Challenge

SS Designs is a women’s and men’s clothing boutique that has been around for over a decade.

Yet, throughout that time it has been able to achieve more success with its public relations than its  actual sales and customer satisfaction. Customers enter the boutique initially excited to purchase  “higher end” and even custom pieces, but usually walk away feeling that the boutique and main  designer are not able to connect with them and match their expectation of what constitutes as sexy and  contemporary bridal, casual, and evening wear. In fact, a frequent complaint targets the business’  tendency to create dated and overpriced items. Given the surge in popularity of online retailers and the  worldwide squeeze on brick and mortar clothing stores, SS Designs faces a real crisis and must learn to  adapt using the techniques of Design Theory.

Selection

Mind Mapping, as introduced in Module 3, is explored by Callegari through the

narrative of MeYouHealth. In it, Mind Mapping is extolled as the bridge between two of the earlier  stages of the Design Theory process: what is and what if? As early on as the lecture covering the success  of The Good Kitchen (Module 1) we learn that “what is” is largely an exploratory process used to avoid  myopia. It allows us to expand the idea of what truly is the problem we want to address. In Module 3’s  MeYouHealth case study we further identified that “what if” is the process of brainstorming various  solutions before experimenting with their validity and chance of success. However, bridging these two  phases was the intuitive and highly engaging tool of Mind Mapping. Using the analogy of a yard sale,  Callegari walks us through its steps, which involve inviting our target audience members,  showcasing available ideas and options, amassing the groups’ opinions, and finally synthesizing the  aforementioned to identify trends and patterns. Mind Mapping was ultimately chosen for its ability to  provide the boutique with clarity and ideas during its most troubling phase – getting from the “what is”  to the “what if” to eventually understand what would wow and what would work.

Application

Previous years’ sales were pored over to identify the demographics that SS Designs were

actively attracting as well as the ones that were less present. Using a mixture of previous clients and  interested first-comers, lured by the promise of a generous discount to be applied on a future purchase,  a pool of largely middle aged women were invited to the boutique’s showroom. Prior to their arrival we  began going through the motions of “what is?” This involved Module 1’s The Good Kitchen’s journey  mapping. In the prior days, members of our team would accompany secret shoppers as they made their  way throughout the boutique, noting comments, likes, and dislikes. This allowed us to be a fly on the  wall during the same process that many of our customers undergo.

Assessing this feedback, we were able to glean important information for use in our Mind

Mapping. We learned that while customers liked the fabric and quality of our garments, color and  silhouettes were unsatisfactory. With this is in mind, on the day of our Mind Mapping exercise, we  placed “vision boards” throughout the boutique, each displaying images of fresh themes comprising of

colors, cuts, and even suggested places (ie. Work vs. cocktail events) that the garments could be worn.  Pale muslin was also draped on strategically placed mannequins alongside colored fabric swatches that  could be tacked on and played around with by members to identify color combinations they loved.  There were also snapshots of previously made SS Designs garments that individuals could take and write  notes on the back of, generally expressing their love or distaste for a particular item.

Afterwards, all members were invited to discuss their thoughts and opinions of what they had

seen earlier that day as well as to talk about previous experiences purchasing our garments in store.  Photos of the garments were also collected and based on the written comments; positively critiqued  items were placed on one board with the less liked items’ photos going on another. In speaking with  these potential and past customers, clear trends and patterns began to emerge that would allow us to  proceed to the what if stage and begin brainstorming new rollouts and modifications to both our clothes  and customer experience.

Insight

What became clear was that the problems of SS Designs were much broader than initially

thought. Not only were our products problematic, the experience of shoppers was also questioned.  Respondents opined that the level of support and options to explore stylistic choices that were present  in the Mind Mapping experiment was something that they wished was replicated in the actual boutique.  According to them, the store did not offer as much support when it came to guiding customers through  the process of choosing and designing their garments. Additionally, when it came to known issues such  as the color and cut of our items, respondents further elaborated that they would be more receptive to  some of our current garments had we provided a comparative context. It turned out that customers  were willing to try bold colors and avant-garde silhouettes, but in their opinion, they would like to be  made aware that these are actual trends occurring elsewhere in other parts of the world. Something as  simple as providing magazines that show other people donning these bolder items or displaying videos  of relevant fashion shows on the store’s website were all recurring suggestions.

Mind Mapping clearly demonstrated to me that the design process is powerful insofar as its

ability to unearth even more factors than were previously thought to be at play when attempting to  solve key issues. In this case, Mind Mapping served as an effective reminder that many business  oriented solutions need to be two-pronged. Solutions should place just as much emphasis on assessing  the user or customer experience as reimagining the actual products themselves. Further, Design  Thinking revealed itself to be an invaluable objective instrument that, by involving external parties,  could counteract internal bias and misconceptions.

Approach

In the future I would aim to attract a higher number of male participants in our initial pool of

interviewees. Due to the higher proportion of female participants we were not able to glean as much  information for our menswear products. This meant that data derived from women in our design  process had to be extrapolated to provide some semblance of a direction for how we would handle

improving our male clothing and experience for male shoppers. Additionally, I would recommend  incorporating more elements of visualization. While we implemented Mind Mapping this time, our  audience clearly and positively responded to its more visual tenets. Subsequently, we could utilize  activities such as allowing individuals to sketch designs that they would like considered by SS Designs or  even allow them to draw on pictures of current garments, circling and crossing out clothing details they  prefer and dislike respectively. Visualization, perhaps of all the tools, is especially tied to the clothing  industry and a result, would make for an excellent instrument in future iterations of SS Design’s design  thinking.


