1. Experience Co-Creation 2. Design Definition 3. Design Detailing 4

Retail Experience Design Delivery Framework.

1. Experience co-creation 2. Design definition 3. Design detailing 4. Build 5. Go live

What follows is an outline of the programme, process and tools to enable you to redefine your retail experience.

Stage 01. Experience co-creation Stage 02. Design definition Stage 03. Design detailing Stage 04. Build Stage 05. Go live

Purpose Purpose Purpose Purpose Purpose

Review and validate the challenge Create a vision based on the experience ideas defined Detailed technical and functional development of the Start will provide design and project management Ensuring that the final product meets the original Understand all work delivered to date. in the previous stage. component parts of the experience. The emphasis is on support throughout the construction / manufacturing vision and expectations. Enabling the client team Generate and validate the experience ideas We will develop the overall retail experience and moving all work stream outputs towards final period, We will schedule the required software to take ownership of the solution moving forward. that will transform retail. establish the key functional, aesthetic and emotional demonstration for procurement, construction, development and test in accordance with the agreed Establishing and deploying the on-going support, requirements. In doing this we can align against any fabrication and production. requirements.All new content will be scripted, maintenance and optimisation requirements. supporting work streams and understand the overall storyboarded, produced and directed delivery programme. Ensuring the design meets the agreed design concept, and to the high standards required.

1.1 Priority definition 2.1 Experience design 3.1 Design development 4.1 Manufacture and construct 5.1 Handover Strategic and customer priority definition Format strategy Key component presentation Briefing and inspection meeting Handover pack Workshop structure and production brief Store concept design Copy deck Problem statement definition Communication platform Content strategy 4.2 Build and test Asset register 1.2 Experience workshop 2.2 Touchpoint design 3.2 Detailing and prototyping 5.2 Deploy and on-board Test plan Facilitation User interface designs Validated clickable prototype Support and maintenance contract Sprint plan Participation Touch point designs Specification / requirements documentation Detailed drawings (tender set) Hosting Consolidated digital experience and supporting tool set Document register

1.3 Workshop consolidation 2.3 Program alignment 4.3 Produce, edit 5.3 Optimise and support Draft service blueprint 3.3 Specialist design Shoot plan New roles identified (the people) Support desk Schematic / format analysis Design documentation as required Final assets Technology roadmap Success review Experience hierarchy Platform specifications / REQS Sample customer journeys Program management Program management Program management Program management Program management

Scoping Requirements / Specification gathering Tender specifications Project planning Handover meeting, checklist and documentation Contracting Third party specialist and supplier identification Management of P.I.M.S Scoping

Project planning / Specialist consultant appointments Pre tender cost plan review Contracting

Information management Estimation and budget setting Interactive scope finalisation Workstation planning and coordination Workstation planning and coordination Team coordination Established R.A.C.I. Establishment of P.I.M.S

Typical timings Typical timings Typical timings Typical timings Typical timings 5 Weeks 5 Weeks 8 Weeks To suit To suit

Stage 01. Experience co-creation

Purpose

Review and validate the challenge. Understand all work delivered to date. Generate and validate the experience ideas that will transform retail. Finalise the experience into a aligned and agreed plan of action.

Project management

● Scoping ● Contracting ● Project planning / Information management ● Workstation planning and coordination ● Established R.A.C.I.

1.1 Priority definition 1.2 Experience workshop 1.3 Workshop consolidation

Activity Activity Activity

● ● Key stakeholder interrogation Immersion ● Blueprint mapping ● ● Understanding around all ongoing work streams Platform development ● Schematic design ● ● Site / Ethnographic study Ideation ● Journey design and mapping ● Prototyping (Lo-Fi) ● Experience mapping ● Business case development ● Testing ● Persona / Customer definition ● Refinement

Deliverables Deliverables Deliverables ● Strategic and customer priority definition ● Facilitation ● Draft service blueprint ● Workshop structure and production brief ● Participation ● Schematic / format analysis ● Problem statement definition ● Hosting ● Experience hierarchy ● Sample customer journeys ● Program / commercial plan

Typical timings Typical timings Typical timings Milestone 5 Weeks 5 Weeks 8 Weeks ● Consolidated business case and KPIs ● Client approval to proceed Specific notes Specific notes Specific notes ● Project vision document

Audience definition.

