Research & Negotiations in Design
GrowBot incorporates several negotiations which have recently begun to move towards the forefront of discussions of culture and design. The interaction between digital media and the physical world is emerging as an extremely popular subject for speculation; catastrophic intersections between virtual systems and everyday life are emerging as a common topic in popular culture. GrowBot also addresses interaction across human boundaries, with ‘technologists’ leaving the ivory tower for a rare exchange of ideas with agricultural workers.
The walls are ready on the 2nd floor for you to pin-up your work. Just a few things:
1. Please DO NOT remove the labels that I have pin’d up. The jury will be using this label to coordinate a number with your group’s project.
2. Don’t forget to leave a comment for 3 teams that are not yours. Please use the rubric that I have pin’d up up to give the groups constructive feedback. You can leave the comment in the envelope that is pin’d up next to each group. You can leave these comments anonymous if you would like. Please leave comments individually.
3. Once you have left a comment in 3 envelopes I would also like you to fill out an online version so that I can track who has left a comment and track the results. I would like you put your name on the online version, but I will not include your name when I give the feedback to each group. The online survey will ask you to vote for your top 3 projects, so please make sure that you take the time to look through all the projects. Here is the online version: ONLINE SURVEY (https://gtech.qualtrics.com/SE/?SID=SV_0VRGhFRAjhOkb1W)
4. I have laid out the walls so that 2 groups pin-up on each side. I have formatted it so that each group will pin up horizontally across, but if your group and the other group pin’d up on that wall would like to coordinate a different layout that is ok too. The only thing I ask is that you don’t move to another wall. I have given each group a number and strategically laid out the order, so PLEASE DO NOT REORDER the groups.
5. Finally, please send me a digital version of your presentation. Please send this a pdf (NO indesign files please!!) Please send this by midnight on Friday.
Thank you, I look forward to seeing your projects tomorrow.
This page provides a long term price estimate for laying turf on baseball field. The estimate is given by FieldTurf, the turf producer I find most suitable for our project. This is ideal because we get accurate pricing for laying down and maintaining turf. FieldTurf estimates that the turf requires around $5,000 in maintenance per year. This is probably accurate based on the amount of traffic the field would take through the time span of the school year.
This page provides a chart that shows the price range for FieldTurf with infill by the foot. This is important because we needed to base the price of the turf on the size of the parking deck, roughly two squares of 150’x150’.
This page on FieldTurf’s website outlines the advantages of their product. This was important in deciding to use turf over natural grass as well as deciding what type of turf to use. One of the main factors in the decision was the safety ratings of the turf. It provides cushion for falls, ensuring that the person falling lands uninjured. Also, the safety of the turf guaranteed safe for eight years.
This is the Bursar’s page on Georgia Tech’s website. This was useful as it had statistics on the various fees charged to Georgia Tech students each semester. The fee we were interested in was the Campus Recreation (CRC) fee, as it pertains to the recreation facilities on campus. The money students spend on this fee could be used to fund our project.
This page describes the upkeep of turf fields. It explains the differences in turf vacuums, and how they work. This was useful when considering the cost, labor, and equipment involved with installing a turf field on a parking deck.
Around Georgia Techs campus there are a few greenspaces where students can participate in outdoor activities, but none completely placed in an extremely busy centralized area.
Collecting water the water drained from the top of the parking deck could prove beneficial considering the expected water shortages in the furture and the small amount of renewable energy we could gain.
Water power can be created through water being forced through a pipe to spin turbines which in turn spin a generator .
Micro Hydro facilities can produce small amounts of energy.
A: YES!!! Even non-profit organizations must make money. The only difference between a profit and a non-profit is how the revenue is distributed. A non-profit organization uses the revenue to sustain the organization and to pursue the missions and the goals of the organization. It is very important that even a non-profit is able to make revenue otherwise it won’t be sustainable.
For example, The Atlanta Orchestra is a Non-profit organization, yet they put on concerts and charge for tickets. This a major revenue stream for the organization which allows them to meet the community oriented goals of the organization.
