295 Project 1 TARGET
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The document describes a team proposing the Maya SmartCart for testing at a Target store. The Maya SmartCart would personalize the shopping experience for customers and incentivize the use of Target's REDcard. This would improve customer satisfaction while also providing Target with valuable customer data. The team recommends providing 70 Maya SmartCarts at a Target store in Charlotte, North Carolina to pilot the new shopping cart system.
![Market Potential:
Experience Sharing
Customer Service studies conducted by American Express*:
Customers were asked “How often do you share your positive and negative
experiences with businesses with other people?”
“On average, they [customers] tell 15 people about their good experiences (up from
9 in 2011), and 24 people about their bad experiences (up from 16 in 2011)” (Figure
1.C)
*http://about.americanexpress.com/news/docs/2012x/axp_2012gcsb_us.pdf
Average # of
people they tell
15
9
Average # of
people they tell
24
16
Figure 1
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![Market Potential
Narrative
From these three studies conducted by American Express, it is clear
that customer service is a large part of the customer experience
as a whole.
Approximately 55% of Americans have backed out on a sale because of
poor/lack of customer service in 2012
[Figure 1] From 2011 to 2012, customers expressed that they were
likely to tell an average of 12 other people about a good
experience they have had with a company, and an average of 20
people about a poor experience. Looking at this data, companies
must work diligently to keep their customers satisfied and happy.
One bad experience may take several good experiences to
remedy.
[Figure 2] The importance consumers place on customer service
has greatly increased recently. From 2010 to 2012, the number of
consumers who say they would pay more for a business that
provides excellent customer service. Companies that emphasize
customer relations will likely see a correlation in revenues.
[Figure 3] For simple questions, customers indicated that they prefer
to use the internet to solve the issue with either the company
website or email. This is where the Maya SmartCart comes in.
The Maya technology makes problem solving much simpler for the
customer, as information can be found very quickly and
accurately.
78](https://image.slidesharecdn.com/a8ba6f15-ef32-46b1-8e2c-6e1450acd707-150904212019-lva1-app6891/85/295-Project-1-TARGET-78-320.jpg)
295 Project 1 TARGET
- 1. INNOVATION TEAM Grader: Lessley Dennington Team Members: Sean Campbell Emma Joseph Kate Perry 1
- 3. Team Members and Roles Kate Perry Research Co-Lead Product Assistant Service Lead Sell Co-Lead Deliver Co-Lead Emma Joseph Task Manager Research Assistant Product Lead Sell Co-Lead Sean Campbell Project Manager Research Co-Lead Deliver Co-Lead Product Assistant Sell Assistant 3
- 4. Table of Contents4 Slide Title Page Number Cover Page 1 Title Page 2 Team Members 3 Table of Contents 4 to 9 SELL 10 Executive Summary 11 Current WCA 12 Current WCA Narrative 13 Current VC 14 Current VC Narrative 15 WCA with Maya 16 WCA with Maya Narrative 17 VC with Maya 18 VC with Maya Narrative 19 Impact of Maya Smart Cart 20 Presentation 21 Current System 22 Current WCA 23 Current VC 24 Where We Fit In Market* 25 What's the Problem 26 Target Mission Statement 27 Identify Problem 28 Reasons for Problem 29
- 5. Table of Contents5 Market Potential: Customer Inquiry* 30 Solution: The Maya SmartCart 31 Solution 32 Product Layout Mockup* 33 Maya SmartCart Mockup: Customer Experience* 34 WCA with Maya 35 VC with Maya 36 How The Maya SmartCart Works 37 Feature Descriptions 38 Feature Map* 39 Impact of Maya Smart Cart 40 Value Added 41 Maya Impact on Store Hierarchy* 42 Cost 43 Financials: Total Costs 44 Plan to Deliver 45 Testing Strategy 46 Overall Distribution Channel Plan 47 Overall Distribution Channel Plan Narrative 48 Service: Jobs Related to the Maya SmartCart 49 Service: Jobs Flowchart* 50 Service: Jobs Narrative 51 End Presentation 52 RESEARCH 53 Research Summary 54
- 6. Table of Contents6 Current WCA 55 Current WCA Narrative 56 Current VC 57 Current VC Narrative 58 Current WCA with Maya 59 Current WCA with Maya Narrative 60 Current VC with Maya 61 Current VC with Maya Narrative 62 Defining the Notion and Product 63 Target Market for Product 64 Target Customer Profile 65 Brainstorming and Ideas 66 Senior Citizen Assistant 67 Hand-e Man 68 Security Guard 69 Maya SmartCart Shopping Assistant 70 Competitor 71 Assumptions* 72 Assumptions Terms* 73 Market Potential 74 Experience Sharing Graph 75 Incentive to Buy Graph 76 Customer Inquiry Graph 77 Market Potential Narrative 78 Constraints and Limitations 79
- 7. Table of Contents7 Asset Protection and Technology 80 Distribution Channel 81 Overall Distribution Plan 82 Overall Distribution Plan Narrative 83 Financials 84 Hardware Costs 85 Software Costs 86 Hardware and Software Narrative 87 Current Target Store Hierarchy 88 Current Target Store Hierarchy Narrative 89 Current Workforce Breakdown 90 Current Workforce Breakdown Narrative 91 Maya Impact on Store Hierarchy 92 Maya Impact on Store Hierarchy Narrative 93 Impact on Workforce 94 Impact on Workforce Narrative 95 Financials: Labor 96 Financials: Labor Narrative 97 Financials: Totals 98 Financials: Totals Narrative 99 PRODUCE 100 Production Summary 101 Product Mockups 102 Customer Experience Mockup* 103 Product Layout Mockup* 104
- 8. Table of Contents8 Product Layout Narrative 105 Feature Map 106 Feature Map Narrative 107 Feature Descriptions 108 Mockups: 109 to 115 Welcome Page* 109 Guest Information Gathering Page* 110 REDcard Information Gathering Page* 111 Main Display Page* 112 GPS Map Page* 113 Product Information* 114 Product Specials* 115 DELIVERY 116 Delivery Summary 117 Overall Distribution Channel 118 Overall Distribution Channel Narrative 119 PHASE 1: Prototyping 120 PHASE 1: Prototyping Narrative 121 PHASE 2: Recycling* 122 PHASE 2: Recycling Narrative 123 PHASE 3: Assembly 124 PHASE 3: Assembly Narrative 125 PHASE 4: Redistribution 126 PHASE 4: Redistribution Narrative 127 Supply Chain 128
- 9. Table of Contents9 SERVICE 130 Service Summary 131 Service: Salary Positions Created 132 Service Jobs 133 Service Jobs Narrative 134 Maya SmartCart Technician 135 Inventory and Database Layout Technician 136 Data Analyst Team 137 Target Quick Response Task Force 138 Evaluation Plan for the Maya SmartCart Test 139 Ease of Repairs 140 Data Quality 141 Changes in Customer Behavior 142 Changes in Store Profits 143 REPOSITORY 144 to 149 Sources 150 to 155
- 10. Sell10
