Final Research Report Neutral Carbon Product Jun 18

Neutral Carbon Product Team
Research Report
By Peter James Rose
+ Shahid Quadri
April 1, 2012
Research Report: Index
TABLE OF CONTENTS
INTRODUCTION BACKGOUND ONLINE INFORMATION GOODGUIDE HOWGOOD PROJECT LABEL EVALUATION IN-STORE INFORMATION CARBON LABEL HOWGOOD CARBONCOUNTED EVALUATION OF IN-STORE INFORMATION MOBILE DEVICE APPLICATIONS GOODGUIDE BARCOO EVALUATION OF MOBILE DEVICE APPLICATIONS SHOPPING HISTORY INFORMATION GOODGUIDE PURCHASE ANALYZER TRACEPRODUCT INDEXER EVALUATION OF SHOPPING HISTORY INFORMATION IN SUMMARY SHOPPER SHADOWING FIELD STUDY DESIGN RESEARCH PARTICIPANTS MODELING METHOD RESULTS THE SHOPPERS JOURNEY ARCHETYPE PROFILES THE QUIXTER IN-STORE EXPLORER EASY RIDER THE PRAGMATIC PROGRESSIVE THE CONSCIOUS CONNOISSEUR DISCUSSION CONCLUSION CITATIONS 5 9 12 12 12 13 13 15 15 15 16 16 18 18 18 19 21 21 22 22 22 24 24 28 32 34 36 36 38 39 40 41 42 43 44 46 47
INTRODUCTION THE WORKSHOPS WORKSHOP LEADERS WORKSHOP PARTICIPANTS WORKSHOP GOALS WORKSHOP FORMAT EXISTING DRIVERS AND INFLUENCE ARCHETYPES AND SHOPPERS JOURNEY DIFFERENCES BETWEEN WORKSHOPS STRATEGIC INSIGHTS CITATIONS PATHWAYS TO INTERVENTION THE CRITERIA EXPLAINED ARCHETYPE NEEDS IDEA ASSESSMENT TABLE DESCRIPTION OF THREE IDEA SKETCH-UPS MINDSPACE DESCRIPTION OF INTERVENTIONS INFOTAINMENT LABELS CARBON BUDGET VIRTUOUS STORE CITATIONS CHAPTER 6: CONCLUSION
48 51 51 52 52 52 55 57 59 61 63 62 66 66 68 71 72 73 73 79 84 92 94
TABLE OF FIGURES
FIGURE 1: MAP OF STORES USED IN SHOPPER SHADOWING FIGURE 2: TABLE OF RESEARCH PARTICIPANTS DEMOGRAPHICS FIGURE 3: SIX STAGES OF THE SHOPPERS JOURNEY FIGURE 4: THE QUIXTER'S ETHOS IS NEED FIGURE 5: THE IN-STORE EXPLORER ETHOS IS ABOUT JOY FIGURE 6: THE EASY RIDER'S ETHOS IS ABOUT FREEDOM FIGURE 7: THE PRAGMATIC PROGRESSIVE'S ETHOS IS ABOUT ROUTINE FIGURE 9: TABLE OF WORKSHOP SCHEDULE FIGURE 10: EXAMPLES OF PRECEDENTS FIGURE 12: NEEDS CLUSTERING PROCESS FIGURE 13: TABLE OF M.I.N.D.S.P.A.C.E. DEFINITIONS FIGURE 14: LOW CARBON EMISSION STATE ON IMPACT LABELS THEMED TO THE CLIMATE IMPACT OF PENGUINS 30 32 37 39 40 41 42 53 56 66 72 76
FIGURE 8: THE CONSCIOUS CONNOISSEUR'S ETHOS REVOLVES AROUND PERSONAL VALUES 43
FIGURE 11: TABLE OF SHOPPER'S JOURNEY CROSS-REFERENCED WITH ARCHETYPES' NEEDS 58
FIGURE 15: MEDIUM CARBON EMISSION STATE ON IMPACT LABELS THEMED TO THE CLIMATE IMPACT OF PENGUINS 77 FIGURE 16: HIGH CARBON EMISSION STATE ON IMPACT LABELS THEMED TO THE CLIMATE IMPACT OF PENGUINS FIGURE 17: EXAMPLE OF CARBON BUDGET IN ONLINE BUDGETING APPLICATION FIGURE 18: CREATING A CARBON BUDGET FIGURE 19: SELECTING A CARBON BUDGET FIGURE 20: VIEWING A CARBON BUDGET FIGURE 21: RENDERING OF VIRTUOUS STORE MAIN SHOPPING ARE FIGURE 21: RENDERING 78 84 85 86 86 91
Chapter 1:
Introduction
CHAPTER 1:
INTRODUCTON
A major problem associated with climate change is that it will destroy many of the ecosystems that humans need to maintain life as we know it. In the last 50 years, 60% of the life sustaining functions of ecosystems have become degraded around the world (Millennium Ecosystem Assessment 2005).