Our group found that there is a large market for consumers looking to express their identity without becoming brand-centric. While there are many companies that offer a personalized touch or individual design, most lack a truly unique expression of oneself. Consumers struggle to find a balance between personal comfort and distinction. We believe the solution to this complication is to put the creation of the product into the customer’s hands. Our idea is to create a business, which will act as a middleman between self-expression and quality tools to do-it-yourself. Below you will find the results our brainstorming:
Further exploration of the Metropolitan Atlanta Rapid Transit Authority or MARTA for short:
Birth of the Breeze Card:
Going Green with MARTA:
Our field research gave us an idea of consumer’s needs to express their individualism and some qualities they look for when shopping. To expand our understanding of this market we must analyze merchants who have already ventured into mass customization. We strived to grasp the pros and cons of each business model and began to brainstorm how they could be improved.
NIKEiD is the most well-known online service offered for customization of Nike products, primarily shoes, and was launched in 1999. Over the years it has expanded tremendously, allowing customers to choose the colors and even fabrics used to produce their own Nike shoes in various styles. You can even add logos and lettering then store your design in personal online locker. In 2007, the company began to introduce NIKEiD studios to give consumers a unique design experience, which includes design consultants.
Threadless is essentially an online t-shirt community. Users are asked to submit designs for scoring by the community and every week the winning designs go into print. There is truly an incentive for good design because if yours gets printed you’ll receive $2000 in cash and a $500 gift card. In addition, if your design wins a bestee award or is reprinted you are rewarded once again. The site is always full of one-of-a-kind individual designs.
Bang-On is both an online and retail custom t-shirt store. We actually have one located here in Little Five Points. The service allows you to go into the store, choose a design from a massive flip-book, choose your t-shirt color, and watch it get pressed while you wait. This is similar to the NIKEiD studios, but you have the ability to walk out with your product, which is not yet feasible with shoes.
Takeaways: Each model has several qualities that we collectively liked or disliked. NIKEiD allows you to add lettering to most shoes, making it truly individual. Unfortunately others can also buy your design though and there is no way to get rid of that infamous swoosh, which is great for “sneakerheads,” but not us. Threadless is extremely clever because their designs are chosen by their consumers, meaning there is a market before the shirt before it even goes into print. The downside to this is that although the design is individual, it will be mass-produced. Bang-On appears to be the best option for custom t-shirts, but the options are limited and the price is undesirable.
To explain User Experience Criteria you can use icons to create a visual and verbal description of the important criteria for your solution:
Some examples of User Experience criteria are durable, accessible, intuitive, fun, easy to use, ect….
Here is an example of Bad User Experience Criteria:
Use your skills from 1011 to create a clear communication of your offering and how it works, how it is made, how the consumer uses it, how it exists in the environment,ect.
Please see slide 6 of the presentation: http://rand.gatech.edu/wp-content/uploads/2010/11/Innovation-%EF%83%A0-Entrepreneurship.pdf
Also take a look at this references for help: A framework for developing an effective mission statement. By Cochran, Daniel S.,David, Fred R.,Gibson, C. Kendrick http://www.allbusiness.com/company-activities-management/management/12271225-1.html
Pink albatross creeps on people (all in the name of research).
Clusters happen around power outlets, cause hold ups, congest flow, impede traffic.
People want to move to other places, they don’t want to be stuck beside the wall.
Also, plugging oneself into the wall, and having all of your wires and equipment out is like marking out your own turf, blocking yourself from the rest of the environment.
so how can we get ppl free? so they can study where they want, when they want, how they want, without having to relocate every time their battery life dwindles.
then like, if we’re in the middle of lecture, and we need to charge our lap tops, we can just whip this out and extend our battery life.
just think… if you were stuck in the middle of that lecture and your battery died. It’s terrible–personal experience.
A: You will do this individually.
