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DESIGN THINKING
VOLUME 2
2024
Editor:
Dr. Rajiv Ranjan
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EDITOR
Dr. RAJIV RANJAN
Associate Professor
Entrepreneurship
Jagdish Sheth School of Management (JAGSoM)
© JAGSoM, 2024
ISBN: 978-93-340-1575-1
All rights reserved. No part of this publication may be reproduced or
transmitted, in any form or by any means, electronic or mechanical, including
photocopying, recording, or any information storage or retrieval system,
without the prior permission in writing from the publisher.
Book Cover Design: Design Studio, Vijaybhoomi School of Design
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Table of Contents
Foreword ................................................... 7
Editorial: Design Thinking Unwrapped ... 9
1. Design Thinking Applications in Business
Problem-Solving: A Comprehensive Journey
through Bata ........................................... 12
2. Revitalizing Truffles: A Human-Centered
Design Exploration ................................. 21
3. Design Thinking in Action: Transforming
Sodexo's Employee and Workplace
Management ........................................... 30
4. PCR Garden Mall: Designing for Growth
and Sustainability ................................... 43
5. Augmenting Boriya Bistar: A
Comprehensive Exploration .................. 57
6. Optimizing Yulu: A Scientific Design
Thinking Approach ................................. 71
Epilogue – 7 Commandments for Design
Thinkers: Navigating the Journey of
Innovation with Insight and Caution ..... 81
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Foreword
Having traversed the Design Thinking course at JAGSoM, we reflect on
an immersive experience that transcended the traditional boundaries of
academia. As a practice course, it wasn't confined to theory; it
beckoned participants to actively engage in the practical intricacies of
ideation, prototyping, and iteration.
Design Thinking, a compulsory subject, marked a pivotal shift in our
academic journey, instilling an entrepreneurial attitude that extended
beyond conventional disciplines. It became a catalyst for exploring
uncharted territories, challenging assumptions, and envisioning
innovative solutions.
Throughout the course, the emphasis on the full lifecycle of problem-
solving allowed me to traverse the spectrum – from the meticulous
stages of problem formulation to the application of automation
solutions. This holistic approach armed us with a comprehensive toolkit,
blending technical skills with a profound understanding of the human
aspects crucial for successful solutions.
Our participation in this course was an experiential journey, guiding us
through the intricacies of empathetic design and user-centered
innovation. Beyond an academic pursuit, Design Thinking at JAGSoM
was an invitation to cultivate a mindset of curiosity, resilience, and
adaptability. It challenged us to think beyond the obvious, question
assumptions, and approach problem-solving with a pair of dirty hands,
a deep heart, and an open mind.
As a participant, we embraced the challenges and opportunities that
Design Thinking presented, allowing it to be more than a course on our
academic journey—an enriching compass guiding me through the
uncharted waters of innovation.
Aman Shrivastava and Thokchom Horace Singh
PGDM Batch of 2022-24, JAGSoM
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Editorial: Design Thinking
Unwrapped
Dr. Rajiv Ranjan
Associate Professor and Coordinator, Design Thinking
Design thinking isn’t merely a methodology; it's a mindset that requires
a shift in how we approach problems. It’s not just about the cognitive
process; it's about incorporating emotions, empathy, and an openness
to new ideas. The essence of design thinking lies not only in what we
do but in how we feel and think while doing it. This reversal of the
traditional thinking process demands a fusion of intellect, emotional
depth, and mental clarity.
At its core, design thinking challenges the conventional approach to
problem-solving. It urges us to strip away the layers of preconceived
notions and biases, fostering a mindset of curiosity and exploration.
However, the path to becoming a rational and effective design thinker
is paved with a unique set of prerequisites—a thick skin, a deep heart,
and an uncluttered mind.
Firstly, cultivating a thick skin doesn’t imply insensitivity. It's about
developing resilience—a shield that guards against reactionary
impulses. In the world of design thinking, where failures are often
stepping stones to success, a thick skin allows one to weather the
storms of setbacks. It's the ability to embrace criticism and failure as
opportunities for growth rather than personal defeats. Design thinkers
acknowledge that the creative process involves taking risks and making
mistakes, but it's in those errors where innovation often thrives.
Simultaneously, a deep heart—rooted in empathy—forms the
cornerstone of design thinking. Empathy isn’t merely feeling
sympathetic towards others; it's about stepping into someone else’s
shoes to truly understand their perspectives, needs, and experiences.
Empathy fuels the design thinking process by driving solutions that
resonate with the genuine needs of the end-users. It's not a passive
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feeling but an active engagement that allows for a more profound
connection with people's emotions, desires, and pain points.
Moreover, an uncluttered mind is essential for a design thinker to
navigate through the maze of ideas and possibilities. This doesn’t
advocate for an absence of thoughts but rather emphasizes the need
to declutter the mind from biases, assumptions, and preconceptions.
An uncluttered mind is receptive to divergent thinking, allowing for the
generation of multiple, unconventional solutions. It's the canvas upon
which new ideas can be painted, explored, and refined without the
constraints of conventional wisdom.
The amalgamation of these three attributes—thick skin, deep heart, and
uncluttered mind—enables a holistic approach to problem-solving.
Design thinkers embrace ambiguity and complexity, viewing challenges
as opportunities to innovate rather than obstacles to overcome. They
actively seek to understand the human experience behind every
problem, recognizing that solutions are effective only when they
resonate with the needs and emotions of the end-users.
In the realm of design thinking, the journey matters as much as the
destination. The process involves iterative cycles of understanding,
ideating, prototyping, and testing—a continuous loop that thrives on
feedback and refinement. Here, failure isn’t the end; it's a learning
experience, a catalyst for progress. Each iteration brings design
thinkers closer to solutions that are not just functional but delightful and
impactful.
Moreover, the application of design thinking transcends traditional
boundaries. It's not confined to designers or creatives but is a mindset
applicable across industries and disciplines. From healthcare to
technology, education to social innovation, design thinking serves as a
catalyst for transformative change. It fosters collaboration, encourages
diverse perspectives, and stimulates a culture of innovation and
continuous improvement.
In conclusion, design thinking unwraps a new paradigm of problem-
solving—one that intertwines intellect, emotions, and clarity of thought.
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To excel in this space, one must cultivate a resilient disposition, an
empathetic heart, and an open, uncluttered mind. Design thinking isn’t
just a tool in the arsenal of problem-solving methodologies; it's a
human-centric approach that empowers individuals to tackle challenges
creatively, empathetically, and effectively. As we embrace this
paradigm shift, we uncover the true essence of problem-solving—one
that transcends the realms of logic and ventures into the nuanced
landscape of human emotions and experiences.
ABOUT THE EDITOR
Dr. Rajiv Ranjan is an Associate Professor in
Entrepreneurship Area at Jagdish Sheth
School of Management (JAGSoM) and has
more than a decade of professional
experience, having a rich blend of industry
and academic experiences. He has worked at
Ernst and Young as a Principal Consultant in
the Government and Public Sector consulting
practice and at Delphi, Technical Centre India
as a Research and Product Development
Engineer. He also has teaching, mentoring,
institution building and research experiences
at Liverpool Business School (UK), Indian
Institute of Technology Delhi (IITD), Alliance
University, John Hopkins University (USA),
Indian Institute of Health Management
Research, Jain University, MITS Madanpalle
and Indian Institute of Management
Ahmedabad (IIMA). He is author of non-
fiction genre on die-hard entrepreneurship –
“Small Big Bang” and has been a mentor and
board member to few start-ups like Half-
Circles Media Pvt. Ltd., kachhua.com, e-
Vishwavidyalaya LLP, SuMaya AaiT LLC
(USA) etc. and Atal Tinkering Laboratory at
School of Creative Learning as well as Atal
Incubation Centre at Bihar Vidyapith. He is
also a recipient of Social Hero Bihar
Excellency Award from International
Institutional Organization. He writes Hindi
poems and English short stories in leisure
time and is a cricket enthusiast and
documentary aficionado.
