Final Research Report Neutral Carbon Product Jun 18

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Neutral Carbon Product Team

Research Report


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Research Report:Index

TABLE OF CONTENTS

INTRODUCTION 5

BACKGOUND 9

ONLINE INFORMATION 12

GOODGUIDE 12

HOWGOOD 12PROJECT LABEL 13EVALUATION 13

IN-STORE INFORMATION 15

CARBONLABEL 15HOWGOOD 15CARBONCOUNTED 16EVALUATION OF IN-STORE INFORMATION 16

MOBILE DEVICE APPLICATIONS 18

GOODGUIDE 18BARCOO 18EVALUATION OF MOBILE DEVICE APPLICATIONS 19

SHOPPING HISTORY INFORMATION 21

GOODGUIDE PURCHASE ANALYZER 21TRACEPRODUCT 22INDEXER 22EVALUATION OF SHOPPING HISTORY INFORMATION 22

IN SUMMARY 24


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INTRODUCTION 48

THE WORKSHOPS 51WORKSHOP LEADERS 51WORKSHOP PARTICIPANTS 52WORKSHOP GOALS 52WORKSHOP FORMAT 52EXISTING DRIVERS AND INFLUENCE 55ARCHETYPES AND SHOPPERS JOURNEY 57DIFFERENCES BETWEEN WORKSHOPS 59

STRATEGIC INSIGHTS 61

CITATIONS 63

PATHWAYS TO INTERVENTION 62

THE CRITERIA EXPLAINED 66

ARCHETYPE NEEDS 66IDEA ASSESSMENT TABLE 68

DESCRIPTION OF THREE IDEA SKETCH-UPS 71MINDSPACE 72

DESCRIPTION OF INTERVENTIONS 73

INFOTAINMENT LABELS 73CARBON BUDGET 79VIRTUOUS STORE 84

CITATIONS 92CHAPTER 6: CONCLUSION 94


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TABLE OF FIGURES

FIGURE 1:MAP OF STORES USED IN SHOPPER SHADOWING 30FIGURE 2:TABLE OF RESEARCH PARTICIPANTS DEMOGRAPHICS 32FIGURE 3:SIX STAGES OF THE SHOPPERS JOURNEY 37FIGURE 4:THE QUIXTER'S ETHOS IS NEED 39FIGURE 5:THE IN-STORE EXPLORER ETHOS IS ABOUT JOY 40FIGURE 6:THE EASY RIDER'S ETHOS IS ABOUT FREEDOM 41FIGURE 7:THE PRAGMATIC PROGRESSIVE'S ETHOS IS ABOUT ROUTINE 42FIGURE 8:THE CONSCIOUS CONNOISSEUR'S ETHOS REVOLVES AROUND PERSONAL VALUES 43FIGURE 9:TABLE OF WORKSHOP SCHEDULE 53FIGURE 10:EXAMPLES OF PRECEDENTS 56FIGURE 11:TABLE OF SHOPPER'S JOURNEY CROSS-REFERENCED WITH ARCHETYPES' NEEDS 58

FIGURE 12:NEEDS CLUSTERING PROCESS 66FIGURE 13:TABLE OF M.I.N.D.S.P.A.C.E. DEFINITIONS 72FIGURE 14:LOW CARBON EMISSION STATE ON IMPACT LABELS THEMED TO THE CLIMATE

IMPACT OF PENGUINS 76FIGURE 15:MEDIUM CARBON EMISSION STATE ON IMPACT LABELS THEMED TO THE CLIMATE

IMPACT OF PENGUINS 77FIGURE 16:HIGH CARBON EMISSION STATE ON IMPACT LABELS THEMED TO THE CLIMATE

IMPACT OF PENGUINS 78FIGURE 17:EXAMPLE OF CARBON BUDGET IN ONLINE BUDGETING APPLICATION 84F 18 C 85


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Chapter 1:

Introduction

CHAPTER 1


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Chapter 1:Introduction

Dailyglobalconsumptionandproductionarekeydriversto

ourgreenhousegasemissions(EdgarHertwich&GlenPeters2009).Wehavealreadyseenmassivechangesto

thecoralreefecosystembecauseofclimatechangeand,if

theworldaveragetemperatureincrease2degreesCelsius,

wewillseemassiveextinctionsintheAmazonandmany

otherecosystemsunabletothriveinthesealtered

conditions(Stern,2006).Thepotentialforthemajorityof

theworldshumanpopulationtothriveisclearlyinjeopardy.Longbeforethis2degreesCelsiusincreaseis

reached,warswillbefoughtoverthedwindlinglife-

sustainingresourceswhichthesefailingecosystems

provide.Thereisastrongimperativetocurbourcarbon

emissionsandtheirassociatedimpacts.

Forindividuals,simplyparticipatingintheglobalmarketplacehasmanyclimateimpacts.Foodandmanufactured

productscombinedmakeupabout17%ofemissionsin

Canada,whichrepresentsthefourthhighestvalue

emissionscategorynexttomobility30%,shelter18%and

service18%(EdgarHertwich&GlenPeters2009).Forthe

purposeofthisresearchstudy,ourteamhaschosento

interveneatthehouseholdconsumablelevelinthehopesthatchangingweeklyroutinizedbehaviour,withthegoalof

purchasingproductsthathavefewercarbonimpacts,


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inTescostores,currentlytheCarbonTrusthaslabeledonly

500.GroupslikeCarbonDisclosureProjectarelookingatyearlysupplychainimpactsaswellascompanylevel

operationimpacts;howeverinmanycasestheresultsof

individualcompaniesarenotmadepublic.Costisanother

consideration.Companiesreportthatitcostsover$30,000

toconductacarbonlifecycleassessment(LCA)ofasingle

product.ThismaybethereasonthatTescohasdecided

nottocontinuewiththeCarbonTrusttoconductLCAsoftherestofits70,000products,whichthecompanyhad

committedtodoin2007.

Thereis,however,progressgoingforward.Threeworld

standardshavebeencreatedtomeasurethelifecycle

assessmentofproductsthroughsupplychains.

Measurementcanbedoneandlargegroupsarecommittedtotrackingsupplychainimpacts.Tesco,inits

moveawayformtheCarbonTrust,joinedtheSustainability

Consortium,aheavilyfundedgroupthatwishestostarta

globaldatabaseoftheLifeCycleAssessmentofproducts.

TheSustainabilityConsortiumhasadoptedtheGreenhouse

GasProtocolStandardforCarbonLCAofproductsandwill

includeitinitsglobaldatabasewithothermetrics.Theplanisnotonlytoassesscarbonimpactsbutalsowater

use,socialimpactandmanyothermetrics.Furthermore,


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theirdailyoperations.Thefactthatoneratingsite,that

usestheCarbonDisclosureProjectsinformation,hasover100,000ratingsshowsthatproduct-specificinformation

aboutvarietyofproductsisavailablenow.

Itisouropinionthatthesecurrentserviceshavenottaken

ahuman-centereddesignapproachtocarbon-friendly

shopping.Asweattempttointerveneinpeoplesdaily

shoppingroutineswerecognizetheremightbemultiplepathwaystointerventionthatareshopper-specific,based

onstyleofshopping.Wetookmanyapproachestocome

upwithpossibleinterventions.

Inthenextchapter,Background,wewilldiscussashort

listofservicesandtoolsshopperscanusenow,orinthe

nearfuture,toevaluatethecarbonimpactofproducts.Wewillalsoconsiderthegapsandbestpracticesinthe

marketwhencreatingnewservices.

Inchapterthree,ShopperShadowing,wewilldiscussour

human-centereddesignapproachtoobtainingshopper

insightsinthefield.Inthischapterwedescribe,howwe

foundinsightstohowpeopleshop,howwecreatedmodelsbasedonpeoplesbehaviours,howwecreated

personasbasedonthecomplex,oftencontradictory,

b h i f h d h h h


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SeeAppendix2processchartforavisualrepresentationof

ourresearchprocessandhowthesecomponentsinteracttoformthisresearchdocument.

Thevalueofthisresearchextendsbeyondthefinalthree

interventionswewereabletodevelopbasedonworkshop

feedback.Elementsfromtheentireprocesscanbereused

todevelopnewandoriginalinterventionsbasedonamore

fullandrichhuman-centeredunderstandingofhowpeopleshop.


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Chapter 2:Background

Chapter 2:


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Thereweremanyprecedentsrevealedinourresearch.The

onesdescribedinthischaptergaveinformationinatleast

oneoffoursettings:onlineinformation;in-store

information;ahybridoftwomobiledeviceapplications;

andshoppinghistoryinformation.


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Online Information

Theprecedentsthatfellintotheonlineinformation

categorywereinformationtoolsthatcouldbeaccessedby

personalcomputers,throughregularnon-mobilewebsites.Someoftheseextendedtomobilesitesbutthe

requirementwasthattheysupportedinformationaccess

fromapersonalcomputer.

Therewerethreeleadersinthisareaandmostwererating

sitesthatevaluatedindividualcompanies,brandsor

products.

GoodGuide

Anonlineproduct,brandandcompanyratingwebsite.

Thereareover150,000ratingsofproductsthatcoverthe

categories:Food,PersonalCare,HouseholdCleaners,Electronics,ToysandPaper.Ineachoftheratingsyoucan

viewdetailedinformationabouttheproduct,brand,or


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Thereareover3,500ratingsofproducts.Ineachrating,

theproductisevaluatedbasedon:oversight,amountof

processing,whereingredientsaresourced,growing

practices,theenvironmentalimpactofproduction,andifa

productisregionallyproduced.Productscanbesearched

butnotbrowsed.UnlikeGoodGuide,thereareno

suggestionsforhigher-ratedalternativeproductsandno

abilityforuserstorateproducts.

Project Label

Anonlinecompanyratingwebsite.

Therearelessthan5,000ratingsofcompaniesthatare

evaluatedbyindividualusers.Thiscrowd-sourcedmodel

ofratingrequiresausertoregisterandpostanewsarticlethatrelatestoacompanysactionsthateffectthehealthof

customers,theplanetoremployees.Usersthenvotehow

wellthecompanyperforms,relatingtohealth,

environmentandemployees.Ausercansearchorbrowse

companyratingsandalsochoosecompaniestocompare

directlyusingvisualbarchartsofvotesineachcategory.

Evaluation


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witharticles.Therearemanymoreonlinecompanyratings

sites;infactitishardtoseparateouttheindividual

productratingsfromthecompanyratingsgivenbythe

GoodGuideandHowGood.However,HowGoodand

GoodGuideseemtobemoresalienttoashopper

interestedinmakingapurchaseatagrocerystore.The

significanceforclimate-friendlyshoppingisthattherating

spaceissaturated,evenattheproductlevelofrating.If

thisprojectmovestowardsrating,anidentifiedbestpracticeistomakelistsbothsearchable,browsable,and

affordstheusertheopportunitytogivepersonalratingsof

products.


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In-StoreInformation

In-storeinformationencompassedprecedentsthatwere

physicallyfoundinstores.Theseincludedshelfsignage

andproductlabels.Therewereprototypesforcartswith

digitaltouchviewscreensandsimilardigitalshelving

displaysbutthesewereexcludedbecausetheywerenot

withinthemassmarketanddidntdirectlyrelateto

shoppingformoreenvironmentalproducts.Thecurrentprototypesaremoregearedtowardsgeneralshopping

experience:findingitemsandsales.Attemptsweremade

tofindproductinformationthatincludedmore

informationthanstandardpresence/absenceproduct

claims,suchasOrganiclabelsorGluten-freeclaims.

CarbonLabelCarbon Trust label is a label that displays carbon


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Theratingsarepostedonthepricecardsfoundonstore

shelves.ProductsareratedExcellent,VeryGood,Good,or

NotGood.Customerscanlookattherationaleoftherating

online.Acustomerinthestorehastheabilitytocompare

thegoodnessofsimilarproducts.Thereisnoinformation

tothenumberofstoresorproductsthathavetheselabels.

CarbonCounted

Providesaplatformforcompaniestocalculatethecarbon

impactofoperationsandsupplychain.

CarbonCountedusesthesamequantitativelabelasthe

CarbonTrustlabelbutconcentratesontheCanadian

MarketPlace.Theyhavebeenlesssuccessfulatcreating

in-storelabelsthangettinglargegroceryretailerstoreportontheiroperationalcarbonfootprinttotheCarbon

DisclosureProject.CarbonCountedreportsthatcustomers

willbeabletoseethecarbonimpactoftheirpurchaseson

theirreceiptaswellastocomparetheimpactofproducts

beforepurchase,similartotheCarbonTrustlabel.

Evaluation of In-Store Information

TheCarbonTrustlabelseemstobetheleaderinthis


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interpretabletocustomersiskey.Alsoitappearsthatthe

associatedcosttoevaluatingaproductslifecycle

assessmentindetailmightbeprohibitiveforsmaller

companies.Generalized,higherlevelassessmentstoget

quickresultsforsimplifiedlabelsmightbemoreaffordable

andrewardingforretailersandcustomers.


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Mobile DeviceApplications

Mobiledeviceapplicationsaretoolscurrentlyinthe

marketplacethatallowshopperstousetheirmobile

devicestofindclimatefriendlyproducts.Noapplication

displayedcarboninformationtotheexclusionofother

environmentalconsiderationsincludingpollution,toxins

andotherfactors.Thetwoapplicationsdiscussedboth

displayedinformationabouthowthecompanymakingtheproductperformedwithregardtoclimatechangepolicy,

plans,andreporting.

GoodGuide

TheGoodGuidemobileapplicationallowsshopperstouse

theirmobilephonecameratoscanproductbarcodesto

searchproductratings.


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goodcompany,yellowbeingokayandredasperforming

poorly.Userscanrateproductsthemselves.

Evaluation of Mobile Device Applications

Therewereonlytwoappsformobilephonesusedinthis

comparison.GoodGuideseemstobethesuperior

applicationintermsofbreadth,withover100,000ratings.

IntermsofdownloadsforthemonthofOctober2011,theGoogleMarketplaceshowedBarcoohadbetween500,000

and1,000,000downloadswhereastheGoodeGuidehad

between5,000to10,000downloads.However,areport

showedthatinJuly2011,GoodeGuideoverallhadmore

than500,000applicationdownloads.Thereweremany

complaintsonboththeiTunesappstoreandGoogle

MarketplacethatGoodGuidedidnotworkwellwiththeEuropeanorCanadianmarketplace;thus,GoodGuides

decidedlyUS-centricratingsystemhaslikelymadeBarcoo

amorewidelypopularoption.However,Barcooseems

moreorientedtotheEuropeanmarket.Barcooalso

outsourcesitsenvironmentalandhealthratingstoother

groupsandprimarilyfocusesonbeingapricecomparison

platform.GoodGuiderepresentsmoreofasystemrather

thanjustanapplication:ithasanaccompanying

sophisticatedwebsiteandotherdigitizedshoppertools.


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toshoppingcarbonfriendlyortocreateaservicein

additiontocarbonshoppingconsiderationsthatshoppers

wouldbewillingtopayfor.


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Shopping HistoryInformation

Servicesthatkeeptrackofindividualproductpurchasing

historiesarestillintheirnascentstages.Predominately,

mostservicesaregearedtowardsthemomentbefore

purchase.However,therearesomerecentservicesthat

arebeginningtotrackpastpurchaseandthereare

prototypesandideasthatareattemptingtorevealand

makeconsciousforshopperswhattheyhaveboughtinthepastandhowtheycanshopbetterinthefuture.

GoodGuide Purchase Analyzer

TheGoodGuidepurchaseanalyzerisaservicethatallows

shopperstoanalyzepastpurchasestoseeiftheymatch

theshoppersvaluesand,whentherearedifferences,

suggestbetteralternativeproducts.


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Traceproduct

Traceproductisaconceptthathasanaccompanying

prototypewebsitewhichutilizestheinformationfrom

groceryreceipts.

Theinformationwouldbeusedtodisplayforashoppera

mapofwhereshoppingitemshavecomefrom.The

conceptdoesntvisualizethecarbonfootprintbutusestheCIAfactbooktodisplayhumanrightsviolationsfromthe

correspondinglocations.Thisinformationcouldbe

displayedonthecheck-outdisplayscreenorona

shopperspersonalcomputer.

Indexer

Indexerusestheinformationfromagroceryreceiptand

knownrecyclinginformationaboutproductstodisplay

informationaboutpurchasedproductstoshoppers.

Usingpastpurchasinghistories,Indexerattemptsto

improverecyclingbehaviourbyprovidingsuggestionsof

otherproductsthatcanbeboughtinthefuturethatwouldgeneratelesswaste.


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was,createacarbonbudgetandgetrecommendationson

howtheshoppercouldattainthebudgetgoal.Thiswould

likelybemoretangiblethancomparingnumberson

individualproductsin-storeandpossiblylesscognitive

workonthepartoftheshopper.Customizingashopping

tooltoeachshopperandprovidingrecommendations

basedonrecordedbehaviourseemslikeabestpracticeto

improveindividualshoppingbehaviour.


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In Summary

Afterlookingatanumberofprecedentswewereableto

getabetterunderstandingofgapsandbestpracticesin

thespaceofclimatefriendlyshoppingsupporttools.Forexample,ratingssitessaturatethespace,butifthis

pathwaytointerventionistakenitoughttoincludehigh

levelsimplifiedassessmentsthataresearchable,browsable

andallowuserstomaketheirownratings.Wefoundthat

thenumberofonlinemultiplefactorenvironmentaland

socialratingsfarexceedthenumberofproductratingsthat

appearontheCarbonTrustlabel,acompanystrugglingtokeepclients.Evenproductlabelsoughttobemore

simplifiedandcolourcodedforquickreference.Wesaw

thatmanyoftheservicesprovidedtocustomerswerefree

andthatifweweretocompeteinthisarenawewouldalso

neededtoprovideafreeserviceorcreateaserviceparallel

toratingbutofferedanextratooltoshoppersthatthey

wouldbewillingtopayfor.Finally,anareaofgreatestopportunityisshopperhistorytrackingwherebehaviouris

recordedandusedtofeedbackbetterrecommendations


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Chapter 3:Shopper Shadowing

CHAPTER 3


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Giventheobjectives,theresearchteamchosetheshadowing

method.Shadowingisaqualitativeresearchtechniquethat

requiresaresearchertofollowaparticipantastheyexecutedaily

tasks.Theshadowingmethodwasoriginallydevisedfor

organizationalworkplaceresearch.Tousethistechnique,researchersfollowparticipantsandobservethemthroughout

varioustaskstounderstandtheirdailyroutine.Questionsare

askedoftheworkerforclarificationortounderstandpurpose,i.e.

whythisspecifictaskisbeingundertaken(McDonald,2005,p.

3-4).

Researcherscanrecordinformationduringashadowsessioninmanyways.McDonalddescribestakingmanynotesoraudio

recording(McDonald,2005),whereasYliriskuandBuurusevideo

recording(UliriskuandBur2007).Theshoppershadowing

researchteamdecidedtousevideoandaudiorecordingwith

participantsinagrocerystoresettingasawaytoquicklycapture

actions,verbalizations,facialexpressions,andbodylanguage.

Shadowingwaschosenoutofalistofpossiblemethods,includingobservation,interruptinterviews,andopenendedinterviews.

Theshadowingmethodgavetheresearchertheadvantageof


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&Eckhardt,2011).Foramorein-depthdiscussionoftheself

reporteddesiretoshopgreenversusthereportedbarriersto

shoppinggreen,seeRose,2011aincludedinthedocument

package.)


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Field Study Design

Theresearchteamshadowedandinterviewedsixindividuals.

Wefollowedthemastheyshoppedandaskedthemto'think

aloud'astheyassessedgoodsandchoseproducts.Wealso

queriedthemabouttheimpactofexistingproductlabelingon

theirchoices.