Netflix – we can define Netflix’s revenue model as charging subscribers a monthly fee to access an unlimited number of movie rentals per month. They offer various monthly subscription plans with varying monthly prices based on the number of movies a subscriber wants to hold at anytime. Netflix has formidable competitors, most notably Blockbuster and RedBox. Blockbuster has dominated brick and mortar movie rental stores for decades and recently also offered a competing mail order DVD rental service to compete directly with Netflix.
Blockbuster- their revenue model is slightly different than Netflix since Blockbuster charges you a fee for each movie you rent. This can be positive since as a renter you are not paying for movies that you don’t rent, but can be negative if you rent a lot of movies and have to pay for each one. RedBox has a similar revenue model as Blockbuster where they charge movie rentals $1 to rent a movie from one of their many mini kiosks.
Zipcar – Zipcar rents cars on demand, by the hour or by the day. They don’t use a subscription model but you pay for the time used.
finetune– This site lets you type in an artist and they will createa custom playlist of songs based on that artist and others “like” them. Alternately, you can build your own playlist of up to 45 songs from 15 artists. You can then take your custom playlist and embed it on your blog or MySpace page. Revenue model: advertiser-supported.
Livewire Musician – This Web application lets bands, labels or managers book gigs and tours, communicate with fans, manage radio promotions, manage the press, and track radio play. A basic account is free, and there are a la carte premium services available. Revenue model: Licensing fees
matchmine – Suggests other songs (and movies and blogs) that you‘ll be interested in based on your preferences. The company is a product of The Kraft Group/New England Patriot’s interactive media and innovation team. Revenue model: Sells general user data to partners
Digsby will be attempting to generate revenue by selling unused CPU cycles of their users to non-profit and corporate grid computations.
Sonicbids – Connecting bands and music promoters. The site allows musicians to put together one digital press kit (DPK) that is then distributed to promoters and helps the artists book gigs without having to send out physical press kits. Revenue model: Promoters pay a one-time fee and artists pay for submissions.
The class, working in small groups, has collectively created a rich resource: a blog populated and tagged with multiple examples of “design “ and “design process”. Now is your chance to mine this rich compost of ideas and possibilities.
Surf this blog. Find three cases that you find intriguing because of the negotiations, and tensions, they present.
Leave a comment for each case directly on the blogpost. Start or contribute to a conversation. Leave a record. (50 to 100 words).
NOTE: We want each student to comment as an individual through their RAND group account. The individual should log in through their group account to leave a comment. Within the body of the comment the individual should leave their name (preferably just their first name) as a signature. This so that we (the graders) can identify each individual’s contribution.
Then reflect on what these cases — the three selected by you and the one worked on by your group — suggest for how design is, or could be, carried out.
Speculate on how these cases could inform “design” and the “design process”:
LENGTH OF ESSAY: 750-1000 words MINIMUM. We are looking for essays that are carefully thought through, well-written, and clear.
This assignment should be completed individually. You may complete this assignment anytime before Dec 16th at 5pm.
Individually, submit the url’s for the blog entry which you commented on, as well as the essay via the T-square site.
Below is qualitative research we collected through interviews to offer insight into possible solutions outside of a redesigned floor plan.
Interview with Freshman Dorm Resident
Interview with Freshman Dorm Peer Leader
Interview with Freshman Dorm Hall Director
Interview with Suite Resident
Interview with Suite Resident Advisor
Interview with Apartment Resident
Interview with Apartment Resident Advisor
A: Look at the last slide of that presentation about the Roadmap for the $100 Laptop. http://rand.gatech.edu/wp-content/uploads/2010/11/Innovation-%EF%83%A0-Entrepreneurship.pdf
The Roadmap is describing the future of your innovative offering so that you can provide the ideal user experience. Basically as technology changes and economies change it allows you to improve on and refine your offering. For example if you think of the iphone how with each generation it gets better. If you think of the wii, they first came out with console and then the wii fit and then pretty soon they may have a wii helmet, with each generation technology is allowing them to get closer to the offering the ideal user experience.
The section on innovative offering should explain what your offering is. Is it a service a product a system, ect. What does it do? How does it work? What are the features and benefits of your product/service? Features are the characteristics of a product or service that you have designed as part of the offering. The benefit is the result your customer enjoys.
