the hospitality and warmth of the staff members , with an increase in ratio of   number of sales per customer visits at the store . The kids ’ play area did n’t make much of a   difference . Most of the customers were also satisfied with the store rearrangement . We were   able to achieve better positive reviews for the experience , as a result of which the project was   decided to be implemented on a larger - scale at all our locations .     Approach     The learning launch tool is the best available design thinking tool for us because we could n’t   make changes without proving the real impact it can create . Senior management executives   were at first reluctant to make big changes at all the stores , so using this tool , we could prove   the effectiveness of improved customer experience designed together by the entire team . This   paves the way for innovation and exciting new ideas to be planned for the future , which can be   implemented through the design thinking process . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
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: Reflection Assignment - Learning Launch 

 Challenge     I am a Business Development Manager in a fashion retail company and our challenge is to   improve our customer ’s shopping experience at our retail stores , since we received a large   number of feedbacks and complaints from our customers regarding poor shopping experience .   The aim of this project was to re - strategize the way our stores functioned and provide the best   experience for our customers . Project scope included the Business Development team   consisting of five key personnel , the Sales department at our head office and all the Sales   executives at our main store where we will conduct the learning launch . The project has to be   completed within 30 working days and within a limited budget . Our focus is to analyze how   customers feel about the new experience and whether this will increase sales and footfall .     Selection     The team selected for the project has already used other design thinking tools and activities , so   the learning launch will be our primary tool that will help us identify whether the project can be a   success and if so , we should be able to replicate this model in all other stores . Learning launch   can be called as a ‘ fast , small experiment ’ to test our idea and hypothesis , whether it really   improves customer experiment or if we need to make more changes to the strategy .     Application     For the first learning launch , we focussed on personalized experience and hospitality at the   selected store . We trained our employees to be courteous , welcoming and warm to every   customer who walked into the store . Sales executives were stationed at different parts of the   store to assist any customer in need . We also launched a free ‘ Shopping Valet ’ which could be   easily booked a day in advance through our social media pages . The valet service included an   executive who would guide the customer from the entrance till the cash counter and carry their   shopping bags till their cars , offering a convenient and seamless experience . Security guards at   the store entrance were asked to greet the customers with a smile , other sales executives were   also trained to always smile when they speak to customers and be patient and polite to them .     The second learning launch was all about rearranging the store . We added a small kids ’ play   area in the store , near the toys section , where parents could leave their kids and shop   relaxingly , an employee was present to look after the kids . We arranged the shelves in a way   that made the store feel more spacious , which was different from the standard store format .   Other than that , we added new , enhanced sign boards with a larger brand logo to guide   customers to the cash counters and trial rooms . Some items in less - demand were removed from   the shelves and a trending new collection was added as part of the learning launch . Trolleys 

 were replaced with lightweight bags to make the store less congested . The path from the cash   counter to the exit was cleared for easy movement . Both the learning launch concepts were   applied simultaneously to give an overall improved customer experience , in anticipation of   increased returns .     Insight     Our ideas and assumptions were tested using the learning launch tool and we gathered data   from customer experience to sales , tracing the entire experience of the customer and compared   it to the data gathered before the learning launch . The results were quite overwhelming and   provided crucial insights to the entire team . The Shopping Valet service was a great success   with 95 % of customers who booked it bought something from the store . The customers were   highly pleased with the hospitality and warmth of the staff members , with an increase in ratio of   number of sales per customer visits at the store . The kids ’ play area did n’t make much of a   difference . Most of the customers were also satisfied with the store rearrangement . We were   able to achieve better positive reviews for the experience , as a result of which the project was   decided to be implemented on a larger - scale at all our locations .     Approach     The learning launch tool is the best available design thinking tool for us because we could n’t   make changes without proving the real impact it can create . Senior management executives   were at first reluctant to make big changes at all the stores , so using this tool , we could prove   the effectiveness of improved customer experience designed together by the entire team . This   paves the way for innovation and exciting new ideas to be planned for the future , which can be   implemented through the design thinking process .
### Output: 