- 11. Executive Summary As part of Target’s Innovation Team, we recommend Target Corporation implement the Maya SmartCart into its Super Target retail store in Charlotte, North Carolina for testing. The application of the popular personal robot technology to store shopping carts would introduce a groundbreaking and personalized customer shopping experience, and also open the door to excellent observational research opportunities for Target as shoppers utilize their Target REDcard to access full Maya SmartCart capabilities. As more modern shoppers transition to online stores, a strong focus on customer service has become vital in today’s brick-and-mortar retail stores in order to compete. However, with over 350,000 team members country-wide, it can be difficult to standardize and streamline policies on customer service. With the exponential rise in the reach of a single customer review, it is imperative that each customer receives the same exceptional service as the next. Target needs a solution to systemize its customer service in an innovative way that will differentiate itself from all competitors across all modes of shopping. The Maya SmartCart will provide a shopping experience tailored to the needs of each Target customer with features including, but not limited to, store maps and guidance to products, personalized shopping lists, suggested items for purchase, coupon offerings, and stronger incentives to use the Target REDcard. Target benefits from the increased customer traffic and retention as shoppers find that Target provides the most convenient shopping experience, and also from the research capabilities Maya SmartCart offers. Instead of predicting customer wants on point-of-sale, we can utilize camera and store GPS functions to determine customer tastes on a point-of-preference basis. With the Maya SmartCart, we can study customer decisions as they happen, where they happen, and the results of those decisions. With Maya SmartCart, Target Corporation will revolutionize the customer service market by providing innovative service, while continuously researching exact customer needs. 11
- 12. Overall WCA for Current Target 12
- 13. Overall WCA Narrative for Current Target Goal: Provide positive customer experience through quality products laid out in a simple, ergonomic format Value: By providing positive customer service, Target will increase customer satisfaction, leading to higher retention and more positive reviews which makes them more appealing to shoppers who value quality Product: Customer Shopping Experience Customer: Target Shoppers Work Practices: Research: Investigate Target’s typical shopper experience and locate areas that can be improved upon. Produce: Create an environment of quality that provides positive customer experience. Deliver: Supply quality brands for affordable prices in an appealing layout. Service: Preserve quality assurance through positive employee interaction with customers. Sell: Offer customer confidence in the Target brand through quality products and service. Technology: Cash registers, Barcode Scanner, Credit/Debit Card Terminal, Product Price Checkers Data: Payment Information, Product Inventory Information People: Target Customers, Target Employees 13
- 14. Overall Value Chain for Current Target 14
- 15. Overall Value Chain Narrative for Current Target Research: Shopper Experience Produce: Quality Environment Deliver: Affordable Products by Quality Brands Service: Quality Assurance Through Employee Interaction Sell: Customer Confidence Value Added: By providing positive customer service, Target will increase customer satisfaction, leading to higher retention and more positive reviews which makes them more appealing to shoppers who value quality 15
- 16. WCA for Target with Maya 16
- 17. WCA Narrative for Target with Maya Goal: Provide a personalized customer experience for EVERY Target Customer as well as an incentive to use the Target REDcard Value: By using the Maya SmartCart, Target will ensure customer satisfaction and promote their positive reputation while simultaneously collecting key customer data that can be used for Target’s Quick Response Task Force Product: Maya SmartCart Customer: Target Co. Work Practices: Research: Investigate Market Potential for an Artificially Intelligent software that personalizes customer experience. Produce: Reinvent the shopping cart by integrating the Maya operating system into the cart design. Deliver: Provide 70 SmartCarts for testing in the SuperTarget in Charlotte, NC. Sell: Offer a positive, personalized customer experience for any customer who decides to shop at Target. Service: Ensure that all Maya SmartCarts can provide the complete intended experience for every customer. Technology: Maya SmartCart, Zigbee Network, Target REDcard scanner, 3D Camera Data: Customer Decision making, Customer Tracking Information, Product Inventory Information People: Target Customers, Target Employees 17
- 18. Value Chain with Maya SmartCart 18
- 19. Value Chain Narrative with Maya SmartCart Research: Market Potential Produce: Maya SmartCart Deliver: 70 Maya SmartCarts to Charlotte, NC Sell: Customer Experience Service: Ensure Customer Experience Value Added: By using the Maya SmartCart, Target will ensure customer satisfaction and promote their positive reputation while simultaneously collecting key customer data that can be used for Target’s Quick Response Task Force 19
- 20. Impact of Maya SmartCart Provides a personalized, positive experience for each customer Provides an incentive for customers to be REDcard members Rewards customer loyalty Provides a new opportunity for customer Data Acquisition Allows Target to better predict customer trends Enables Target Quick Response Task Force to understand what products interest the customer that they may not take with them to the register 20
- 21. Presentation21
- 22. Current System22
- 23. Overall WCA for Current Target 23
- 24. Overall Value Chain for Current Target 24
- 25. Where We Fit In Market25
- 27. Mission Statement “Our mission is to make Target your preferred shopping destination in all channels by delivering outstanding value, continuous innovation and exceptional guest experiences by consistently fulfilling our Expect More. Pay Less.® brand promise.” 27
- 28. Problem “exceptional guest experiences” Problem: Target can’t ensure that EVERY customer that walks through the door receives positive, personalized customer experience 28
- 29. Reasons for Problem Employee may not be nearby at the right time Employee could be answering other customer questions Customer may not know what to ask Customer may be anxious about asking 29
- 30. Market Potential: Customer Inquiry Figure 3 Customers were asked “What mode do you prefer to deal with customer service based on the complexity of the problem?” 38% of people prefer to view company website when facing a simple problem. 30
- 32. Solution “continuous innovation” Make Target Website: Easy to use Accessible/Mobile for use in-store Up-to-date Maya SmartCart: Hands-free Website in Shopping Cart 32
- 34. The Maya SmartCart: Customer Experience Mockup of customer’s view of Maya in an obtuse triangle hardware piece in the cart, tilted towards the customer. 34
- 35. WCA for Target with Maya SmartCart 35
- 36. Value Chain with Maya SmartCart 36
- 37. How The Maya SmartCart Works37
- 38. Feature Descriptions Software: Grocery List Map/ Store GPS Suggestions/Specials Maya Computer Network Hardware: Front and Forward facing camera Items placed in the cart: Suggest related items Give Directions Selective Listening Microphone Allows dialogue with Maya interface 38
- 39. Feature Map Information Gathering Information Gathering Welcome Page Main Page In-depth GPS Product Information Product Specials Color Code Chart Color Meaning RED REDcard Member BLUE General Guest GREEN Both 39
- 40. Impact of the Maya SmartCart40
- 41. Value Added 1. Provide Customer Service Personalized Readily Available Organic 2. Incentive to be REDcard member More Features Even MORE Personalized Special Savings 3. Data Acquisition Eye Tracking Products interested in but NOT purchased Cart Tracking 41
- 42. Maya Impact on Store Hierarchy 42
- 43. Cost43
- 44. Financials: Maya SmartCart Totals Expense Single SmartCart Total (70 SmartCarts) Software Totals: $771.43 $54,000.10 Hardware Totals: $367.86 $25,750.00 Labor Totals: $7,438.15 $520,670.40 TOTAL: $8,577.44 $600,420.50 44
- 46. TestingStrategy Best to test in North Carolina SuperTarget: Charlotte, NC 200 Carts Total Recycle 70 Carts (35%) into Maya SmartCart Distribution Center: Newton, NC Bemis Manufacturing: Lenoir, NC 46
