Group 3 innovation report

Green Group Harvard Summer School Cross-‐Border Innovation

Prof. Iris Berdrow 7/25/2013

Team Members Angeli, Stefano Dall’Osso, Claudia Melhorn, Carine Winkler, Jean-‐Luc Wu, Elizabeth

2013

Innova

tion Report

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Table of Contents Executive Summary ................................................................................................................................................................ 3 Creating the Organization .................................................................................................................................................... 4 Name ..................................................................................................................................................................... 4 Competition ........................................................................................................................................................ 4 Innovation Plan Name .................................................................................................................................... 5 Logo Creation ..................................................................................................................................................... 5 Mission Creation ............................................................................................................................................... 5 Organizational Chart and Responsibilities ............................................................................................. 6

Strategic Analysis .................................................................................................................................................................... 7 Stakeholder Analysis ...................................................................................................................................... 7 Strategic Objectives ......................................................................................................................................... 7 Performance Indicators ................................................................................................................................. 8

Ideation and Development .................................................................................................................................................. 9 Ideation Process Design ................................................................................................................................. 9 Development Process Design ....................................................................................................................... 9 Ideation ............................................................................................................................................................ 10 Development .................................................................................................................................................. 11

Commercialization .............................................................................................................................................................. 12 Prototype Building and Testing ............................................................................................................... 12 Results Creation ............................................................................................................................................ 13 Commercialization ....................................................................................................................................... 13

Appendix

Creating the Organization – additional Information ................................................................................................... I Ideation and Development – additional Information ................................................................................................. II Problem Identification .................................................................................................................................. II Flow Chart of Ideation and Development Process .............................................................................. III Survey Results ................................................................................................................................................. IV Project Management ....................................................................................................................................... V

Sources ..................................................................................................................................................................................... VI Literature .......................................................................................................................................................... VI Websites ............................................................................................................................................................ VI

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Executive Summary Mobius Toy, Inc. is a Cambridge, MA based designer, developer, and producer of eco-‐friendly toys. Mobius Toy, Inc. aims to foster interactive learning for children using innovating concepts and sustainable technology. As a recent start-‐up company founded by entrepreneurs Stefano Angeli, Claudia Dall’Osso, Carine Melhorn, Jean-‐Luc Winkler and Elizabeth Wu, Mobius Toy, Inc. strives to differentiate itself from current competitors in the industry by providing customized products that anticipate and respond to needs of parents and children in a specific market niche. Mobius Toy, Inc. strives to promote creative thinking, design thinking as well as cultural diversity, believing that these aspects translate to end products that highly satisfy customers, brings return on investment to shareholders, and attracts the best talents to remain in and become a part of the Mobius Toy, Inc. brand. In the following report, Mobius Toy, Inc. is pleased to present their most recent innovative project, “Green Challenge.” The “Green Challenge” is a game that lets you share the most fun and eco-‐friendly challenge activities amongst your classmates, or play it at home with your family. Players learn actionable tips on how to protect the environment by completing a sustainability plan. The player or team that completes the sustainability plan in the shortest time frame wins the game! By closely following the innovation funnel concept1, the report will provide an overview on how Mobius Toy, Inc. product life cycle evolved from idea generation to commercialization, key actions and stage gate process undertaken to manage goals and objectives, and how innovative concepts were applied throughout this journey. This report addresses why Mobius Toy, Inc. chose to invest in this project, how its plans and goals are being realized, and what the company learned from it. About Mobius Toy, Inc. Our business model: Make profit by selling toys to primarily educational industries, expand to family unit Our Leadership model: Decentralized. Directors are provided with wide autonomy to nurture creative thinking. Our promise to our employees: Encourage creative thinking by implementing a no judgment zone on all new ideas. Our promise to our customer: Quality products with a focus on fostering educational values in a fun way

1 O’Sullivan & Dooley, 2009, p. 69.

Actions

Teams

Goals

Results

Communities

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Creating the Organization The Organization Mobius Toy, Inc. was created by choosing a name, logo, mission statement, and organizational chart while considering the competitive environment.

Name A mobius strip is a loop, often made with paper, twisted in a particular way that gives it an infinite surface.2 This name and the nature of the loop imply infinite possibilities, never-‐ending ideas, and limitless creativity. Because it is often made out of paper, this name also incorporates our company’s theme of sustainability.

