How to avoid long lines for women’s restrooms

Women differ from men. Carol Reiley mentioned in her blog post titled When Bias in Product Design Means Life or Death that “female drivers are 47% more likely to be seriously injured in a car crash” because seat belts were historically designed to be safe for men and thus unsafe for women. When it comes to our everyday lives, I believe we need more women’s restrooms. In an article titled the everyday sexism of women waiting in public toilet line, Soraya Chemaly wrote that “long lines for women’s restrooms are the results of a history that favors men’s bodies.” She said,

Women need to use bathrooms more often and for longer periods of time because: we sit to urinate (urinals effectively double the space in men’s rooms), we menstruate, we are responsible for reproducing the species (which makes us pee more), we continue to have greater responsibility for children (who have to use bathrooms with us), and we breastfeed (frequently in grotty bathroom stalls). Additionally, women tend to wear more binding and cumbersome clothes, whereas men’s clothing provides significantly speedier access. But in a classic example of the difference between surface “equality” and genuine equity, many public restrooms continue to be facilities that are equal in physical space, while favoring men’s bodies, experiences, and needs.

Although I cannot agree with her more, this issue has not been well addressed in most public spaces. Fortunately, I recently found a women-friendly building located in Seoul. It is Stradeum, the building exclusively dedicated to sound-sensitive music lovers. In this building, visitors enjoy listening to a wide variety of music using hand-held devices or stand-alone speakers manufactured by Astell & Kern. This building installed three women’s restrooms and one men’s restroom and, this is probably why there is no line in front of both restrooms.

stradeum-seoul1

 

stradeum-seoul

 

 

New product project: Stain free

“Stain Free” gives a proactive solution for those who concern about makeup stain on the clothes while getting dressed and undressing the clothes. It is portable silicon collar made from organic material so there should be no harm on the skin. Customers will put “Stain Free” on the collar of her or his clothes before getting dressed and undressing so it prevents the stain. After using “Stain Free”, customers will be able to easily remove the stain on the product, so they can use the product in a clean condition as frequently as they need.

NPD_Stain freeAlthough Make up stain is classified into temporary stains, it is still hard to be removed as cosmetic is composed with complex chemicals. We have found many people online looking for reactive solutions to remove the makeup stain and sharing the solutions with others. After surveying 70 women, we have realized that every one of them has experienced makeup stain on the shirt and they wished they had a product that can prevent. Out of all the opportunities we have come up with, “Stain Free” was evaluated by RWW Chart as the most feasible with the greatest competitive advantages and it was financially prospective. However, the result was not over “108”, therefore we were still required to improve our opportunity based on the customer’s need. We found the product called “Face Cover” as our potential competitor. However, we also found a number of disadvantages of the product from the reviews on the internet as well as the 1 on 1 interview we conducted. As well, we have drawn a couple of personas with two different life-styles in order to figure out how “Stain Free” will adapt on our customer’s daily life. Eventually, it was clear to see that customers demand the convenient, market available, and affordable product.

Based on the insight we have examined earlier, we improved a number of attributes of our product such as materials, design and the ways of distribution etc By writing HOQ, we were finally able to specify the product and also generated a number of concepts of our product to meet our customer’s needs. We have selected the product made from silicon as our ultimate concept after evaluating 3 different concepts with Pugh Matrix and we expect see our annual revenue over $113,400.

 

Written by Seunghyun Yoon, Sooyoen Lee, Yurim Lee, and Mohammed | New Product Development 2016 Spring | College of Business Administration, Kookmin University

 

New product project: Cup crash

Cup crush

How many cups of coffee do you drink a day? Nowadays, it easy to find people holding a cup of coffee in your surroundings. Coffee has become a commodity in our lives. However, as demand for coffee has increased, it also increased the number of disposable cups. This causes trash bin to be over floated which leads to environmental problems. For these reasons we planned to make a new product for environmental protection. And we focused on reducing the amount of trash.

NPD_Cup crash

Well, there are various ways to reduce waste. For example, we could increase the number and volume of trash bin. Or we could also try to reduce the size of trash. However, we think it is most effective to decrease the volume of trash. It’s because it has spatial limitations as we increase the size of trash bin, and also it can’t solve essential environment issues. But in contrast, reducing the volume of trash has many great benefits.