- 47. Overall Distribution Channel Plan Continuum (Boston, MA) RobotBase (New York City, NY) Bemis Manufacturing Company (Lenoir, NC) Regional Distribution Center (Newton, NC) Local Target Store (Charlotte, NC) Customer 47
- 48. Overall Distribution Channel Narrative Multi-Phase Plan: (4 Phases) 1. Prototyping: Continuum RobotBase 2. Recycling: SuperTarget Distribution Center 3. Assembly: Continuum RobotBase Bemis Manufacturing 4. Redistribution Bemis Distribution Center SuperTarget 48
- 49. Service: Jobs Related to the Maya SmartCart49
- 51. Service Jobs Narrative Inventory and Layout Database Technician: Provides Maya SmartCart with merchandise information Maya SmartCart Technician: Keeps Maya/Database functional allowing it to acquire more Data Data Analyst Team: Sort Data from Maya Database Target Quick Response Task Force: Use Sorted Data to predict purchase patterns 51
- 53. Research53
- 54. Research Summary Based on our research, we recommend that Target Corporation partner with RobotBase, Continuum, and Bemis Custom Plastics to integrate the Maya personal robot technology into its shopping carts. The new Maya SmartCart will incorporate the two most important aspects of Target’s Mission Statement: Innovation and Customer Service. After our research, we have found that over the years, the importance of customer service has increased during the rise of online shopping. In order to keep a competitive edge, it is important to continue to innovate and strive to provide the best customer service available. From our extensive research of companies, methods, and materials, we determined that, from the design table to store implementation, each cart will cost $6,679.83. True competition for this product does not exist yet, as the Lowe’s OSHBot left many features to be wanted after its test store implementation. We examined both the successful and failed attributes, designer narratives, and customer reviews in order to ensure that the Maya SmartCart experience would exceed the robotic customer service standards set by the OSHBot. Instead of focusing extensively on competition, we built the bulk of our research base on customer experience surveys, general Target Corporation information, cart design and manufacture information, and information on RobotBase’s Maya technology. Using all of this information, we were able to determine exactly what customers want in their retail service, and exactly how to provide them their ideal customer experience. Research found in a secondary survey performed in 2011 showed that 78% of people have backed out on a sale because of poor/lack of customer service. Our product ensures that this will never be the case. 54
- 55. Overall WCA for Current Target 55
- 56. Overall WCA Narrative for Current Target Goal: Provide positive customer experience through quality products laid out in a simple, ergonomic format Value: By providing positive customer service, Target will increase customer satisfaction, leading to higher retention and more positive reviews which makes them more appealing to shoppers who value quality Product: Customer Shopping Experience Customer: Target Shoppers Work Practices: Research: Investigate Target’s typical shopper experience and locate areas that can be improved upon. Produce: Create an environment of quality that provides positive customer experience. Deliver: Supply quality brands for affordable prices in an appealing layout. Service: Preserve quality assurance through positive employee interaction with customers. Sell: Offer customer confidence in the Target brand through quality products and service. Technology: Cash registers, Barcode Scanner, Credit/Debit Card Terminal, Product Price Checkers Data: Payment Information, Product Inventory Information People: Target Customers, Target Employees 56
- 57. Overall Value Chain for Current Target 57
- 58. Overall Value Chain Narrative for Current Target Research: Shopper Experience Produce: Quality Environment Deliver: Affordable Products by Quality Brands Service: Quality Assurance Through Employee Interaction Sell: Customer Confidence Value Added: By providing positive customer service, Target will increase customer satisfaction, leading to higher retention and more positive reviews which makes them more appealing to shoppers who value quality 58
- 59. WCA for Target with Maya 59
- 60. WCA Narrative for Target with Maya Goal: Provide a personalized customer experience for every Target Customer, as well as an incentive to use the Target REDcard Value: By using the Maya SmartCart, Target will ensure customer satisfaction and promote their positive reputation while simultaneously collecting key customer data that can be used for Target’s Quick Response Task Force Product: Maya SmartCart Customer: Target Co. Work Practices: Research: Investigate Market Potential for an Artificially Intelligent software that personalizes customer experience. Produce: Reinvent the shopping cart by integrating the Maya operating system into the cart design. Deliver: Provide 70 SmartCarts for testing in the SuperTarget in Charlotte, NC. Sell: Offer a positive, personalized customer experience for any customer who decides to shop at Target. Service: Ensure that all Maya SmartCarts can provide the complete intended experience for every customer. Technology: Maya SmartCart, Zigbee Network, Target REDcard scanner, 3D Camera Data: Customer Decision making, Customer Tracking Information, Product Inventory Information People: Target Customers, Target Employees 60
- 61. Value Chain with Maya SmartCart 61
- 62. Value Chain Narrative with Maya SmartCart Research: Market Potential Produce: Maya SmartCart Deliver: 70 Maya SmartCarts to Charlotte, NC Sell: Customer Experience Service: Ensure Customer Experience Value Added: By using the Maya SmartCart, Target will ensure customer satisfaction and promote their positive reputation while simultaneously collecting key customer data that can be used for Target’s Quick Response Task Force 62
- 63. Defining the Notion and Product The Maya SmartCart is a perfect fit for Target Corporation due to its extensive focus on innovation and the customer experience. The Maya SmartCart design not only accomplishes the goal of cutting-edge technology, but also ensures a positive, personalized customer experience. Customer: Target Corporation Goal: Broaden Target Corporation’s customer base and increase customer loyalty through personalized cutting-edge technology. Value: Sales and revenue increases as customer needs and preferences are suggested and recorded. This creates a revolutionary opportunity for customer research through more personalized data acquisition known as “Point-of-Preference.” Shopper: Target Customer Goal: Streamline the shopping experience of Target shoppers as their frequent purchases are recorded and suggested, while increasing in accuracy as their trips to Target become more common. Value: Target becomes the preferred destination of every Target customer due to convenience created through predicted preferences generated as they walk in the door. 63
