S t a r b u c k s G r e e n A p r o n

Process Book

T A B L E O F C O N T E N T S

1 2

3. Team

6. Proposal

8. Domain

2 I N S P I R AT I O N

9. Method

11. CP + B

13. Frog

3 C L I E N T 5 C R E AT I O N4 I D E AT I O N1 I N T R O D U C T I O N

15. Search

17. Starbucks

19. Brand Model

21. Business Model

23. Ansoff Matrix

25. Business Problem

30. Pain Points

31. Frameworks

35. Constraints

37. .Audience

39. Proposal 1

59. Feasible, Viable, Desirable

61. Value

42. Framing

43. Final Proposal

45. Service Model

53. UI

55. Integration

57. Jumping Fences

6 C O N C L U S I O N

Lu c a s F u n g Ed w i n Ta n g D u n c a n L uH a n e u l K i mJ e r ko n e C a s e m

3 4

T H E T E A M

Earlier in 2015 Starbucks announced the Green Apron delivery service. This is our actuation of this service.

We are designing a service that maximizes the efficiency

in the delivery process. We are removing all the

distractions in order to make the process as frictionless

and quick as possible.

P R O P O S A LAT&T

100%

8:08 AM

GREEN APRON

Ready to Order

Jill Anderson

Account & Settings

Call

Message

Favorites

5 6

We used a combination of service and experience design to bring

value to both the consumer and the client. Our proposal allows

Starbucks from being a primarily store based retailer into the

e-Commerce field. The experience that we provide enforces brand

loyalty and turns the potentially negative experience of a delivery

into an enjoyable positive one.

1

"All design is the process of making experiences. "

- Nathan Shedroff

S E R V I C E + E X P E R I E N C E

7 8

Method puts the customer at the heart of every project. To ensure this, they start by

analyzing customer and market data in order to synthesize the insights that drive the

design project. These customer driven insights allow them to consider the varying

touchpoints and experiences a customer might have with a brand and ensure that any

new interaction both fits and builds upon the overall customer experience. The result is a

product or service that undergone iterative testing through prototypes and user research.

M E T H O D - C L I E N T D I A G R A M

Customer insightsProject +channel

Iterative process

9 10

We gained several inspirations from this project, one being to embrace the trust and

transparency between the brand and the customer. Through this, we introduced the

tracker, allowing the customer to follow the progress of their order in real time and

giving them the in store experience wherever they are.

C P + B - D O M I N O S

11 12

By imagining a platform that users interact with on a daily basis, we looked into

giving users a fresh alternative in connecting with the brand. To allow consumers

a more intimate and instant service to the brand, information can be presented

when and where it matters.

F R O G D E S I G N - N Y C B E A C O N

13 14

Originally we explored the technology industry and brand dilution within the

sector. However, we decided that the problems within the technology sector were

too dependent on product offerings and less dependent on experience and/or

service design.

Next, we shifted our focus to small independent clothing brands which lack store

fronts and rely on e-commerce. We noticed that deliveries in general provided

plenty of opportunity for negative experience and aimed to revitalize the whole

delivery experience. However, upon further investigation we deemed this too

daunting a task and ended up narrowing our search to specific delivery types.

C L I E N T S E L E C T I O N

Opening Why Reject?

Creating distinction by re-imagin-ing an in-store experience

Revitalize Sony’s brand identity through a digital experience

There was no demand for an alternative shopping experience

The reason for declining sales lies within the internal confusion

of their brand promise.

Bridging brand gap through imagining a storefront experience

Bridging brand gap through imagining a storefront experience

Sales, along with the brand are not suffering despite the lack

of brand awareness.

Sales, along with the brand are not suffering despite the lack

of brand awareness.

Opening Why Reject?

15 16

1

Starbucks as we know it today was born in 1987 when the

original Starbucks chain was sold to Howard Schultz who took

the Starbucks name and re-branded his existing cafes. Schultz

quickly expanded the brand and focused on emulating the

espresso cafe experience common in Italy. Soon, the North

American market warmed to this new experience, resulting in the

global juggernaut that Starbucks is today.

Green apron is a proposed delivery service set to debut in 2015.

Targeting high-rises, the service aims to turn a craving into a sale,

allowing Starbucks to continue growing in an over-saturated

North American coffee market. Additionally, the connection

between customer and barista that Starbucks has worked so hard

to create is reinforced through repeated delivery.

