Challenge 

 About a year ago , I took part in the construction of the promotion plan for a new   restaurant which was an undertaking of my sister — a great cook with a degree in   foodstuffs commodity science . This task was assigned to me as to a graduate in the   ﬁelds of marketing , ﬁnance and management , and , formally speaking , I was a   consultant / advisor . A really solid promotion was needed given that the budget   constraints were quite strong and the recession in the economy deﬁnitely gave no   advantage to entrepreneurs . 

 The main “ input data " was that the restaurant    menu contained food mainly for   families with children and for female companies ( very little alcohol , lots of healthy   dishes ) , and it was positioned as a place for healthy pastime . The expected proportion   of female customers among the adult audience was around 60 - 70 % . 

 Selection 

 I felt that there was a need to quickly put to a test some method of guerrilla   marketing , since it is a set of low - budget and therefore affordable instruments . My   strategy was the “ word of mouth ” targeted at the female part of our audience .   At   some moment I came up with a concrete type of how this could be realised . I asked   the team : what if the customers learned about the place from someone who they   have established trust with ?   The hypothesis was that , if they did , they would be likely   to come around themselves , to try more dishes and to drop in from time to time later . 

 I analysed different interactions that women have during a week / month ’s period and   came to the conclusion that   an average woman   visits the hairdresser ’s with a certain   regularity .    An average hairdresser serves from 6 to 9 people in a workday and has a   wide “ chat network ” . Why not to use hairdressers as the promotion messengers ?   — I   asked the team . 

 The ﬁrst concern was that if we paid local hairdressers to tell about us to their   customer , it would be a risk , as they would n’t have enough enthusiasm to recommend   us not having really been at our place . But then it dawned upon me that we could just   invite the local hairdressers to our place for a day   — for free . If they liked it   —   and   we would do everything to ensure it   — they would spread the word further to their   regular customers who they chatted with while doing the hair work . That would cost   a lot ( which the team understood ) , but I suggested that we invited just a few   hairdressers for free under colour of an invitation to a   “ random person ” , and then 

 saw the increase in the customer inﬂow . If the inﬂow was sufﬁcient , we would invite   all the hairdressers who we could cover . 

 Now , as I have completed the “ Design Thinking for Innovation ” course , I can say that   the method I suggested back then , was the “ Learning Launch ” — a pilot or an   experiment carried out as promptly as possible to test an idea in the market . 

 Application 

 So we did invite four , and traced the results carefully . In the ﬁrst month , almost   nothing changed . In the second month , a slight increase was observed , but it was   within the possible error value range . On the third month , however , we got +4 - 5 %   customers , which showed that the method chosen had worked well . We got assured in   the   efﬁciency of the   Learning Launch that we had undertaken . 

 In two weeks after our three - month experiment , we held a free - meal day for the   hairdressers of our district and a few from other ones . There were around 15 that   time , and it turned out later that their average rate of customer attraction and   attraction period did n’t differ much , so the experiment had been very appropriate and   illustrative . 

 Insight 

 The experiment showed me that , in order to reach out to your customer , you can use   the “ hack ” of knowing them really well   — in our case , you should learn what their   needs and interactions are ( the need to keep well - groomed and the interaction with   the hairdresser , correspondingly ) . 

 Approach 

 I am happy to say I ’m contented with the experiment made ; in my future enterprises ,   projects and other endeavours I will continue acting promptly to test my hypotheses .   The only thing I am eager to improve is the speed of transition from experiment   termination to the full implementation . Last time it took two weeks to my team and   me , and I hope that in the coming projects this time period will be reduced due to   improved collaboration within the team and smoother communication with the   “ messengers ” . 


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: Challenge 

 About a year ago , I took part in the construction of the promotion plan for a new   restaurant which was an undertaking of my sister — a great cook with a degree in   foodstuffs commodity science . This task was assigned to me as to a graduate in the   ﬁelds of marketing , ﬁnance and management , and , formally speaking , I was a   consultant / advisor . A really solid promotion was needed given that the budget   constraints were quite strong and the recession in the economy deﬁnitely gave no   advantage to entrepreneurs . 

 The main “ input data " was that the restaurant    menu contained food mainly for   families with children and for female companies ( very little alcohol , lots of healthy   dishes ) , and it was positioned as a place for healthy pastime . The expected proportion   of female customers among the adult audience was around 60 - 70 % . 

 Selection 

 I felt that there was a need to quickly put to a test some method of guerrilla   marketing , since it is a set of low - budget and therefore affordable instruments . My   strategy was the “ word of mouth ” targeted at the female part of our audience .   At   some moment I came up with a concrete type of how this could be realised . I asked   the team : what if the customers learned about the place from someone who they   have established trust with ?   The hypothesis was that , if they did , they would be likely   to come around themselves , to try more dishes and to drop in from time to time later . 

 I analysed different interactions that women have during a week / month ’s period and   came to the conclusion that   an average woman   visits the hairdresser ’s with a certain   regularity .    An average hairdresser serves from 6 to 9 people in a workday and has a   wide “ chat network ” . Why not to use hairdressers as the promotion messengers ?   — I   asked the team . 

 The ﬁrst concern was that if we paid local hairdressers to tell about us to their   customer , it would be a risk , as they would n’t have enough enthusiasm to recommend   us not having really been at our place . But then it dawned upon me that we could just   invite the local hairdressers to our place for a day   — for free . If they liked it   —   and   we would do everything to ensure it   — they would spread the word further to their   regular customers who they chatted with while doing the hair work . That would cost   a lot ( which the team understood ) , but I suggested that we invited just a few   hairdressers for free under colour of an invitation to a   “ random person ” , and then 

 saw the increase in the customer inﬂow . If the inﬂow was sufﬁcient , we would invite   all the hairdressers who we could cover . 

 Now , as I have completed the “ Design Thinking for Innovation ” course , I can say that   the method I suggested back then , was the “ Learning Launch ” — a pilot or an   experiment carried out as promptly as possible to test an idea in the market . 

 Application 

 So we did invite four , and traced the results carefully . In the ﬁrst month , almost   nothing changed . In the second month , a slight increase was observed , but it was   within the possible error value range . On the third month , however , we got +4 - 5 %   customers , which showed that the method chosen had worked well . We got assured in   the   efﬁciency of the   Learning Launch that we had undertaken . 

 In two weeks after our three - month experiment , we held a free - meal day for the   hairdressers of our district and a few from other ones . There were around 15 that   time , and it turned out later that their average rate of customer attraction and   attraction period did n’t differ much , so the experiment had been very appropriate and   illustrative . 

 Insight 

 The experiment showed me that , in order to reach out to your customer , you can use   the “ hack ” of knowing them really well   — in our case , you should learn what their   needs and interactions are ( the need to keep well - groomed and the interaction with   the hairdresser , correspondingly ) . 

 Approach 

 I am happy to say I ’m contented with the experiment made ; in my future enterprises ,   projects and other endeavours I will continue acting promptly to test my hypotheses .   The only thing I am eager to improve is the speed of transition from experiment   termination to the full implementation . Last time it took two weeks to my team and   me , and I hope that in the coming projects this time period will be reduced due to   improved collaboration within the team and smoother communication with the   “ messengers ” .
### Output: 