Example Reflection : Learning Launch . 

 Challenge : 

 I am a member of the marketing department in a company called BPI ,   dedicated to the factory and sale of home furniture ( living rooms , dining rooms , beds ,   tables , desks , chairs , etc . ) Our goal is to improve the productivity and sales of the   company . The scope of the project includes the department of marketing , design ,   quality , and sales . The project is limited to improving the quality of the products and   creating settings in the points of sale where our furniture stands out , managing to   capture all the customer 's attention and arouse their interest so that they later   purchase our products . This has a 60 - day limit to show solutions that must include   an even distribution of work among team members . Within the development of the   project , we aim to achieve equitable participation of each of the departments   involved . 

 Selection : 

 Learning launch is a trial - and - error - based design tool that allows you to quickly test   an idea , project , or prototype . The essential purpose of this tool is to learn and then   improve ; the main reason why we have chosen the design release for the   development of our challenge . 

 Application : 

 Before starting the development of our project , we carried out surveys to people in   the city of new york ( where the learning launch would take place ) where they were   asked how they would like a furniture store to be that captures all their interest , to   the one that most people got the same thing right , " THE AMBIENCE " that the store   had simulations of real spaces of a house , office , etc . in which it is observed in a   realistic way how a certain piece of furniture would look in that place . 

 In our first learning launch , we focused on the design of the settings of our   warehouses , with appropriate decorations that matched each of the furniture ,   attractive colors , and distributions according to the space available . The general   objective was to attract the customer , to get them to develop around our warehouse ,   to arouse a high degree of interest in acquiring several of our products and to take   home beautiful furniture at the end of their journey , all this in an effort for increasing   our sales . While the entire setting process was taking place , the quality and design   team went through quality improvement training with an expert trainer in quality and   furniture trends . After this , each of the departments went through around 6   workshops ( personnel management , the client as a priority , trends , productivity ,   resource management , and quality improvement ) to develop our project in a more   agile way and obtain the expected results . At the end of the process , a second survey   model was designed for customers to carry out before leaving our stores and others   especially for managers and each of the departments that make up the company . 

 The objective of the surveys was to find out what we liked , what we did n't , and what   kind of suggestions they made to us . 

 Insight : 

 After 60 days , the learning launch was held in our most important store , in New York . 

 Our actual results were relatively good ; Compared to previous months , sales   increased by 40 % . Elements such as the setting managed to put all the attention of   customers on our products , awakening their interest in acquiring them . 

 While the marketing and sales team was totally interested in adopting our strategy   in the COMFORT stores , the logistics department showed some concerns when   reviewing the surveys , as some clients suggested increasing the accompaniment of   the company 's staff on their journey , as well as making the prices and descriptions   of our products more visible . Our departments will later review the information   obtained and incorporate it into future design projects , information that will be useful   for the development of different learning launches . 

 Approach : 

 As explained above , the " learning launch " design tool is the appropriate one for this   process that seeks to increase the productivity and sales of the company . Our   departments simply need to review the information obtained , in order to improve in   those aspects that did not favor our first learning launch , such as lack of organization ,   visibility in prices , support , etc . 

 Future launch designs should reflect the knowledge acquired , the advances , and   find a solution ready to be fully implemented in each of the “ BPI ” stores . 


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 : 

 I am a member of the marketing department in a company called BPI ,   dedicated to the factory and sale of home furniture ( living rooms , dining rooms , beds ,   tables , desks , chairs , etc . ) Our goal is to improve the productivity and sales of the   company . The scope of the project includes the department of marketing , design ,   quality , and sales . The project is limited to improving the quality of the products and   creating settings in the points of sale where our furniture stands out , managing to   capture all the customer 's attention and arouse their interest so that they later   purchase our products . This has a 60 - day limit to show solutions that must include   an even distribution of work among team members . Within the development of the   project , we aim to achieve equitable participation of each of the departments   involved . 

 Selection : 

 Learning launch is a trial - and - error - based design tool that allows you to quickly test   an idea , project , or prototype . The essential purpose of this tool is to learn and then   improve ; the main reason why we have chosen the design release for the   development of our challenge . 

 Application : 

 Before starting the development of our project , we carried out surveys to people in   the city of new york ( where the learning launch would take place ) where they were   asked how they would like a furniture store to be that captures all their interest , to   the one that most people got the same thing right , " THE AMBIENCE " that the store   had simulations of real spaces of a house , office , etc . in which it is observed in a   realistic way how a certain piece of furniture would look in that place . 

 In our first learning launch , we focused on the design of the settings of our   warehouses , with appropriate decorations that matched each of the furniture ,   attractive colors , and distributions according to the space available . The general   objective was to attract the customer , to get them to develop around our warehouse ,   to arouse a high degree of interest in acquiring several of our products and to take   home beautiful furniture at the end of their journey , all this in an effort for increasing   our sales . While the entire setting process was taking place , the quality and design   team went through quality improvement training with an expert trainer in quality and   furniture trends . After this , each of the departments went through around 6   workshops ( personnel management , the client as a priority , trends , productivity ,   resource management , and quality improvement ) to develop our project in a more   agile way and obtain the expected results . At the end of the process , a second survey   model was designed for customers to carry out before leaving our stores and others   especially for managers and each of the departments that make up the company . 

 The objective of the surveys was to find out what we liked , what we did n't , and what   kind of suggestions they made to us . 

 Insight : 

 After 60 days , the learning launch was held in our most important store , in New York . 

 Our actual results were relatively good ; Compared to previous months , sales   increased by 40 % . Elements such as the setting managed to put all the attention of   customers on our products , awakening their interest in acquiring them . 

 While the marketing and sales team was totally interested in adopting our strategy   in the COMFORT stores , the logistics department showed some concerns when   reviewing the surveys , as some clients suggested increasing the accompaniment of   the company 's staff on their journey , as well as making the prices and descriptions   of our products more visible . Our departments will later review the information   obtained and incorporate it into future design projects , information that will be useful   for the development of different learning launches . 

 Approach : 

 As explained above , the " learning launch " design tool is the appropriate one for this   process that seeks to increase the productivity and sales of the company . Our   departments simply need to review the information obtained , in order to improve in   those aspects that did not favor our first learning launch , such as lack of organization ,   visibility in prices , support , etc . 

 Future launch designs should reflect the knowledge acquired , the advances , and   find a solution ready to be fully implemented in each of the “ BPI ” stores .
### Output: 