S T A R B U C K S

17

B R A N D M O D E L

S T A R B U C K S

C U S T O M E R S

T H E I R B R A N D P E R C E P T I O N

B A R I S T A S

E X P E R I E N C E Sm e a s u r e d b y

N E E D S

S E R V I C E

rep

res

en

ted

by

success or failureto meet needsdetermine experience

WHAT IS THEIR PROMISE? To nurture the human spirit - one coffee at a time

WHAT IS BRAND PERCEPTION? A social place to get coffee, exactly how you want it

I D E A P R O M I S Ei s a n d e l i v e r

fulfi

llsh

av

e

ha

ve

c a r r i e d o u t b ye n f o r c e d b y

s h a p e s

de

live

r

19 20

B U S I N E S S M O D E L

K E Y A C T I V I T I E S

C U S T O M E R S E G M E N T

TANGIBLEOne less tripLess work time lostEasier ordering

INTANGIBLE

Reduce frictionReduce cognitive overheadRelationship building

V A L U E P R O P O S I T I O N

C H A N N E L S

K E Y R E S O U R C E S

K E Y P A R T N E R S

fast order and delivery

perfect temperature drinks

personal relationshipapplication

retail stores

website

word of mouth

social media

baristas

suppliers

smart phone

relationships

people who have a lot of stress in their lives

people who are at the whim of their boss and

often must multi-task to meet time constraints

people who have a sudden craving for coffee

C U S T O M E R R E L AT I O N S H I Pconvenience

positive service moments

positive emotional moments

21 22

A N S O F F M AT R I XStarbucks is currently spread out all over the matrix however, they lack new services

targeted towards current consumers. Our design introduces a new service marketed

towards current consumers (corporate sector) which will allow Starbucks to gain

ground in a market that is over-saturated. Brand loyalty is built through repeated use

of the service eventually allowing Starbucks to corner the entire office market.

EXISTING PRODUCTS & SERVICES NEW PRODUCTS & SERVICES

NE

W M

AR

KETS

EXIS

TIN

G M

AR

KETS

Customizable drinks

Traditional service modelCommerce

Global expansion

Spread to new locations

Take advantage of new technology

Focus on local markets

Partnership with other companiesTeavana & La Boulange

New Service modelE-commerce

DeliveryGreen Apron

Use technology to implement a more convenient service modelto dominate local markets

23 24

Starbucks’ high popularity does not allow for them to accommodate the busy

lifestyles of their customers and their need for efficiency when ordering coffee. As a

result, customers who would have potentially purchased Starbucks coffee are instead

ordering their coffee from, less popular, indie coffee shops.

"At one point, Starbucks was the predator. They'd set up wherever

there was an indie café. What's happening right now, indie cafés

are opening near Starbucks and taking business. I don't know how

Starbucks can compete." - Vince Piccolo, Founder of Caffè Artigiano

B U S I N E S S P R O B L E M

25 26

"This is a game of seconds. We are constantly asking

ourselves, how can we shave time off this?"

- Silvia Peterson, Director of store operations engineering

"Starbucks was forced to focus harder on speed

of delivery as its growth exploded"

27 28

- Chicago Tribune

There are several points along the coffee ordering journey that cause

customer friction. Our goal with this project is to remove as many of these

“pain points” as possible in order to create a seamless ordering experience

that is both functional and memorable.

P A I N P O I N T S

“The success and strong customer base of regional coffee shops have made it difficult for the larger, established brands like Starbucks to succeed.”

- Forbes

29 30

3 PainPoints5 Steps

Rushed

receive consume reflectorder payoffice store customize

Waiting Time

Loss of Work Time

Rushed

Waiting Time

Loss of Work Time

Waiting Time

Unpredictability

Loss of Work Time

Loss of Work Time

Waiting Time

Unpredictability

Risk of Wrong Order

Risk of Wrong Order

office receive consumeorder reflect

Rushed Loss of Work Time Waiting Time

12 PainPointsRemoved

3 StepsRemoved

C U R R E N T F R A M E W O R K R E V I S E D F R A M E W O R K

Pain Points

Touchpoints

Pain Points

Touchpoints

15 PainPoints8 Steps

Waiting Time

31 32

As Starbucks expanded their offerings as well as global reach, they diluted their brand as well as their initial

commitment to superb service. The cognitive overhead grew as a result of the vastly expanded menu and the

sub-par service was not enough to keep people around. As a result friction between the customer and brand

grew and potential customers began to shift to simpler indie shops.