As a solution to minimize the volume of the coffee cup, we came up with the idea of paint bucket. It is effective to reduce the volume of the cup. If you simply press the top and bottom part of the cup, you can reduce more than one third of the volume. This product is more effective than the existing products because the existing products require more force and once it is squashed, it seems that there is not a huge difference in terms of volume. Furthermore, our differentiated design may provide freshness to customers. Not only that, it arouses a trend of participating in an event of reducing trash which leads to saving environment.

Our main targets are both individuals who sell coffee and who drink coffee. From the perspective of cafe owner it allows them to keep their cafe clean and reduce the cost of refuse disposal by reducing the amount of trash. From the perspective of people who drink coffee, customer can give such positive effect that has been mentioned. Also, our product can create social trend that has image of protecting environment by reduction of trash. Social trend involves meaning that each and everyone will try to reduce the amount of rubbish like a campaign.

It is common sense that social trend like this which is protecting environment is healthy. However, crushing the empty cup could be tiresome for somebody. Therefore, we would like to put small sentence or character to attain user’s interest to encourage crush the cup. When the cup is completely crushed, new picture or sentence can arouse people’s interest.

In other words, by launching “Cup Crush”, It will drive a lot of benefit for not only just coffee seller and coffee buyer, but society also.

 

Written by Bohee Cheong, Donghui Kim, Hyuntaek Lee, Wonjoon Cheong, and Yan He | New Product Development 2016 Spring | College of Business Administration, Kookmin University 

Commercial renewal project: New Balance Cameraman

New Balance released a TV commercial in October 2015 to introduce its premium jacket line called Cameraman. According to the website, this premium jacket was inspired by the jacket of professional cameraman who is shooting in extreme cold weather and harsh circumstances. As such, this well-made TV commercial spotlights on a male professional photographer who has a Canadian, Vancouver, background. Although it delivers the concept of the newly introduced jacket very clearly, it does not seem to resonate with general public who are interested in a highly functional jacket but do not always bring their DSLR cameras with them to take pictures seriously.

We change the New Balance Cameraman TV commercial by changing the target market. The main message of our new TV commercial is that Cameraman is no more than a name of a new jacket, and everyone can enjoy it. We broaden the target market by ending our TV commercial with “he is not a camera man, IT’S cameraman.”

 

Produced by Yoonseung Kim, Hyunjae Kim, Jungwoon Park, Jongjoo Park, and Nayoung Eum | Marketing Communication | College of Business Administration, Kookmin University

 

New Balance

 

 

 

 

 

Commercial renewal project: Budweiser

When Budweiser released its 2015’s “freedom” TV commercial in US, only few twitter users liked it. Instead, majority criticized its unclear message of independence and overwhelming numbers of visual images.

We decide to change the Budweiser’s TV commercial by making it simple. First, we do not move its angle but maintain its static image. Second, we interpret freedom as “you can be whoever you want to be”; in our new and short TV commercial, the viewer drinks Budweiser and can become a famous singer like Michael Jackson. In order to emphasize the message of freedom, we also generate and add a new slogan that “Be a Budyweiser, Beer Budweiser.”

 

Produced by Donghoon Lee, Jeeyi Kim, Yujin Song | Marketing Communication | College of Business Administration, Kookmin University

 

Budweiser

 

 

https://www.youtube.com/watch?v=IdL5stxwXws

https://www.youtube.com/watch?v=aTHlYaANnkI&feature=youtu.be

An answer why designers get a seat at the CEO table

 

Woowa brothers… This company (Woowa Brothers (woowa is Korean for “elegance”) developed a mobile application (app) for food delivery services in 2010. Interestingly, the CEO of this company was trained as a designer and worked as a designer for several Web consultancies and an Internet search-engine company… Woowa Brothers achieved 77.3% brand awareness at a total cost of $74,000, whereas similar services spent approximately $4 million and only reached 38.8%. This app achieved 10 million downloads for the first time in the Korean app history. Goldman Sachs decided to invest 40 billion Korean won (U.S. $33.1 million) into the company in 2014.