Competition The following table will show three selected competitors for the benchmarking process to help us find a market niche that is worth exploiting. In addition, a detailed study of the market’s key players will help us understand the market and thus results in a better positioning process of the company. By evaluating our competitors’ previous behavior, we will not only be able to learn from their best practices but also forecast their future behavior, which will be a key driver for innovation. Depending on our competitors’ strategy, it will be necessary to focus on both radical and incremental innovations to maintain and even expand our market share.3 Name Website Mission statement

One Earth Games LTD

http://www.gogreenboardgame.co.uk/Go_Green/The_Game.html

Family board game that is packed full of fun, humor, and excitement.

LeapFrog http://www.leapfrog.com/en/index.html

LeapFrog is a leading designer, developer and marketer of innovative, technology-‐based educational products and related proprietary content. LeapFrog is 100% focused on developing products that will provide the most engaging, effective learning experience – for all ages, in school or home, around the world. We put learning first – a philosophy that distinguishes us from our competitors and fuels the entire company.

Seedling http://www.seedling.co.nz/Default.aspx

Our aim is to create inspirational products that creates an opportunity for ideas and curiosity to grow

2 http://en.wikipedia.org/wiki/M%C3%B6bius_strip 3 O’Sullivan & Dooley, 2009, pp. 12, 23-‐24, 82-‐83 and 85.

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Innovation Plan Name In order to cover the most important aspects as well as ensure a clear communication and understanding among all stakeholders, the innovation plan will be named the following:

Logo Creation The logo of Mobius Toy, Inc. is a circle of folded paper, which reflects both the name of the company and the meaning behind it.4 It features a recognizable shape and is designed to work in color as well as in gray scale and black/white in multiple scales.5 In fact, it looks like two tangled Mobius strips.

A font of the company’s name was also created, which incorporates our logo and will be displayed on our packaging, storefronts, and business correspondence (like letterheads, presentations, etc.). This will ensure a consistent, recognizable branding of the company.

Mission Creation Our mission statement focuses on conveying our company’s core business purpose to our main target group by stating the technology and philosophy used to add value to our customers.6 Creativity methods such as brainstorming of values to be included and in-‐depth discussions both online and during in-‐person meetings finally ensured a commitment of all team members to the statement above.7

4 Business Branding Strategy. 5 The logo development process is displayed in detail in the appendix. 6 Entrepreneur, 2003 and O’Sullivan & Dooley, 2009, p. 89. 7 O’Sullivan & Dooley, 2009, pp. 53 and 77.

company’s name

time horizon

plan’s purpose

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Organizational Chart and Responsibilities The organization consists of the following directors:

The CEO represents the overall company and makes final legal decisions. All directors are responsible for their departments. They supervise the outsourced activities and detect new possibilities that improve our processes in order to add value to our products and thus to our customers. To encourage innovation through creative collaboration, we arranged the departments around a creativity think tank called the “playground.” This is the place where new ideas are presented, discussed, and evaluated. In order to realize these ideas, employees and external consultants are brought together, guided by the creativity manager and playground gatekeeper, to enable cross-‐departmental teamwork.

John Doe • CEO

Claudia Dall'Osso • Creativity Manager and Playground Gatekeeper

Carine Melhorn • Finance and Legal Operations Director

Elizabeth Wu • Operations and QC Director

Jean-‐Luc Winkler • Marketing Director

Stefano Angeli • Prototype Ideation Director

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Strategic Analysis The strategic management process is defined by three interrelated elements: strategic analysis, strategic choice, and strategic implementation.8 To fulfill all stakeholder needs and consequently run a successful business, an analysis of the stakeholders has to be conducted. As the next step, our overall goals must be defined in a more detailed way in order to accomplish them. A successful evaluation of the company’s performance is only possible due to the exact measurements expressed in our performance indicators below.9

Stakeholder Analysis The stakeholders of Mobius Toy, Inc. are diverse and represent a variety of different requirements, displayed in the table below, that they expect the company to achieve and deliver10. Group Title Responsible Name of the stakeholders