Participantswerealsoshownmobilephonetoolsandintroduced

toothertheoreticaltoolsandconceptsrelatedtosocially

consciousshopping.Thesetoolswereintroducedincontext,at

thejunctureintheshoppingjourneywhensomeonewould

typicallybeexpectedtoemployatoolorseeinformation.We

askedforgeneralfeedbackandwhethertheparticipantwould

adoptsuchatoolorfindtheinformationuseful.

Participantsactionswerealsorecordedviashortaudioandvideo


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DiscountStores

Adiscountstoreisonethatgenerallyofferslowcostgrocery

items.Trade-offsincludelowerselectionofproductsandavery

smalltokenselectionoforganic,localorlowtoxinproduct

offerings.ThediscountstoressampledwereNoFrillsandPriceChopper.PriceChopperexemplifiedadiscountstorewithlittle

selectionofproductsbutwithgenerallycheaperitems.There

wasasmalladjacencythatheldorganic,peanut-free,gluten-free

itemsbutitwasasmallsection.ThoughNoFrillshadasimilar

section,beingaPresidentsChoicebrandstore,aselectionofthe

PCorganicsofferingswasalsofoundthroughoutthestore.

Mid-rangeStore

Amid-rangestoreisonethatoffersmoreselectioninproduct

offerings.Itoffersbrandnameproductsthatsuggesthigher

performanceorqualitypurchases.Mid-rangestoresgenerally

haveafairlylargeorganicsection,healthfoodsectionor

specialtysectionwithinthestorewhereorganicitems,low-toxincleaners,andothergreenproductscanbefound.Themid-range

grocersincludedLoblawsandZehrs,whichhadawiderselection


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Shopper Shadow Events Map

Figure 1: Map of stores used in shopper shadowing


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Chapter 3:Shopper Shadow

Oursamplingframeincludedcriteria-basedrecruitment.We

includedparticipantswhosevaluesalignedwiththe'green'

movement.Participantsweredividedintotwomaingroupsbased

onself-reportedvaluesandprofessionalinterest.Onegroupwas

considered'active',inthattheyweremorelikelytobemotivatedbygreenfactorsthancost.Thecriteriaforthisgroupincluded

self-reportedattitudesandcareerchoices(thosewhoworkedin

environmentalmanagement).Theothergroupwasconsidered

'concerned',meaningtheyvaluedbeing'green'butthattheir

choiceswereconstrainedmoreoftenbythecostoftheproduct

orotherfactorssuchashealth,performanceorfavouritebrands.

Threeparticipantswererecruitedas'Active'Caresabouttheenvironmentandalreadymakesadjustmentsineveryday

lifetohelpminimizepersonalnegativeimpact.

Threeparticipantswererecruitedas'Concerned(andhesitant)'Wouldmakechangesineverydayliferoutines

butisnotcertainabouttheveracityofclaims(fearof

greenwashing1)oraboutreal-impacttoenvironment.Would

engagemoreifissueswereclearer.


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choosingsoap,lookingatingredientsmakingsurethattheywere

lowintoxinsbeforepurchasing.Oraself-reportedunconcerned

shopperspentalongtimeintheorganicsectionofthestore

findinggluten-freeitemsbecauseofdietaryrestrictions.

Shownbelowisthegeneraldemographicmakeupofparticipants

chosentobepartofthestudy.Asecondarycriterionforour

studywastofindenoughparticipantstogotoadiscount,med-

rangeandspecialtystore.

Research Participants

Attitude/

Profession

Grocery Store # of People

Shopping For

Gender Ages

concerned No Frills 1 F 26

concerned Loblaws 1 F 27

concerned Zehrs Market 2 F 26

active Fiesta Farms 3 F 50

active Loblaws 2 M 40


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groupjuststartedshoppingforapartnerandnormallyshopsfor

himself.Theself-shoppersskewtoour'concerned'groupbutwe

dontthinkitisrepresentativeof'concerned'shoppers.

Wespecificallydecidedtoselectmorefemaleparticipantsthanmaleparticipantsinourstudybecausetheresearchliterature

reinforcedtheideathatfemalesmakemostoftheshopping

decisionsinhouseholds.Initially,wewantedtorecruitatleast

onemoremalebutfoundthebehavioursexhibitedcontradicted

someoftheliteratureregardinggendershoppingstrategies.This

willbediscussedfurtherinthediscussionsection.

Wedidnotselectbasedonage,takingaconveniencesampleof

participantsfromagesthatrangedfrom24to50.Ourgroup

skewedmoretoalifestagewhereparticipantsmightbe

developingcareersandpayingoffstudentdebtsthanowning

homes.Thismayalsoexplainwhyoneofour'active'participants

choseadiscountstoreasashoppinglocation.


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Modeling Method

Informationgatheredineachfieldstudyeventwasloadedinto

NVivo9ethnographicsoftware.Videowasannotatedandcoded

todifferentstrategiesandneedsforparticipantsduringthe

shoppingtrip.Theresearchteamrevisitedourtwodistinct

sampledgroupsbasedonself-reportedvaluesandcreateda

segmentationmodeloffiveshoppingarchetypesbasedonbehaviouraltraits.

Theresearchteamsanalysisadoptedamodelcreatedby

researchprincipalinvestigatorSuzanneStein,whichhadbeen

usedinasimilarworkasDisciplineLeadforExperienceModeling,

andHeadofUserExperience,London,Sapient.Usingthedata,

theresearchteammappedouttheuniversalstepsassociatedwithcompletingagroceryshoppingtripprocessmodel,known

hereforourpurposesas'TheShoppersJourney'.


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thantheoriginaldistinctionofactiveandconcerned.Each

participantembodiedcompetingbehaviours;thesewerepieced

outandreassembledtocreatepersonaarchetypes.Itturnedout

that,becauseofsomesimilarityofbehaviourbetween

participantsandbecausesomeindividualspresentedcompetingbehaviours,onlyfivepersonaswerecreated,thoughsix

participantswereused.

Theperspectiveprovidedthroughcreatingpersonasallowsusto

thinkholisticallyabouttheShoppersJourneythroughthelensof

behaviourandneeds.Thiskindofoverviewisabestpracticefor

thehuman-centereddesignprocess(StickdornandSchneider,2012).Belowisanexampleoftheneedsbreakdown.Wewilllook

indetailatthe'TheShoppersJourney'andshopperarchetypesin

thenextsection.


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Results

The Shoppers Journey

Asdiscussedabove,TheShoppersJourneyisaconceptualmodel

developedbytheresearchteamtoidentifyuniversaltasks

involvedinagrocery-shoppingtrip.Belowisachartthat

describeseachstageofTheShoppersJourney;thistypeofmodelwasadaptedfromananalysismodelusedintheprivatesector

whenSuzanneSteinwastheDisciplineLeadforExperience

Modeling,andHeadofUserExperience,London,Sapient.

TheJourneywasbrokendownintothefollowingsixmainstages:

'Preparationtoshop'involvesalltheactivitiesthatpreparea

personforshopping,suchaslookingatmaps,makinglists,searchingonlinefordeals,etc.;'Transportationtostore'describes

how far and by what mode a person is willing to travel to get


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The Shoppers Journey

The journey was broken down into the following six main stages:

Figure 3: Six stages of the Shoppers Journey


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Chapter 3:Shoppe

Archetype Profiles

Basedonourworktomodelthedata,wedevelopedfive

thatalignwithdistinctbehavioursandresultingneedsdu

ShoppersJourney:

TheQuixterIn-StoreExplorerEasyRiderPragmaticProgressiveConsciousConnoisseur


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The Quixter

TheQuixtershopsbasedon

need.TheQuixterisareactive

shopper,withlittleroutine.

Tripsoftenoccurmorethan

onceaweek,whenthereisno

foodinthehouseortheQuixter

ishungry.Proximityiskeyfor

theQuixter,andtheclosest

storeisking.Thismayinclude,whenneeded,buyingfrom

conveniencestores,butismost

oftentheclosestgrocerystore.

Aprecisionshopper,isnt

swayedbysalesunlessrelated

tocraving.Halfanhour

maximumisspentinstore;theshoppertriestogetoutas

quicklyaspossible.TheQuixter


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In-store Explorer

FortheIn-StoreExplorershoppingisajoy.

Theyshoponceaweekonroutineand

choosethestorebasedonfavouritelocation.Preparationincludesreading

weeklythestoreflyerornewsletter.The

In-Storeexploreriswillingtotravelfarfor

theirfavouritestoreandsetsaside

adequatetimeeachweekforshopping.In

thestore,theyreadtheflyer,examine

store-widedealsandformaweeksmeal

planin-storebasedonbestprices.TheIn-

StoreExplorerisarepeatcustomerand

mightknowthecashierbyname.Theyalso

collectandusecouponsandloyaltycards

tofurtherreducetheoverallpriceof

purchases.Transportationhomeisusuallythesameastothestore,asthisisrarelya

serialshoppingtripwithmultiplestops.

O h h f h f d i k d


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Easy Rider

TheshoppingethosoftheEasy

Riderisofnomadicfreedomand

choice.Generally,timeissetasideonceaweektorun

shoppingerrands.Listsaremade

onthesamedayasshopping.

Theyknowwhattheywantand

arenotloyaltoaspecificstore.

Theyhaveacar,sodifferent

storesmightbevisitedandinvestigatedforspecificdealsor

products.Theyarewillingto

traveltotwoormorelocationsin

adaytocompletetheirshopping

trip,forexampleabulkstoreand

aregulargrocer.Amethodical

shopper,notswayedbymarketing

noise,theyfollowtheirprepared


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The Pragmatic Progressive

ThePragmaticProgressiveshopsoutof

routine,isconcernedfortheenvironmentbut

isskepticalofeco-friendlyclaims.Theyshoponceaweekandareorganizedlistmakers.