The Core value proposition:
The core value proposition is a concise statement that summarizes why a consumer should buy the product or use the service your team has developed. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings. The core value proposition is concise and appeals to the consumer’s strongest decision-making drivers.
Focus on what differentiates your offering from those that currently exist and what your offering does really well. What are the Unique Features: Explain your competitive advantage. What makes your product/service better, faster, more durable, etc.? What is the unique benefit that your solution provides?
It should NOT simply be explaining what makes the innovation an innovation. It is very important to tie back to how your offering is creating value.
Core Value Proposition IS:
•what it is your company offers that is unique to the marketplace and that meets a real need for your customers
•short & concise
•a long list of benefits (faster, cheaper, easier to use…)
example: For the $100 Laptop, their core value proposition is: To create educational opportunities for the world’s poorest children by providing each child with a rugged, low-cost, low-power, connected laptop with content and software designed for collaborative, joyful, self-empowered learning. When children have access to this type of tool they get engaged in their own education. They learn, share, create, and collaborate. They become connected to each other, to the world and to a brighter future.
A: Consumer & Stakeholder profiles should include:
Target Market – Consumer Demographics & Psychographics, User Needs & Pain Points
Stakeholder Profiles – indicate all stakeholders, their needs
–It is important that you create a clear line between the consumer & stakeholders profile and the solution, you need to build a strong business case as to why these people would gain value and be interested in the innovative offering that you are providing
User Experience Criteria Includes:
The experience criteria that your final innovation solution provides. I.E. For example, in the $100 laptop case, based on their research they found that the final solution must be intuitive, fun to use, fun for children, allow for imagination & exploration, a learning tool for in and outside the classroom, easy & accessible wi-fi connection, light-weight, easy to carry and hold, ect.
–These criteria should come from your field research and be grounded in what you learned from your research
Reminders and Suggestions:
1. Final Deliverable: 10 11×17 poster presentation is due Dec 3rd, should be pin’d up by noon, you will have from 9-12am on Friday to pin-up. There will be three teams pin’d up on each side of a pin-up wall, and there will be a label where your team should pin-up their work.
2. There will be a jury that will review and judge your work, this jury will include members from the Business School, Industrial Design School, and College of Architecture. The jury will be looking for an innovative concept with a well-defined business case.
3. There will be three awards: First, Second & Third
4. There will also be comment sheets and comment envelopes for each team, as part of this project, you must constructively comment on at least 3 projects that are not yours. The presentations will be pin’d up all weekend, so you will have from Friday to Sunday evening to leave a comment in 3 envelopes. Also comment through digital survey.
It is extremely important to spend time this week defining the innovative concept, building the business case and clearly communicating your solution. Use your indesign and photoshop skills, as well as other communication skill you learned this semester, to create a poster presentation that effectively communicates your teams solution. Keep your posters highly visual and minimize the amount of text used, try and use no more than 1000 words throughout all 10 posters. Look at the four one-design fixes that are hanging on the gray wall as examples.
Also, please continuously check the Q&A section of the rand blog as this is where you should post any questions you have about the project and where I will post clarifications and responses to your questions. http://rand.gatech.edu/?cat=3061
A: The use storyboard should be story-boarding the use of a user using your innovative offering. It should be explaining how it is used and the steps someone would have to go through. This is just like the image storyboards your created in 1011 for your objects.
Some examples: http://rand.gatech.edu/?attachment_id=46161
A: A value network is a business analysis perspective that describes social and technical resources within and between businesses. The nodes in a value network represent people (or roles). The nodes are connected by interactions that represent tangible and intangible deliverables. These deliverables take the form of knowledge or other intangibles and/or financial value. Value networks exhibit interdependence. They account for the overall worth of products and services. Companies have both internal and external value networks.
Think about addressing the following questions:
o What are the steps or activities the product or services passes when developed?
o What is the value the product/service gains in each activity or step in the process?
o Who provides the value in each step?
Good resources to explain how to create a value network: