The development of a comprehensive merchant engagement survey.
We have also discussed the use of a Pico-wide customer loyalty program to encourage customer engagement through a platform like FiveStars.
Moving forward, we would like to focus on merchant engagement:
First, we would like to speak with Amy, as she could be a great resource for the PIO to maintain deeper relationships with the merchants.
We would be glad to hear more about what she does on a weekly and monthly basis.
We’d like to get a sense of how we could help her expand her reach as well as how she could help us with the distribution of the survey.
After working with Amy we would like to distribute the survey we have been developing to the merchants and collect their responses.
In parallel, we will work on a requirements definition report and a system request form.
After this, we would like to discuss the requirements and the as-is model to get to a final version of these documents together.
We would like to ask if the PIO had any incentives for merchants who respond to this survey as you had for the 2004 survey. Ideas include: local theater tickets/movie tickets/gift cards/etc. Could have a larger prize for raffle winners from the pool of survey participants.
Hello Pico Boulevard Businesses,
On behalf of the Pico Improvement Organization (PIO), we would love to hear your thoughts or feedback on how we can improve your experience with PIO! All feedback will be kept confidential.
We sat down with a handful of owners and got some really great interviews. With the business owners that were available to talk, we found that they shared similar concerns including profitability and local fees.
They came up with a lot of great suggestions for the PIO including:
- More events:
- Youth oriented, community outreach events
- 5K runs
-Sidewalk events to encourage people to walk by the businesses
- Street Beautification
- More lights on the street
- Colorful Street Signage
- Homelessness has been a real issue for a handful of businesses.
- Social Media/Engagement
- Businesses WANT help with their social media accounts.
- Businesses WANT to be more engaged with the PIO.
-Because many of the businesses were closed or managers/owners were not present on Sunday, we plan on returning next week on a weekday to get a larger pool of survey data.
Dear TEAM PICO (Cheryl, Julianne, Alex, Fernando) :
Feedback for Interim Project Deliverables for April 5. Due: DRAFT System Request Form + To-Be _ Business Case _ List of how to-be is different from as-is.
Please remember the following as you prepare for the final deliverable for May 8th, but remember that the presentation to the clients on April 26th at which time the award will be presented and you will receive final feedback from the client for the final deliverable.
Final deliverable due on date of Final consists of following elements (accounts for 25% of class grade)
Executive Summary describing the business process & software change you recommend
Business Case for the change
System Request Form and explanation of critical thinking
Description of how you used the Requirements Gathering and analysis techniques to identify opportunities for change from inside and outside the organization
User stories describing how the change you recommend would be used
To-Be business process part of the change using rules for BPR
How different from as-is is the TO-BE, and how are you planning on closing the gap (i.e., change management plan)
Requirements document for software
Use Case Diagrams for software
SaaS Software (i.e., online software or software-as-a-service) you recommend indicating what parts of the business process the software would enable & how it compares to the alternatives in terms of meeting requirements
How rapid prototyping of the use of the software with the to-be process was conducted and the results of that rapid prototyping in terms of changes to the requirements or software recommendations or business process
Joint Reflection Exercise: Set of at least 10 practices drawn from the class for conducting business/technology process analysis and design that you used during your client project and reflections about their use (what practices seemed to work the best, improvements you made to the practices, how used them, recommendations you would make to others)
Peer Evaluations. Sent/given to professor separately
Evaluation criteria for the Final Deliverable:
Client evaluation form that student team has provided the client with a business process and software recommendations that are: a) detailed, b) novel/unexpected/non-obvious/creative from the client point of view, and c) helpful to the client’s needs
Each element is accurate, of high quality, detailed, demonstrates critical thinking (see syllabus for explanation of critical thinking)
Business process changes reflect significant effort to understand market needs of client and are judged by the instructor in terms of the level of detail, novelty, and helpfulness
Software recommendations reflect a detailed analysis of alternatives, deep connection to the requirements, use cases, business process, and prototyping conducted, and creativity.
Seriousness with which the project was undertaken, continuous involvement in client project (vs waiting until the end), iterations to improve each element of the work (vs doing it once)
Presentation shows deep knowledge of client needs and class materials, demonstrates how software will enable the to-be process, is considerably more than simple powerpoints
Peer evaluations of each individual team members’ contribution to the project in terms of: which elements they did NOT contribute to, which elements they showed the greatest creativity, which elements they showed the greatest depth of the knowledge of the class material, understanding of how to fit client needs with class material, and ease of coordination.
Use of joinin.la to effectively communicate with client
Maintaining your own joininla.com “playbook” for all of your work
Check/Checkplus based on degree of progress from last time
Sonya feedback also includes a rating of 1-5 stars defined as follows:
** Needs Work
Overall comments From Sonya to all teams:
A key step of translating client's functional requirements to lower level specs/criteria to identify and assess alternatives seems to be missing. In specific recommendations, I've provided some detail as appropriate.
The Risks sections need more work to relate to specific aspects of the business that may lead to or result in negative consequences and how they can be avoided. Some of the risk sections come across as discouraging the clients from adopting the recommendations!
Where "as is" and "to be" processes have been shared, they are not legible. Magnifying some sections and highlighting changes by referencing back to the magnified sections would help.
Most of the students don't seem to have a full grasp of different sections of the business case document, so they tend to repeat the same information in slightly different ways. I'd stress to them, in industry (especially in the startup world), brevity and clear communications are critical.
It’s time to develop the functional requirements in detail; so the leap to the solutions; time for the specs.
It would be best to offer alternatives for the clients and to evaluate the alternatives against detailed specs
Pico Team JoinIN Feedback *****
The Pico team has excellent grasp of the purpose of each of the sections in the Business Case report, and is clearly superior in their level of effort, thoughtfulness and engagement with the key stakeholders.
Since the team went through the trouble of doing in-person interviews and surveys of merchants, it's highly recommended to summarize the key findings, for example the current merchant's communications preferences. This would help put the recommendations provided in context. I'd also recommend they include the survey raw data in the Appendix. PIO would like to see the raw data. Please reach back out to the UCLA marketing student who wants to help continue this beyond your efforts. He could start creating templates for you and review your process. In this way the project could go on.
PROFESSOR FEEDBACK (Check plus)
Please be sure and include an Executive Summary
Project Description and Objectives: Please be sure and talk about the pain points that PIO is experiencing. The way to phrase your purpose is flip the phrasing: instead of “suggest new technologies and processes to foster communication and engagement” put the business need first: “in order to foster communication and engagement…, new technologies and processes are needed”. Make the list of bullets a bit more specific to PIO, e.g., Identify the various needs of PIO’s stakeholders including the variety of merchants and board members. Nice list of objectives.
Strategic Approach and Alignment: These are two separate sections. Alignment talks about how your project objectives align with PIO’s strategy. Approach talks about your methodology (what you have as the list of steps. As you develop your approach, please provide more details (# of interviews with whom, surveys, etc; include the survey questions). Also, specify the processes you defined. Then, explain how you analyzed the processes. Remember that we talked about a number of different ways to do the analysis; specify how you did the analysis. Ensure that you describe both what we called “internal” data gathering (which is the interviews and questionnaires and observation), as well as “external” data gathering (e.g., market research, benchmarking, inspirational models).
System Request Form: Your first sentence about the information gathering process should be incorporated into the section on approach. Excellent System Request form.
Stakeholder Analysis. Excellent. Add a column indicating the concerns each have about the project and the benefits/objectives they hope to achieve. You may want to consider whether there are 2 or 3 types of Pico Merchants (e.g., those who want help from the PIO for their marketing, those who want to be left alone, those who are concerned about how their taxes are being used).
Feasibility Analysis/Risk Assessment: Excellent
As/Is and To-Be. You have done a nice job of depicting the 2 processes. Please note that your as-is is imbalanced; you need another join which will occur after the first join. Also on your to-be, BPMN requires that OR are decision points so indicate what the decision is (e.g., your first “X”). I’m not sure that first X is properly described since it looks like an and to me. Similarly with others; so discuss among the team again. You are now ready to place the to-be on top of the as-is, so that the changes are clearer to the client. By “on-top” is meant that you indicate with cross-outs which tasks are no longer performed, and with color or something which are new tasks. Its also time to add swimlanes indicating where technologies will be doing some of the activities, and all the roles involved. Finally, its time to add messages and artifacts. The list of differences from as-is to to-be should then be apparent on a single process model.
List of as-is to to-be differences. Nice list. It’s time to start thinking of technologies that can make all this easier for the client.
Recommendations: Nice list but note that much of the list puts way too much work on the client and is what we call “under-specified”. At this juncture in the project, that makes sense, but there are tools out there that make it simpler to create monthly newsletters, contact systems, increase online reach. I would suggest you focus on those tools next so that you are not leaving the client with too much to figure out on their own. Changes to the website can be suggested as part of requirements document or simply a link to a new website that you create (e.g., on Snappii or something).
All-in-all, nice work. Check Plus. Where to put your efforts over the next month:
Decide which of your recommendations you will drill down on and leave the client with what we call a ‘turn-key’ system that will work. Rework the to-be process once this turn-key system is identified. The rest of the revisions to the documents and work such as use cases and requirements document should focus on that. Develop out more than one option. Get your raw data presentable for PIO
-PIO Board of Directors vote on budget, not the merchants. They then direct the PIO marketing and events committee to create outreach and events
- Marketing committee meets separately. Advertising promotion and events was presented to the Board without the dollar figure. $ was voted separately. The whole thing was not approved with the $, only approved partially through June. Marketing committee seeks direction through the board for budget items and report back to the monthly meetings.
Meetings are also posted to Facebook and twitter
2. To-Be Walkthrough
Suggestions for web platforms with more interface. West Hollywood's BID has a website that can meet our needs
Ask merchant preference as well as what their preference for how often they want to meet (annual/quarterly/monthly) for more receptive engagement.
Merchants provide input on events
Software Recommendation for making appointments for Monthly Office Hours (Business advisors, merchants, accountants)
Change "Amy" to Pico Merchant Liaison
Where "Newspaper" write "Media Outreach" so it can include Radio and print
We want to empower the merchants to promote events themselves to promote with their customer base
Provide short (6 Q) sample feedback merchant survey
3. Additional Comments
Feedback from 1:1 meetings
Draft Survey Template
Recommendations on websites, social media platforms, constant contact
Marketing/Customer Engagement Efforts Best Practice for board to evaluate the process overall
Engagement trackers (Metrics use)
Focusing on merchant preferences
Provide full coverage of the whole boulevard (How to manage?)
Quarterly Newsletter - how would you like to be updated in survey