In order to map an experience successfully we first need to define the shoppers we are mapping against.

To do this we use relevant research techniques to build detailed profiles covering demographic, psychographic and behavioural traits of the core shopper types.

With this insight in place we can create a set of shopper personas against which we can align understanding and begin to ideate against.

Understanding their key needs, relationships with the sector and organisation will provide rich territory for ideas that solve their problems but also unlock the opportunity that they possess.

Experience mapping.

In order to paint the picture of this end-to-end experience, our team must first rigorously research the product or service in question.

Beyond desk research and existing collateral provided to us, we employ a number of qualitative research methodologies such as interviews, observation, first-hand experience and shadowing.

As this research is assimilated, we start to build an experience map that organises these findings.

We start by plotting each touchpoint a person encounters along a journey, as identified by our research. 1 2 3 4 5 6

Dependant on the product or service, these may be a mix of digital, physical and human interactions, e.g. using a website for research, visiting a shop or talking to customer services.

Touchpoints are represented by columns, arranged chronologically, often spanning initial awareness through to support and beyond.

Once we have established a journey, we begin to map our findings against each touchpoint.

We categorise our research into swimlanes. The number of swimlanes used, and the type of research they contain, Activities varies dependant on the journey we are mapping. In this example we have 4 swimlanes:

● Activities ● Sentiment ● Opportunities ● Competitors

Sentiment

Opportunities

Competitors

Understanding activities.

The first swimlane seeks to describe the activity or activities that people engage in at each touchpoint.

Is the activity non-linear and without time restrictions, as in the case of online research? Perhaps the process is linear and time based, as when checking out?

It’s important that we understand as much as possible about the nature of these activities.

Understanding sentiment.

Understanding types of activity along a journey is useful; understanding how people feel about these interactions is powerful.

Using our qualitative research we are able to map sentiment for each touchpoint.

This process highlights where products and services are perceived to be succeeding and failing by the people that use them.

Understanding opportunities.

An experience map represents the final output of our research phase, providing a framework that makes sense of the complex ways people interact with a product or service.

We now understand how and where the pain-points and failures are, but we have also begun to recognise the strategic opportunities.

What we’ve learnt can now be taken forward into a design phase that will seek to provide solutions to the problems and exploit the opportunities.

Understanding competitors.

It’s a given that you should research competitor activity when looking to improve a product or service. Making the best use of that research is crucial and the real challenge.

By mapping competitor activity at each touchpoint, we gain a granular view of the strengths and weakness of the wider market. When cross-referenced with other insights, these point to bases that need to be covered, and untapped spaces within which to innovate.

Experience workshopping.

01. Project kickoff, scoping, briefing: A workshop session with the project owners, sponsors and managers. We will use a range of techniques and exercises to workshop the brief. The session will be run in a way that embodies and exemplifies the characteristics of the Amplify innovation process. We will agree what’s in and out of scope for the project, agree timings, deliverables and team.

02. Briefing session: Session for the client project team to be introduced to the brief. It will include some bonding, motivation and the setting of upskilling homework.

03. Upskilling homework: Pre-reading and homework exercises to get the team up-to-speed and ready to hit the ground running on workshop week. It could include films, docs, articles, podcasts, etc.

04. Project setup: Start will work with the client team and project manager to agree timings, logistics, recruitment (of experts, colleagues, customers for testing stage). The agenda and details of the process will also be finalised.

Facilitate the session.

Ideas (and innovation/renovation) come from three spheres of influence: professional, personal and external. Ideate Platform Prototype Professional experience Workshop attendees will be drawing on their professional experience, and anything else we can share with them in the room them about their consumers, their products, their brand. Personal experience They will also share their insights about what it's like to be a consumer and their own personal backgrounds and views; External Inspiration This can be in the form of case study cards, multisensory boxes, posters, trends presentations, short films, expert interviews/speakers (on film, in person, or posters), and more besides. Or looking at adjacent categories or competitors and the wider world outside our project. This type of stimulus helps ideas generated to be new and different.