Thelistsaremadeaccordingtoingredients

thatwouldgowelltogetherinacoupleof

recipesfortheweek,notjustforindividual

meals.Theyusethecartoshopattheclosest

locationwithweeklyjauntstolocalfarmers

marketswheninseason.In-storequalitybrandsaremoreimportantthanbargainsor

nonamebrands,whileatthefarmersmarket

freshnesscountsaboveallelse.Atthe

checkout,loyaltycardsareusedandreceipts

arecheckedclosely.Athometheymaynotice

thatitemsaremissingandmaypickitemsup

duringtheweektosupplementweekly

shoppingtrips.Intermsofgreenshopping

behaviours the act of slowing down to review


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The Conscious Connoisseur

TheethosoftheConsciousConnoisseur

isthebeliefthatbuyingaccordingto

valueswilltrulybringaboutpositivemarketchange.Theyareespecially

mindfulofwheretheyshopandwhat

productstheychoosewhentheyshop.

Aspreparation,theyidentifylocal

farmersmarketsorindependentorganic

grocers.Theyownavehicle.Theyare

healthconsciousandeatalotoffreshproduceitems(maybevegetarian).

Personalresearchandingredientlistsare

seenasmostcrediblefactors.Theybuy

inbulktolowerpackagingwaste.At

checkout,theymayhavealoyaltycard

butitisoftenincidental.Athome,items

areogranizedforlong-termandshort-

termstorage.Intermsofgreenshopping

behaviour they are skeptical of


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Discussion

Thenatureoftheresearchrequiredthatourteamrecruitasmall

sampleofparticipantsandcollectin-depth,detaileddata.We

begantoseerepetitioninsomeoftheparticipantsneedsand

behaviours,whichmovedustosummarizethedataintofive

distinctsegmentationsratherthansix.Wewerealsoableto

classifymembersofourteamandourassociatesasbelongingtooneofthefivegroups,withoutanydifficulty.Havingmany

subjectsinasmallin-depthqualitativestudyisnotneededto

createpersonasthatresonatetolargergroups(IDEO,2011).

Thoughallarchetypesaredistinct,somesimilaritiesarestriking.

Forexample,thesimilaritybetweenthePragmaticProgressive

andConsciousConnoisseuristhatbothwilltendtouseacartopickupgroceriesandusefarmersmarkets.However,the

ConsciousConnoisseurwilltendtobuyinbulkmoreandmay


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p.25),atraittheQuixterwouldpridethemselveson;male

shoppingisconductedclinically-findtheproductonthelistand

thenleaveasquicklyaspossible-atraitalsovaluedbytheEasy

Rider.Contradictingtheseclaims,themaleparticipantinour

studypersonifiedthePragmaticProgressiveandConsciousConnoisseurthemostintraits.Inhiscase,itemswereviewed

closelyandevaluatedbasedonpriceandingredients,atraitoften

deemedmorecrucialtofemaleshoppers(Underhill,2011,p.25).

Thisfindingmightsuggestthatlifestagemighthavemoreofan

influenceonshoppingbehaviourthangender,whichcontradicts

thepopularnarrativethatgenderisastrongerindicatorof

shoppingbehaviourthanallothercategories.Thoughsampleusedinourstudyissmall,theapproachtocollectingand

recordinginformationprovidesanewlensforevaluatingbehavior

whichgoesbeyondthepopularnarrativethatoftenaccompanies

self-reportedsurveysorinterceptinterviews.

Thismaybeasignthatgenderrolesinconsumershoppingof

groceryandhouseholdpurchasesarechanging,asobservedbyDholakia(1999).Dholakiafoundinalargescalesurveyofboth

menandwomenthat,althoughhouseholdshoppingisstilla


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Conclusion

Asaresearchteamwebelievethesearchetypescouldbevery

usefulinservice,productandenvironmentaldesignforshopping

inamoreenvironmentallyresponsiblemanner.Asanextstepwe

willgatherexpertstogethertobrainstormpossibleinterventions

basedonthesearchetypesandtheneedformoreclimatefriendly

shopping.Climatefriendlyshoppingentailspurchasinggroceriesthathavealowcarbonimpactandthuscontributesignificantly

lesstoglobalwarming.Carbonimpactistheamountofemissions

thataparticularproductreleasesintotheatmospherethat

contributetoglobalwarmingoveritscompletelifecyclefrom

resourceextractiontodeliveryatthestore.Thevariousreported

aspirations,toolsandbarriersassociatedwithclimatefriendly

shoppingarediscussedinRose,2011aandRose,2011binthedocumentpackage.


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Citations

Bakewell,C.,&Mitchell,V.-W.(2003).GenerationYfemale

consumerdecisionmakingstyles.InternationalJournalofRetail&

DistributionManagement,31(2),95-106.

BurstMedia.(2008).ConsumersPerceptionof'Green'

Advertising.Retrievedfromhttp://www.burstmedia.com/pdfs/research/2008_04_01.pdf

BurstMedia.(2010).ConsumersWillingtoSpendMoreGreento

Go'Green.'BurstMedia.Retrievedfrom

http://www.burstmedia.com/pdfs/research/2010_01_01.pdf

Clifford,S.,&Martin,A.(2011,Winter).AsConsumersCutSpending,'Green'ProductsLoseAllure.NYTimes.com,p.2.


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GroceryManufacturesAssociation,&Deloitte.(2009).Findingthe

greenintodaysshopperssustainabilitytrendsandnewshopper

insights(p.25).Retrievedfromhttp://www.gmaonline.org/news-

events/newsroom/more-than-half-of-shoppers-consider-product-

sustainability-attributes-in-pu/

Grundey,D.(2008).COMPETINGFORTHEMARKETOFWOMEN-

CONSUMERS(p.70).VilniusUniversity.Retrievedfrom

http://mikro.univ.szczecin.pl/bp/pdf/95/3.pdf

IDEO.(2011).HumanCentredDesignToolKit(2nded.).

McCracken,M.(2001).Women&TheEconomy-Womenas

Consumers.UNPACProjectSite,.RetrievedApril27,2011,from

http://www.unpac.ca/economy/consumers.html

McDonald,S.(2005).Studyingactionsincontext:Aqualitative

shadowingmethodfororganizationalresearch.Qualitative

Research,5(4),455-473.

Pioch,E.,Gerhard,U.,Fernie,J.,&Arnold,S.(2008).Consumer

d k W l M i h UK d G


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Chapter 4:Workshops


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Chapter 4:Workshops

Todate,mostattemptsaimedatinspiringconsumerstobuy

carbonfriendlyproductshavefallenshort.Toencouragemore

innovativethinkingaroundthisissuetheresearchteamorganized

twoparticipatorydesignworkshops.Ourresearchquestionfor

theseworkshopwas:Howcanwecreateanempoweringexperienceforshopperstochooseclimatefriendlyproducts?

Theworkshopsweregroundedinouracademicandmarket

researchandthefirst-handinsightsgainedfromshopper

shadowing.Weinvitedagroupofindividualsfromavarietyof

backgroundstohelpusbrainstormcreativesolutions.


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Chapter 4:Workshops

The Workshops

InAugust2011weheldtwoparticipatorydesignworkshops.Each

workshopwasfourhourslong.Eightparticipantsattendedthe

firstworkshopandsixattendedthesecond.Theworkshopswere

acombinationofpresentation,breakoutgroupbrainstorming,

andcritique.

Bothworkshopformatswerethesamebutthebrainstorm

exerciseshadadifferentfocuseachtime.Thisisdiscussedinthe

WorkshopExercisessectionbelow.

Workshop Leaders

TheworkshopleaderswerePeterRoseandShahidQuadri.DigitalFuturesInitiativeAssociateProfessorSuzanneSteinprovided

guidance.


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Chapter 4:Workshops

wasDeputyDirectorandPrincipalResearchFellowinTechnology

Futures.ShealsoworkswiththeCFCMediaLabwheresheholdsa

Facultypost.ShewasformerlyamemberofNokiasInsight&

Foresightgroup,whichstudiedemergingtrendsandidentified

newbusinessopportunitiescreatedbydisruptivetechnologicalandmarketdevelopments.ShewasalsoDisciplineLeadfor

ExperienceModeling,andHeadofUserExperienceattheLondon

branchofSapient.

Workshop Participants

Workshopparticipantsbroughtadiversespectrumofexpertiserelevanttoourproject.Allparticipantswereshopperswhich

waskeybutinadditionthegroupincludedexpertsinforesiting,

dialogicdesign,graphicdesign,human-centereddesign,

interactiveart,andcarbonmeasurementsoftwaredevelopment.

TheworkshopwassponsoredbyaFederalDevelopmentGrant

andhostedbyOCADUniversity.

Workshop Goals


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Chapter 4:Workshops

Gender Time

Settling in 15 min

Introductions 10 min

Background Briefing 20 min

Group Exercise 1:

First Workshop: Research Precedents

Second Workshop: Research Trends

45 min

Insights and opportunities 15 min

Ground Rules/Archetypes/Shoppers Journey Objectives 15 min

Group Exercise 2: Brainstorm Activity 60 min

Critique 60 min

TOTAL TIME 4

hours

Figure 9: Table of Workshop Schedule

Introductions

Eachofthetwoworkshopsstartedwithaquickintroductionto


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Chapter 4:Workshops

Aftertheexerciseeachteamreportedtheirfindingsand

reflectionstothegroup.

Exercise2:Brainstorming

Next,theparticipantswerebriefedonTheShoppersJourney,theArchetypes,andtheInsights/AreasofOpportunity(discussed

below).Theywerethengivendirectionsforthemainbrainstorm

activity,groundrulesforbrainstorming,andpaired-offagain.For

thefirsthalfofthebrainstormactivitytheywereaskedto

generateasmanyideasaspossible.Forthesecondhalfofthe

groupsession,leaderssuggestedtheychoosethreeideastoflesh

out-onefeasible,onefavourite,andonefar-outthere.

Critique

Thegroupsthenpresentedtheirthreeideastothegroupfor

critique.ThegroupusedtheEdwardDebonosixhatscritiquing

method(DeBono,2008).Weusedacombinationthatpurports

tobringaboutthemostinnovativethinking(DeBono,2008).Whenpeopleweartheyellowhat,theytalkaboutanideas

strengths;theblackhatisfortheobstacles,challenges,problems


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Chapter 4:Workshops

Workshop Exercises

Existing Drivers and Influence

Wepreparedparticipantsforthefirstworkshopbyshowingthem

thewidearrayofexistingservicesandpotentialinfluencesfor

carbonfriendlyshopping-theecosystemofproducts,services,

groupsandmetrics.