Chapter 1: Introduction
Daily global consumption and production are key drivers to our greenhouse gas emissions (Edgar Hertwich & Glen Peters 2009). We have already seen massive changes to the coral reef ecosystem because of climate change and, if the world average temperature increase 2 degrees Celsius, we will see massive extinctions in the Amazon and many other ecosystems unable to thrive in these altered conditions (Stern, 2006). The potential for the majority of the worlds human population to thrive is clearly in jeopardy. Long before this 2 degrees Celsius increase is reached, wars will be fought over the dwindling life- sustaining resources which these failing ecosystems provide. There is a strong imperative to curb our carbon emissions and their associated impacts. For individuals, simply participating in the global market place has many climate impacts. Food and manufactured products combined make up about 17% of emissions in Canada, which represents the fourth highest value emissions category next to mobility 30%, shelter 18% and service 18% (Edgar Hertwich & Glen Peters 2009). For the purpose of this research study, our team has chosen to intervene at the household consumable level in the hopes that changing weekly routinized behaviour, with the goal of purchasing products that have fewer carbon impacts, might collectively lower Canadas climate impact. Intervening at this level has its challenges. In the literature we were able to identify a number of barriers to shopping climate friendly. For example, there is a general confusion as to what low carbon means, in terms of transparency of what was measured and how purchasing low carbon alternatives lowers individual shopper impacts. This also relates to the tangibility of claims not only in measurement of individual shopper impacts but how the product line has lowered overall impacts at the company level. Furthermore, there is a general lack of a goal for shoppers: even if you know the carbon impact of products how do you know if your weekly purchases are on target? Availability is another issue; out of 70,000 products carried
in Tesco stores, currently the Carbon Trust has labeled only 500. Groups like Carbon Disclosure Project are looking at yearly supply chain impacts as well as company level operation impacts; however in many cases the results of individual companies are not made public. Cost is another consideration. Companies report that it costs over $30,000 to conduct a carbon life cycle assessment (LCA) of a single product. This may be the reason that Tesco has decided not to continue with the Carbon Trust to conduct LCAs of the rest of its 70,000 products, which the company had committed to do in 2007. There is, however, progress going forward. Three world standards have been created to measure the life cycle assessment of products through supply chains. Measurement can be done and large groups are committed to tracking supply chain impacts. Tesco, in its move away form the Carbon Trust, joined the Sustainability Consortium, a heavily funded group that wishes to start a global database of the Life Cycle Assessment of products. The Sustainability Consortium has adopted the Greenhouse Gas Protocol Standard for Carbon LCA of products and will include it in its global database with other metrics. The plan is not only to assess carbon impacts but also water use, social impact and many other metrics. Furthermore, the Sustainability Consortium wishes to provide, in a number of stores, a label that would show shoppers simply presented information on how the product rates based on the metrics collected in the global database. The Carbon Disclosure Project has been used by many product level rating sites to evaluate the carbon impact of products as they relate to company performance. The Carbon Disclosure Project boasts the largest database of yearly self-reported carbon emissions by most Global 500 companies. A new program has also been able to get over two thousand supply chain companies to report on carbon emissions. Though these reports are not life cycle assessment reports they do indicate to shoppers if they are supporting a company that factors in climate impacts in