Dr. Rajiv Ranjan
Coordinator, Design
Thinking
Professor (Associate),
Entrepreneurship Area,
Jagdish Sheth School of
Management
(JAGSoM).
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1. Design Thinking
Applications in Business
Problem-Solving: A
Comprehensive Journey
through Bata
FIGURE 1. OBSERVATION REPRESENTATION OF BATA OUTLET VISIT USING
SPA FRAMEWORK
Embarking on the journey of Design Thinking within an organizational
context was a compelling exploration that transcended mere problem-
solving. As participants, the experience unfolded organically, marked
by the deliberate application of tools, keen observations, and iterative
brainstorming. This narrative encapsulates the pivotal moments and
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learnings as we navigated the intricate layers of understanding,
empathy, and ideation.
Orientation and Selection of an Organization:
The journey commenced with a creative spark as we envisioned a tech-
savvy shoe design, weaving in features like auto-adjusting soles and
Bluetooth connectivity. This exercise illuminated the significance of
individual creative thinking and positioned design thinking as an
indispensable skill in the 21st century. We delved into mindset,
temperament, frameworks, and competencies, recognizing the role of
observations and insights in unraveling complex problems. The six
major steps of design thinking - Understanding, Observations/Insights,
Empathy, Problem Articulation, Idea Generation, Prototyping, and Final
Review - set the foundation.
Frameworks and Concepts:
The adoption of Stakeholder Analysis became instrumental in
understanding the dynamics of key players, ranging from working
professionals to investors. Embracing 21st Century Managerial Skills
emphasized the need for active learning, creativity, and adept problem-
solving. The encouragement of Out-of-the-Box Thinking urged us to
explore unconventional approaches.
Trends & Observation:
Under the ethos of "Explore, Experiment, Express," we engaged in self-
analysis, industry exploration, and stakeholder identification. Our
discussions revolved around observation techniques, fostering the
adoption of the SPA (Space, People, Actions) tool for systematic
observation.
Stakeholder Identification:
In the context of our chosen organization, BATA, we meticulously
identified and categorized stakeholders, understanding their roles as
target, connected, or influenced. Field observations, employing the
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SPA tool, became a conduit for gathering data related to department
activities, customer touchpoints, and existing systems.
Field Discussion and Empathy:
Group discussions following store visits allowed us to share
experiences and uncover issues, underlining the importance of
empathy in understanding customer experiences. An empathy
exercise, featuring Mark Ruffalo's example, and exploration of parental
mental models deepened our empathetic understanding.
Journey Map and Insights:
Utilizing journey maps, we visually mapped customer experiences,
gaining profound insights into store dynamics, customer demographics,
and sales interactions. These insights became the bedrock for the
subsequent phases, propelling us further into the dynamic landscape
of innovative problem-solving.
As a participant in this design thinking expedition, the journey was
transformative. The interplay of creativity, analysis, and empathy set
the stage for a novel approach to problem-solving, leaving an indelible
mark on the way I perceive and engage with challenges within
organizational settings.
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FIGURE 2. EMPLOYEE AND CUSTOMER JOURNEY MAP AND EMPATHY
CANVAS FOR BATA OUTLET VISIT
Problem Articulation:
In our design thinking journey, we recently delved into the crucial skill
of Problem Articulation. The focus was on understanding the
significance of framing problems accurately for effective solutions. The
problem articulation phase underscored the pivotal role of precision in
defining problems. A well-articulated problem acts as a guiding
compass, steering ideation and prototyping towards impactful solutions.
Problem Classification:
We explored the categorization of problems into checklist, analytical,
and wicked types. This taxonomy equips us to approach problems with
tailored strategies, acknowledging the diverse characteristics and
demands of each. These insights have become a linchpin in our
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journey, fostering a nuanced approach to innovative problem-solving
within organizational contexts. The ability to discern and articulate
problem nuances is proving to be a cornerstone for focused and
impactful ideation.
FIGURE 3. PROBLEM PRIORITIZING USING DVF CRITERIA
Problem Statements for BATA:
In our ongoing design thinking journey focused on BATA, we carefully
formulated problem statements tackling aspects like window shoppers,
technology implementation, customer experience, promotional
displays, and store setup. Leveraging the "How might we..." framework,
our focus was on precise problem articulation.
Ideation Process:
Our exploration continued with the ideation process, embracing a five-
step approach, and utilizing the SCAMPER tool for creative thinking.
We identified solutions for BATA, concentrating on technological
changes, modern store aesthetics, and elevating attention to premium
products, seamlessly connecting ideation to the broader design thinking
process.
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FIGURE 4. PROTOTYPE AND PROTOTYPING STEPS FOR SOLUTIONING
BATA’S OUTLET PROBLEM
Prototyping:
Delving into the realm of prototyping, we explored its purpose in
evaluating ideas and solutions. Conversations around various
prototyping methods led us to choose a 3D prototype for BATA, marking
a tangible step towards transforming our ideated solutions into reality.
In the 3D prototyping process for BATA, we initiated by crafting paper
diagrams, meticulously comparing perspectives, and ultimately
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selecting the concept that most aligned with our vision. Transcending
the two-dimensional, we translated the chosen paper diagram into a
tangible 3D prototype, vividly representing the proposed changes for
the BATA store. This tactile representation served as a powerful tool for
conveying our ideas. Subsequently, we conducted market testing,
actively seeking stakeholder feedback to refine and validate our
prototype, ensuring its resonance with both our vision and the needs of
the BATA store environment.
FIGURE 5. THE BATA DESIGN THINKING PROJECT AND ITS TEAM IN A
SNAPSHOT
Reflections on our Final Design Thinking Journey:
As a group, we recently concluded our design thinking journey with the
culmination of final presentations, where we showcased the
comprehensive evolution of our innovative approach. Active
participation in this concluding phase not only allowed us to share our
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journey but also afforded us the invaluable opportunity to learn from
other groups' presentations. The experience was a rich tapestry of
insights as we reflected on our own journey, identifying areas for
improvement, and incorporating better ideas gleaned from our peers.
Key Learnings:
Our collective journey revealed key learnings that will undoubtedly
shape our future endeavors. We recognized that systematic thinking is
a linchpin for generating innovative designs and solutions. The real-
time application of design thinking principles in a business context
became apparent, underlining its practical significance. Additionally,
our engagement in field studies underscored the importance of
firsthand insights for effective problem-solving, solidifying our
understanding of design thinking's dynamic and impactful role in
addressing real-world challenges.
FIGURE 6. STAGES MODEL OF DESIGN THINKING
ABOUT THE TEAM MEMBERS
PHOTO NAME & PROFILE
Aditi Lodha, pursuing PGDM Finance with Analytics
Minor, aspires to excel in capital markets. Proficient in
strategic thinking and analytics, she leverages skills in
financial modeling, Power BI, and Python for insightful
investment analysis, contributing to her goal of making
informed and impactful decisions in the finance industry.
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Aman Shrivastava, pursuing PGDM in Marketing with
Analytics Minor at Jagdish Sheth School of
Management, is a relationship-driven professional with
strong communication and problem-
solving skills.
Backed by industry experience in client support, Aman
aims to contribute to innovative companies, leveraging
his passion for sales, service, and analytics.
Ankita Singh, pursuing PGDM in Analytics with a
Finance Minor at Jagdish Sheth School of
Management, excels in SQL, Python, Tableau, and Six
Sigma principles. Backed by 18 months of internship at
DEmpresa Pvt. Ltd, she aspires to leverage her
analytical and problem-solving abilities in a dynamic
organization for impactful contributions.