Title of the requirement Individual responsible for reporting the requirement

Customers Parents: impart knowledge and eco-‐friendly values to children

Claudia Dall'Osso

Customers Children: provide a fun way to interact with friends while learning

Claudia Dall'Osso, Stefano Angeli

Suppliers Maintain reliable long-‐term relationships Elizabeth Wu Suppliers Maintain high satisfaction with above-‐market payment

terms Elizabeth Wu

Shareholders return on profit / return on sales / return on investment

Carine Melhorn

Shareholders Establish a positive corporate image Jean-‐Luc Winkler Employees Develop a wide range of skills for all employees and

promote employee diversity All directors, CEO

Employees Reward idea creator All directors, CEO Community Encourage local employment All directors, CEO Community Partner with a local environmental organization and

donate part of profits to the organization Jean-‐Luc Winkler

Competitors Maintain competitive market shares in our core competencies

Carine Melhorn, Jean-‐Luc Winkler

Competitors Engage in fair play and transparent practices CEO

Strategic Objectives Setting up objectives will help to keep track of the achievement of the overall company’s vision and mission statement over a planning period.11 Group Title Responsible Label of the strategic thrust

Title of the objective Individual responsible for reporting the objective

Workforce Ensure employees/consultants satisfaction All directors Workforce Periodically assess that all directors have adequate resources to

meet target objectives CEO

8 O’Sullivan & Dooley, 2009, p. 76. 9 O’Sullivan & Dooley, 2009, p. 78. 10 O’Sullivan & Dooley, 2009, p. 77. 11 Ibid.

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Workforce Ensure that internal creative ideas and suggestions are incorporated in a timely manner

All directors

Finance Ensure a fair and transparent bid-‐process for suppliers to review status of submitted service proposals

Carine Melhorn

Finance Increase profitability of company Carine Melhorn Finance Build a positive company image Jean-‐Luc Winkler Quality Select vendors who adhere to a minimum of 2 forest

certifications [FSC (Forest Stewardship Council), SFI (Sustainable Forestry Initiative), PEFC (Programme for the Endorsement of Forest Certification), or ATF (American Tree Farm)]

Jean-‐Luc Winkler

Quality Ensure customer satisfaction by producing high-‐quality toys made with safe and natural products

Elizabeth Wu, Stefano Angeli

Performance Indicators The following selection of performance indicators have been chosen to ensure the executive management of Mobius Toy, Inc. Furthermore, they will help to fulfill the mission as the overall goal of the corporation by making the company’s goal tangible.12

Title Unit Target Responsible Title of the indicator

Unit of measurement Target value of the measurement Individual responsible for reporting the indicator

Employee satisfaction

Combination of employee retention rate and absenteeism rate

Employee retention rate of 85%, absenteeism rate of under 2%

Claudia Dall’Osso, all directors

Customer satisfaction

Negative customer feedback and/or product returns.

Less than 5% of customers leaving negative feedback and/or returning products

Jean-‐Luc Winkler, Elizabeth Wu

Profitability Return on Investment 35% ROI after 3 years of operation Carine Melhorn

Corporate image

Positive media monitoring rate

Achieve a minimum of 90% positive company mentions in the media (online media and industry related print media), no negative company mentions

Jean-‐Luc Winkler

We chose a variety of both financial and non-‐financial macro indicators to encourage sustainable long-‐term thinking as well as a connection to all our strategic objectives. Furthermore, over a period of time a trend can be illustrated (e.g. by using a performance chart13) to monitor the company’s development and track demand for improvement.14

12 O’Sullivan & Dooley, 2009, pp. 78, and114. 13 O’Sullivan & Dooley, 2009, p. 119. 14 O’Sullivan & Dooley, 2009, pp. 115-‐116.

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Ideation and Development During the ideation and development processes, Mobius Toy, Inc. will follow the Action Pathway: using creativity methods, generating ideas. Based on our research and market knowledge, opportunities are recognized and developed into projects that strictly follow our company’s objectives within our playground meetings. After conducting several evaluation rounds, we will be able to realize our projects’ potential and gain valuable knowledge through learning processes.15

Ideation Process Design The next product of Mobius Toy, Inc. aims to solve existing problems for parents and children. The following process describes how using common creativity tools16 will identify existing problems:

Development Process Design Directors will develop prototype ideas to address the chosen problem and vote on the prototype ideas in playground meetings. Votes will assign a value of 1 to 5 for each of the following objectives, with 1 as the worst rank and 5 as the best. The idea with the highest score will be chosen. Objectives Questions for consideration

1. Level of innovation How different is the product compared to existing products in the marketplace?

2. Target market What is the size of the target market for a given prototype?

3. Estimated cost What is the estimated cost of production and marketing?

4. Educational value and level of parent interest

What does this toy teach children? Will parents be interested in buying it?

