Working in a group of four with SCAD MoA to find solutions that optimize services, user experiences, and finding transitional revenues.
The first thing we did was go to the SCAD MoA and do some research! We wanted to find out the most common users of the museum and who they are.
We came up with some questions to ask and realized that our two main museum users are tourists and students.
We went on and did some comparing.
Process for Optimization
Our team took in and analyzed our research and data. We started the optimization process by doing 3 types of lateral thinking:
1 - Revolution (Breaking the rules) - this is thinking of rules and coming
up with the opposite of the rules
2 - Mind Map - starting with one word and writing down any and every
thought that comes to mind
3 - Traditional brainstorming - making a list of your ideas
After brainstorming we started affinitizing our ideas.
We then created concepts based off the catagories we affinitized.
My team and I developed 3 main concepts to optimize the user experiences in the SCAD MoA. For the concepts we made an image, included main features, the user's benefits and the technology that is needed or included.
Our 3 concepts were the following:
- Aud-Pod - A pressure sensitive seat that triggers audible
mini lectures on the work you're sitting in front of
- Dress up Day - SCAD MoA will have random themed days
for discounts on admission
- The Giving Tree - A physical and digital tree a user could
attach thoughts about their experience at the
museum
After coming up with concepts, we had to decide which was the best one to pitch to the museum! Doing a decision matrix was the best way to determine this. The matrix consisted of weighed factors which were the following:
- New / original
- Useful
- Feasible
- Relevance to vision
The Aud Pod was the winner of the matrix! Our team and I thought that this concept was the most feasible and relevant to the museum's vision of success.
My teammate sketched up a storyboard to illustrate the use a bit better.
The next step was to create a service blueprint to show the touchpoints of the user and Aud-Pod.
Process for Transformation
The difference between optimization and transformation is that a new revenue stream will be the outcome of tranformative thinking.
Our process for both were extremely similar.
We did 2 types of lateral thinking:
1 - Traditional brainstorming - making a list of your ideas
2 - Different Point of View - putting yourself in other peoples shoes and
thinking about their needs/wants
After brainstorming together we affinitized our ideas and then came up with three concepts.
The way we came up with our concepts is by taking singular ideas out of each affinitized category and putting them together to create a solid concept!
Our 3 concepts were the following:
- MoA + - Membership to the museum
- Moa Mart - A quarterly event held at the museum that promotes
student's and local's artist's work
- SCAD Pop - Temporary pop up exhibits around the country and world
We once again used a decision matrix to determine the best concept for the museum. It consisted of weighed factors which were the following:
- New / original
- Useful
- Feasible
- Relevance to vision
The SCAD Mart was the winning concept! This was the strongest concept for the needs of the SCAD MoA. The users benefit from this because it grows a community for everyone not just SCAD students to be involved in and grow support in addition to growing revenues and not much technology is needed.
My team and I have created a service blueprint in order to show the touch points of our new concept. This blueprint would display where, when and with whom the touch points of the service would occur.
Since the concept of SCAD Mart is transformative, and will create a new revenue stream, this changes the service package of the SCAD Museum.
We have illustrated the original service package and the new service package with SCAD Mart included into it.
Thank You!
Sameer Agarwal
Savannah Brown
Kauhi Hookano
Clarissa ter Maat