Anshu Raj, a PGDM Marketing student at Jagdish
Sheth School of Management (2022-2024), Bengaluru,
is dedicated to leveraging consumer insights for
strategic marketing solutions. With a strong foundation
in marketing principles, Anshu is
committed to
contributing innovative ideas and fostering brand
growth. Top skills include leadership, management, and
problem-solving.
Mithun S, Brand Intern at Wow Momo, is pursuing
PGDM in Marketing & Analytics at Jagdish Sheth
School of Management (2022-24), Bengaluru. As a
former Amazonian, he brings strong data interpretation,
communication, collaboration, and adaptability skills to
his current pursuits. An optimistic mechanical engineer,
Mithun is on a journey to acquire and apply managerial
skills, always open to connecting over common
interests.
Vaibhav Gupta, a final-year PGDM Finance student at
Jagdish Sheth School of Management, Bengaluru,
brings strong financial modeling and valuation skills.
Experienced in finance and stock market simulations,
he excels in decision-
making under high pressure.
Seeking opportunities in investment banking, financial
analysis, and private equity, Vaibhav is eager to apply
his financial acumen and contribute to business growth.
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2. Revitalizing Truffles: A
Human-Centered Design
Exploration
Exploring Stakeholders through Design Thinking:
In our journey of applying design thinking principles, we engaged
with diverse stakeholders to unearth insights that would shape
the evolution of Truffles. Conversations with customers delved
into their preferences, patiently unraveling the reasons behind
their loyalty and discerning factors influencing their choices
among competitors.
Engaging with the managerial perspective illuminated the unique
selling proposition (USP) of Truffles and shed light on their target
customer base. Understanding the reasoning behind pricing
strategies and insights into crowd management challenges
enriched our comprehension of the operational landscape.
Conversations with the culinary team provided a glimpse into the
passion driving the chefs, offering insights into their strengths,
favorite dishes, and strategies for managing diverse teams.
Insights from waitstaff shed light on customer interactions,
motivation during long shifts, and upselling techniques, vital for
enhancing the overall dining experience.
Exploring the relationship with wholesalers uncovered the
intricacies of the supply chain, from sourcing methods to the
impact of transportation on raw materials. The dynamics of bulk
orders, frequency of fresh produce orders, and their preferred
sourcing methods became focal points in understanding the
logistics.
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In this immersive stakeholder engagement, we navigated
through queries crafted to extract meaningful insights, aligning
our approach with Tim Brown's human-centered design thinking
philosophy. As we continue this journey, these insights will serve
as a compass, guiding us towards innovative solutions that cater
to the nuanced needs of all stakeholders within the Truffles
ecosystem.
FIGURE 7. TRUFFLES VISIT OBSERVATION USING SPA FRAMEWORK
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Gaining Insights through Stakeholder Interviews:
In delving into interviews with key stakeholders, a nuanced
understanding of Truffles' ecosystem emerged, each perspective
contributing unique facets to the narrative.
Managerial Perspective:
The manager emphasized Truffles' value proposition,
highlighting high-quality food, an enticing ambiance, and
generous portions at affordable prices. Targeting working
professionals, friends, and families, the challenge lies in
managing crowds during peak hours and weekends.
Customer Insights:
Customers revealed that the allure of Truffles extends beyond
just the taste of the food. The friendly environment, quality and
quantity aligned with fair pricing make them willing to endure
queues. The ranking of Truffles against other competitors places
it in a noteworthy second position.
Chef's Viewpoint:
Chefs find excitement in Truffles' ostentatious menu and
cooperative work environment. Handling customer
dissatisfaction with flexibility and cooperation showcases their
commitment. Working harmoniously in multicultural teams
reflects the chef's adaptability.
Waitstaff Experience:
Waiters employ friendly behavior to upsell and maintain
composure when faced with irate customers. Their physical
stamina, backed by rigorous exercise routines, allows them to
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endure long shifts without letting personal emotions interfere with
their service.
Wholesaler Dynamics:
The wholesaler’s perspective unveils the regularity of fresh
produce orders, supplying to a range of establishments including
Meghna Foods, KFC, and McDonald’s. Discounts for perishable
items on bulk orders underline their business strategy.
Empathy Canvas Insights:
The empathy canvas brings forth crucial insights. Notably,
Truffles lacks a robust customer-centric approach, resulting in
challenges like disorganization in dealing with delivery agents
and difficulty in scanning QR codes leading to customer
dissatisfaction. Ergonomic issues with utensils and the absence
of a hard copy menu also surface as areas for improvement.
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FIGURE 8. STAKEHOLDER PROFILING AND JOURNEY MAP
This collective understanding serves as a foundation for our
design thinking approach, propelling us towards solutions that
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resonate with the diverse needs of stakeholders within the
Truffles environment.
Refining Problem Statements for Design Thinking:
1. Enhancing Customer-Centric Approach:
- How might we transform the organizational approach to be
more customer-centric, aiming to decrease customer walkaways
by at least 20%?
2. Streamlining Crowd Handling:
- How might we optimize crowd management to reduce current
waiting times by 25%, ensuring a more efficient and satisfying
dining experience?
3. Boosting Takeaway Orders:
- How might we incentivize customers to increase their
takeaway orders by 30%, fostering a more convenient and
profitable service?
4. Space Optimization and Staff Efficiency:
- How might we redesign and utilize space effectively to
accommodate 40% more customers while ensuring seamless
staff movement for enhanced operational efficiency?
5. Improving Ergonomics in Utensils and Furniture:
- How might we address the issues of poor ergonomics in
utensils and furniture to enhance the overall dining experience
for customers?
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ABOUT THE TEAM MEMBERS
PHOTO NAME & PROFILE
Abhinav Mishra, PGDM Marketing student at Jagdish
Sheth School of Management, seeks a dynamic sales and
service role. His strong communication, relationship-
building, and analytical skills, coupled with a 7.4 CGPA,
make him an asset.
Dhiren Sharma, currently open to opportunities, is skilled
in Key Account Management, Customer Success,
Customer Experience, Business Development, and
Management Training roles. With a diverse skill set, Dhiren
is ready to contribute to organizational success in various
capacities.
Pragati Priya, PGDM Human Resource student at Jagdish
Sheth School of Management, excels in interpersonal
skills, resource optimization, and organizational planning.
Proficient in R, SPSS, Tableau, and Human Resource
Management, she aspires to contribute impactful talent
management and retention strategies, supported by a 7.4
CGPA and diverse projects.
Prajwal LM, offers comprehensive Brand Marketing, Brand
Consulting, Marketing Strategy, Product Marketing,
Content Strategy, and more. Based in Bengaluru,
Karnataka, Prajwal provides services remotely or in
person. Contact for pricing and elevate your brand with
effective marketing solutions tailored to your business
needs.
Priyanshi Mishra, PGDM Marketing student at Jagdish
Sheth School of Management, excels in interpersonal
skills, resource optimization, and influencing. Certified in
Marketing Mix and Digital Marketing, she aspires to thrive
as a Business Development Manager. With a 7.3 CGPA,
she brings practical experience from Shine Projects and
innovative projects at Innover Digital and Truffles.
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Swati Roy, a PGDM Marketing student at Jagdish Sheth
School of Management, Bengaluru, is currently a Sales
Intern at Kewaunee Labway India Pvt. Ltd. With a keen
interest in marketing, Swati aspires to become an
empathetic and influential leader, constantly seeking
opportunities to learn and grow.