their daily operations. The fact that one rating site, that uses the Carbon Disclosure Projects information, has over 100,000 ratings shows that product-specific information about variety of products is available now. It is our opinion that these current services have not taken a human-centered design approach to carbon-friendly shopping. As we attempt to intervene in peoples daily shopping routines we recognize there might be multiple pathways to intervention that are shopper-specific, based on style of shopping. We took many approaches to come up with possible interventions. In the next chapter, Background, we will discuss a short list of services and tools shoppers can use now, or in the near future, to evaluate the carbon impact of products. We will also consider the gaps and best practices in the market when creating new services. In chapter three, Shopper Shadowing, we will discuss our human-centered design approach to obtaining shopper insights in the field. In this chapter we describe, how we found insights to how people shop, how we created models based on peoples behaviours, how we created personas based on the complex, often contradictory, behaviours of shoppers and how these persona archytypes translated into the needs we saw as the pathways to intervention for climate friendly shopping. In chapter four we describe how we workshopped our shopper archetypes with experts in design, carbon accounting and other fields to develop ideas for services that would intervene at a customized level for the archetypes described in chapter three. Finally, chapter five gives descriptions of all the ideas workshopped, how our research team evaluated the ideas and describes three pathways for climate friendly shopping our team thinks will be effective in reducing shopper impacts.
See Appendix 2 process chart for a visual representation of our research process and how these components interact to form this research document. The value of this research extends beyond the final three interventions we were able to develop based on workshop feedback. Elements from the entire process can be reused to develop new and original interventions based on a more full and rich human-centered understanding of how people shop.
Chapter 2: Background
Chapter 2:
CHAPTER 2:
BACKGROUND
This chapter will give an overview of tools and services in the market place that shoppers can use for carbon-friendly shopping. Later in chapter five we explore our original ideas and describe their merit based on our work in the field. The ideas we chose were also influenced by gaps we saw in the marketplace that came from this research. In describing the current precedents you will see later that they influence our key insights described in chapter four.
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There were many precedents revealed in our research. The ones described in this chapter gave information in at least one of four settings: online information; in-store information; a hybrid of two mobile device applications; and shopping history information.
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Online Information
The precedents that fell into the online information category were information tools that could be accessed by personal computers, through regular non-mobile websites. Some of these extended to mobile sites but the requirement was that they supported information access from a personal computer. There were three leaders in this area and most were rating sites that evaluated individual companies, brands or products.
GoodGuide
An online product, brand and company rating website. There are over 150,000 ratings of products that cover the categories: Food, Personal Care, Household Cleaners, Electronics, Toys and Paper. In each of the ratings you can view detailed information about the product, brand, or companys effects on your health, the environment, and social performance. You can search or browse the list to see specific ratings of each product. As users view a product, GoodGuide also suggests higher-rated alternative products. Users have the ability to rate products as a personally recommended product or products to avoid. Other users can see these ratings and registered users gain points and badges for rating products.
HowGood
An online product rating website that specifically rates food.
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There are over 3,500 ratings of products. In each rating, the product is evaluated based on: oversight, amount of processing, where ingredients are sourced, growing practices, the environmental impact of production, and if a product is regionally produced. Products can be searched but not browsed. Unlike GoodGuide, there are no suggestions for higher-rated alternative products and no ability for users to rate products.
Project Label
An online company rating website. There are less than 5,000 ratings of companies that are evaluated by individual users. This crowd-sourced model of rating requires a user to register and post a news article that relates to a companys actions that effect the health of customers, the planet or employees. Users then vote how well the company performs, relating to health, environment and employees. A user can search or browse company ratings and also choose companies to compare directly using visual bar charts of votes in each category.
Evaluation
GoodGuide seemed to lead in this category because it allowed users to switch rating views seamlessly from product to brand to company to multinational conglomerate. HowGood was able to get to the individual product level; however, it had much less ratings and seemed to rely more on brand and company level ratings. Project Label focused on ratings at the brand and company level. It was the most international and crowd-sourced in its outlook. Project Label included ratings of major grocers in the United States and Europe as well as individual brands in a number of categories. The GoodGuide integrated their own rating system as well as those from third party raters. HowGood used their own private system and Project Labels system is based on user votes, found articles and their own system of weighting votes
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with articles. There are many more online company ratings sites; in fact it is hard to separate out the individual product ratings from the company ratings given by the GoodGuide and HowGood. However, HowGood and GoodGuide seem to be more salient to a shopper interested in making a purchase at a grocery store. The significance for climate-friendly shopping is that the rating space is saturated, even at the product level of rating. If this project moves towards rating, an identified best practice is to make lists both searchable, browsable, and affords the user the opportunity to give personal ratings of products.
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In-Store Information
In-store information encompassed precedents that were physically found in stores. These included shelf signage and product labels. There were prototypes for carts with digital touch view screens and similar digital shelving displays but these were excluded because they were not within the mass market and didnt directly relate to shopping for more environmental products. The current prototypes are more geared towards general shopping experience: finding items and sales. Attempts were made to find product information that included more information than standard presence/absence product claims, such as Organic labels or Gluten-free claims.
Carbon Label
Carbon Trust label is a label that displays carbon information on product packaging. There are carbon labels on five hundred products found in Tesco stores in the United Kingdom. Each label describes the amount of carbon dioxide equivalent used in product production in grams, kilograms or tonnes per serving, pack or unit of the product. A costumer has the ability to compare the carbon impact of one product over another on the shelves without any extra tools.
HowGood
Provides in-store ratings of food products for subscribing stores.
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The ratings are posted on the price cards found on store shelves. Products are rated Excellent, Very Good, Good, or Not Good. Customers can look at the rationale of the rating online. A customer in the store has the ability to compare the goodness of similar products. There is no information to the number of stores or products that have these labels.
CarbonCounted
Provides a platform for companies to calculate the carbon impact of operations and supply chain. CarbonCounted uses the same quantitative label as the Carbon Trust label but concentrates on the Canadian Market Place. They have been less successful at creating in-store labels than getting large grocery retailers to report on their operational carbon footprint to the Carbon Disclosure Project. CarbonCounted reports that customers will be able to see the carbon impact of their purchases on their receipt as well as to compare the impact of products before purchase, similar to the Carbon Trust label.
Evaluation of In-Store Information

The Carbon Trust label seems to be the leader in this category; however, the recent announcement that Tesco is no longer committed to labeling its 70,000 products indicates the cost and time associated to labeling might outweigh the benefits. Furthermore, CarbonCounted seems to be struggling to get any Canadian retailers to display labels to customers. HowGoods approach to simplify complex data into a good rating system might be more useful to customers as they rush through shopping tasks. As discussed in chapter 1, several studies indicated that quick reference labels change behavior more than abstracted quantified information. The significance for climate friendly shopping is that the use of carbon labels has been attempted since 2007 with moderate to weak customer response. Whatever the carbon impact of products, making information easily accessible and
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interpretable to customers is key. Also it appears that the associated cost to evaluating a products life cycle assessment in detail might be prohibitive for smaller companies. Generalized, higher level assessments to get quick results for simplified labels might be more affordable and rewarding for retailers and customers.
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Mobile Device Applications

Mobile device applications are tools currently in the marketplace that allow shoppers to use their mobile devices to find climate friendly products. No application displayed carbon information to the exclusion of other environmental considerations including pollution, toxins and other factors. The two applications discussed both displayed information about how the company making the product performed with regard to climate change policy, plans, and reporting.