Someoftheprecedentshadobviousconnectionstoourdesign

challenge,suchas:existingcarbonlabelinginitiatives,existing

carbonimpactsoftwaretools,industrytrendsincarbon

measurement,etc.Otherprecedentswerelessdirectbutstill

clearlyconnected,suchas:sociallyconsciousshoppingtools,

incentiveprograms,recipebooks,etc.Finallysomeprecedentsweremoregeneralbutworthexamininginthecontextofour

design challenge, such as: new technology, new mediums of


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Chapter 4:Workshops


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Chapter 4:Workshops

Archetypes and Shoppers Journey

Forthebrainstormingexercise,eachgroupwasassignedan

Archetype.Whenbrainstormingideasgroupswereaskedtocater

totheirassignedarchetype;whethertheideasrelatedtothedriverstheychosewasnotasimportant.

OnthenextpageisachartsummarizingtheArchetype

informationthateachgroupused:


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Chapter 4:Workshops

Shoppers Journey Quixter {Need} In-Store Explorer

{Joy}

Easy Rider

{Freedom}

The Pragmatic

Progressive {Routine}

Conscious Connoisseur

{Values}

Shopping Preparation A reactive shopper, has noroutine, shops based on

lack of food in house or

hunger

Shops once a week,

chooses store based on

favourite location, reads

weekly storeflyers/newsletters

Shops once a week, list

made same day as

shopping, they know

what they want, notloyal to a store

Shops once a week,

organized list maker, list

made according to

ingredients that wouldgo well together in a

couple of recipes for the

week, not individual

recipes

Shops once a week, Has a set

number of fresh staples that

they purchase at a farmers

market or nearby grocer everyweek, and brings own bags.

Loyal to store that shares his/her

values

Transport Looks for the nearest storewithin walking or biking

distance, ends up shopping

at said store based on

proximity

Willing to travel a fair

distance by car or

public transit to get to

favourite store

Has a car so location is

not a factor in choice of

store

Has a car but shops at

closest location and/or

farmers market in

summer

Has own vehicle

In the Store Generally a precisionshopper, isnt swayed by

sales unless related to a

needed item, half hour

maximum spent in store,

tries to get out as quickly as

possible

Reads flyer, examinesstore-wide deals and

begins forming the

weeks meal plan in-

store, price is important

A methodical shopper,not swayed by

marketing noise, follows

list closely, pays little

attention to labels,

hopping, doesn't like

the manipulation of

brands

In the grocery store,high quality brands are

more important than

no-name deals, while in

farmers market it is

freshness that counts.,

looks at ingredients,

chooses among

favourite brands

Health conscious, eats a lot offresh produce items (may be

vegetarian), very skeptical of

brands and product claims,

relies on personal research,

reads ingredients thoroughly,

buys bulk

At the Checkout Prides him/herself on findingshortest, quickest line, may

use loyalty card, no time for

coupons!

Has coupons andloyalty card, seeks out

familiar cashier

Neither has nor wants aloyalty plan

Loyalty card May have loyalty card but this isless of an incentive and more

incidental

Transport Home If they dont have a car,purchases adjusted on the

fly based on what he/she

can carry

Same as transport to

the store

May go to multiple

stores before returning

home

Same as transport to

the store

Same as transport to the store

In Home In the home cooks mealsimmediately, moderate tohigh likelihood of

discovering items are

forgotten since shopping

triggered by immediate

needs without thoughtabout future

Unpacks items, might

cook favourite find thatevening

As shopping is

considered unpleasantit is worthwhile to

minimize the chance of

having to make another

shopping trip during the

week

May pick items up

during the week tosupplement weekly

shopping trips

Organizes/prepares long term

storage items

Figure 11: Table of Shopper's Journey cross-referenced with Archetypes' needs


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Chapter 4:Workshops

Differences Between Workshops

Inthefirstworkshop,eachgroupchoseoneofthefollowingfourarchetypes:PragmaticProgressive,In-StoreExplorer,Conscious

ConnoisseurandEasyRider.Thegroupbrainstormedideas

tailoredtotheirarchetypeandusedexistingprecedentsas

creativepromptsandinspiration.

Inthesecondworkshop,wefocusedthegroupsonthreeoffive

archetypes,includingtheonethatwereleftoutofthefirstworkshop:theQuixter.TheEasyRiderandConsciousConnoisseur

wereexaminedagaininthenewcontext.Onthisnightwe

preparedthegroupbylookingatfuturetrends.Theareaswe

thoughtsalientwere:

NewCurrencies:SignalsincludecurrenciesthatarebasedonthecostofcarbonemissionssuchastheVendollar

2

,Energycurrency

3,andtheBoya

4.

PushPullshopping:Signalsincludeappsandservicesthat


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Chapter 4:Workshops

Omni-loyalty:Signalsincluderewardsprogramsthatspanbeyondasinglebrandorstoreandactivelyapplyrewards

tocustomersastheysimplywalk-intostore,suchas:

ShopKick11,WeReward

12andLoyalBlocks

13


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Chapter 4:Workshops

Strategic Insights

Ifwehadtosimplifywhatwelearneddowntoonekeyinsightit

wouldbethis:carbonemissioninformationistooabstract.

Whatwesawagainandagain-inourresearchandothers,inan

existinginitiativeliketheCarbonTrustproductlabel(Upham,

Dendler,&Bleda,2011),orinourshoppershadowing-wasthatpeoplewerenotmovedbyquantitativecarbonemission

informationintellectuallyoremotionally.

Showingpeopleacarbonemissionsmeasurement,nomatterhow

clearly,cleverlyandseamlesslyintegratedintoaShoppers

Journey,isntenough.

Carbonemissioninformationisabstractintwoways.Firstly,the

actualmeasurementisabstract.Forexample,240gramsofCO2is


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Chapter 4:Workshops

Anotherexampleofproductinformationwithstrongresonanceis

organiclabeling.Certainly,organiclabelingrelatestothe

environment,similartocarbonlabeling.However,italsorelates

tohealthandingestingtoxinsaswellaspollutingthe

environmentand,inthecaseofanimalproducts,itrelatesto

animalwelfare.Thisinformationhasanintrinsicvaluethatiseasy

tocorrelatewithapersonsownvalues.

So,inthecaseofingredientsandorganiclabeling,knowledgeis

power.Aconsumersrelationshiptothisinformationisoften

directandvisceral;theyfeelgoodaboutthemselveswhenthey

actonitbecausewhatthatchoiceaffectsisnotabstract.Itpositivelyaffectsthemorpossiblyananimallife.Thusitiseasier

tomentallysortandassignavaluetohealthororganic

informationinrelationtoallthecriteriaaconsumercognitively

jugglesintheShoppersJourney:price,brand,company,social

responsibility,health,taste,packagingaesthetics,expirydate,

competingproducts,etc.

Ourresearchshowedusthatcarbonlabelingdifferedinthatitfell

moreintothecategoryofcognitiveoverload.Itwasmorelikelyto


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Chapter 4:Workshops

Citations

DeBono,E.(2008).SixThinkingHats.PenguinGroup.

Upham,P.,Dendler,L.,&Bleda,M.(2011).Carbonlabellingof

groceryproducts:publicperceptionsandpotentialmissions

reductions.JournalofCleanerProduction,19,348-355.

Vanclay,J.,Shortiss,J.,Aulsebrook,S.,&Gillespie,A.(2011).

Customerresponsetocarbonlabellingofgroceries.Journalof

ConsumerPolicy:SpecialissueonPuttingSustainable

ConsumptionintoPractice,16.


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Chapter 5:Idea Evaluation Process

CHAPTER 5:

IDEA EVALUATION


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Theideasweexplorearebestviewedaspathwaysto

intervention.Thatis,theyexplorewaysofintegratingintothe

existingShoppersJourney.Thisisincontrasttoideasthatrequire

ashoppertoadoptanovelbehavior,suchasscanningproducts

withamobiledevicetoretrieveinformationaboutaproducts

carbonfootprint.

Weassessedideasbasedontheireffectivenessinhelpinga

shopperalignvalueswithexistingbehaviour.Ourevaluation

criteriareflectthis.


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The Criteria

Explained

Theideasgeneratedattheworkshopwereevaluatedagainstaset

ofcriteria.Thesecriteriahelpedusevaluatethesuccesspotential

ofeachidearelativetoourobjectives.

Assessingideashappenedintwodistinctstages.Thefirststage

matchedtheideawithArchetypeneeds.Thisallowedustobegin

scrutinizingideasinauniformframeworkbuiltaroundthe

Human-CenteredDesignmodel.

Thesecondstagelookedattheideainrelationtoafurthersetofcriteria.ThesecriteriaarelaidoutinourIdeaAssessmentTable.


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Needs Clustering

1. We created tables listing the needs for each archetype at each stage in the Shoppers Journey (see Appendix 3: Needs Tables).2. We copied needs from the tables onto sticky notes.3. We clustered relevant needs around each idea.

C


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Chapter 5:idea Evaluatio

Rankingthesuccesspotentialofanideabasedonamoun

needsmetwasntenoughtoaccuratelyassesstheidea.F

exampleanideamightmeetalotofneedsformultiple

archetypes,butultimatelytheideamightbeunfeasible,

orthecarbon-friendlyshoppingcomponentmightbetoo

peripheraltoanideathatwasotherwisestrong.

Archetypesneedswerealsorankedintermsofstrength.

example,anideamightbebuiltaroundaneedsuchas:

makelists.Mostarchetypeshadthatneedintheirprofil

anumberofthemitwasweakmeaningitwasnotthekin

behaviourtheywouldinvesttoomuchenergyin.Thusanthatmightdemandaslightadjustmentofhowanarchet

andmodifiedlistswouldbelesslikelytosucceedwithan

archetypewhohadNeedstomakelistsasaweakneed

Idea Assessment Table

EachofthecriteriaappearsasacolumninourIdeaAssesTablebelow.Thefirsttwocolumnsinthetable,IdeaNa

Idea Description, are self-evident. However, the other c

Ch t 5 id E l ti P


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Chapter 5:idea Evaluation Process

Desirability

Desirabilityassesseshowdesirablethisideaistoeacharchetype,

basedonourhuman-centereddesignapproach.Thisiswherethe

needsfromeacharchetypeweretalliedfortheideaindividually

andageneralratingofhighlydesirable,mediumdesirability,lowdesirableornodesirewasassociatedwiththeideaspecifictothe

archetype.