15 O’Sullivan & Dooley, 2009, p. 132. 16 O’Sullivan & Dooley, 2009, pp. 146-‐147.

Approach Steps

• Image visualization technique: Show random pictures in playground meeting and draw connections to potential problems (ex. Picture of a car can connect to road safety for children) • Director/employee suggestions from personal experiences • Fieldwork: Observe children in classrooms, playgrounds, and parks • Identify key causes of the problems

Brainstorming

• Deoine focus group and oind members (ex. Parents, teachers, children, child psychologists) • Conduct focus group with a facilitator for discussion on problems/struggles for parents and children • Share and consolidate oindings among directors

Focus group and/or expert interviews

• Organize and cluster ideas to provide more structure • Present how ideas connect or differ in a visual manner Mind-‐mapping

• Observe buying behavior in toy stores or sections • Identify currently existing problem-‐solving products Market research

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5. Level of fun and interaction

How entertaining is the toy? Does it require interaction with another person?

6. Eco-‐friendliness Can the toy be made of eco-‐friendly and sustainably harvested materials? How big is the estimated carbon footprint of its production?

Ideation The following ideas for prototypes were selected to match with the objectives in the next step. The ideas where sourced both internally and externally of the companies environment. “New Knowledge” was created by our company’s internal employees. “Innovation Factories” like our playground meetings were conducted and “Customer Ideas” were taken into consideration.17 Idea Description Champion

1. Card Game Each pack comes with 8 collectible cards containing a picture/diagram/icon related with environmental issues. It is played by two children who have to guess the image on the card by making yes/no questions. The one who guesses first wins.

Stefano

2. Strategic Board Game

This board game requires at least two players, who will take on different roles: environmentalist, corporate representative, and scientist (researcher). Each player has certain responsibilities and abilities designated by the rules. The team of players will work together to try to prevent rapid deforestation that is occurring in different parts of the world. Players will draw cards allowing them to take action or detailing good or bad events. For example, cards could say that trees are being cut down in one region (bad event), or that the environmentalist (for example) can travel to one area to plant seeds (good event), etc. The players lose if the deforestation reaches a certain level in each region, and they win if they're able to plant enough trees and the forests recover to a designated level for each region.

Elizabeth

3. Carbon Footprint board game

The goal of the game is to reach the final square. The player who reaches it first wins. Players move from space to space by throwing dice and moving their pawn the corresponding number of steps. The various spaces contain actions that can increase or decrease the carbon footprint. When a pawn lands on a cell with a negative action, it will be forced to go back some spaces (depending on how much the actions influence the carbon footprint); vice versa a positive action will allow the player to move its pawn forward. Pawns and dice will be assembled through the origami technique.

Claudia

4. Family Trivia The goal of the game is to test the general level of knowledge of eco-‐friendliness. The toy is shaped like the company logo and represents infinite possibilities of making environmentally friendly choices. The players will either roll dice or spin an arrow that will advance the user on a board that is color coded. There are 4 colors, each representing an environmental area such as Forestation/Water/ Earth/ Energy. Users gain a color card when they respond correctly to a question. The user that has all 4 colors in the shortest time frame wins the game. Users that do not respond correctly have to give up a

Carine

17 O’Sullivan & Dooley, 2009, pp. 139-‐140.

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color that they have already earned. Other options such as skipping a turn will also be included to continue motivating the game. The game teaches the user to think about the different available choices in relation to the environment. The target is that players gain a new understanding in a fun way and begin to practice the choices they have learned.

5. Family Challenge The game revolves around fulfilling tasks that are environmentally friendly in order to earn points that are accumulated on a scoreboard. The family decides on specific measurable tasks and places markers next to the place where the task has to be fulfilled (e.g. saving water while showering). During a week, the family plays the game and collects points so that a winner can be awarded each week. In addition we will provide an online platform and/or mobile app that allows challenges across families. Furthermore whole schools and/or classes can compete and earn prizes that we will collect by sponsors.

Jean-‐Luc

Development The ideas were evaluated by voting on the ability to fulfill the objectives.18 Each Director voted by giving 1 to 5 points, with 5 being the best score. The numbers represent the average value of all directors’ votes. Idea #5 has the best ability to meet the objectives.

18 O’Sullivan & Dooley, 2009, p. 148.

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Commercialization In this final phase, we are going to finalize the winning idea by building a prototype, which will be tested by our prospective shareholders. The final toy “Green Challenge” consists of the tangible product represented by the scoreboard, which will be sold in stores and the additional online platform, that will function as an intangible added value service.