Challenge SS Designs is a women ’s and men ’s clothing boutique that has been around for over a decade . Yet , throughout that time it has been able to achieve more success with its public relations than its actual sales and customer satisfaction . Customers enter the boutique initially excited to purchase “ higher end ” and even custom pieces , but usually walk away feeling that the boutique and main designer are not able to connect with them and match their expectation of what constitutes as sexy and contemporary bridal , casual , and evening wear . In fact , a frequent complaint targets the business ’ tendency to create dated and overpriced items . Given the surge in popularity of online retailers and the worldwide squeeze on brick and mortar clothing stores , SS Designs faces a real crisis and must learn to adapt using the techniques of Design Theory . Selection Mind Mapping , as introduced in Module 3 , is explored by Callegari through the narrative of MeYouHealth . In it , Mind Mapping is extolled as the bridge between two of the earlier stages of the Design Theory process : what is and what if ? As early on as the lecture covering the success of The Good Kitchen ( Module 1 ) we learn that “ what is ” is largely an exploratory process used to avoid myopia . It allows us to expand the idea of what truly is the problem we want to address . In Module 3 ’s MeYouHealth case study we further identified that “ what if ” is the process of brainstorming various solutions before experimenting with their validity and chance of success . However , bridging these two phases was the intuitive and highly engaging tool of Mind Mapping . Using the analogy of a yard sale , Callegari walks us through its steps , which involve inviting our target audience members , showcasing available ideas and options , amassing the groups ’ opinions , and finally synthesizing the aforementioned to identify trends and patterns . Mind Mapping was ultimately chosen for its ability to provide the boutique with clarity and ideas during its most troubling phase – getting from the “ what is ” to the “ what if ” to eventually understand what would wow and what would work . Application Previous years ’ sales were pored over to identify the demographics that SS Designs were actively attracting as well as the ones that were less present . Using a mixture of previous clients and interested first - comers , lured by the promise of a generous discount to be applied on a future purchase , a pool of largely middle aged women were invited to the boutique ’s showroom . Prior to their arrival we began going through the motions of “ what is ? ” This involved Module 1 ’s The Good Kitchen ’s journey mapping . In the prior days , members of our team would accompany secret shoppers as they made their way throughout the boutique , noting comments , likes , and dislikes . This allowed us to be a fly on the wall during the same process that many of our customers undergo . Assessing this feedback , we were able to glean important information for use in our Mind Mapping . We learned that while customers liked the fabric and quality of our garments , color and silhouettes were unsatisfactory . With this is in mind , on the day of our Mind Mapping exercise , we placed “ vision boards ” throughout the boutique , each displaying images of fresh themes comprising of colors , cuts , and even suggested places ( ie . Work vs. cocktail events ) that the garments could be worn . Pale muslin was also draped on strategically placed mannequins alongside colored fabric swatches that could be tacked on and played around with by members to identify color combinations they loved . There were also snapshots of previously made SS Designs garments that individuals could take and write notes on the back of , generally expressing their love or distaste for a particular item . Afterwards , all members were invited to discuss their thoughts and opinions of what they had seen earlier that day as well as to talk about previous experiences purchasing our garments in store . Photos of the garments were also collected and based on the written comments ; positively critiqued items were placed on one board with the less liked items ’ photos going on another . In speaking with these potential and past customers , clear trends and patterns began to emerge that would allow us to proceed to the what if stage and begin brainstorming new rollouts and modifications to both our clothes and customer experience . Insight What became clear was that the problems of SS Designs were much broader than initially thought . Not only were our products problematic , the experience of shoppers was also questioned . Respondents opined that the level of support and options to explore stylistic choices that were present in the Mind Mapping experiment was something that they wished was replicated in the actual boutique . According to them , the store did not offer as much support when it came to guiding customers through the process of choosing and designing their garments . Additionally , when it came to known issues such as the color and cut of our items , respondents further elaborated that they would be more receptive to some of our current garments had we provided a comparative context . It turned out that customers were willing to try bold colors and avant - garde silhouettes , but in their opinion , they would like to be made aware that these are actual trends occurring elsewhere in other parts of the world . Something as simple as providing magazines that show other people donning these bolder items or displaying videos of relevant fashion shows on the store ’s website were all recurring suggestions . Mind Mapping clearly demonstrated to me that the design process is powerful insofar as its ability to unearth even more factors than were previously thought to be at play when attempting to solve key issues . In this case , Mind Mapping served as an effective reminder that many business oriented solutions need to be two - pronged . Solutions should place just as much emphasis on assessing the user or customer experience as reimagining the actual products themselves . Further , Design Thinking revealed itself to be an invaluable objective instrument that , by involving external parties , could counteract internal bias and misconceptions . Approach In the future I would aim to attract a higher number of male participants in our initial pool of interviewees . Due to the higher proportion of female participants we were not able to glean as much information for our menswear products . This meant that data derived from women in our design process had to be extrapolated to provide some semblance of a direction for how we would handle improving our male clothing and experience for male shoppers . Additionally , I would recommend incorporating more elements of visualization . While we implemented Mind Mapping this time , our audience clearly and positively responded to its more visual tenets . Subsequently , we could utilize activities such as allowing individuals to sketch designs that they would like considered by SS Designs or even allow them to draw on pictures of current garments , circling and crossing out clothing details they prefer and dislike respectively . Visualization , perhaps of all the tools , is especially tied to the clothing industry and a result , would make for an excellent instrument in future iterations of SS Design ’s design thinking .