GoodGuide
The GoodGuide mobile application allows shoppers to use their mobile phone camera to scan product barcodes to search product ratings. Users can also browse ratings or manually search for products using product names. Shopping lists can be created with the application and users can rate products from the mobile site. Thus users can look up how well a product performs right at the instance before purchase.
Barcoo
The Barcoo mobile application allows shoppers to use their mobile phone camera to scan product barcodes to search product prices at nearby stores. It also displays corporate social responsibility information about the products company using the WeGreen rating site. WeGreen displays ratings by colour, green being a
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good company, yellow being okay and red as performing poorly. Users can rate products themselves.
Evaluation of Mobile Device Applications

There were only two apps for mobile phones used in this comparison. GoodGuide seems to be the superior application in terms of breadth, with over 100,000 ratings. In terms of downloads for the month of October 2011, the Google Marketplace showed Barcoo had between 500,000 and 1, 000,000 downloads whereas the GoodeGuide had between 5,000 to 10,000 downloads. However, a report showed that in July 2011, GoodeGuide overall had more than 500,000 application downloads. There were many complaints on both the iTunes app store and Google Marketplace that GoodGuide did not work well with the European or Canadian marketplace; thus, GoodGuides decidedly US-centric rating system has likely made Barcoo a more widely popular option. However, Barcoo seems more oriented to the European market. Barcoo also outsources its environmental and health ratings to other groups and primarily focuses on being a price comparison platform. GoodGuide represents more of a system rather than just an application: it has an accompanying sophisticated website and other digitized shopper tools. Both factored in climate considerations to overall rating and a customer could trace back how the product fared in specific climate considerations. The significance of these applications to climate friendly shopping is that they reveal that there are alternate ways that costumers can get ratings of products in stores without formal approved label standard. The number of available ratings far exceeds the thousands of carbon labels created by the Carbon Trust. Work has already been conducted to provide quick colour coded ratings for customers to evaluate their shopping decisions. Millions of people have downloaded these free applications to help with purchases; however, little information is given about whether the presence of the applications actually changes shopping behaviour. A best practice would be to provide a free service directly related
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to shopping carbon friendly or to create a service in addition to carbon shopping considerations that shoppers would be willing to pay for.
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Shopping History Information

Services that keep track of individual product purchasing histories are still in their nascent stages. Predominately, most services are geared towards the moment before purchase. However, there are some recent services that are beginning to track past purchase and there are prototypes and ideas that are attempting to reveal and make conscious for shoppers what they have bought in the past and how they can shop better in the future.
GoodGuide Purchase Analyzer

The GoodGuide purchase analyzer is a service that allows shoppers to analyze past purchases to see if they match the shoppers values and, when there are differences, suggest better alternative products. In order to do this, shoppers first make public which shopping values, ie: climate, healthy food, low-toxin etc., are important considerations for themselves in purchasing products. Then shoppers are able to link their Amazon.com shopping account history, Soap.com history, and Safeway.com history to the GoodGuide Purchase Analyzer. Products found in the shoppers histories are evaluated based on the shoppers declared values and products outside those values are highlighted and recommendations are given about alternatives.
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Traceproduct
Traceproduct is a concept that has an accompanying prototype website which utilizes the information from grocery receipts. The information would be used to display for a shopper a map of where shopping items have come from. The concept doesnt visualize the carbon footprint but uses the CIA factbook to display human rights violations from the corresponding locations. This information could be displayed on the check-out display screen or on a shoppers personal computer.
Indexer
Indexer uses the information from a grocery receipt and known recycling information about products to display information about purchased products to shoppers. Using past purchasing histories, Indexer attempts to improve recycling behaviour by providing suggestions of other products that can be bought in the future that would generate less waste.