Viknesh Kumar T, pursuing PGDM in Digital Business and
Analytics at Jagdish Sheth School of Management, is
associated with Tata Insights and Quants, a division of Tata
Industries Limited. With top skills in Machine Learning,
Data Visualization, Communication, SQL, and Microsoft
Excel, Viknesh seeks a dynamic role to leverage analytical
knowledge and technical expertise for organizational value
creation.
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3. Design Thinking in Action:
Transforming Sodexo's
Employee and Workplace
Management
Design Thinking Exploration: Shifting from "WHAT IS" to
"WHAT IF"
Our journey into design thinking led us to embrace the
transformative shift from "WHAT IS" to "WHAT IF," aligning with
the World Economic Forum's foresight on critical and creative
thinking as vital skills for 2025. Design thinking, rooted in a
human-centric approach, emerged as a potent framework,
embodying the principles of feasibility, viability, desirability, and
sustainability.
Practical application came to life through a video example, where
we witnessed the redesign of a walker, offering tangible insights
into the design thinking approach. Our exploration culminated in
a hands-on exercise—crafting a wallet or purse for a friend—
requiring a deep understanding of their needs, aligning with
market trends, and fostering innovative solutions.
Learning from Sodexo's Employee Focus:
Our field exploration delved into Sodexo's commitment to
employee learning and development, recognizing it as integral to
organizational success. By investing in the growth and motivation
of their workforce, Sodexo strives to retain positive and engaged
employees. While the company excels in employee-centric
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initiatives like meal coupons, crowd management remains
beyond its scope as clients maintain control in this area.
Observation Insights: Stakeholders, Activities, Processes,
Systems, Customer Touchpoints
1. List of Stakeholders:
- Targeted: Students, Faculties, Non-teaching Support Staff,
Housekeeping Staff, Corporate Employees, Chefs, Waiters,
Executive Managers, Shareholders, NGOs.
- Connected: Colleges, Offices, Vendors, Suppliers,
Transporters, Trainers, Engineers, Banks, BPOs, Event
Managers.
- Influenced: Potential Investors, Affiliated Companies,
Government, International Union of Food and Allied Workers,
Harvard, UPI & other digital gateway providers, Strategy Team.
Our comprehensive observation encompassed stakeholders,
activities, processes, systems, and customer touchpoints,
revealing the intricate web of influences and connections within
the organizational landscape. This holistic understanding
positions us to apply design thinking principles effectively in
addressing real-world challenges and fostering innovation.
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FIGURE 9. STAKEHOLDER MAP OF SODEXO
2. Activities:
- The spectrum of activities within the organizational ecosystem
is vast and intricately connected. It spans the arrangement of raw
materials, meticulous food preparation, pantry management,
grounds keeping, cafeteria decoration, plumbing maintenance,
inspection of prepared food, and the facilitation of corporate tie-
ups. Each activity plays a crucial role in the seamless functioning
of the organization, contributing to the overall customer
experience and organizational success. This holistic view guides
our design thinking approach, ensuring that innovations and
solutions address the multifaceted dynamics of these activities,
creating a more robust and efficient system.
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FIGURE 10. ACTIVITIES, PARAPHERNALIA AND EMOTIONS
3. Processes:
- Critical processes orchestrate the daily operations
seamlessly, encompassing billing, cooking, CSR initiatives,
hiring and firing protocols, payment transactions, inventory
management, voucher redemption, grievance resolution, and
promotional activities. Each process is a vital cog in the
organizational machinery, contributing to the overall efficiency,
customer satisfaction, and employee engagement. Design
thinking interventions will be strategically applied to enhance
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these processes, ensuring they align with organizational goals
and stakeholder expectations.
FIGURE 11. PROCESS MAPPING
4. Systems:
- The technological infrastructure supporting the organization
comprises a sophisticated array of systems, including ERP, POS
systems, a user-friendly website, the Sodexo App, inventory
management software, a feedback system, facilities
management tools, and a robust customer support platform.
These interconnected systems form the backbone of the
organizational framework, facilitating smooth operations and
fostering a seamless experience for both customers and internal
stakeholders. Our design thinking approach aims to optimize and
innovate within these systems, ensuring they remain agile and
adaptive to the evolving needs of the organization.
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FIGURE 12. SYSTEM COMPONENTS
5. Mapping Customer Touchpoints:
- Customer interactions are diverse and multifaceted, occurring
at crucial touchpoints such as the physical building, email
communication, website interactions, feedback and surveys,
grievance handling, and the subscription and renewal processes
for passes. These touchpoints represent opportunities to foster
positive experiences, understand customer needs, and build
lasting relationships. Design thinking interventions will focus on
optimizing these touchpoints, ensuring they align with customer
expectations and contribute to a seamless and satisfying
customer journey.
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FIGURE 13. CUSTOMER TOUCHPOINTS AND RULES FOR
INTERACTION
6. Insights:
- Key insights gleaned from observations encompass subpar
quality food, extended waiting times, logistical inefficiencies, a
crowded atmosphere, communication gaps, frequent changes in
the menu, and concerns related to safety and hygiene. These
insights are invaluable, serving as a compass for design thinking
solutions. Addressing these pain points will be at the forefront of
our innovation efforts, aiming to transform challenges into
opportunities and enhance overall stakeholder satisfaction.
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SPA Framework:
- SPACE: The physical environment encompasses furniture,
computers, food counters, utensils, kitchen appliances, and
safety essentials like fire extinguishers and dustbins.
- PEOPLE: The human elements include considerations for food
quality, safety and hygiene practices, fostering a friendly
ambience, and actively reducing wait times.
- ACTION: Key actions unfold during meal-times, festive
occasions, cultural festivals, and corporate or faculty meetings,
shaping the overall customer experience.
Empathy - Persona: Customer (Students)
5W1H Questions:
- WHAT: The challenge lies in the lack of food quality and safety
measures.
- WHEN: This issue persists at every stage of the process.
- WHERE: It manifests at each workstation - from procurement
and production to service and delivery.
- WHO: All individuals in contact with the management are
impacted.
- WHICH: The problem appears chronically at every shift and
stage.
- HOW: Errors in the process result in unsatisfactory quality and
hygiene.
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Empathy - Persona: Customer (Hostel Staff)
Insights:
- Regular quality checks are conducted.
- A structured approach to employee counseling, employing the
"sandwich method."
- Highly organized policies govern operations.
- An efficient chain of command is in place.
- Departmental training is a consistent practice.
- Challenges in storage and transportation have been identified.
- Stringent safety and hygiene standards are maintained.
- Transparency in operations is a priority.
- High job security is observed.
- Workplace management is a focus area.
- Technology-based solutions play a role in their operations.
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FIGURE 14. LADDERING TECHNIQUE
Problem Statement:
In addressing personnel and workplace management challenges
at Sodexo, the goal is to enhance customer satisfaction and
elevate the turnover rate within a quarter.
Key Insights:
1. The need for frequent quality checks to ensure service
excellence.
2. Utilization of the "sandwich method" in employee counseling
for effective communication.
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3. Presence of highly structured policies governing operational
procedures.
4. An organized chain of command for streamlined decision-
making.
5. Consistent departmental training to enhance employee skills.
6. Identification of storage and transportation issues impacting
operations.
7. Stringent adherence to safety and hygiene standards.
8. Emphasis on transparency in operational processes.
9. High job security, contributing to employee satisfaction.
10. Focus on workplace management for overall efficiency.
11. Integration of technology-based solutions for enhanced
operational efficacy.
Addressing these insights comprehensively will be instrumental
in devising solutions that not only resolve existing challenges but
also contribute to an improved work environment, customer
satisfaction, and increased turnover within the specified
timeframe.