 

Woowa Brothers(1)… We collected leadership cues from two parties, the CEO and employees, and then mapped them onto Brunswik’s Lens Model, a psychological framework often used in Social Judgment Theory. Our newly adopted research framework helps us better understand the designer’s unique leadership style; unlike non-design business CEOs, the design CEO or DEO (Design Executive Officer) used a wide variety of visual cues… the DEO tacitly communicates visual (tangible) cues with employees for reward and authorization. In particular, the DEO is good at incorporating a tangible benefit and infusing a live and vivid characteristic into an environment. We found that the DEO utilizes visual cues effectively when communicating leadership.

 

Hide doors to be popular

Nightjar Most bar owners promote their places by placing a sign board outside or updating their menus on social network services such as facebook or instagram. Interestingly however, some bar owners “hide” their doors. I had a chance to visit the bar called Nightjar in London. Surprisingly, it has a super tiny metal sign on a wood door. Therefore, I passed over its entrance door several times and spent many minutes until I decided to knock on it just in case. When the hidden door opened, as expected, this bar was fully packed with drinkers.

I had a similar experience when I first visited the bar called Charles H Bar at the Four Seasons Seoul, Korea. Although this hotel is easy to find, it took me long time again to find the entrance door of the bar. Since this bar has literally no sign outside, I could not help but ask someone to guide me to the entrance door. Again, when the hidden door opened, this bar was crowded.

DML_Charles H bar doorBoth Nightjar and Charles H Bar suggest that not exposing but hiding entrance doors may make bars popular. This sounds ironic but it is not so. Apple skipped market research but did excellent marketing and Muji eliminated brands but became the king of the brands.

 

Seoul: Past vs. Present

While Seoul grew rapidly from the ashes to become a metropolis, this city lost much of its uniqueness and beauty, in particular, a set of organically linked traditional buildings. Two miniatures at the Seoul Museum of History showed stark contrast.

 

DML_Seoul Past Present (1)

 

Seoul became the capital of a sovereign nation in 1945, with Korea’s liberation from Japanese colonial rule, and three years later, it was upgraded to “Special City” status. However, the city was plagued by poverty as refugees poured in from North Korea and masses of ethnic Koreans returned to their homeland from overseas. Making matters worse, the Korean War broke out in 1950, and soon the city was in ruins. After the war, economic development returned, and Seoul began to transform into a huge, modern metropolis. The construction industry advanced steadily with the pressing need for more water mains, sewage systems, roads, subways, housing and schools to accommodate the explosive population growth. Streets were laid in the area south of the Hangang River, and the boundaries of the Seoul metropolitan area continued to expand. The ‘Miracle on the Han River’ brought industrialization, economic growth, democratization, and governmental decentralization to the nation.

(1945 – 2002, Period of Rapid Growth Seoul, Rising from the Ashes to become a Metropolis)

 

DML_Seoul Past Present (2)

 

 

 

Air Canada, UI and CX of in-flight entertainment system

I recently traveled by Air Canada from Incheon (Seoul) to Vancouver and then to Toronto. I spent 9 hours in a new airplane (Being 788 Dreamliner) and then 4 more hours in an old one (Airbus 320). In two airplanes, I watched same movies and listened to same music to learn a commonality and several differences of the personal touch-screen TV systems.

As for the commonality, the in-flight entertainment systems embedded in two airplanes are controlled by touch. They have no wired/wireless controllers to select a program or to change the brightness or volume. Although touch is popular, a passenger behind me kept pressing his/her screen firmly and moving my headrest. Therefore, “minimizing the number of touching activities” will be critical in enhancing my own entertainment experience as well as improving the in-flight experience of the passenger sitting in front of me.

 

*Old*

 

As for the differences, I found two things that make the new system better than the old one. First, the new system has a better User Interface (UI or layout) than the old one. In the new system, I was able to store individual programs (e.g., movie, tv, and music) and then bring them up to play while enjoying other programs. For instance, while I was watching a movie, I could pause it and then call and listen to the music I stored in advance. In the old system, I completely stopped playing one program to enjoy another one and, more importantly, doing so needs many, many touches. Further, the new system has a new drop-down menu at the top which helped me navigate the programs.

Second, the new system provides a better Customer Experience (CX) than the old one. The new system has a simpler, darker background and thus the information and programs are clear. Adding to that, “a small airplane marker in the bottom” at the new system showed how much more to go to the destination. In the old system, I had no idea how many hours were left and, to quench this curiosity, I should have pressed a lot of buttons. More importantly, the new system responded to my touch faster and more accurately than the old one.

 

*New*