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 didn'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.