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ABOUT THE TEAM MEMBERS
PHOTO NAME & PROFILE
Ahamad Raza
, a student at Jagdish Sheth School of
Management, is a result-
driven individual with strong
communication skills and a passion for sales. Seeking a
challenging role in sales and business development to utilize
competencies, time management skills, and a strong work ethic
for increased sales and revenue maximization.
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Aritra Ghosh, a Sales, and Marketing Intern at UrbanMatrix
Technologies, is dedicated to driving sales growth through
effective marketing and sales strategies. Currently pursuing
studies at Jagdish Sheth School of Management, Aritra is
focused on contributing to the company's success
Deepak Murugavel, a PGDM Marketing student at Jagdish
Sheth School of Management, Bengaluru, brings a proven
track record in hospitality and a passion for advertising. Eager
to apply creative and analytical skills, Deepak is open to roles
in customer relations, marketing
communications, account
management, and strategy analysis.
Kirti Jain, an Optimization Research Analyst at TataiQ and
PGDM student in Business Analytics at Jagdish Sheth School
of Management, seeks roles as a Business Analyst, Data
Analyst, Research Analyst, Associate Manager, and
Consultant. Open to work.
Nishant Shaurya, a Quantitative Research Analyst (Intern) at
Kantar and PGDM-Analytics student at Jagdish Sheth School
of Management, combines analytical expertise with problem-
solving skills. Formerly with Apollo Hospitals Enterprises
Limited and Datamatrix Technologies Pvt. Ltd.
T D Surendra Reddy, a PGDM in Analytics with a Finance
Minor student at Jagdish Sheth School of Management,
combines strong analytical skills with strategic thinking.
Experienced in data analysis at Bhagavan Traders, he led
projects in credit risk analysis, design thinking for Sodexo, and
business tools proficiency for Narayana Enterprises.
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4. PCR Garden Mall:
Designing for Growth and
Sustainability
About PCR Garden Mall:
Nestled in the heart of Electronic City, Bangalore, PCR Garden
Mall proudly stands as the city's largest garden center. As an
integral part of PCR Nursery, a sprawling 300-acre facility
dedicated to cultivating a diverse portfolio of over 1000 plant and
garden products, the mall serves as a hub for diverse garden
needs. Catering to both occasional enthusiasts and regular
patrons, PCR Garden Mall offers an extensive array of affordable
plant and garden products.
Stakeholder’s Mapping:
1. Customers – Occasional, Regular:
- Enthusiasts seeking occasional additions and regular patrons
maintaining their green spaces.
2. Employees – Cashier, Salesperson:
- Frontline staff contributing to the seamless shopping
experience, including cashiers and salespersons.
3. Manager:
- Overseeing the overall operations and ensuring the smooth
functioning of PCR Garden Mall.
4. Competition – RK Garden Shop, S R P Nursery and Gardens:
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- Acknowledging competitors in the form of RK Garden Shop
and S R P Nursery and Gardens.
5. Suppliers:
- Partners providing the necessary plants and garden products
to sustain the diverse offerings at PCR Garden Mall.
This stakeholder mapping list outlines the diverse entities crucial
to the thriving ecosystem of PCR Garden Mall, reflecting its role
as a comprehensive destination for all things related to plants
and gardens.
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FIGURE 15. STAKEHOLDER MAPPING PROCESS AT PCR NURSERY
Activities List:
At PCR Garden Mall, the bustling activities contribute to the
vibrant atmosphere that caters to diverse gardening needs:
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1. Manage and arrange products: The meticulous organization of
shelves ensures an appealing display of the extensive product
range.
2. Update inventory: Keeping a real-time check on the inventory
ensures customers have access to the latest offerings.
3. Record plant health: A commitment to plant health involves
tracking and maintaining the well-being of each botanical
resident.
4. Customer engagement: Encouraging customers to explore
new products through enticing offers and discounts.
5. Customer assistance: Salespersons actively engage with
customers, briefing them on product procedures and guiding
their choices.
Process and System List:
To maintain operational efficiency, PCR Garden Mall relies on
sophisticated systems:
1. Transaction Database Management System: Ensuring
seamless record-keeping of transactions.
2. Billing Management System: Streamlining the billing process
for a smooth customer experience.
3. Supplier Record System: Managing supplier relationships for
a consistent supply of quality products.
4. Inventory Management System: Optimizing inventory control
for availability and freshness.
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5. Customer Database Management System: Building and
maintaining a comprehensive database for enhanced customer
interaction.
Customer Touch Points:
1. Entrance with Security Guard: The first point of contact sets
the tone for a secure and welcoming environment.
2. Help Desk/Enquiry Desk: Manned by receptionist or counter
personnel, guiding customers through their queries.
3. Salesperson Stations: Interactions beside pot counters, plants,
and gardening tools, ensuring customers find what they need.
4. Billing Counter: Manned by a cashier for efficient and accurate
transactions.
5. Manager Interaction: In case of specific inquiries requiring
managerial assistance.
Questionnaires for Different Stakeholders:
Manager:
1. Mr. Ganganna's extensive 20-year experience highlights the
importance of avoiding overfeeding pesticides.
2. His simple lifestyle, commuting on a two-wheeler, reflects a
grounded approach.
3. Identified lack of guidance for customers on plant care as an
ongoing issue.
Employee:
1. Migrant workers at PCR face language barriers and attrition
challenges.
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2. Provided living quarters create a worker-friendly environment.
Customers:
1. PCR customers include both regular patrons and wholesalers.
2. Peak visiting times are evenings and weekends.
3. Concerns regarding the lack of guidance on plant care have
been expressed.
Competition:
1. Competitors work with their own teams.
2. Acknowledgement of PCR's impact on the market, with a focus
on unique offerings.
3. Seasonal variations significantly affect competitors' sales.
Inferences from Stakeholder Interviews:
Manager:
- Mr. Ganganna's 20 years of experience underscores the need
to avoid overfeeding pesticides.
- His simple lifestyle and commuting preferences provide a
glimpse into his character.
- Lack of guidance on plant care for customers is recognized as
a persistent issue.
Customers:
- The diverse customer base includes both regular patrons and
wholesalers.
- Peak visiting times align with evenings and weekends.
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- A need for improved guidance on plant care is a recurring
theme.
Employee:
- Migrant workers face challenges such as language barriers and
attrition.
- Provision of living quarters contribute to a worker-friendly
environment.
Persona Development:
Persona 1: Manager (Mr. Ganganna)
- 20 years of experience.
- Passionate about gardening, leading a simple life.
- Issues: Lack of guidance for customers on plant care.
Persona 2: Employee (Migrant Worker)
- Faces language barriers as a migrant worker.
- Provided living quarters for a worker-friendly environment.
Persona 3: Customer
- Varied customers, including both regular and occasional
patrons.
- Prefer visiting during evenings and weekends.
- Concerns about the lack of guidance on plant care.
FIGURE 16. STAKEHOLDER PERSONA AND JOURNEY MAPPING AT
PCR NURSERY
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FIGURE 17. EMPATHY CANVAS
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Empathy Canvas
In our exploration of PCR Garden Mall, our empathetic journey
unearthed key insights, shedding light on pivotal aspects
affecting both employees and the overall operational ecosystem.
Insights
Our observations brought forth crucial points that demand
attention and innovative solutions:
- High Attrition Rate and Language Barriers: The workforce,
primarily comprising migrant workers, faces significant attrition
challenges and language barriers, impacting overall cohesion
and effectiveness.
- Lack of Proper Database Management System: The absence
of a robust database management system hinders seamless
operations, from tracking inventory to managing customer
interactions, calling for a streamlined solution.
- Persistent Mice and Pest Issues: The wholesale section
grapples with persistent mice and pest issues, posing a threat to
the quality of flowers and plants, demanding immediate and
effective intervention.