- 64. Target Market for Product The Maya SmartCart would most benefit a company that emphasizes providing strong, personalized customer service and innovation. Best Fit: Target Co. Target is known for its innovative and fresh environment and always strives to be on the cutting edge of technology. Target would be the perfect company to incorporate Maya into retail stores and ensure that every customer has a personalized, positive experience at Target. Target’s Mission Statement: “Our mission is to make Target your preferred shopping destination in all channels by delivering outstanding value, continuous innovation and exceptional guest experiences by consistently fulfilling our Expect More. Pay Less.® brand promise.” Issue: Constantly trying to find a way to differentiate itself as the company grows and maintains a unique image The Shopping Experience: “We apply our design philosophy to everything from our visually appealing building exteriors, to our award-winning mobile app, to innovative tools and systems. It all comes together to create a great guest experience.” Competitor: Walmart After researching Wal-Mart’s practices and missions, it was clear that the Maya SmartCart would not be a good fit. Walmart is not concerned with customer satisfaction or quality. Instead, their focus is on low prices and making a profit on the margin. Walmart customers accept this business model of a lesser-quality trade-off because of the price. 64
- 65. Target Customer Profile Young Middle-class Median Age of 40 Income of approx. $64,000 43% have children 57% completed college Looking for a Positive Experience: Convenient place to shop that is Fresh and Innovative 65
- 67. Senior Citizen Assistant This application would provide care and companionship for seniors that might have previously needed to placed in assisted living. Pros: Contact emergency services immediately when necessary Provides personalized companionship lacked by most Seniors Provides instantaneous contact with loved ones, ensuring peace-of-mind and a closer relationship Cons: Cost is more than most seniors can afford Most likely not covered under health insurance plan Can not provide any physical care for Seniors 67
- 68. Hand-e Man This application allows people to perform any fix-it-yourself or simple maintenance project with the help of a detailed and visual guide. Pros: Provide a list of instructions allowing any person to complete do-it-yourself projects (i.e. Oil Changes, Household Maintenance) Use augmented reality to better instruct how to complete tasks for specific situation Any person can add their own instruction list Cons: Very difficult to account for every personalized problem that may occur High level maintenance required to ensure that the instructions provided by people are accurate and usable 68
- 69. Security Guard The application replaces the need of companies to have security personnel. It would also replace any need of a central building desk clerk (directs where to go for certain departments/people) Pros: Locate certain employees by GPS trackers in name badges Determine what situations are real threats through emotion recognition Use security cameras to monitor entire building simultaneously Cons: Not able to physically stop any situation that may occur Possible malfunctions/misunderstandings lead to unnecessary police contacting 69
- 70. Maya SmartCart Shopping Assistant This application allows retail stores to provide customized customer service to every customer that walks through the door. Pros: Directs customer to specific products in store based on dialogue with customer Suggest items the customer would like based on past purchases Remind customer of specials on related products Provide Incentive to be a REDcard member Collect a completely new form of BIG Data known as “Point of Preference” Cons: Expensive to have one for every customer Customer must be a REDcard Member to get the full Maya SmartCart Experience 70
- 71. Competitor The Lowe’s OSHBot is the closest competitor to the Maya SmartCart. Pros: First retail-based robot Locates and directs customers to products Ability to scan and identify products with camera Mobile Multi-language communication Cons: Can only handle one customer and product at a time Needs to follow a script to communicate Impersonal customer experience Designed strictly as an “science-fiction innovation,” not for customer service use 71
- 72. Assumptions About Us: We are an innovation Team Working for Target We are communicating with Target Executives Technology: Maya Personal Robot technology is commonly owned and used by households RobotBase can handle our demand and will work with us in design and manufacture Duracell (Charging Mats) Technology has improved to offer large PowerMats™ for multiple devices Putting the wireless Charging Chip will be common practice actively doing research on technology and getting customer feedback to get this product made Target has strong enough WiFi to support 30-35 Mayas in-Store We are using an advanced version of the factory microphone Maya already has People are comfortable/familiar with the Maya technology Maya can communicate in multiple languages (we are presenting the English Speaking Version) 72
- 73. Assumptions Terms Maya SmartCart Name of our product – combines Target shopping cart and RobotBase’s Maya personal robot technology “Point-of-Preference” (vs. Point-of-Sale) Reference to the BIG Data acquisition capability of the Maya SmartCart Tracks Customer Route: Details what departments are busiest at what time of day/week/month/year Tracks Customer Item Choice: Tracks what items the customer applies interest to that may/may not make it to the transaction at the register This information will be compiled and used in Target’s Quick Response Task Force Target’s Quick Response Task Force Group that identifies/predicts customer trends and purchase patterns 73
- 75. Market Potential: Experience Sharing Customer Service studies conducted by American Express*: Customers were asked “How often do you share your positive and negative experiences with businesses with other people?” “On average, they [customers] tell 15 people about their good experiences (up from 9 in 2011), and 24 people about their bad experiences (up from 16 in 2011)” (Figure 1.C) *http://about.americanexpress.com/news/docs/2012x/axp_2012gcsb_us.pdf Average # of people they tell 15 9 Average # of people they tell 24 16 Figure 1 75
- 76. Market Potential: Incentive to Buy Customers were asked “How much more would you be willing to spend with a company that you believe provides excellent customer service?” “Two thirds of consumers state that they are willing to spend more with a company they believe provides excellent customer service, compared to a slightly higher seven in ten in 2011 (66% in 2012; 70% in 2011)” 66% of shoppers are willing to spend an average of 13% more. 70% of shoppers are willing to spend an average of 13% more. 58% of shoppers are willing to spend an average of 9% more. Figure 2 76
- 77. Market Potential: Customer Inquiry Customers were asked “What mode do you prefer to deal with customer service based on the complexity of the problem?” 38% of people prefer to view company website when facing a simple problem. Figure 3 0% 10% 20% 30% 40% 50% Company website or email Real' person on the phone Automated response on the phone Face-to-face Online chat/Instant messaging Text message Social networking site Difficult Inquiry (such as making a complaint or disputing a charge) 77
- 78. Market Potential Narrative From these three studies conducted by American Express, it is clear that customer service is a large part of the customer experience as a whole. Approximately 55% of Americans have backed out on a sale because of poor/lack of customer service in 2012 [Figure 1] From 2011 to 2012, customers expressed that they were likely to tell an average of 12 other people about a good experience they have had with a company, and an average of 20 people about a poor experience. Looking at this data, companies must work diligently to keep their customers satisfied and happy. One bad experience may take several good experiences to remedy. [Figure 2] The importance consumers place on customer service has greatly increased recently. From 2010 to 2012, the number of consumers who say they would pay more for a business that provides excellent customer service. Companies that emphasize customer relations will likely see a correlation in revenues. [Figure 3] For simple questions, customers indicated that they prefer to use the internet to solve the issue with either the company website or email. This is where the Maya SmartCart comes in. The Maya technology makes problem solving much simpler for the customer, as information can be found very quickly and accurately. 78
