MOBILE DELIVERY SERVICE.
Creating a 15 minute neighbourhood in Charnwood based on the signal of 'slow living, slow moving' to enable balanced lifestyles, social engagement and positive environmental impacts.
MY ROLE (Group project - team of 5)
User research, idea generation, prototyping, user testing, concept refinement, delivery and creation of presentation.
What's the problem?
Those who work from home tend to prioritise work above all else, finding it difficult to create balance and this leads to a sense of poorer physical and mental wellbeing.
Who are the users?
Residents in Shepshed living within the 15 minute radius, who frequently work from home.
Why should we care?
Working from home has become common post Covid-19. Poorer wellbeing can result in increased strain on the already overloaded healthcare system, more sick days from work and a poorer quality of life.
How did i fix it?
We created a service called Busket, which is a mobile fruit and veg delivery service. This service promotes use of locally grown produce, reduction of food waste, social interaction with neighbours and physical movement through gardening.
Where's the proof the solution worked?
90% of target users tested would use the service.
70% of stakeholders asked would engage in the service.
85% of users and stakeholders would recommend this service to someone.
Sprint week.
The brief.
What if we could create a service within 15 minutes of each user, that helps them create some balance in their life and improves physical and mental wellbeing?
Exploring the paradigm.
Based on our signal, we explored the possible avenues for our service, using 'what if' statements.
Using the Co-op wellbeing index, we identified our target area as Shepshed.
Vision statement.
By 2030, every person in Charnwood will be self reliant by producing their own food and being part of a community food exchange which means more community involvement, quality family time and improved general wellbeing.
Initial concept ideation.
Busket - fresh food delivery service to your doorstep. Residents are encouraged to grow produce, which is then shared within the community.
STAKEHOLDER
MAPPING
Stakeholder mapping.
Identified direct and indirect stakeholders who would be impacted by the service, and may be interviewed later during primary data collection.
Desktop walkthrough.
Rapid, simple prototyping at very early stages identified the viability of our concept and generated many unanswered questions for us to explore.
DESKTOP
WALKTHROUGH
Customer journey mapping.
Identifying the stages that the user may go through based on our initial concept ideation.
Service blueprint.
Creating the service blueprint helped us to understand where the users, providers and our service interact together and allowed us to determine the front and backstage processes that were essential to our service.
Refining the concept.
Giga mapping and ZIP analysis.
We used Giga mapping in order to take a step back and look at how our service could fit into the ecosystem of Charnwood and what services we could collaborate with or have impact on.
ZOOMING OUT: GIGA MAPPING
AND ZIP ANALYSIS
5W and 1H.
Based on the questions we now had, we generated as many hypotheses as we could. As a team, we decided on the key three hypotheses that we needed to validate in order to get our service running and create our MVP (minimum viable product). We used 5W and 1H method to help us plan how we were going to test these hypotheses and with whom.
5W and 1H - Hypothesis testing
Prototype testing.
We tested our visual storyboard with our key user group (remote workers) and key stakeholders (Leicestershire county council and market stall owners) to refine our concept and possible avenues of collaboration.
Who did we speak to?
What interesting insight did we learn?
Remote workers (primary users)
Frozen produce is not deemed fresh.
Socialising aspect is a key interest for users.
Users don’t understand value of organic fresh produce.
Allotment owners (stakeholders)
Allotment owners don't know what to do with their surplus.
(If they are asked to provide produce for the service)They may need help maintaining crops.
Leicestershire council (stakeholders)
Funding and grants are possible (as a community interest company).
Ensure the service is accessible to more vulnerable groups.
Social prescribing can increase community engagement.
Value proposition canvas.
We linked the business side of the service to the user's needs by identifying the gain creators within the service, pain relievers and aspects that allow users to complete their tasks.
Key aspects of the value proposition -
for the primary users
Social business model canvas.
We used the Good services scale to help us identify where our service was and where we wanted to improve things.
This business model helped to consider costs, partnerships and key activities we required.
Social business canvas model -
exploring the business requirements.
Refined concept - service blue print
How do we plan to expand the service?
Purchase/renovate more electric busses.
Create and include more growers.
Host community events to sell surplus.
Funding from interested companies/organisations.
Collaboration with other businesses.
Include healthcare services through social prescribing.
Create our own Busket allotments for users.
Create greenhouses for all year round produce.
Expansion of our service -
where can we go?
Personal reflection.
Looking back, there were changes we could have made to our process, things we learned and obstacles we came across.
mirunaalini.alagarajah@gmail.com
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