Example   Reflection   ­   Learning   launch 

 Challenge    In Correos­ the Spanish public postal service ­there ’s been a big investment in the last two 

 decades to improve the services and products offered to clients . Government has a logistical 

 interest in Correos being the ​de facto provider for postal service in the country , having the 

 competition offering niche products . Twenty years ago there was no private sector 

 competition and , when these new actors appeared with their high performance processes 

 and low prices , Correos realised they had been stuck for many decades and they needed to 

 improve basically in everything . However , all the investment has resulted in a big marketing 

 campaign and a brand new stationery products offer , cleaning the face but not improving the 

 product much , seriously affecting the employees motivation . Cool & elegant offices with a 

 modern logo with almost the same old services and processes , which derive in an important 

 amount   of   clients   complains . 

 Correos needs to turn into the referent it was or simply disappear in favour of these new 

 actors   who   really   know   how   to   take   advantage   of   innovation .        Selection    Since we have an important flow of clients in and out of the offices every day , and the 

 employees that take clients petitions are also there , we decide to go for a Learning launch 

 approach in one of our offices . We ’ll get to see clients views and complains on site , will see 

 why employees do what they do as they do it and will confront these later with the big data 

 that Correos holds as an entity . We decided for Learning launch because the resources are 

 aplenty   for   it .      Application    We choose to implement it one of the many offices that exist in Madrid , but not the biggest 

 one; we need it to be big enough to have our own space , so chosen clients can feel 

 comfortable . Employees arrive at the office at 8:15 and office opens for client at 8:30 . We 

 start our day at 8:00 bringing coffee and snacks aplenty and separating a zone of the main 

 hall   with   translucent   screens .      We   choose   3   types   of   clients : 

 ­ Random : Once every other client getting out of the office is invited to join us for a 

 coffee or a snack to have the chance to talk to a manager representative of Correos 

 about his / her experience / problem . The reason of taking people when getting out is 

 because   they   already   had   a   “ client   experience ” . 

 ­ Problem for the employees : whenever an employee is faced with a situation he thinks 

 that could be improved or solved , he invites the client to have a coffee for free in our 

 dedicated   space   and   marks   down   the   problem   in   paper . 

 ­ Complains : whenever any client has a specific complain , he can get to talk to us . Our 

 criteria to treat the problem will be quite straightforward : anything that ’s punctual will 

 be left for the office manager to be dealt with . Otherwise , we will invite the client to 

 participate   in   our   Learning   launch . 

 To every single person , we ask the same question : “ ​What ’s your main problem when having 

 to come to Correos?​ ” . I ’ll put an example : “ ​I came with this mobile to be sent to my mother . Y 

 expected to have to buy the box ( because I could n’t find a small one ) but did n’t expect that a 

 parcel service could n’t offer me any cell tape to close it . What they offer me instead is to buy 

 a whole roll of cell tape for 4 € , the scissors for 3.50 € and a whole meter of bubble plastic for 

 5€.​ ” Some kind of “ Oh , that ’s too bad ” and small talk will do while , Mike ( a person of the 

 team ) will check the prices , the description of the problem and that effectively , there ’s no 

 other solution . Mike will also talk to one of the employees and will realise they actually have 

 scissors on their desk , will ask them why they did n’t realise they could offer them to the lady 

 and   he / she   will   respond   “ I   could ,   but   chances   are   I   would n’t   see   them   back ” .      From here , the idea is having a special desk that offers the parcel ’s packaging , charging a 

 100 % for the cost of the cell tape and the bubble plastic used and no charge for the scissors . 

 Let ’s say the whole cell tape costs 4 € , is 50 meters long . We will use less than a meter for 

 the mobile box so it costs us 50 meters / 4 € = 8cent . The cost for the cell tape will be 16 

 cent , we are getting twice as much margin and is relatively nothing to the client sending a 

 box .      Then we take a group for the random clients and propose the solution to them . We make 

 sure they understand the advantages of it and ask them under which situation , given they 

 have no box , would n’t they use it in place of buying the stationery products as a whole . We 

 can actually show them the many problems we ’ve found during the morning and get them to 

 try   and   find   a   solution   that ’s   agreed   by   their   peers . 

 Insight   &   approach    The insight we got was that people did n’t care that much about paying twice the price of a 

 product if it made the total amount cheaper . They ’re paying twice as much for the cell tape , 

 but since they ’re using just a bit they ’d do that rather than buying it at a fair price and then 

 having   99 %   of   the   product   stored   at   home .      The approach was to create fake stands in every office with all the materials and a panel 

 explaining the pricing with examples , so people could read them while waiting for the regular 

 line . The criteria was if the amount of people using the packaging stand justified the time 

 spent by the employee at that desk in providing the packaging stuff , it was ok . This valuation 

 could   be   irregular   among   the   different   offices . 