- 80. Asset Protection and Technology Asset Protection: Technology Weather Exposure: Flexible display technology Theft: Systec SmartStop No batteries Fully mechanical Virtually maintenance-free Gentle, no sudden braking Technology: Charging: Difficult to charge Maya because securely positioned in cart Resonant Wireless Charging= uses Magnetic Resonance in floor to charge battery Floor Material: Linoleum (durable, environmentally safe, can be different colors.) Charging area can be a different color than the Target white walking areas Network: Use in-store WiFi to create a network for Maya to access the internet 80
- 82. Overall Distribution Channel Plan Continuum (Boston, MA) RobotBase (New York City, NY) Bemis Manufacturing Company (Lenoir, NC) Regional Distribution Center (Newton, NC) Local Target Store (Charlotte, NC) Customer 82
- 83. Overall Distribution Channel Plan Narrative PHASE 1: Prototyping RobotBase sends Continuum test designs of Maya to fit into the shopping cart Continuum integrates the Maya technology design with the shopping cart, creating the Maya SmartCart PHASE 2: Recycling Charlotte, NC SuperTarget brick-and-mortar store sends carts to Newton, NC Target Distribution Center Newton, NC Target Distribution Center sends the carts they have collected to Bemis Manufacturing Company in Lenoir, NC PHASE 3: Assembly Working with RobotBase, Continuum designs hardware prototype for SmartCart with Maya network capabilities RobotBase sends customized Maya software to Bemis Manufacturing Company for installation Continuum sends hardware prototype to Bemis Manufacturing Company for production PHASE 4: Redistribution Bemis Manufacturing Company ships SmartCarts to Newton, NC Target Distribution Center Newton, NC Target Distribution Center allocates carts back to Charlotte, NC brick-and-mortar store Shoppers then use the upgraded “SmartCart” in-store 83
- 84. Financials84
- 85. Financials: Maya SmartCart Hardware Hardware Components Single SmartCart Total (70 SmartCarts) RobotBase Maya Display $295.00 $20,650.00 Bemis Plastic Cover for Maya $30.00 $2,100.00 Duracell PowerMat™ $42.86 $3,000.00 Target Carts N/A (recycled) N/A(recycled) TOTAL: $367.85 $25,750.00 85
- 86. Financials: Maya SmartCart Software Software Components Single SmartCart Total (70 SmartCarts) Maya by RobotBase $700.00 $49,000.00 Target Store WiFi (Annual Cost) $71.43 $5,000.00 TOTAL: $771.43 $54,000.10 86
- 87. Financial Narrative for Maya SmartCart: Hardware and Software In order to determine financial cost of the Maya SmartCart for Target Corporation, we broke all costs into three sections: hardware, software, and labor. In this way, we can easily see where every expense comes from. In Hardware and Software, we outlined the costs for each individual SmartCart. Based off of the price of the original personal-robot Maya design, we decided that our simpler hardware design with a stronger focus on software would cost $995 per robot. The protective plastic cover manufactured by Bemis would cost $30, derived from the cost of the cart itself, which was also manufactured by Bemis ($269.13 per cart). • The Target carts will be recycled, so the base of the SmartCart will be no cost. • The Duracell PowerMat™ will cost $42.86 per cart to park and charge while not in use. • The in-store WiFi will need to be high quality, which will cost $71.43 per cart per year. 87
- 89. Target Store Hierarchy Narrative Store Team Leader: Every Target store is headed by a Store Team Leader. They are responsible for overseeing – on average – 200 employees. Deals directly with the 6 Executive Team Leaders Executive Team Leader: Every Target store department is headed by an Executive Team Leader. They are responsible for either: Food, Sales Floor, Guest Experience, Asset Protection, Human Resources, or Logistics. In each of these departments, there are 30-60 members. Team Leader: Every facet of a Target store’s departments are headed by a Team Leader. If they are in the Food Department, there will be a Team Leader for Bakery, Produce, Deli, Starbucks, etc. Specialist: Specialists are in charge of Specified products in each section of the Target store Department. They have a handful of Minimum wage workers that they are responsible for. Team Member: Minimum wage workers that perform little decision making and low-risk tasks like checking out customers, restocking shelves, etc. Includes the Sales Floor Stocker and the Overnight Stocker 89
- 90. Current Workforce Breakdown 90 Job Title Number of Workers Hourly Wage Yearly Cost (40 hr/wk) Sales Floor 4 $10.62 $88,358.40 Stockers 10 $10.23 $212,222.40 Overnight Stockers 13 $12.31 $332,862.40 Totals: 27 $33.16 $633,433.20
- 91. Current Workforce Breakdown Narrative We analyzed several in-store positions in SuperTarget and determined the three categories of workers that will be affected by the new Maya SmartCart: Sales Floor Personnel Sales Floor Stocker Overnight Stocker In order to analyze these effects, we first calculated the current costs per year to employ one full shift team, which is $633,433.20 for 40 hours a week. Currently, a full shift team consists of: 4 Sales Floor Personnel: Paid average of $10.62/hour 10 Sales Floor Stockers: Paid average of $10.23/hour 13 Overnight Stockers: Paid average of $12.31/hour 91
- 92. Maya Impact on Store Hierarchy 92
- 93. Maya Impact on Hierarchy Narrative Maya: Maya has the capability to replace all of the Sales Floor Team Members Inventory and Layout Database Technician Change of title of existing Sales Floor Stocker Team Member In charge of recording all products and their locations into the Maya Database, to be updated and checked daily Estimated wage: $12.31 per hour NEW Position: Maya would require the creation of two new Jobs: Maya SmartCart Technician In charge of training other employees on Maya handling, takes care of minor IT and software issues, regularly inspects hardware for problems Requires two technicians per store Estimated wage: $20.60 per hour 93
- 94. Maya’s Impact on Workforce 94 Job Title Number of Workers Hourly Wage Yearly Cost (40 hr/wk) Sales Floor 0 $10.62 $0 Inventory and Database Layout Technician 8 $10.23 $170,227.20 Overnight Stockers 9 $12.31 $230,443.20 Maya Technician 2 $20.60 $120,000.00 Totals: 19 $53.76 $520,670.40
- 95. Maya’s Impact on Workforce Narrative After the introduction of the Maya SmartCart, we expect the need for human-based customer service on the sales floor to decrease significantly as the SmartCart effectively aids customers in simple product inquiries. Because the Maya SmartCart can handle customers on its own, shoppers will not need to stop Sales Floor Stockers (now Inventory and Database Layout Technicians) to ask for directions or information on products. While this distraction is outsourced to the SmartCart technology, we predict that the productivity of Inventory and Database Layout Technician will increase. With increased production during the day, there will be less of a workload for Overnight Stockers to catch up on between store operation hours. With this in mind, we determined that we would be able to cut out the Sales Floor Personnel position completely, decrease the number of Inventory and Database Layout Technicians by 20%, and decrease the number of Overnight Stockers by nearly 31%. Based on the same 40 hour work week and hourly wages, the new cost for these positions would be $400,700.20. The introduction still requires the creation of two new Maya SmartCart Technician positions per shift. We suggest that the wage of this position should be $20.60 per hour, which will mean a yearly salary of $60,000. This makes the final labor cost of one 40-hour in-store shift team $520,700.20, which saves Target Corporation $112,733 annually. 95