Each facilitation technique or exercise is chosen carefully to match the stimuli and team. Attendees should work in small groups, through the day, mixing up people of different backgrounds, experience, and expertise, to keep energy up and ideas flowing.

Ideate.

Using rapid ideation techniques we produce a series of ideas in response to each platform.

Each idea should meet specific customer needs or deal with specific pain-points. The ideas should then be scored against the brief and the KPIs, and then filtered.

Build platforms.

Building platforms and identifying areas of opportunity

We develop a series of ideation platforms that represent areas of opportunity.

The platforms should target specific customer insights with associated needs and pain-points. These should form the basis of idea generation, ensuring ideas are grounded in insights and solve problems.

Prototype.

Define and prototype

The ideas are grouped into detailed territories. These territories should combine insights, target customers and high-level journeys with associated ideas mapped against them.

For each we then use rapid design techniques to outline retail formats, touchpoint wire frames, adcepts and create supporting presentation documents that outline, sell and demonstrate each territory. z

Map against the experience pyramid.

Ideas can be mapped against Start’s experience pyramid, to help us understand what kind of value, beyond the transactional, a customer experience will deliver:

Doing Shopping Is the experience aimed at helping customers with practicalities of doing the shopping? Foundations of any customer experience must meet these rational needs, saving time for customers where and when needed. We must remember though that this kind of functionality is now taken for granted by customers, its value hidden, and no longer differentiating for brands.

Going Shopping An experience that meets emotional needs engages and motivates customers when they are intent on going shopping for leisure and entertainment. This may still be a purchase-oriented mission for shoppers, but experiences that get the right emotional response create more value for brands (conversion and loyalty) and shoppers (entertainment).

Anti-Shopping To create defining value - the kind that truly differentiates a brand from its peers and drives customer advocacy - an experience must deliver elements that meet people’s non-transactional reasons for interacting with brands. Rewarding them with more meaningful experiences that enrich their lives.

Blueprint the experience.

Creating a service blueprint.

Where creating an Experience Map helps us to understand an existing journey, we create a Service Blueprint to define a new one.

A service blueprint is a planning tool that provides guidance on how a new service will be provided, specifying the physical evidence, staff actions, and support systems / enablers needed to deliver the service across its different channels.

The result when implemented should be a better experience for the user, a lower cost to serve for the business, or both.

As with an Experience Map, a Service Blueprint describes a journey across a series of touchpoints, however the role of swimlanes is now to organise the components required to deliver the service. Front Stage Swimlanes placed above the line of visibility detail the actions a user makes and the components of the service that a user can see. Examples of these include digital interfaces, signage and shop staff.

Swimlanes below this line detail components invisible to users. Examples include call centre staff, logistics functions and product databases.

Back Stage

Orchestrating a coherent solution.

We identify and affect any and all components of a service in order to deliver against business goals. The scale, cost 1 2 3 4 5 and complexity of providing these components varies considerably, from changing someone’s job title to overhauling IT infrastructure and beyond.

Whether the solutions can be implemented directly by our clients, in collaboration with ourselves or requiring third party involvement, the Blueprint ensures all parties have a shared picture of what is required, ensuring all touch points work coherently and in concert with each other. 1 In-store signage

2 Product demonstration experience 3 Staff training 4 Mobile application 5 Logistics partnership

Stage 02. Design definition

Purpose

Create a vision. Based on the experience ideas defined in the previous stage. We will develop the overall retail experience. We will establish the key functional, aesthetic and emotional requirements. In doing this we can align against any supporting work streams and understand the overall delivery programme. Project management

● Requirements / Specification gathering ● Third party specialist and supplier identification ● Specialist consultant appointments ● Estimation and budget setting ● Team coordination ● Establishment of P.I.M.S

2.1 Experience design 2.2 Touchpoint design 2.3 Program alignment

Activity Activity Activity

● Ecosystem / format hypothesis ● Touch point definition ● Digital platforms roadmap ● Store definition and overall experience design and visualisation ● System architecture ● Roles and responsibilities ● Retail communications platform and T.O.V principles ● User flows and high level user experience (UX) ● User Interface concepts (UI)