- Challenges in Tracking Plant Growing Stages: A notable
challenge exists in accurately tracking the growing stages of
plants, impacting inventory management and potentially leading
to damages.
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Problem Statements
Problem Statement 1
How might we help PCR Nursery manage the “Guidance” in the
retail store, increasing it from 40% to 60% within 2 months?
- Addressing customer complaints about plant quality due to the
lack of guidance is paramount. This initiative aims to enhance the
customer experience by ensuring knowledgeable assistance
throughout their journey in the retail space.
Problem Statement 2
How might we help PCR Nursery introduce “Database
Management” in both retail and wholesale, increasing it from 7%
to 25% within 3-4 months?
- Implementing a comprehensive database management system
becomes imperative to categorize plant growing stages
effectively. This not only prevents inventory damage but also
enhances operational efficiency across both retail and wholesale
segments, fostering a more organized and streamlined
approach.
Problem Statement 3
How might we help PCR Nursery manage the “Mice and Other
Pests Problem” in wholesale, decreasing it from 65% to 30%
within 2-3 months?
- Implementing robust pest control measures becomes a critical
focus, safeguarding the quality of flowers and plants in the
wholesale section. This initiative aims to significantly reduce the
prevalent mice and pest issues, ensuring a healthier and more
flourishing inventory.
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Conclusion
In conclusion, addressing these problem statements stands as a
pivotal stride towards fortifying the growth and sustainability of
PCR Garden Mall. By enhancing customer guidance,
implementing an efficient database management system, and
tackling pest issues head-on, we envision a future where PCR
Garden Mall thrives with improved customer experiences,
streamlined operations, and heightened employee satisfaction.
The journey ahead involves the collaborative effort of all
stakeholders, uniting under the common goal of nurturing a
flourishing and resilient botanical haven.
ABOUT THE TEAM MEMBERS
PHOTO NAME & PROFILE
Thokchom Horace Singh, a PGDM Marketing student, aims
for a challenging role leveraging his analytical, organizational,
and interpersonal skills. Engaged in diverse projects, he
founded an Edtech company and led brand management
initiatives. Accomplished in academics and activities, Horace
seeks opportunities to drive revenue growth and provide
effective solutions.
Mithun Mallick, a PGDM Finance student, is a motivated
finance professional with expertise in capital markets and
equity research. His industry project at Finlatics involved
creating a portfolio for optimal returns, showcasing market
insights. Seeking challenging roles, Mithun is committed to
leveraging analytical skills for informed investment decisions.
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Tanishka Geria, a PGDM Marketing student, aspires to excel
as a Digital and Performance Marketing
Manager. With
hands-on experience in fashion design, she blends creativity
with analytics for strategic marketing. Seeking opportunities
to maximize brand visibility, Tanishka is poised to contribute
to dynamic product launches and impactful marketing
campaigns.
Soumyabroto Chaudhuri, a PGDM Marketing student at
Jagdish Sheth School of Management, is an enthusiastic and
highly motivated professional from Kolkata. Eager to learn
and contribute, he is a dedicated member of the CSR
Committee, seeking opportunities to apply his skills and
knowledge for mutual success.
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5. Augmenting Boriya Bistar:
A Comprehensive Exploration
In our pursuit of optimizing operational efficiency and elevating
customer satisfaction, our team delved into a comprehensive
exploration of Boriya Bistar. This journey involved a meticulous
examination of stakeholders, keen observations of processes, a
thorough analysis of activities, and the formulation of insightful
solutions.
Understanding Through Observation
Stakeholders
Our examination of stakeholders encompassed a diverse range:
- A. Target Customers:
Catering to the needs of various consumer segments, Boriya
Bistar serves as a crucial resource for:
- B2B Businesses:
- 1. Hotels
- 2. OYO
- 3. Zolo
- 4. College Hostels
- 5. Stanza
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- B2C Business:
- 1. Shifting People
- 2. Families
- 3. Bachelors
- 4. Newly Married Couples
- 5. New Students
This thorough exploration set the stage for a holistic
understanding of Boriya Bistar's ecosystem, providing a
foundation for our subsequent analysis and solution
development.
FIGURE 18. TARGET CUSTOMER IDEATION FOR BORIYA BISTA
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Activity List
In the intricate web of activities that define our operations at
Boriya Bistar, our team orchestrates a synchronized ballet to
ensure efficiency and customer satisfaction.
List of Tasks
1. Managing Website:
Our digital storefront is meticulously curated, reflecting our
commitment to a seamless online experience for our customers.
2. Taking Up Online Orders:
Embracing the digital era, we actively engage with online
platforms, responding promptly to customer orders.
3. Generating Organic Internet Leads:
Leveraging the power of the internet, we employ strategies to
organically attract potential customers, expanding our reach.
4. Approaching Possible B2B Business Opportunities:
Proactively seeking collaborations, we explore potential B2B
ventures, fostering mutually beneficial relationships.
5. Taking Up Orders via Calls, References, Word-of-Mouth, etc.:
Our order acquisition channels are diverse, embracing
traditional approaches and leveraging word-of-mouth referrals.
6. Assigning Vendors for Area-Wise Orders:
Ensuring a streamlined process, we strategically assign
vendors based on geographical considerations for efficient order
fulfillment.
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7. Contacting and Booking Orders to Vendors:
Clear communication with our network of vendors is key as we
secure and book orders, fostering a collaborative supply chain.
8. Ensuring Proper Customizable Manufacturing According to
Orders:
Precision is paramount. We oversee the manufacturing
process, ensuring tailor-made products align with customer
specifications.
9. Stocking Mattresses According to Sizes:
Our inventory management includes meticulous stocking,
organizing mattresses based on sizes to facilitate swift order
fulfillment.
10. Procuring Furniture and Items for Bundles:
To curate comprehensive bundles, we source furniture and
accessories, enriching the customer experience.
11. Getting Through the Orders and Preparing Mattresses Doing
Quality Checks:
Each order undergoes a meticulous preparation phase,
including quality checks, to uphold our commitment to
excellence.
12. Packaging:
A crucial step in the process, we employ secure and eco-
friendly packaging methods, ensuring the safe delivery of our
products.
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13. Final Check of Bundles and Orders:
Before dispatch, a final check ensures that bundles and orders
meet our stringent quality standards.
14. Follow-Up with the Delivery Persons:
Post-dispatch, our commitment extends to tracking deliveries,
ensuring a seamless customer experience.
15. Keeping the Premises Clean and Hygienic:
A clean and hygienic environment is fundamental. We
maintain our premises to the highest standards for the well-being
of all.
16. Ensuring the Security of Employees and Premises:
The safety and security of our team and premises are non-
negotiable, and stringent measures are in place to uphold these
standards.
FIGURE 19. ACTIVITIES LIST AT ONE OF ITS CENTERS (SET 1)
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In the seamless process of acquiring mattresses from Boriya
Bistar, customers initiate their journey by searching for
mattresses in Bangalore or encountering ads on social media
platforms. Upon landing on the website, they engage in a
thoughtful exploration, searching and comparing various
products such as mattresses, bundles, and pillows. The website
offers a user-friendly interface where customers can easily
customize their selections, choosing the type and size that best
suits their preferences.
Once the customer finalizes their product choices, the purchase
transaction is completed. Subsequently, the order seamlessly
transitions to the capable hands of the Boriya Bistar team. At this
stage, the team contacts the nearest vendors to fulfill the specific
order requirements. The meticulous process continues with
stocking mattresses based on sizes, procuring the necessary
furniture and items for bundles, and preparing the ordered
mattresses with thorough quality checks.