Prototype Building and Testing For the prototype building and testing, we have chosen to encourage our prospective customers and other stakeholders to test out the “Green Challenge” and give us feedback on how to maximize the game experience. We created an early prototype consisting of a scoreboard in which children could gain points by performing eco-‐friendly tasks, and advance their pawn (an endangered animal) on the board. We also discussed the creation of an online platform to keep track of points earned among families and/or school classes that would rank each team among all participants. This website adds value to the product by encouraging families to increase eco-‐friendly behaviors and requires the product’s serial number to log in. Participation in the online competition could result in a prize (seed packages, movie passes, etc.), which is rewarded to highly ranked groups by lottery drawing. Mobius Toy, Inc. would provide these rewards. A description of the game and a picture of the prototype were emailed to over 50 people, including parents that have at least one child between 6 and 10 years old, 10 teachers, and other experts. A brief description of the online platform was also given. The families were asked to rank the toy’s performance from the adult’s point of view as well as from the children’s point of view. In addition to these rankings, we asked for general feedback, concerns, and suggestions.19 The performance test was conducted by asking two children aged 6-‐10 to play the game (with prototype scoreboard and challenges) for an afternoon and were subsequently asked a few questions regarding their experiences. Each challenge was thoroughly explained with an emphasis on benefits for the overall environment, before the child played the game. Children Responses

How fun was this game for you? 100% answered that the game was fun

What did you learn from this game? 100% answered that they learned that it is important to form eco-‐friendly habits. "I learned that we need to pick up trash, we need to turn the lights off when we leave, and I learned that when we brush our teeth, we need to turn off the water."

Would you play this game again? 100% yes

What was you favorite part of this game? “My favorite part was playing the recycle.” “I liked everything.” “This game reminds me of my what my favorite character is doing on TV and now I can do it too.”

Based on feedback,19 we have decided to modify our online platform. We realized that the competitive aspect of the online platform was not well-‐received, and we were missing a direct link between eco-‐friendly behaviors and environmental impact. Therefore, we decided to make the website an informative source of environmental facts. Families will be able to log in their scores and see the direct impact of their actions related to their everyday environment. Thus we will give them a tangible relation between their activities and well known measurements. For example, one statement after entering the scores could be as follows:

19 The set of survey questions, responses, and suggestions are attached in the appendix.

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“The average American family for four can consume up to 400 gallons of water each day, which is easily reduced with the tasks you have completed. By saving water while taking a shower, you have saved a month’s worth of

drinking water for your family! Congratulations!”

It was also mentioned that our game board needs to be aesthetically redesigned to be more attractive to children.

Results Creation The process requires the following activities:20 Prototype Building

Submit Idea Name Write Survey Questions Write Market Strategy Toy Design

Prototype Testing

Write Toy Instructions Labeling Packaging Conduct Market Research Conduct Market Performance Testing

Prototype QA

Incorporate Market Research Incorporate Testing Results Conduct Go/No-‐Go/Go-‐Back decisions

Create Innovation Report

Convert Activities 1-‐4 Team Conducts QA Submit Report

Commercialization We will start our business as a start-‐up in the Boston area by following these steps to grow our sustainable business:

20 A full Gantt-‐Chart of the commercialization process as activity #4 is provided in the appendix, O’Sullivan & Dooley, 2009, pp. 164-‐166.

Gain environmental association

endorsements and partner with charity

School Launch Local Store Launch

Convenience Store Launch

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1. Reach out to environmental organizations and charities that are willing to partner with us to promote the Green Challenge.

2. Roll out the “Green Challenge: Classroom Version” across schools in the Boston area. The toy will be available for school challenges to make it broadly available to our target group. Hereby we will make all elementary school children familiar with the game and trigger broad attention.

• Increase exposure. • Gain local recognition. • Transfer demand from children in school to families' homes. • Circulate in schools for 2 months to gain feedback from teachers and students to incorporate

into our Family Version. 3. Get local stores in the Boston area (ex. Stella Bella Toys, independent bookstores, etc.) to sell “Green

Challenge: Family Version”; local stores will be selected based on the likeliness to attract eco-‐friendly parents and based on the store atmosphere (stores where owners/sales assistants offer advices and suggestions to customers will be preferred to take advantage of the trust relationships already established).