Feasibility

Feasibilityassessestheidea(high,medium,low)interms

technologyandknowledgegenerationrequiredtorealizethe

idea.Ifthetechnologyisexistingoreasytobuildthentheidea

hashigherfeasibility.

Viability

Viabilityassessestheidea(high,medium,low)intermsof

industryandmarketrealities.Industryrealitiesreferstothe

potentialforsuccessbasedonthingslikeindustrystandardsbeinginplace.Marketrealitiesreferstothingslikeprofitpotentialand

existing cultural trends. An idea could be high on desirability and

Ch t 5 id E l ti P


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Assumptions

Thiscolumniswherewetableourassumptionsabouttheidea,

themarket,theindustryandtechnology.

TheShoppersJourney(S.J)ThiscolumndesignateswhichstageorstagesintheShoppers

Journeytheideamostadheresto.

Thiscolumnusesthefollowingshorthand:

1=PreparingtoShop

2=TransporttoStore3=InStore

4=AtCheckout

5=TransportHome

6=InHome

Ch t 5 id E l ti P


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Description of three

idea sketch-ups

Throughourconvergingmethodologywehaveoutlinedthree

possiblepathwaystointerventionthatperformwellformany

archetypesandalsocovermanyoftheinsightswegainedconductingsecondaryresearch.Ourapproachtodescribingthethreehighlightedpathwaysto

interventionwastodiscusstheinterventioninmoredetailand

alsotoexplainhowitmightworkasabehaviouralchange

intervention.Inorderexplainthebehavioralchangeaspectsof

theintervention,weusedaframeworkchecklistdevelopedbytheUKCabinetOfficewhichoutlinesninebehavioraltheory

components that, if used, create powerful behavioural change

Chapter 5: idea Evaluation Process


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Mindspace

Principle Description

Messenger We are heavily influenced by who communicates information.

Incentives Our responses to incentives are shaped by predictable mentalshortcuts, such as strongly avoiding losses.

Norms We are strongly influenced by what others do.

Defaults We go with the flow of pre-set options.

Salience Our attention is drawn to what is novel and seems relevant to us.

Priming Our acts are often influenced by sub-conscious cues.

Affect Our emotional associations can powerfully shape our actions.

Commitments We seek to be consistent with our public promises and reciprocateacts.

Ego We act in ways that make us feel better about ourselves.

Figure 13: Table of M.I.N.D.S.P.A.C.E. definitions

Behaviouraltheorydescriptionstakendirectlyfromthedocument

draftedbyUKInstituteforGovernmentin2010(Institutefor

G t 2010) F th f d ti l di i l d



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Description of

Interventions

Impact Labels

ImpactLabelsareanend-pointstory-basedadaptationofthecurrentprototypesbeingdraftedbytheSustainabilityConsortium

andalreadyemployedbytheZerofootprintgauge.Thecoreof

theideaistore-skinanaveragegauge-stylelabeltotellastory

associatedwithacharacterimpactedbyclimatechange.

Shopperswouldviewlabelswithinthegrocerystoreastheyview

theshelfpricesofvariousproducts,similartocurrentHowGood

labels(formoreofanexplanationseeBackground,Chapter2).Thelabelwouldstillprovidearatingtothecustomerbutwould

add extra emotional connection assuming that people will want



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Messenger:AsdescribedinourdescriptionofMINDSPACE

(Figure13)themessengerofthebehavioralinterventioncan

powerfullyvalidatetheoverallmessage;inthiscase,thosewho

aredirectlyimpactedbythecarbonemissionsduetocarbon

intenseconsumptionandproduction.Intheexampleofimpact

labelsitispenguins,howeveritcouldalsoincludefarmers,polar

bears,andmanyothercharactersadverselyaffectedbythe

effectsofclimatechange.ThisiswhyweseethePragmatic

ProgressivesandIn-StoreExplorersbeinggroupsthatwould

gravitatemosttothisintervention.Theyaremorelikelytobe

influencedbycompellingstories.

Incentive:Thisparticularinterventiongivesnotangibleincentive.

Itwouldbeuptoeachstoreiftheywantedtoprovideadiscount

toshopperswhopurchaseproductsthathavealowimpacton

theimpactlabelgauge.

Norm:Anormmaydeveloparoundpurchasingtop-rateditemsinthestore.Thisdescriptivenormwouldonlybedrawnoutafter

the affect label was tested store-wide in a pilot location. There is



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informationisdisplayed.

Priming:Manyshopperswillcometothestorewithvagueideas

ofwhatclimatechangeisandmeans.Thisimpactlabelreminds

themoftheimpactsoftheirpurchasesandprovidesaquickcue

forcomparisonofdifferentproducts.Inthisway,thelabel

demystifiestheimpactsoftheirpurchasesandmakesiteasier,

cognitively,tochoosebetweensimilarproducts.

Affect:Iftheshopperstakethetimetoviewthelabeltheywill

seeastoryunfolding.Iftheproductperformspoorly,by

purchasingtheproducttheyaremakingadecisiontopreventthecharacterfromthriving.Iftheshopperpurchasesanalternative

productthatperformswell,theyareenablingthecharacterto

thrive.Iftheshopperisemotionallyinvestedintheoutcomeof

thecharacter,theywillhavesecondthoughtsaboutpurchasing

poorlyperformingproducts.

Commitment:Thisparticularinterventiondoesnotactuallyrequireshopperstopubliclycommittoacourseofaction.

However, if the label was to be marketed via Facebook, Twitter


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Figure 14: Low Carbon Emission State on Impact Labels themed to the Climate Impact of Penguins

AlllevelsrelatetotheCarbonFootprintoftheproductinrelationtootherproductsintheproductcategory.

Low:Hashappypenguinsplayingwithoutmeltingicecover;Medium:Penguinsareaoficecoveris

decreasedandtherearefewerpenguins(Icecoveraffectskrillpopulation,amajorsourceoffoodfor

penguins):High,Littletonoicecover,penguinsarestrugglingtostayafloat.



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77

Figure 15: Medium Carbon Emission State on Impact Labels themed to the Climate Impact of Penguins


Low:Hashappypenguinsplayingwithoutmeltingicecover;Medium:Penguinsareaoficecoverisdecreasedandtherearefewerpenguins(Icecoveraffectskrillpopulation,amajorsourceoffoodfor




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78

Figure 16: High Carbon Emission State on Impact Labels themed to the Climate Impact of Penguins


Low:Hashappypenguinsplayingwithoutmeltingicecover;Medium:Penguinsareaoficecoveris

decreasedandtherearefewerpenguins(Icecoveraffectskrillpopulation,amajorsourceoffoodfor




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InSummary,theImpactLabelinterventionprovidesaffectiveand

engagingwaytodisplaytheclimatefriendlinessofproductsto

influenceshopperstomakebetterdecisions.Thelabelonitsown

directlyhitsfiveoutofnineofthebehaviouraltheoryprinciples:

Affect,Priming,Messenger,SalienceandNorm.Withsmall

adjustments,EgoandCommitmentcouldbeaddedtoageneral

marketingcampaignforthelabel.Ifthestoreisreallyenthusiastic

aboutthelabel,theymightbewillingtoaddanincentive,

especiallyduringtheinitiallaunch.Forexample,theymight

providesalesforallhighperformingproductswithinthestore.

Wethinkthislabelwillperformreasonablywellformost

archetypesexcepttheEasyRider,whoisveryskepticalofanybrandingattemptsonproductsincludingproductperformance

labels.Carbon Budget

TheCarbonBudgetisaservicethatprovidescarbonbudgetsfor

householdpurchasesinthesameplacewhereonewouldcreatespendingbudgetsforpersonalfinancing.Forexample,the

Mint com is online site that allows users to connect all banking



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thatinformationtotheCarbonBudget.Therefore,shoppers

wouldbeabletoseetheindividualitemsinagrocerytransaction

ratherthanlumpsums.Ifthestoreisunwillingtohave

comprehensivecarbonlife-cycleassessmentsdoneforeach

product,ballparkedestimationscouldbemadesimilartowhat

TheSustainabilityConsortiumisdoingwithInputOutputlife-cycle

assessment(seeCox2011).Understandingwhatanindividuals

monthlyspendingisonicecreamisabenefitinitsownright.A

powerfuladdedvalueistocreateamonthlybudgetcorrelatedto

carbon.Furthermore,ifuserschoseaparticularbudgetone

monthandovershoot,thentheservicecouldprovidesimple

productalternativesforthenextmonththatwouldbringcarbonconsumptionwithinbudget.The100MileDiet,TheVeganDiet,

TheOmnivoresOrganicDietcouldallbepossiblestandardsupon

whichtobaserecommendations.Thisserviceismoregeared

towardthepreparationtoshopandathomeportionsofa

ShoppersJourney.However,liketheMint.com,onewouldbe

abletoaccessbudgetinformationanywhereonlinefromasmart

deviceoronahomepersonalcomputer.WeseethisserviceasbeingparticularlygearedtoConsciousConnoisseurs,whostruggle

to shop according to their values. We also see this as performing



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C ap e 5 dea a ua o ocess

siteswouldworktogethertocreateindividualizedbudgetsfor

shoppers.Thismightbetricky,moreintermsofcoordinationthan

logistics.Finally,thisserviceassumesthatstoreswouldbewilling

tohaveproductsratedaccordingtoglobalwarmingpotential,

similartotheOpenIOprojectcreatedbytheSustainability

Consortiumthangodeeperwiththegreenhousegasprotocol

productlevelcarbonlife-cycleassessmentframework.OpenIO

frameworkisdefinitelyfeasibleasitquicklygivescarbondioxide

informationforcategorylevelconsumption,basedonyearly

industryperformance.ACO2equivalentweightinkilogramsis

givenperdollar.Thisinformationcanbeadaptedtoreflect

Canadianindustryandtheproductlevelbricksthatencompasstheinput/outputmodeloflife-cycleassessment.Thisservice

touchesonanumberofthebehavioraltheoryprinciplesfrom

MINDSPACEatitscoreand,withsomealteration,couldtouchon

allprinciples.