I N N O V AT I O N G A P

Average Taps Needed to Complete Transaction

0

5

10

15

20

Just Eat Postmates Green Apron

# of taps

33 34

We developed constraints to help guide our design process.

The constraints needed to be open enough to not limit our

ideation us but also restrictive enough to allow us to maintain

focus and keep us on track.

C O N S T R A I N T SUtilize technology

to reduce stress and or cognitive overhead

in ones life

Strengthen the relationship between consumer and brand

Adaptation through continued use

35 36

Our target consumer base is executive assistants. They are

at the whim of their boss and often must multi-task to meet

the time constraints that their boss has set. This makes a

task such as getting coffee or food an arduous task as it

often takes them away from their desk into an environment

where they cannot perform their tasks.

Executive assistants need to be able to perform their tasks as

efficiently as possible. Simple tasks become complicated when you

are forced to do so many simultaneously. Reducing the cognitive

overhead and/or time constraints of one of these tasks, such as

ordering coffee allows them to better perform other tasks while

additionally building trust in the Starbucks brand.

A U D I E N C E N E E D S

37 38

1

Re-introducing Starbucks’ personal touch through delivery.

The concept behind our first idea was to introduce a delivery

service that would allow customers to build a relationship with

the delivery courier. Through repeated deliveries a relationship

would form with the barista as well as the brand increasing

loyalty and drawing customers away from the increasingly

popular indie coffee shops. We realized that with the busy

lifestyle of our target audience, they would not be able to

dedicate the amount of time needed to create meaningful, lasting

relationships.

R E J E C T E D

P R O P O S A L 1

39

How can we ensure that coffee arrives hot?

How can we minimize the cognitive overhead associated with delivery apps?

How can we ease the burden on executive assistants?

F R A M I N G

42

1

Reduce ordering friction in order to speed up the complicated Starbucks ordering process.

Similar to our first proposal, we are designing a delivery service.

However, we found that a large problem in on-demand delivery was

ensuring that the food was delivered hot. In contrast to the first

attempt we are maximizing speed instead of building a relationship. The

personal communication is still there but, it is much less of a focus. The

maximized efficiency of our delivery service ensures that coffee is

always delivered hot while the simplicity in ordering reduces the

cognitive overhead of the complicated Starbucks menu.

A C C E P T E D

F I N A L P R O P O S A L

43

Max 87am ~ 3pmHOT only drinks

S E R V I C E D E S I G N M O D E L

In order to maximize the viability of our service we looked into specific aspects

that we deemed essential to the success of our operation. Our service is only

offered during peak coffee consumption hours, is limited to 8 or less drinks, and

additionally, is limited to beverages only as delivering food would put a much

greater burden on the delivery person compared to simply delivering drinks.

45 46

Average North American Coffee Consumption in 24 Hours

Qu

anti

ty

150

100

50

00 3 6 9 12 15 18 21

Time

The highest coffee consumption in the USA occurs from 7am

- 3pm therefore in order to maximize the efficiency of our

operation, our service is only offered during those hours.

47 48

Coffee Cooling Time: Temperature Decay

0

Time (minutes)

70 °C

90 °C

77 °C

1052.5 7.5

Tem

pera

ture

(°C)

Coffee cools on average by 13 °C within 5 minutes of its

brewing. In order to ensure that it’s delivered hot, the amount of

drinks that can be ordered had to be capped in order to ensure

that the first drink made would still be hot upon arrival.

49 50

wants coffee

brings to

GREEN APRON

delivers coffee

Barista 1

Barista 3

Barista 2makes coffee

places order

EABOSS

We used the metaphor of a pit crew to help inspire our design. The boss places an

order with the executive assistant who then transfers it to the Green Apron service.

The three person barista team acts as the “pit crew” churning out and delivering

beverages as fast and accurately as possible. Similar to a pit crew, each member of

the team has a specialized role in order to maximize efficiency. The first barista

receives the order. They then communicate it to the second barista who makes the

order before the third barista delivers it.

M E T A P H O R : P I T C R E W

51 52

In two words, the experience our app aims to provide is ‘quick’ and ‘easy’. Thus,

we chose tapping to be the primary micro-interaction because it allows for fast

and straightforward navigation through the interface. While we feel that while

swiping and sliding are more joyful interactions, they sacrifice the efficiency

that is essential for our app to provide the service intended, which is for the

customer to order what they want as quickly as possible.