• Benefit for local stores: • Give an environmentally friendly touch to their business. Once the toy gains huge

recognition people will get into their stores to buy the toy and they will be able to offer their own products/services.

• Benefits for Mobius: • Target environmentally conscious groups. • Engage local communities. Advertise by word of mouth.

4. Get chain stores’ (CVS, Walgreens) approval to sell in the "cashier area.” • Benefit for chain stores: Extra revenues as "pester power item" sale. • Benefit for Mobius: Fast and huge expansion of distribution system.

Because we are providing “Green Challenge: Classroom Version” for free as part of our marketing cost, our revenue will come from sales to additional classrooms and families following the initial 2-‐month launch. By creating a classroom version (instead of a version for the entire school), we can sell more of the classroom versions to multiple classes within one school if the game catches on. We will also create different editions of the game, such as the water edition, energy edition, and recycle edition, with different tasks so a single classroom or a single family can buy multiple editions if they enjoy the game. The online platform will also provide links between these tasks and their environmental impact once the serial number and points have been entered. These different versions (classroom and family) and editions have the potential to dramatically increase the number of boards we sell. For the Family Version, we have decided to price the board at $9.99 for the following reasons.

• Exceeds the cost of production to ensure revenue • Reflects the educational value of repetitive behaviors that will result in eco-‐friendly habits • Reflects the value of the online platform that provides link between actions and environmental

impact • High enough that the customer will value the product and think it is worth buying (as opposed to a

low price which reflects poor quality) • Not high enough to deter customers who may feel that it is too expensive for a paper toy

Appendix

I

Creating the Organization – additional Information

The logo includes two intertwined people, showing the interactive nature of our products. This logo will be featured on our products.

The cycle-‐shaped form, reminiscent of the recycle logo, and the green color symbolize our commitment to sustainability.

ü language ambiguity error check ü Easily pronounced ü Existing company congruency

grayscale

black/white

#78b729

#a5c617

secondary color codes:

#008637

#41ab34

primary color codes:

II

Ideation and Development – additional Information

Problem Identification Potential problems identified in ideation process:

Directors voted to address the problem of teaching children to respect and protect the environment.

III

Flow Chart of Ideation and Development Process The ideation and development process is arranged around seven playground meetings:

IV

Survey Results Survey Results-‐Parents: Parents Responses

How important is it for you to teach your children eco-‐friendly values? Rate 1-‐5 (5 is highest)

Average: 5

Do you currently have a way to teach sustainability to your children? (Yes/No)

40% No (For parents who answered yes, the most common method was learning by observing parents’ behavior)

How well does Green Challenge instill eco-‐friendly values in children? Rate 1-‐5

Average: 3.6

How useful is the online platform that tracks family points? Rate 1-‐5

Average: 2.75

How likely are you to recommend the Green Challenge to a friend? Rate 1-‐5

Average: 2.5

Summary of additional comments/suggestions: • Competition between families with online platform was teaching wrong values (tangible facts related to the everyday environment were requested)

• Lack of direct connection between energy saved and environmental impact

• Parents liked the idea of rewarding the repetition of action

Survey Results-‐Experts: Experts (Child psychologist and teachers) Responses

How important do you think it is to teach 6 to 10 years old children eco-‐friendly values? (Rate 1-‐5, 5 is highest)

Average: 5

Are these concepts age-‐appropriate? (Rate 1-‐5) Average: 5

Do you currently have a way to teach sustainability to children? (yes/no)

50% No (For yes responses, the method used was telling stories about how actions impact environment)

How well does Green Challenge instill eco-‐friendly values in children? Rate 1-‐5

Average: 4.0

If we were to produce a “Green Challenge school edition” would you suggest teachers to use it? Rate 1-‐5

Average: 4.5

Summary of additional comments/suggestions: • Fun idea but game board must be more entertaining

• Online competition may provide too much stress on families to meet a certain expectation (it should be kept simple)

• Should reward whole family if they achieve high score as a group

V

Project Management This Gantt-‐Chart which was created in Microsoft Project represents the activities executed in “Activity 4”.

VI

Sources

Literature O’Sullivan & Dooley, 2009 O’Sullivan, D., and Dooley, L. (2009). “Applying Innovation.” Sage

Publication, Inc.

Websites Business Branding Strategy http://businessbrandingstrategy.com/logo/why-‐are-‐logos-‐important,

without publishing date Entrepreneur, 2003 http://www.entrepreneur.com/article/65230, published 10/30/2003