Messenger:InthisservicetheCarbonBudgetserviceisthe

messenger.Sincethisisanewservice,theCEOmightwanttoinvestinaspokespersonthathascelebrityrecognitionin

environmental matters or to combine forces with a known and



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p

aggregatedaverageofhowothershoppersareperformingshould

onlyoccuriftheuserisunderperforming;iftheyaredoingwell,

theyshouldberecognizedbutshouldnotknowbyhowmuch

theyareoverachievingfromthenorm.

Default:Bydefaulttheserviceessenceshouldnudgeshoppers

towardsthebestpossiblecarbonbudget.Moreresearchis

requiredastowhethertheaverageworldcitizen'scarbonimpact

isfeasibleorbetterthanmaintainingthecarbonbudgetofa

shopperfrombefore1990s(Kyoto)orevenperhapsthecarbon

budgetofpeopleduringtherationingdaysoftheSecondWorld

War.

Salience:Twoofthemaincriticismsofin-storecarbonlabelsare

thatthequantitativenumberdoesnotprovideagoalfor

shopperstoaspiretoreducecarbonimpactsandthatitdoesnt

takeintoaccounttheoverallshoppinghistoryoftheindividualas

toascertainwhattheirrelevantimpactis.Thisserviceattempts

toaddresstheseissuesbyprovidingshoppersanewusefultoolthatprovidesashoppingbudgetgoal,andtracksinreal-timethe

carbon impact of collective purchases.



83/106

p

tofundtheservice).Anotheroptionwouldbetomatchthe

carbonbudgetofanactualpersoninalow-incomecountryandto

receiveupdatesontheirprogress.Inthisway,theservicewould

offerahumanemotionalconnectiontoprogressbeingmadeat

stores.

Commitment:Theservicesubtlynudgesshopperstomakea

privatecommitmenttoabidebyalowcarbonbudget.However,

behaviouraltheorysuggestspubliccommitmentshavegreater

strength.Providinguserstheoptionofpostingtheircarbon

budgettosocialmediaplatformssuchasTwitter,Facebookand

Google+addsanextralevelofcommitment.IftheservicehighlyrecommendsthatbudgetsarepostedtoFacebookbydefaultthen

thiscanbeabigmotivatorforshopperstobemoreaccountable

intheircommitments.

Ego:Egoisasignificantpartofthisbehavioralchangeservice.Itis

essentialthatshopperspurchasingwithintheircarbonbudget

receivepositivefeedback.Thiscanincludeacongratulationsmessageattheendofthemonth,thechangeinthecolourof

their budget gauge or keep up the good work statement. This



84/106

p

performingproductswithinthestore.Furthermore,intheinitial

pushfortheinterventionthereahighprofilemessengerwouldbe

requiredtoborrowcredibilityforthetool.Wethinkthislabel

willperformreasonablywellformostarchetypesexceptthe

Quixter,whowouldlikelynottakethetimetoinitializean

accountor,iftheydid,wouldnotlookatthebudgetbefore

headingouttoshop.



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You can create

your carbon

budgets the sameway you create

your financial

budgets



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You can select from a

number of carbon

budgets

Figure 19: Selecting a carbon budget



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Virtuous Store

ThemainobjectiveoftheVirtuousStoreistocurateproduct

selectionwithinthestoresothatonlyclimatefriendlyproducts

areavailabletoshoppers.Inthisway,shoppersareableto

prioritizeotherfactorssuchashealthorsocialwellbeingof

workerswithasmallercognitivestrain.Itisafullshopping

experiencewherethestoreandservicesreflectthelowcarbon

itemsbeingsoldshownontheshelves,withservicesandstore

designthataidinhabitformingbehaviourswhichincreaseclimate

friendlyshopping.

Thestoreitselfwouldbelocatedonaremediatedbrownfield.

Theoperationsofthestorewouldusethelatestenergyefficiency

lightingandheatingtechnology,ex.LEDlightsandgeothermal

heatingandcooling.ApartnershipwithBullfrogPowerwould

ensureallenergysourcesuserenewableenergy.Thedecisionto

gototheVirtuousStorewouldoccurduringshoppers

preparationtoshopbuttherewouldbemanyin-storeserviceexperiencesthatwouldengageshopperstoimprovetheirclimate

friendlyshoppinghabits.



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Messenger:Inthiscase,twomaincomponentswouldserveas

themessengerforthisstore.Onewouldbethetransparent

state-of-theartoperationsofthestorewhichembodythevalues

bywhichtheproductsareselectedandsold.Thiswould

hopefullycreateacredibilityandearnedmediathatwouldserve

asapowerfulmessenger.Secondly,themessengerwouldbethe

founderofthestore.Byshowingthatthestoreisaccountableto

thefounder,whohasagrandvisionthiswilladdtostrengthof

themessagebeingbroadcast.

Incentive:Thestorewouldhavetwoincentiveconcepts.One

wouldbealoyaltyprogramdescribedastheVirtuousHalo.

ShopperswouldcollectHalopointsonproductspurchased

withinthestorethatcouldberedeemedformoregroceriesor

carbonoffsets.Doubleortriplepointswouldbeawardedto

shopperswhosecollecteditemscreatedacarbon-lowrecipe

whichwouldrotateeverymonth(100milediet,vegandiet,

OmnivoresOrganicdiet).Theserecipeswouldbelocatedinthestorewithalltheingredientsclusteredtogetherforeasyaccess

(See Appendix 1: Low Carbon Recipes). These two initiatives



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Salience:ShopperswillviewtheVirtuousStoreasanoveland

usefulwaytoshopbecauseitmakesiteasytoshopcarbon

friendly.Convenienceinfindingthemostclimatefriendly

productswillbeenabledbyproductselection,productplacement

andbytheincentiveprogram.

Priming:Anindependentgrocerwouldbeabletorevolutionize

theplacementofproductswithinthestore.Thebestproducts

wouldbeateyelevelontheshelves,impulseproductswouldbe

healthyandtheperimeterofthestorewouldstrategicallycontain

thebestitems(SeetableEcoRim).

Affect:Theexperienceofthestorewillcreatetheaffect.The

storedesignwillbelikeanAppleStorebutforgroceries.There

willbenocheckoutorstockclerksbutemployeeswillbelike

AppleGenius'sonlytheywillbeVirtuosos.Virtuososwillbe

enabledwiththelatestsmartdeviceretailshoppercompletion

tools.Thesmartdevicetheycarrywillbeabletoquicklylocate

items,scanandcheckoutitems,takedebitandcreditcardsandprintreceiptsoremailthembasedoncustomerwishes.Virtuosos

would also complete stocking functions. Lines would be



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purchaseswouldbeannouncedontheirsocialnetwork,further

reinforcingtheircommitmenttoshoppingforgooditemsby

publiccommitment.

Ego:SimilartoCommitment,goingtoastorethatisknownto

haveonlyVirtuousitemsboostashoppersego.Peoplestriving

tobeVirtuousshopattheVirtuousstore.Virtuousoscould

reinforcethisaftertheyreceivepaymentbythankingtheshopper

forbecomingVirtuous.

Insummary,theVirtuousStoreinterventionprovidesan

immersiveshoppingexperiencethatusesallthetacticsofaretail

settingtonudgeshopperstoshopclimatefriendly.Thisparticular

interventioncombinesanumberofideasbrainstormedaspartof

ourexpertbrainstormingprocess.Pleaseseetableofideasfor

briefdescriptionsandevaluation:CarbonRewards,CarbonLow

Recipe,VirtuousCart,EcoRim,andGeniusModel.The

VirtuousStoreinterventionhitsalltheMINDSCAPEbehavioural

principles.WethinkthisstoreisbestsuitedfortheIn-storeExplorerandConsciousConnoisseur.FortheConscious

Connoisseur, the store would embody their value based shopping.


he main objective of the Virtuous Store is to curate product selection within the store so that only climate

Figure 21:Rendering of Virtuous store main shopping area.


91/106

hemainobjectiveoftheVirtuousStoreistocurateproductselectionwithinthestoresothatonlyclimate

riendlyproductsareavailabletoshoppers.Inthiswayshoppersareabletoprioritizeotherfactorssuchas

healthorsocialwellbeingofworkerswithasmallercognitivestrain.Itisafullshoppingexperiencewhere

hestoreandservicesreflectthelowcarbonitemsbeingsoldshownontheshelves,withservicesandstore

designthataidinhabitformingbehaviourswhichincreaseclimatefriendlyshopping.



92/106

Citations

BurstMedia.(2008).ConsumersPerceptionof'Green'

Advertising.Retrievedfrom


BurstMedia.(2010).ConsumersWillingtoSpendMoreGreento

Go'Green.'BurstMedia.Retrievedfrom


Communispace&Continuum.(2009).Colourblindand

Communispace.Retrievedfrom

http://www.communispace.com/research/MacroTrends.aspx

Cox,R.(2011).OpenIO:DevelopingaTransparent,Fully

AccessibleEconomicInput-OutputLifeCycleAssessment

Database.SustainabilityConsortium.Retrievedfrom



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insights(p.25).Retrievedfromhttp://www.gmaonline.org/news-

events/newsroom/more-than-half-of-shoppers-consider-product-

sustainability-attributes-in-pu/

InstituteforGovernment.(2010).MINDSPACE-Institutefor

Government.RetrievedJanuary9,2012,fromhttp://www.instituteforgovernment.org.uk/publications/2/

McGeevor,K.,2009.Realworldconsumerbehaviourrelatingto

thepurchaseofenvironmentallypreferablegoods,European

Commission.Availableat:

http://www.psi.org.uk/research/project.asp?project_id=193

[AccessedFebruary12,2011].

Sunstein,C.R.(2011).EmpiricallyInformedRegulation.University

ofChicagoLawReview,13491429.