U I E L E M E N T S

53 54

AT&T 100%8:08 AM

G R E E N A P R O N

Ready to Order

John SmithAccount & Settings

Call MessageFavorites

AT&T 100%8:08 AM

F A V O U R I T E S Brew

Caramel Apple Spice

W h i p p e d C r e a mH a l f S w e e t

Caramel Apple Spice+ N u t m e g

W h i p p e d C r e a mH a l f S w e e t

Pumpkin Spice LatteH a l f S w e e t

W h i p p e d C r e a mS o y M i l k

Green Tea Frappucino+ 1 M a t c h a

W h i p p e d C r e a mH a l f S w e e t

E x t r a H o t

AT&T 100%8:08 AM

F A V O U R I T E S

Caramel Apple Spice

W h i p p e d C r e a m

D e t a i l s :H a l f S w e e t

Q u a n ti t y :

1 2 3 4

S i z e :

TrentaTall Grande Vente

A D D T O C A R T

AT&T 100%8:08 AM

F A V O U R I T E S

Pumpkin Spice Latte

W h i p p e d C r e a mS o y M i l k

D e t a i l s :H a l f S w e e t

Q u a n ti t y :

1 2 3 4

S i z e :

TrentaTall Grande Vente

A D D T O C A R T

AT&T 100%8:08 AM

F A V O U R I T E S Brew

Caramel Apple Spice

W h i p p e d C r e a mH a l f S w e e t

Caramel Apple Spice+ N u t m e g

W h i p p e d C r e a mH a l f S w e e t

Pumpkin Spice LatteH a l f S w e e t

W h i p p e d C r e a mS o y M i l k

Green Tea Frappucino+ 1 M a t c h a

W h i p p e d C r e a mH a l f S w e e t

E x t r a H o t

AT&T 100%8:08 AM

F A V O U R I T E S

Caramel Apple Spice

W h i p p e d C r e a m

D e t a i l s :H a l f S w e e t

Q u a n ti t y :

1 2 3 4

S i z e :

TrentaTall Grande Vente

A D D T O C A R T

AT&T 100%8:08 AM

F A V O U R I T E S

Pumpkin Spice Latte

W h i p p e d C r e a mS o y M i l k

D e t a i l s :H a l f S w e e t

Q u a n ti t y :

1 2 3 4

S i z e :

TrentaTall Grande Vente

A D D T O C A R T

100%8:08 AMAT&T

Green Apron

Mute Speaker

100%8:08 AMAT&T

Jill Anderson

Mute Speaker

Triple Shot & Extra HotAT&T 100%8:08 PM

8 08Wednesday, April 8

Triple Shot & Extra HotAT&T 100%8:08 PM

8 08Wednesday, April 8

StarbucksYour order is being delivered!

now

slide to view

Jill AndersonActive Now

Type a message...

Aa

AT&T 100%8:08 AM

Thank you!

Hey Jill! The boss wants a regularlatte today, extra hot please! I’d alsolike a chai tea latte :)

Hi John! This is Jill, your Green Apron.Thanks for using Green Apron!

Okay John! Hope you’re having a greatmorning. Your drinks will be there ASAP!

8:07 AM

1:35 PM

Hey Jill! The boss wants a regular latte today, extra hot please! I’d also like a chaitea latte :)

No problem! Thanks for using GreenApron! See you soon!

Thank you!

Jill AndersonAccount & Settings

AT&T 100%8:08 AM

G R E E NA P R O N

Jill AndersonAccount & Settings

Green Apron can be accessed through the current Starbucks app. Tap the

Green Apron tab to navigate to the ordering menu.

Original New

I N T E G R AT I O N

Orders can be processed through the favourites menu, Facebook Messenger,

as well as by phone call. When your order begins brewing, you will receive a

notification and the main menu will update to reflect order status.55 56

Using Facebook Messenger for business, we were able to reduce

the amount of cognitive overhead by removing the need to order

with menus, while also introducing an informal method of

communication between the barista and the executive assistant,

so it feels like you are talking to a friend, rather than an employee.

Delivery service apps, such as Postmates set the base

framework for Green Apron. These apps work with a heavily time

consuming amount of actions, and with lots of info

presented to the audience at once.

J U M P I N G F E N C E S

57 58

Reduces the cognitive overhead of the ordering process.