- 96. Financials: Maya SmartCart Labor Components Single SmartCart Total (70 SmartCarts) RobotBase Software (Reconfiguration and Design) $285.71 $20,000.00 Continuum SmartCart (Design) $214.29 $15,000.00 Bemis (Manufacture and Installation) $428.57 $30,000.00 Shipping Cost (Wages + Gas) $9.11 $637.48 Relative in-store Labor $7,438.15 $520,670.40 TOTAL: $8,375.83 $586,307.88 96
- 97. Financial Narrative for Maya SmartCart: Labor The final category of costs is Labor, in which we detailed out costs of manufacture, design, and distribution. RobotBase will need to reconfigure the hardware design and install new software to work for Target’s needs. We estimate that this cost will be $20,000 altogether. Continuum will design the plastic protective container to attach the Maya robot to the shopping cart. We project that the cost of this design will be $15,000. The final manufacture and installation of the Maya hardware will be performed by Bemis Manufacturing, which we estimate will cost $30,000. We calculated shipping costs based on the type of truck, gas prices, and miles traveled. For this shipment, we are utilizing a Target semi-truck to control costs. The merchandise will travel 637.48 miles. With the average gas mileage of 7 miles per gallon, and gas prices at an estimated $3.00 per gallon, we calculated the total gas cost to be $329.72. The driver will be paid $0.40 per mile driven, which was calculated a $307.76. This brings the total shipping costs to $638.48. Other labor costs will include paid employment at the Super Target store. Two Maya SmartCart Technician positions will be filled with $60,000 salaries (averaging to be roughly $20.60 per hour). A second role will also be created called Inventory and Layout Database Technician, and will be filled by five employees. The salary will be $40,040 per year (averaging to $19.25 per hour). The total employment cost added with Maya is $520,670. For the first year of Maya implementation, the total costs will be $586,307.88. Annual cost of 70 Maya robots after year one is projected to be $520,670, which is $112,763.20 less than current labor costs. 97
- 98. Financials: Maya SmartCart Totals Expense Single SmartCart Total (70 SmartCarts) Software Totals: $771.43 $54,000.10 Hardware Totals: $367.86 $25,750.00 Labor Totals: $7,438.15 $520,670.40 TOTAL: $8,577.44 $600,420.50 98
- 99. Financials: Maya SmartCart Totals Narrative In order to easily visualize the cost of a single Maya SmartCart, we divided software, hardware, and labor total costs between: 70 Maya SmartCarts: $467,587.90 Individual Maya SmartCart: $8,577.44 For a single Maya SmartCart: Software = $771.43 Hardware = $367.86. Labor =$7,438.15 99
- 100. Produce100
- 101. Production Summary We recommend that Target produce the Maya SmartCart to ensure personalized customer service for every customer. The integration of RobotBase’s Maya technology with Continuum’s already innovative Target shopping cart will create a brand new avenue in retail. The manufacture of the Maya SmartCarts will be a joint- effort between several companies. RobotBase will provide the redesigned Maya Robot and include adjustments to fit Target Corporation’s customer service needs. Continuum was chosen to design the plastic cover used to protect the Maya user interface because it created the original Target shopping carts in 2006. We believe that this will make the attachment fluid and appealing to the shopper’s eye. Bemis Manufacturing was also involved in the production of the original shopping cart, so in order to continue the original styling, we decided to work with the same company again. The Maya SmartCart’s user interface begins with a universal Welcome Page prompting the customer to scan his or her REDcard. If they scan their REDcard and have a membership with Target Co., their transaction history can be used to offer immediate suggestions like frequently purchased items. It also can provide more extensive suggestions and special deals for products that fit the specific customer’s preferences. If the customer walking in does not have a membership, they will not receive as personalized of an experience because Maya will have to learn as they shop. However, the Maya SmartCart can still provide product location and most efficient route creation for that specific customer’s needs. 101
- 102. Product Mockups102
- 103. The Maya SmartCart: Customer Experience Mockup of customer’s view of Maya in an obtuse triangle hardware piece in the cart, tilted towards the customer. 103
- 104. Product Layout 104
- 105. Product Layout Narrative Maya Screen Display: Interface used for Maya to interact with customer Bemis Plastic Cover: Structure made to support and protect the Maya Screen Display as well as support/protect the Duracell battery and charging chip Duracell battery and charging chip Positioned inside the Bemis Plastic Display Used to power the Maya Screen Display Duracell charging chip is charged through the Duracell PowerMat™ 105
- 106. Feature Map Information Gathering Information Gathering Welcome Page Main Page In-depth GPS Product Information Product Specials Color Code Chart Color Meaning RED REDcard Member BLUE General Guest GREEN Both 106
- 107. Feature Map Narrative Welcome Page: REDcard member- swipes their REDcard Guest (No REDcard)- generic experience Information Gathering Page: REDcard member- uploads online account of past transactions to make suggestions/reminders Guest- Maya asks many questions to assist the customer; learns from every answer Main Display page: REDcard member- displays all basic information like: item list, overall store map, and Maya avatar Access a full screen map of store with Maya leading customer to next product via GPS Guest- displays all basic information like: item list, overall store map, and Maya avatar Access a full screen map of store with Maya leading customer to next product via GPS Product Specials page: REDcard member- displays suggested deals related to the current product and cross-referenced with customer transaction history Guest- displays general store deals and some deals related to the product the customer is searching for 107
- 108. Feature Descriptions Software: Grocery List Map/ Store GPS Suggestions/Specials Maya Computer Network Hardware: Front and Forward facing camera Items placed in the cart: Suggest related items Give Directions Selective Listening Microphone Allows dialogue with Maya interface 108
- 109. Mockups: Welcome Page Establish if the customer is a Target REDcard holder (loyal customer) or a first time guest. 109
- 110. Mockups: Guest Information Gathering Page Maya interacting with a first time guest while suggesting questions the customer could ask 110
- 111. Mockups: REDcard Information Gathering Page If the customer showed Maya their Target REDcard then she would bring up past purchases and questions so that the customer’s transaction history can be brought up and used to provide personalized suggestions each time they visit the store. 111
- 112. Mockups: Guest/REDcard Main Display When asked where a product is Maya shows where the customer currently is and provides a route to the desired product. 112