The journey culminates with the secure packaging of bundles
and orders, ensuring the products' safety during transit. Before
dispatch, a final check is conducted to maintain the highest
quality standards. The commitment to customer satisfaction
extends beyond this point, encompassing a dedicated follow-up
with delivery personnel to guarantee a smooth and timely
delivery experience.
Simultaneously, within the Boriya Bistar premises, a commitment
to cleanliness and hygiene is upheld as an integral part of the
operational ethos. The security of both employees and premises
remains paramount, with stringent measures in place to create a
safe and secure working environment. This seamless process
reflects Boriya Bistar's dedication to providing a hassle-free and
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satisfying mattress acquisition experience for its valued
customers.
FIGURE 20. ACTIVITIES LIST AT ONE OF ITS CENTERS (SET 2)
In the dynamic landscape of customer touchpoints at Boriya
Bistar, the journey begins with strategic Search Engine
Optimization (SEO), ensuring that the firm's website organically
surfaces as the top result when consumers in Bangalore search
for mattresses. Facebook Ads amplify the brand's presence,
leveraging the vast reach of the largest social media platform.
Additionally, the active moderation role within the Flat and
Flatmates Bangalore Chapter Facebook Group serves as a
valuable touchpoint, fostering connections with potential
customers.
The marketing and sales funnel further refines the customer's
interaction. Initiated by a search for mattresses in Bangalore, the
website seamlessly presents product options and sizes.
Customers can easily find contact information, enabling a
smooth transition from product selection to purchase, resulting in
a successful conversion.
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Observing the canvas of Boriya Bistar reveals key facets across
various dimensions. The physical aspects include a warehouse
situated in BTM Layout, equipped with German-imported
manufacturing machines, occupying 1500 sqft of a standalone
building. The warehouse, spanning 3000 sqft, has the capacity
to store 500-600 mattresses at any given time, showcasing a
diverse range including cotton, Sufiyana, foam, foam+coir, and
spring mattresses.
The temporal dimension outlines the sequence of events, from
customer orders received through the website or phone calls to
quick quality checks upon receiving orders. The involved actors,
including employees, delivery agents, warehouse workers,
supervisors, the Boriya Bistar manager, and a security guard,
collaborate to ensure the efficient execution of these activities.
Goals and expectations align with the overall mission of providing
hassle-free shopping experiences during relocations, offering
exceptional after-sales services, and consistently meeting
customer expectations. The diverse range of activities
encompasses communication channels such as live chat,
customer care, email correspondence, and phone calls,
particularly when customers seek information about refunds or
returns.
Feelings associated with the brand evoke a personal touch,
establishing 'Boriya Bistar' as a household name. This resonates
with the brand's goal of creating a sense of comfort and reliability
in customers' minds. The seamless integration of these
touchpoints and observations highlights the meticulous
orchestration of customer interactions at every stage of their
journey with Boriya Bistar.
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FIGURE 21. OBSERVATION CANVAS OF BORIYA BISTAR
In our nuanced exploration of Boriya Bistar, we gleaned valuable
insights that illuminate the intricacies of their operational
dynamics. The process of product checking and cleaning stands
out as a crucial aspect, ensuring that customers receive
mattresses in pristine condition. The emphasis on fast delivery
and responsive customer support contributes to a positive
customer experience. Boriya Bistar's commendable range of
mattress varieties, spanning from budget-friendly to premium
options, caters to diverse consumer preferences.
However, our observations also unveiled areas for potential
enhancement. The limited staff members handling calls may
contribute to delays or challenges in managing customer
inquiries efficiently. The packaging process, characterized by a
slower pace, could benefit from optimization to align with the
brand's commitment to swift delivery. The brand's presence on
social media appears less active, representing an opportunity to
leverage these platforms for increased engagement and visibility.
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The persona of the Partner sheds light on their interests revolving
around business growth, emphasizing the need to augment
revenue streams while holding customer satisfaction as a core
value. This aligns with Boriya Bistar's commitment to providing a
satisfying and reliable service.
Furthermore, the persona of Shreyas Patil, a customer,
underscores the significance of personalized experiences.
Knowing who played a pivotal role in their Boriya Bistar journey
and understanding the specific factors that influenced their
purchase decisions provides valuable insights for further refining
the customer experience.
The observation of a 7-day easy refund policy, customization
options, and flexible payment methods, including Cash on
Delivery, illustrates Boriya Bistar's commitment to customer-
centricity and convenience. These facets contribute to the
brand's agility in adapting to diverse customer needs.
In essence, our exploration has unearthed a tapestry of insights,
illuminating the strengths of Boriya Bistar while pinpointing areas
with untapped potential. These observations serve as a
compass, guiding the brand towards strategic enhancements
and reinforcing its customer-centric ethos.
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FIGURE 22. CUSTOMER AND PARTNER EMPATHY AND JOURNEY
MAPS
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FIGURE 23. PROBLEM ARTICULATION AND PRIORITIZATION MAP
ABOUT THE TEAM MEMBERS
PHOTO NAME & PROFILE
Ankita Singh, a proactive and persistent student from West
Bengal, pursues a Management degree at Jagdish Sheth
School of Management. Skilled in data management, Power
BI, and Microsoft Office, she is a research assistant, co-
authoring papers for international confere
nces. Open to
learning programming, Ankita enjoys reading and comedy
movies.
Ayush Panchabhai, is a PGDM-
Marketing student at
Jagdish Sheth School of Management (2022-
2024) in
Bengaluru. With a keen problem-
solving approach, he
thrives on resolving issues and values building strong
interpersonal and professional connections through
meaningful interactions.
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Ganashree K
, an energetic and ambitious Quantitative
research Intern at Kantar, pursues PGDM in Analytics and
Digital Business at Jagdish Sheth School of Management.
Passionate about learning, she is an analytics enthusiast
keen on adopting new technologies.
Mayank Chaudhari, pursuing PGDM in Analytics and Digital
Business at Jagdish Sheth School of Management (2022-
2024), is a member of the External Relations & Placement
Committee. Experienced in digital marketing with iQuanta
Edu Pvt Limited. Recently joined Blooprint as a Data Analyst
Intern in the Ads Team.
Om Sawarkar, currently serves as a HORECA and Retail
Sales Intern at Wow! Momo. Pursuing PGDM in Marketing
and Innovation at Jagdish Sheth School of Management, he
is based out of Bengaluru, Karnataka, India.
Shubham Sharan, a Business Optimization Analyst at Tata
IQ, holds a PGDM in Analytics from Jagdish Sheth School of
Management. Experienced as a Database Developer and
worked with Epsilon. Currently open to roles in Business
Analysis, Big Data Consulting, Management Training,
Strategy Consulting, and Technical Consulting.
V. Sruthi, pursuing PGDM in Finance with Analytics Minor
at Jagdish Sheth School of Management, seeks a
challenging role applying financial modeling, risk
management, and valuation skills. Experienced as a
Financial Analyst Trainee at Edlightened. Open to Banking
roles.
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6. Optimizing Yulu: A
Scientific Design Thinking
Approach
FIGURE 24. OUTSIDE AND YULU OUTLET
In the urban landscape of Neeladri Nagar, a team embarked on
a scientific exploration to enhance the Yulu service through the
systematic application of Design Thinking principles. The group
progressed through sessions, meticulously adhering to the six-
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stage Design Thinking process: Understanding and Observation,
Empathize, Identifying and Articulating the Problem, Generating
Ideas, Prototyping, and Testing.
Step1: Design Thinking Process Overview
The team assimilated a comprehensive understanding of the
Design Thinking process, with a particular focus on the
intricacies of Yulu, a prominent two-wheeler rental service in the
automobile sector. The objective was to discern and address
specific problem areas within the organization.