The UI interactions allow efficiency to be maximized

giving the executive assistant more time to perform their

tasks, as well as have an easier time multitasking.

F E A S I B L E

D E S I R A B L E

V I A B L E

Our proposal uses technology currently available to

Starbucks. They will be able to implement our proposal

with no additional research and development.

Provides a new service which reduces cognitive

overhead making the ordering process faster.

Increase sales levels by cornering a large part of the

corporate market, while simultaneously promoting brand

loyalty.

59 60

V A L U E : C U S T O M E R

TangibleOur app allows executive assistants to stay in the office and perform a task that

normally they would have to leave the office to do. This means that less work time is

lost as they can stay in the office and work without losing time waiting in line as well as

commuting. Being able to visualize the arrival time of the order allows for the executive

assistants to plan and tailor their schedules accordingly.

IntangibleFriction is reduced through the simplification of the ordering process. Additionally, this

reduces the cognitive burden on the associate reducing stress, and allowing them to

perform their tasks to the best of their abilities. A relationship with the brand is forged

through repeated successful deliveries. Additionally, there is potential for a personal

relationship to emerge with the delivery courier.

Tangible

Removes commute time

Can visualize time of arrival

Intangible

Reduces amount of lost work time

Reduce cognitive overhead of ordering coffee

Builds relationships with baristas

61 62

V A L U E : S T A R B U C K S

Tangible

Reinforces existingconsumer base

Intangible

Builds trust with brand

TangibleEasier ordering will increase Starbucks’ popularity with executive assistants who

may have otherwise went to less busy stores. Executive assistants have

significant purchasing power in the commerce sector. Their increased level of

activity with the Starbucks brand will allow Starbucks to corner a large portion of

the commerce sector’s demand for coffee.

IntangibleRepeated successful deliveries will build a trust based relationship between the

consumer and the Starbucks brand. This will make the consumer more likely to

purchase Starbucks goods when off work.

63 64

R E F E R E N C E S

65 66

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Allison, M. (August 20, 2008). Starbucks no longer gives small coffee shops the jitters. Retrieved from http://www.seattletimes.com/busi ness/starbucks-no-longer-gives-small-coffee-shops-the-jitters/

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Geereddy, N. (2010). Strategic Analysis Of Starbucks Corporation.

Glover, G. (August 10, 2009). Is Starbucks Good or Bad for Independent Coffee Shops?. Retrieved from http://ww w.cbsnews.com/news/is-starbucks-good-or-bad-for-independent-coffee-shops/

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Mourdoukoutas, P. (April 26, 2012). Is Starbucks Losing Focus. Retrieved from http://www.forbes.com/sites/panosmourdouk outas/2012/04/26/is-starbucks-losing-focus/

Newman, J., (2014, Febuary 6.) Sony Quits The PC Business. Good! Retrieved from http://time.com/5412/sony-quits-the-pc-busi ness-good/

Reisinger, D., (2014, October 31.) Sony posts $1.2 Billion Loss As Mobile Business Falls Off A Cliff. Retrieved from http://ww w.cnet.com/news/sony-posts-1-2-billion-loss-as-mobile-business-falls-off-a-cliff/

Sony To Spin Off Video And Audio Units. (2015, Febuary 18.) Retrieved from http://www.bbc.com/news/business-31523511

Sony To Close All 14 Canadian Stores Within 2 Months.(2015, January 15.) Retrieved from http://www.cbc.ca/news/business/so ny-to-close-all-14-canadian-stores-within-2-months-1.2902094

Starbucks set to serve beer and wine in Canada by end of 2015. (February 4, 2015). Retrieved from http://globalnews. ca/news/1811472/starbucks-set-to-serve-beer-and-wine-in-canada-by-end-of-2015/

Triggs, R., (2014, August 22.) Why Is Sony's Mobile Business In The Red? Retrieved from http://www.androidauthority.com/sonys-mo bile-business-struggles-528720/

Weber, L & Gee, M. (April 13, 2005). At Starbucks, every second counts: There's a need for speed for your coffee. Retrieved from http://articles.chicagotribune.com/2005-04-13/news/0504130351_1_chain-of-coffee-shops-starbucks-blended

Wilson M. (December 3, 2014). Mobile Orders Will Make Starbucks Coffee More Addictive Than Ever. Retrieved from http://www.fast codesign.com/3039308/mobile-orders-will-make-starbucks-coffee-more-addictive-than-ever