- 113. Mockups: Guest/REDcard GPS Map While traveling toward the product Maya herself can disappear and enlarge the map and suggested route. The arrow next to the map shows real time direction. 113
- 114. Mockups: Guest/REDcard Product Information Maya uses her catalog of Target products to provide the customer with more information about Hebrew National’s hotdogs by bringing up their website. 114
- 115. Mockups: REDcard Product Specials Maya shows how a REDcard Customer receives benefits such as a discount on their purchase. 115
- 116. Delivery116
- 117. Delivery Summary We recommend that Target Co. test the Maya SmartCart in the Super Target in Charlotte, North Carolina to ease shipping constraints. We also recommend that Target take advantage of the carts already in use in stores. Instead of manufacturing new Maya SmartCarts, recycling a percentage of the present shopping carts will be far more efficient and cost effective. The Maya SmartCart is a completely new concept. However, its incorporation of Maya technology to the shopping cart requires very little modification to the already existing cart. The Maya SmartCart revolutionizes the shopping cart while making almost no substantial structural changes to cart space, folding capability, or ease of transport. The plan for producing the Maya SmartCart is to use the Super Target in Charlotte, NC to test the product. Production is split into four phases. Phase one involves developing and designing the SmartCart which will be done between Continuum and RobotBase. Phase two involves sending 70 (35%) of the Super Target shopping carts to be recycled into the SmartCart by Bemis Manufacturing in Lenoire, NC. Phase three is the assembly of the shopping carts and the Maya interface. Finally, phase four is the redistribution of the Maya SmartCart from Bemis back to the customers in the Super Target in Charlotte, NC. 117
- 118. Overall Distribution Channel Continuum (Boston, MA) RobotBase (New York City, NY) Bemis Manufacturing Company (Lenoir, NC) Regional Distribution Center (Newton, NC) Local Target Store (Charlotte, NC) Customer 118
- 119. Overall Distribution Channel Narrative PHASE 1: Prototyping RobotBase sends Continuum test designs of Maya to fit into the shopping cart Continuum integrates the Maya technology design with the shopping cart, creating the Maya SmartCart PHASE 2: Recycling Charlotte, NC SuperTarget brick-and-mortar store sends carts to Newton, NC Target Distribution Center Newton, NC Target Distribution Center sends the carts they have collected to Bemis Manufacturing Company in Lenoir, NC PHASE 3: Assembly Working with RobotBase, Continuum designs hardware prototype for SmartCart with Maya network capabilities RobotBase sends customized Maya software to Bemis Manufacturing Company for installation Continuum sends hardware prototype to Bemis Manufacturing Company for production PHASE 4: Redistribution Bemis Manufacturing Company ships SmartCarts to Newton, NC Target Distribution Center Newton, NC Target Distribution Center allocates carts back to Charlotte, NC brick-and-mortar store Shoppers then use the upgraded “SmartCart” in-store 119
- 121. PHASE 1: Prototyping Narrative RobotBase sends Continuum test designs of Maya to fit into the shopping cart Working with RobotBase software, Continuum designs hardware prototype for SmartCart with Maya network capabilities 121
- 122. PHASE 2: Recycling Charlotte, NC SuperTarget Brick-and- Mortar Store Newton, NC Target Distribution Center Lenoir, NC Bemis Manufacturing Company 122
- 123. PHASE 2: Recycling Narrative Charlotte, North Carolina SuperTarget brick-and- mortar store sends 70 carts (35% of store stock) to Newton, North Carolina Target Distribution Center Newton, NC Target Distribution Center ships collected carts to Bemis Manufacturing Company in Lenoir, NC to be fit with Maya SmartCart technology Upon arrival at Bemis Manufacturing Co. they will assume responsibility for storing the carts 123
- 124. PHASE 3: Assembly RobotBase Continuum Lenoir, NC Bemis Manufacturing Company 124
- 125. PHASE 3: Assembly Narrative RobotBase sends customized Maya to Bemis Manufacturing Company for installation Continuum sends hardware prototype to Bemis Manufacturing Company for production During assembly of the Maya SmartCart, Bemis Manufacturing Co. takes on full responsibility for storing both old shopping carts and the recycled Maya SmartCart 125
- 126. PHASE 4: Redistribution Lenoir, NC Bemis Manufacturing Company Newton, NC Distribution Center Charlotte,NC Target Brick- and-Mortar Consumer 126
- 127. PHASE 4: Redistribution Narrative Bemis Manufacturing Company ships SmartCarts to Newton, NC Target Distribution Center Newton, NC Target Distribution Center allocates carts back to Charlotte, NC brick-and-mortar store The Charlotte, NC SuperTarget now assumes the responsibility of warehousing the new Maya SmartCarts with their current shopping carts Shoppers use the upgraded “SmartCart” in-store 127
- 129. Supply Chain Narrative Raw Materials Collection and purchase of raw materials by RobotBase and Bemis Continued shipping schedules of RobotBase and Bemis Manufacture RobotBase and Bemis receive raw materials and carts from Target Distribution From raw materials, RobotBase manufactures the Maya hardware component From raw materials and RobotBase hardware, Bemis manufactures the plastic casing of the Maya hardware and installs both components into the SmartCart Supplier Target Distribution receives completed SmartCarts from Bemis Target Distribution organizes SmartCarts to be shipped, and delivers product to shipping department Distributor Target semi-truck receives SmartCarts and packs product to ship Customer Super Target of Charlotte, NC retail store receives shipment of Maya SmartCarts 129
- 130. Service130
- 131. Service Summary The Maya SmartCart and its Network will be serviced by two types of in-store technicians: the Maya SmartCart Technician, and the Inventory and Layout Database Technician. The Maya SmartCart Technician is in charge of training other employees on Maya handling, takes care of minor IT and software issues, and regularly inspects hardware for problems. The Inventory and Layout Database Technician is in charge of digital stock, meaning all data-entry in the Maya Network. This includes the recording of all in-store merchandise, locations, coupons, and specials information in the Maya Database. Two teams at Target Corporation offices will handle all data collected by the Maya SmartCarts. The Data Analyst Team will receive and interpret data to determine and predict trends in customer preferences, in-store movement, and purchased and non-purchased items. The analysis will be sent to the Target Quick Response Task Force, who will then use the information to update and streamline current Maya SmartCart functions, marketing, and handling. The will also determine how to provide a better store experience based on the customer behavior as recorded by Maya. After one year of Maya SmartCart implementation, the Data Analyst Team and the Target Quick Response Task Force will be responsible for analyzing overall data before and after the application. They will be the teams to determine if the project was a success and should continue to be invested in and potentially expanded, or if the project was a failure and requires either major structural revision to the program or should be terminated. 131