Deliverables Deliverables Deliverables ● Format strategy ● User interface designs ● New roles identified (the people) ● Store concept design ● Touch point designs ● Technology roadmap ● Communication platform ● Consolidated digital experience and supporting toolset ● Platform specifications / REQS

Typical timings Typical timings Typical timings Milestone 2 Weeks 2 Weeks 1 Weeks ● Cost consultant appointment and approval of cost plan one Specific notes Specific notes Specific notes ● Client approval to proceed ● Third party specialists appointed

© Start Limited 2017 Product Specialist (Product Expertise) a carefully selected range based on nature of the High levels of product High Levels of product & Set the format. products and the specific differentiation, low requirements they fulfil experience differentiation experience differentiation

Lifestyle/Eclectic Curator (Shopper Expertise) understands shoppers’ desires and creates a Store format is about much more than size and scale. A good collection of products to match, often based on a deep customer strategy will define what kind of customer value the understanding of latest trends High levels of experience physical store must deliver and consider how store format can Low levels of product & differentiation, low

support this. Generalist/Marketplace product/range curation (breadth of range) experience product differentiation a broad range based on choice and selection differentiation Format must be tied into the problem the experience is trying online can replicate this retail proposition, meaning that an to solve for customers or the level of interaction and service it increasing amount of shoppers convert online needs to deliver to build relationships and support formats/level of interactivity and service transactions. Format can be used to help define an experience Fulfilment Centre Showcase Experience Centre Service Centre Workshop/Atelier (Convenience) (Presentation & (Product Interaction) (Problem Solving) (Engagement) for brands and shoppers. Storytelling)

Ikea + Hay Product Specialist Ikea Dining (Product Expertise) pop-up Club

Ikea city centre store

Lifestyle/Eclectic Curator (Shopper Expertise) Ikea Original Format (Sheds)

product/range curation

Generalist/Marketplace (breadth of range)

formats/level of interactivity and service Fulfilment Centre Showcase Experience Centre Service Centre Workshop/Atelier (Convenience) (Presentation & (Product Interaction) (Problem Solving) (Engagement) © Start Limited 2017 Storytelling)

Design the touchpoints.

The Service blueprint clearly articulates the touchpoints required to support the desired state shopper journey and the actions required at an organisational level to deliver against them.

In articulating the touchpoints into the overall store experience we need to define the purpose they serve and the content they need to deliver against the shopper need and context.

With the purpose defined we can design the best solution for engagement be that broadcast, VM or interactive. We should also be specific around the whether, within the journey, the touchpoint is disruptive, through the introduction of relevant oddities, or supportive with product selection tools.

All of the touchpoints should be set within a measurement framework that enables us to optimise them over time.

Content is the lifeblood that will keep the in-store touchpoints relevant and dynamic. Supported by core business propositions around the customer, value, service and community.

Content as service must be provided in a contextually relevant manner, This is critical to developing instore and online touchpoints that support the needs and decision-making of shoppers.

With a clear framework for the content requirements across all touchpoints (both permanent and dynamic) in place, we can define the purpose of individual touchpoints whether interactive and analog, to support the overarching customer experience.

Retail is a social experience and all about what’s new. Meeting these needs allows the store to support transactions. The most valuable stores are those that deliver enriching, entertaining, interactive personalised, localised experiences that reward shoppers for choosing them to spend their time in. Content platforms must support this aim.

.start London .start Manchester Kevin Gill T: +44 (0) 20 7269 0101 T: +44 (0)161 228 3066 Retail director E: [email protected] E: [email protected] (+44) 7885 277386 Unit 4.01 The Tea Building 3 Cobourg Street [email protected] 56 Shoreditch High Street Manchester M1 3GY London E1 6JJ

.start Dubai T: +971 (0) 44508494 E: [email protected] Suite 1002, Arenco Tower, Media City, PO Box 28710, Dubai, U.A.E © Start Limited 2017