Step 2: Stakeholder Analysis
Critical stakeholders were identified and analyzed, ranging from
gig workers to branch managers, maintenance workers to
residents. Five key stakeholders—gig workers, student
customers, working professional customers, branch area
managers, and maintenance workers—were singled out for in-
depth consideration.
Step 3: Comprehensive Understanding of the Ecosystem
Utilizing frameworks like SPA (Space, People, Activities), the
team conducted a thorough observation and gained insights into
the Yulu ecosystem. Stakeholder observations were
meticulously mapped on a canvas for visual clarity.
Step 4: Empathy and Persona Construction
Emphasizing the importance of empathy, the team engaged in
ethnographic studies and pattern recognition. Personas were
meticulously crafted for the branch manager, gig worker, and
regular customer, providing nuanced insights into their interests,
values, and experiences.
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FIGURE 25. EMPLOYEE JOURNEY MAP AT YULU
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FIGURE 26. EMPATHY MAP OF YULU
FIGURE 27. YULU PROBLEM ARTICULATION
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Step 5: Precision in Problem Articulation
The team formulated precise problem statements, centering on
customer dissatisfaction, loss of business, and customer
experience. Techniques like SCAMPER were employed for
ideation and divergent thinking.
Step 6: Systematic Brainstorming and Solution Formulation
The team engaged in methodical brainstorming, building upon
ideas and exploring potential scenarios. Solution statements
were carefully articulated, addressing issues such as excessive
app clicks, finding charged Yulus, and challenges related to
pausing near Yulu zones.
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FIGURE 28. PROCESS OF PROTOTYPING FOR YULU
Step 7: Prototyping Excellence
Prototyping commenced with rapid prototypes and evolved into
a more detailed model. Business Canvas Models were
meticulously developed, outlining key facets such as customer
relationships, key partners, value propositions, and revenue
streams.
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FIGURE 29. SAMPLE PROTOTYPE FOR YULU
Step 8: Prototype Refinement and Rigorous Testing
The team refined their prototypes, incorporating feedback and
rendering them more tangible. Stakeholders provided valuable
insights, leading to adjustments that enhanced the proposed
solutions.
Step 10: Culmination with the Final Prototype and Feedback
Integration
The final prototype was presented, incorporating a
comprehensive cost-benefit analysis, scalability, viability, and
feasibility. Positive feedback was received, accompanied by
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suggestions for further refinements, ensuring the solution was
scientifically rigorous and poised for seamless implementation.
FIGURE 30. FINAL PROTOTYPE FOR YULU
In the heart of Neeladri Nagar, a transformative scientific
approach had taken root. The Yulu service stood on the precipice
of a revolution, guided by the systematic and empirical efforts.
The sun was setting on old challenges, ushering in a bright and
scientifically optimized future for Yulu and its stakeholders.
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ABOUT THE TEAM MEMBERS
PHOTO NAME & PROFILE
Ankit Kumar Singh, a PGDM Marketing student at Jagdish
Sheth School of Management, combines marketing expertise
with analytics. Experienced in business development at BYJU’S,
he aims to contribute innovative strategies and enhance product
performance.
Ayushi Shukla, pursuing PGDM in Marketing at Jagdish Sheth
School of Management, brings 2 years of sales and marketing
experience. Passionate about communication, she engages in
debates and enjoys cooking, traveling, and staying informed
about global events.
Darshan Warghane, a Marketing Intern at Legrand India and
PGDM student specializing in Marketing and Business Analytics
at Jagdish Sheth School of Management, Mumbai. Aiming for a
role where he can apply analytics, problem-
solving, and
contribute to team success. Known for punctuality and
marketing competencies, Darshan excels in presentation,
teamwork, and has skills in Power BI, Marketing Research, and
Google Analytics. As a fresher, he dedicates time and focus to
ensure progress and innovation in his work.
Prarthana Das, a PGDM student majoring in Marketing at
Jagdish Sheth School of Management, Bengaluru. With a
curiosity to learn and a patient team player, she welcomes new
ideas and possesses a creative perspective. Her interests lie in
digital marketing, branding, and strategy. Open to opportunities
in marketing roles.
Sarada Vipindas, a PGDM Marketing & Analytics student at
Jagdish Sheth School of Management, excels in crafting
compelling narratives for effective branding and marketing.
Eager to contribute innovative solutions and collaborate for
shared growth in the dynamic marketing landscape. Open to
connect and explore collaborative opportunities.
Vikash Anand, pursuing PGDM at Jagdish Sheth School of
Management, aims to elevate expertise in Data Analytics.
Dedicated to implementing cutting-
edge techniques and
emerging technologies for achieving impactful business
outcomes. Open to roles in Analytics, Data Scien
ce, and
Marketing Analysis.
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Epilogue – 7 Commandments for
Design Thinkers: Navigating the
Journey of Innovation with Insight
and Caution
Introduction:
Design Thinking, as a holistic approach to problem-solving,
encourages a mindset that goes beyond finding solutions to
envisioning the very process of problem-solving itself. As we
delve into the journeys of innovative companies like YOLO, Bata,
Boriya Bistar, Truffles, Sodexo, and PCR Garden, it's crucial to
consider the guiding principles that help design thinkers avoid
cognitive biases and navigate the dynamic landscape of
innovation effectively. This essay introduces the "7
Commandments for Design Thinkers" as suggestions and
cautions to enhance the application of Design Thinking.
7 Commandments for Design Thinkers:
1. Embrace Empathy Unconditionally:
- Suggestion: Design thinkers must prioritize empathy, seeking
a deep understanding of users' needs and experiences.
- Caution: Be wary of assumptions and stereotypes; instead,
engage directly with users to uncover genuine insights.
2. Cultivate a Collaborative Mindset:
- Suggestion: Foster a culture that encourages collaboration
and diverse perspectives within the team.
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- Caution: Avoid groupthink by actively seeking dissenting
opinions and welcoming constructive criticism.
3. Iterate Fearlessly and Frequently:
- Suggestion: Embrace an iterative approach to design,
allowing for constant refinement based on feedback.
- Caution: Do not become overly attached to initial ideas; be
willing to discard and pivot based on new insights.
4. Keep Solutions Human-Centric:
- Suggestion: Ensure that proposed solutions address real
human needs and aspirations.
- Caution: Guard against the allure of flashy, technologically
advanced solutions that may not resonate with the end-users.
5. Maintain a Bias Towards Action:
- Suggestion: Actively prototype and test ideas to validate
assumptions and gather real-world feedback.
- Caution: Avoid analysis paralysis by focusing on tangible,
practical steps rather than endless planning.
6. Cultivate a Learning Mindset:
- Suggestion: Embrace failure as an opportunity to learn and
iterate, fostering a culture that values continuous improvement.
- Caution: Resist the urge to blame external factors for
setbacks; instead, conduct thorough post-mortems to extract
valuable lessons.
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7. Champion Inclusivity in Problem Definition:
- Suggestion: Involve diverse stakeholders in defining the
problem, ensuring a comprehensive understanding of the
challenge.
- Caution: Be aware of personal biases that may influence
problem framing; actively seek perspectives from varied
backgrounds.
Conclusion:
The 7 Commandments for Design Thinkers serve as both
suggestions to enhance the effectiveness of Design Thinking and
cautions to avoid common pitfalls. By adhering to these
principles, innovative companies can foster a culture of creativity,
empathy, and adaptability. As the cases of Bata, Truffles,
Sodexo, PCR Garden, Truffles and Yolo in this booklet have
demonstrated in their journeys, the successful application of
Design Thinking requires a delicate balance of insight and
caution, ensuring that the process remains human-centric,
collaborative, and continuously evolving. In a rapidly changing
business landscape, these commandments provide a compass
for design thinkers to navigate the complexities of innovation with
wisdom and resilience.
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