- 132. Service Salary Positions Created Maya: Maya has the capability to replace many of the Minimum Wage Team Members in each department, particularly in Guest Services NEW Jobs Created: Maya would require the creation of two new Jobs: Maya SmartCart Technician In charge of training other employees on Maya handling, takes care of minor IT and software issues, regularly inspects hardware for problems Requires two technicians per store Estimated wage: $31.25 per hour Inventory and Layout Database Technician In charge of recording all products and their locations into the Maya Database, to be updated and checked daily Requires five technicians per store Estimated wage: $19.25 per hour 132
- 133. Service Jobs Inventory and layout Database Technician Maya SmartCart Technician Data Analyst Team Target Quick Response Task Force 133
- 134. Service Jobs Narrative Inventory and Layout Database Technician: Receives updated inventory information determined by Target Quick Response Task Force Provides Maya SmartCart with merchandise information Allows SmartCart the opportunity to collect customer Data Maya SmartCart Technician: Keeps Maya functional allowing it to acquire more Data Services Maya Database containing all Data collected Data Analyst Team: Extract and sort data from the Maya Database Target Quick Response Task Force: Uses information provided by Data Analysts to determine products to restock 134
- 135. Maya SmartCart Technician Day-to-Day operations of the Maya User Interface Damages (Hardware) Broken Screens Broken Bemis Plastic Cover Water/weather damages Regular Cart damages Software Updates for Maya user Interface Malfunctions Upgrades Service to Maya Network Liaison between Target Co. and RobotBase 135
- 136. Inventory and Layout Database Technician Daily update merchandise information Inventory restocking Product location information Specials/Deals on certain products Update the Maya Network with merchandise information 136
- 137. Data Analyst Team Acquire and Sort BIG Data collected from each Maya SmartCart Sorted data: Customer in-store tracking information Non-purchased product information 137
- 138. Target Quick Response Task Force Determine and predict product trends and customer purchasing patterns Influence Seasonal product patterns Influence product pricing for specific times of day/week/month/year Influence innovative product ideas Annually evaluate Data information provided Use information to perform a Cost/Benefit Analysis 138
- 139. Evaluation Plan for the Maya SmartCart Test One year after the implementation of the Maya technology, the Data Analyst Team and the Target Quick Response Task Force will use information gathered from Maya SmartCarts themselves, along with customer and employee surveys, to determine if the SmartCart initiative was a success or a failure. Evaluation criteria will include: Ease of Repairs Data Quality Changes in Customer Behavior Changes in Store Profits 139
- 140. Ease of Repairs Common repair needs – is it worth it to improve upon? Can repairs be made to multiple SmartCarts at once? Ease of working with RobotBase, Continuum, and Bemis to fix issues and/or expand program Maya SmartCart Technician trainability (can they handle repair demand?) What improvements must be made to the product or system to continue the program? Customer handling Data collection Hardware needs 140
- 141. Data Quality Can Target Corporation learn something from this? GPS tracking (time spent, area in store) Items picked up, where they were picked up, if they were put down, did another item replace it? Study customer preferences and find correlations with items, prices, locations, and designs 141
- 142. Changes in Customer Behavior Did the retail store notice an increase in traffic? How much? Did the retail store notice an increase in sales? How much? Were these sales smaller or larger ticket items? How is the customer perception of Target different? 142
- 143. Changes in Store Profits Seen as more innovative or convenient? Did the cost of Maya SmartCarts outweigh the benefits of integration? Within the near future, will the Maya SmartCart costs outweigh benefits? 143
- 144. Repository144
- 146. Distribution Channel # 1 Narrative Step 1: Production RobotBase supplies the Custom Designed Maya that fits into the Target SmartCart Continuum supplies the new Custom Designed Maya friendly shopping cart called SmartCart Step 2: Assembly RobotBase sends Custom Maya to a TARGET installation center to be assembled Continuum sends Custom SmartCart to TARGET installation center to be assembled Step 3: Distribution Assembled SmartCart and Maya Shipped to Regional Distribution Centers SmartCart and Maya shipped from Regional Distribution Centers to local Brick and Mortar stores Step 4: Product to Consumer Shopping carts replaced by SmartCart and Customers now use them for Shopping experience 146
- 148. Distribution Channel #2 Narrative Step 1: Production RobotBase creates the Custom Designed Maya that fits into the Target “SmartCart” and ships it to Continuum Continuum creates the new Custom Designed “Maya-friendly” shopping cart called “SmartCart” Step 2: Assembly Continuum assembles the Custom Designed Maya and the Custom “SmartCart” Step 3: Distribution Assembled “SmartCart” and Maya Shipped to Regional Distribution Centers “SmartCart” and Maya shipped from Regional Distribution Centers to local Brick and Mortar stores Step 4: Product to Consumer Shopping carts replaced by “SmartCart” and Customers now use them for Shopping experience 148
- 150. Sources150
- 151. Target Co. Sources https://corporate.target.com/careers/career- areas/store-management https://corporate.target.com/careers/global- locations/distribution-center-locations http://www.target.com/redcard/main#?lnk=gnav_r edcard http://www.slideshare.net/ZainHaider6/target- power-point-31127384?related=3 http://www.slideshare.net/mails2yamini/target- stores-ppt?related=2 http://www.slideshare.net/SarahBrenner/target- co?related=1 https://corporate.target.com/about/design- innovation 151
- 152. Customer Service Sources http://about.americanexpress.com/news/docs/201 2x/axp_2012gcsb_us.pdf http://www.retailcustomerexperience.com/blogs/w hy-customer-service-and-branding-are-the-same- thing/ http://www.helpscout.net/75-customer-service- facts-quotes-statistics/ http://www.ifoapplestore.com/2010/05/11/satisfact ion-survey-names-apple-1/ 152
- 153. Maya Sources https://www.kickstarter.com/projects/403524037/p ersonal-robot https://www.robotbase.com/ http://powerbyproxi.com/wireless-charging/ 153
- 154. Shopping Cart Sources http://www.eurasip.org/Proceedings/Ext/RFID200 8/preliminary_measurements.pdf http://www.washingtontimes.com/news/2011/sep/ 12/great-store-put-in-shopping-cart-quality/ http://onmilwaukee.com/market/articles/newtarget carts.html https://corporate.target.com/about/history/Target- through-the-years http://yannigroth.com/2011/08/12/the-ideo- shopping-cart-1998-wasnt-a-failure-the-concept- was-just-ahead-of-its-time/ https://plasticsindustry.org/files/2009Design/Press /IPDCEntryPDF/Target%20All%20Plastic%20Sho pping%20Cart.pdf http://money.cnn.com/2011/03/07/news/companie s/walmart_target_better_price/ 154
- 155. Retail Competitor Research Sources Lowes: http://www.slideshare.net/amy_ostler/lowes-strategy- overview?related=1 http://www.cogmap.com/chart/lowes-store-hierarchy https://www.lowes.com/webapp/wcs/stores/servlet/U serRegistrationForm?storeId=10151&langId=- 1&catalogId=10051&krypto=w37ixU9mxd51c2GEFG 7BpK77x6OcXtxy&cm_sp=NoDivision-_- MyLowesLP|A0-_-Corp|MyLowes_Masthead Walmart/SAMs: http://www.slideshare.net/lpmontesa/walmart- analysis?qid=25c6b0f6-af77-4bf5-94a7- 82c3dece5422&v=default&b=&from_search=1 http://www.samsclub.com/sams/pagedetails/content.j sp?pageName=aboutSams&xid=hnav_join-sams- club IKEA: http://www.slideshare.net/Rahul.K/ikea-final- ppt?qid=f17009ca-eddf-4103-830f- 8d5b16164c81&v=qf1&b=&from_search=1 http://www.slideshare.net/pimpisaj/ikea-marketing- idea?related=1 155