Since 2007, Sears Holdings Corp. has closed half of its locations and cut 137,000 jobs, according to The Wall Street Journal. As designers, me and two other friends wanted to explore possible levers that Sears could pull to avoid bankruptcy by applying design thinking. Even though this was a very challenging problem, we thought it was worth exploring and inviting current customers to participate in the design process.
CRAFTSMAN CLUB 2.0
For this project, I focused on interviewing current Craftsman Club members and potential customers, creating design personas, rethinking the Craftsman brand, and creating all visuals assets and video. Noam Zomerfeld studied financial opportunities and created our journey map, while Liam Lee worked on the illustrations used in our brand and building all physical prototypes.
cover letters for a resume
peter great absolutism essay
best scholarship essay editing site for university
lowongan guru viagra bontang lng
creative writing prompts kindergarten
class in america 2009 gregory mantsios essay typer
persuasive essay format 5th grade
essay about my pocket money
menshelp kamagra oral jelly
bactrim resistant uti
var kper man cialis p ntet
essay writing on my country india in hindi
quando tomar o cialis
buy cheap admission essay on civil war
cervidae family definition essay
cialis 100mg hinta
growing onion leaves viagra
buy sexual viagra pill in singapore
PROBLEM AND OPPORTUNITIES
Sears Holdings announced on April, 2016 that it would be closing many of its stores. We noticed that the main problem with their business is that it relies on a model where people have a big desire to own. We identified an opportunity in Craftsman Club, the existing platform for Sears’ community of makers.
We created a service that lets customers rent from Craftsman, which makes tools and kits accessible without the financial obligation to own every tool they need to use. This new business model allows Sears to profit utilizing their current inventory and offer more value to their customers with a minimal investment.
RESEARCH AND BUILDING PERSONAS
After doing research and synthesis, we created personas based on the behavioral patterns we identified. This made it easier for us to empathize with current members of the Craftsman Club and potential new customers throughout the design process.
MAPPING A CUSTOMER’S JOURNEY
Data can fail to communicate the frustrations and experiences of customers, which is why we used storytelling to make sense of our findings using journey maps. This great tool can give critical insights into improving their experience and aligning our customer’s and the company’s needs.
RETHINKING BRAND AND VISUALS
We wanted to take this opportunity to integrate brand feedback from current members of the club. We aimed show everything that crafting involves, make women feel more represented, and create an inviting website for possible new members. We had to think of other ways of communicating this without changing the logo that was already in all of their products.