Sunstein,C.R.,&Thaler,R.H.(2003).LibertarianPaternalismIs

NotanOxymoron(No.JOHNM.OLINLAW&ECONOMICS

WORKINGPAPERNO.185)(p.43).Chicago:TheUniversityof

ChicagoLawSchool.

Chapter 6:Conclusion


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CHAPTER 6:

CONCLUSION


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APPENDIX


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Appendix

Appendix 1: Idea Evaluation Tables

Idea Name Idea Description CFS Relevance Desirability Feasibility Viability Insights Assumptions

Mint Createsclimatefriendly

shoppingbudgetforusers,

basedpastpurchases,

recommendationstostay

withinbudget

Measuresprogress

onstayingcarbon

lowagainstweekly

shoppingbudget

Q-none

ER-med

PP-med

IE-med

CC-high

High Med High Assumingpartnershipwith

mint,assuminganaccurate

carbonbudgetfor

individuals,comprehensive,

LCAinformationabout

products(TSC),sendingindividualproductpurchases

tobankaccounts(ratherthan

wholegrocerybill)

Affect-Labels Combiningtrafficlight

frameworkcarbonlabel

withTV/Movievillains,

heroes,andotherhigh

emotionalimpact

spokespeople

Labelshowswhether

theproductis

climatefriendlyor

not

Q-med

ER-none

PP-high

IE-high

CC-med

High High High Assumingthatthelabel

doesn'thavetopayforthe

righttoputpopcultureicons

onlabel

Low CarbonRecipes

Instorerecipeswithingredientsclustered

togetherforeasypurchase,

specificallylowcarbon

recipes(ie100milediet)

Recipesgetyouona

CO2lowdietQ-highER-high

PP-med

IE-med-low

CC-low-none

High Med Med Assumingstorewillmakelowcarbonrecipesfromgrocery

inventory

Virtuous Wholenew"virtuous"

store,everyiteminstore

hastheleastclimate

impact

Allitemsinstoreare

thebestclimate

friendlyoptions

Q-none

ER-low

PP-med

IE-high

CC-high

Med Med-

high

High Comprehensive,LCA

informationaboutproducts

(TSC),


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Appendix


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99


Genius Model Newcheckoutsystem-

storeofthefuture,clerks

andstockpeoplecombine

withroamingscannersto

checkcustomersoutanywhereinstore,

scannersalsoreporton

carbon,thegeniuses

providecustomerservices

andeducateonusing

carbonappsforshoppers

smartphones

CO2 Q-highER-low

PP-med

IE-high

CC-high

High High High Assumingthestorevalues

alignstocarbonreduction,in

generalimprovescustomer

service

Top-Up Automaticallyget

notificationswhenthings

expireorrunninglowbasedonhouseholdsize

andnormaluse

Lowwaste Q-low

ER-high

PP-medIE-none

CC-low

Med Med High Assumesabilitytogive

appropriateexpiryestimates,

rateofconsumptionestimates,forproducts

purchased

Virtuous Cart Gettingrealtimefeedback

onwhatyou'rebuyingin

thestore,theVirtuousCart

sendseasilydigestibleinfo

abouttheproducttothe

LCDscreen,trafficsignal

label,ortopclimate

friendlyalternative

recommendations

FocusonClimate

friendlysuggestions

Q-low

ER-low

PP-med-low

IE-med

CC-high

High Med Platfor

mnot

limited

see

labels

discussi

onfor

more

possibili

ties

Comprehensive,LCA

informationaboutproducts

(TSC),Nearfield

communicationandRFIDon

products

The Station Rewardsareaofthestore

specificallygearedtowards

recognizingshoppersfor

CO2focusedrewardsprogramarea

Q-low-none

ER-low-none

PP-med

High Low High Assumingthatstaffingcuts

intoviabilitymoresothan

otherideas

Appendix


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100


choosinglowcarbon

products,productsare

thereandwaysof

evaluationcomparisonare

theretoo

IE-high

CC-high

Mash-Up Scanitemsinstore

correspondstowhatis

currentlyinfridgetocreate

recipes,shouldbe

combinedwithTopUP

There-utilizationof

foodinfridge/pantry

preventswaste,

preventsCO2

Q-high

ER-med

PP-med

IE-high

CC-low

Low Med High Youneedtobeawareof

whatisinfridge/pantry,need

torecognizescanneditems,

needtofindappropriate

recipes

GPS Carbon

Rating

Locationbasedstorerating

incarbonemissions,

personalizedtothe

shopperslocation

Carboninformation

aboutstore

operation

Q-none

ER-low

PP-low

IE-low

CC-low

High Low Low Thereisalreadydisclosure

aboutCanadianSupermarket

annualcarbonimpacts,

GoogleMapsalreadyshow

wheregrocerystoresareTalking Fridge Automatedlistgenerated

bywhatisneededtofulfill

recipe,takingintoaccount

fridgesabilitytoknow

whatispresentinsideofit.

Lowerswaste

thereforelowering

CO2

Q-high

ER-high

PP-med

IE-med-low

CC-low

Low Low High Abilityoffridgecomputerto

recognizewhatisinfridge,

relayinfotouser

Make Do Personalinventoryof

shoppingandwhatsleft

aftertheitemhasbeen

used

Lowerswaste Q-high

ER-low

PP-non

IE-high

CC-med

Med Med-low High Automatedrecipefood

recognitioncorrelation

One List Onelistconsolidation Carbonisloweredby

loweringthechance

ofpurchasingthe

sameitemtwice

Q-low

ER-low

PP-low

IE-none

CC-low

Low Med Low Assumeswhatpeopleputon

listsiswhattheyneedafter

doingafullinventoryofwhat

theyhave

Appendix


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101


Green

Checkout

Expresscheckoutlinefor

greenshoppers(alsogood

foreasyrider--greenhat)

andthosewhoshopwithin

acarbonbudget

Forparticipating

storesthismightbea

rewardforkeepinga

carbonbudget

Q-med

ER-low

PP-med

IE-high

CC-high

Low Med Med Assumespeoplewillgiveup

personalshopping

information

Carbon Arc

Budget

CarbonArc,pushcart

throughascannerthattells

youifyourea"good"

shopper,comparing

shoppingcarbonimpactof

differentcountries

CO2recognition Q-lowER-low

PP-med

IE-med

CC-high

Med Low Med AssumingRFIDandLCAof

products,orballparkingso

thingsareeasier

Eco-Rim Placinglowcarbonproduct

alongperimeterwhere

mostpeopleendup

shopping

CO2lowitemsinprimeareas

Q-med

ER-low

PP-med

IE-medCC-med

High Low Med Assumingthatcompaniesstill

needtopaylotsofmoneyfor

specificproductplacementin

store

Twitter Shop Leaderboarddisplayof

whatitemsaretrending,

withimagesofproducts

Couldcontain

carbonratioinfo,

subscriberscould

havetheir

recommendations

displayed,

Q-low

ER-low

PP-med

IE-high

CC-med

High Med Low Assumespeoplewillgiveup

privacytostoreTwitter

display,assumethat

moderatorwillweedout

inappropriateTweetsform

storeTweeters

You Are What

You Eat

Toilettellsyouifyoushop

carbonfriendlyaswellas

health

Verygranularlookat

meatorvegetiable

andtherelated

impactofCO2

Q-?

ER-?

PP?

IE-?

CC-?

Med Low Low Assumespeoplearewillingto

examineexcrementfor

shoppingadvice

Appendix


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102

Appendix 2: Shopper Needs Matrix

In Home

Quixter Pragmatic Progressive Conscious Connoisseur Easy Rider In-Store ExplorerNeeds a quick painless way

to make a list

Needs confidence, recipe,

ingredients available at

selected store

Needs to gain knowledge

about stores

Needs lists Needs sale Items

Needs reminders and lists Need their own bags Needs to check his/her

inventory

Needs closest cluster of

stores to get everything in

one trip

Needs cool new products

Needs reusable bags that are

compact

Need to know inventory Needs to know about

product ethics (green,

organic, etc.)

Needs own car Needs a shopping routine

Needs to create list in 15

minutes or less

Need to know meal plan for

week

Needs to know about

product quality

Needs own bags

Needs to quickly find store

nearby

Need to make lists Need to make lists Needs to know location of

favourite stores across city

Needs to know store hours Needs sticky notes Needs to socialize Need to take advantage of

coupons

Needs to satiate appetite

immediately

Needs shopping routine Needs to get to store

accessible via Car, Bike or

TTC

Need to socialize

Needs to get to store

accessible via Walk, Bike or

TTC

Needs to know where

farmers markets are

Needs to take cart

Needs to socialize Needs to get to store

accessible via Car, Bike or

Appendix


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103

TTC

Needs to fulfill a recipe

Needs sticky notes

Universal: Needs to schedule shopping day (except Quixter); Needs to socialize (except Quixter, Easy Rider);

Appendix


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104

In Store

Quixter Pragmatic Progressive Conscious Connoisseur Easy Rider In-Store Explorer

Needs to find products

quickly

Needs to assess ingredients Needs third party information Needs unbranded cheap

items

Needs variety

Needs list at hand Needs to find their favourite

brand

Needs to assess ingredients

(health information)

Needs to save time Needs to enjoy shopping

experience

Needs to save time Needs to save money Needs to know expiry date Needs good customer

service

Needs to like their store

Need to know meal plan for

week

Needs to know stores

Needs to already be familiar

with third party labeler before

trusting claims (not likely toresearch third party on her

own)

Need to save money

Need to fulfill the recipe

Need to assess ingredients

Universal: Needs to assess products w/ both hands (except Q); Needs to feel comfortable while browsing;

Appendix


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105

At Checkout

Quixter Pragmatic Progressive Conscious Connoisseur Easy Rider In-Store Explorer

Needs to redeem points Need incentives Needs recognition Needs to be independent

(self-check out)

Needs to redeem coupons

Needs quick transitions Needs to pre-sort Needs to pre-sort products

for home

Needs recognition

Universal: Needs to assess products w/ both hands (except Q); Needs to feel comfortable while browsing;

Appendix


106/106

In Home

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