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: Example   Reflection   ­   Learning   launch 

 Challenge    In Correos­ the Spanish public postal service ­there ’s been a big investment in the last two 

 decades to improve the services and products offered to clients . Government has a logistical 

 interest in Correos being the ​de facto provider for postal service in the country , having the 

 competition offering niche products . Twenty years ago there was no private sector 

 competition and , when these new actors appeared with their high performance processes 

 and low prices , Correos realised they had been stuck for many decades and they needed to 

 improve basically in everything . However , all the investment has resulted in a big marketing 

 campaign and a brand new stationery products offer , cleaning the face but not improving the 

 product much , seriously affecting the employees motivation . Cool & elegant offices with a 

 modern logo with almost the same old services and processes , which derive in an important 

 amount   of   clients   complains . 

 Correos needs to turn into the referent it was or simply disappear in favour of these new 

 actors   who   really   know   how   to   take   advantage   of   innovation .        Selection    Since we have an important flow of clients in and out of the offices every day , and the 

 employees that take clients petitions are also there , we decide to go for a Learning launch 

 approach in one of our offices . We ’ll get to see clients views and complains on site , will see 

 why employees do what they do as they do it and will confront these later with the big data 

 that Correos holds as an entity . We decided for Learning launch because the resources are 

 aplenty   for   it .      Application    We choose to implement it one of the many offices that exist in Madrid , but not the biggest 

 one; we need it to be big enough to have our own space , so chosen clients can feel 

 comfortable . Employees arrive at the office at 8:15 and office opens for client at 8:30 . We 

 start our day at 8:00 bringing coffee and snacks aplenty and separating a zone of the main 

 hall   with   translucent   screens .      We   choose   3   types   of   clients : 

 ­ Random : Once every other client getting out of the office is invited to join us for a 

 coffee or a snack to have the chance to talk to a manager representative of Correos 

 about his / her experience / problem . The reason of taking people when getting out is 

 because   they   already   had   a   “ client   experience ” . 

 ­ Problem for the employees : whenever an employee is faced with a situation he thinks 

 that could be improved or solved , he invites the client to have a coffee for free in our 

 dedicated   space   and   marks   down   the   problem   in   paper . 

 ­ Complains : whenever any client has a specific complain , he can get to talk to us . Our 

 criteria to treat the problem will be quite straightforward : anything that ’s punctual will 

 be left for the office manager to be dealt with . Otherwise , we will invite the client to 

 participate   in   our   Learning   launch . 

 To every single person , we ask the same question : “ ​What ’s your main problem when having 

 to come to Correos?​ ” . I ’ll put an example : “ ​I came with this mobile to be sent to my mother . Y 

 expected to have to buy the box ( because I could n’t find a small one ) but did n’t expect that a 

 parcel service could n’t offer me any cell tape to close it . What they offer me instead is to buy 

 a whole roll of cell tape for 4 € , the scissors for 3.50 € and a whole meter of bubble plastic for 

 5€.​ ” Some kind of “ Oh , that ’s too bad ” and small talk will do while , Mike ( a person of the 

 team ) will check the prices , the description of the problem and that effectively , there ’s no 

 other solution . Mike will also talk to one of the employees and will realise they actually have 

 scissors on their desk , will ask them why they did n’t realise they could offer them to the lady 

 and   he / she   will   respond   “ I   could ,   but   chances   are   I   would n’t   see   them   back ” .      From here , the idea is having a special desk that offers the parcel ’s packaging , charging a 

 100 % for the cost of the cell tape and the bubble plastic used and no charge for the scissors . 

 Let ’s say the whole cell tape costs 4 € , is 50 meters long . We will use less than a meter for 

 the mobile box so it costs us 50 meters / 4 € = 8cent . The cost for the cell tape will be 16 

 cent , we are getting twice as much margin and is relatively nothing to the client sending a 

 box .      Then we take a group for the random clients and propose the solution to them . We make 

 sure they understand the advantages of it and ask them under which situation , given they 

 have no box , would n’t they use it in place of buying the stationery products as a whole . We 

 can actually show them the many problems we ’ve found during the morning and get them to 

 try   and   find   a   solution   that ’s   agreed   by   their   peers . 

 Insight   &   approach    The insight we got was that people did n’t care that much about paying twice the price of a 

 product if it made the total amount cheaper . They ’re paying twice as much for the cell tape , 

 but since they ’re using just a bit they ’d do that rather than buying it at a fair price and then 

 having   99 %   of   the   product   stored   at   home .      The approach was to create fake stands in every office with all the materials and a panel 

 explaining the pricing with examples , so people could read them while waiting for the regular 

 line . The criteria was if the amount of people using the packaging stand justified the time 

 spent by the employee at that desk in providing the packaging stuff , it was ok . This valuation 

 could   be   irregular   among   the   different   offices .
### Output: 