Evaluation of Shopping History Information

The work the GoodGuide organization is doing is the most developed. It represents a first step into a much larger arena of purchase history tracking, where one could envision the next step would be creating budgets for how many products should be purchased that fall under specific criteria, under a normal shopping routine. The significance to climate friendly shopping is that there is already headway made into the model of tracking shopping behaviours and providing recommendations to salient customized shopper information. If purchases were tracked and the carbon amounts were known, it would be possible to see what a shoppers weekly carbon impact
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was, create a carbon budget and get recommendations on how the shopper could attain the budget goal. This would likely be more tangible than comparing numbers on individual products in-store and possibly less cognitive work on the part of the shopper. Customizing a shopping tool to each shopper and providing recommendations based on recorded behaviour seems like a best practice to improve individual shopping behaviour.
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In Summary
After looking at a number of precedents we were able to get a better understanding of gaps and best practices in the space of climate friendly shopping support tools. For example, ratings sites saturate the space, but if this pathway to intervention is taken it ought to include high level simplified assessments that are searchable, browsable and allow users to make their own ratings. We found that the number of online multiple factor environmental and social ratings far exceed the number of product ratings that appear on the Carbon Trust label, a company struggling to keep clients. Even product labels ought to be more simplified and colour coded for quick reference. We saw that many of the services provided to customers were free and that if we were to compete in this arena we would also needed to provide a free service or create a service parallel to rating but offered an extra tool to shoppers that they would be willing to pay for. Finally, an area of greatest opportunity is shopper history tracking where behaviour is recorded and used to feed back better recommendations to customers and to create carbon shopping budgets. The bottom line is carbon information needs to be more tangible: giving information about grams per serving of carbon dioxide on a label does not translate into an understanding of what that means for personal impacts for shoppers.
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Chapter 3: Shopper Shadowing
CHAPTER 3
SHOPPER SHADOWING
In late summer 2011 the Neutral Carbon Product research team conducted field research into the different ways people shop for groceries. The objective was to investigate the choices consumers make at different stages in their shopping journey, with a focus on environmentally responsible shopping. The field study was used to challenge or validate the researchers assumptions and academic knowledge. 25
Given the objectives, the research team chose the shadowing method. Shadowing is a qualitative research technique that requires a researcher to follow a participant as they execute daily tasks. The shadowing method was originally devised for organizational workplace research. To use this technique, researchers follow participants and observe them throughout various tasks to understand their daily routine. Questions are asked of the worker for clarification or to understand purpose, i.e. why this specific task is being undertaken (McDonald, 2005, p. 3-4). Researchers can record information during a shadow session in many ways. McDonald describes taking many notes or audio recording (McDonald, 2005), whereas Ylirisku and Buur use video recording (Ulirisku and Bur 2007). The shopper shadowing research team decided to use video and audio recording with participants in a grocery store setting as a way to quickly capture actions, verbalizations, facial expressions, and body language. Shadowing was chosen out of a list of possible methods, including observation, interrupt interviews, and open ended interviews. The shadowing method gave the researcher the advantage of following the shopper throughout their journey, thus allowing decisions to be contextualized by running commentary and actions simultaneously (McDonald, 2005 p. 5). In this way, the researcher can observe how each opinion influences the decision- making process while shopping. Furthermore, this method allows the research team to immerse themselves in the shopping experience and collect necessary data for the human-centered design process. Finally, the technique of shadowing was the best possible way for the research team to devise a field study that would overcome social desirability bias. There are many existing surveys showing shoppers value being green (Burst Media, 2008, 2010; Communispace & Continuum, 2009; Eurobarometer, 2009; Grocery Manufactures Association & Deloitte, 2009) however, their actual behaviour while shopping suggest that values may not match habits or needs (Clifford & Martin, 2011; Devinney, Auger,
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& Eckhardt, 2011). For a more in-depth discussion of the self reported desire to shop green versus the reported barriers to shopping green, see Rose, 2011a included in the document package.)
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Field Study Design

The research team shadowed and interviewed six individuals. We followed them as they shopped and asked them to 'think aloud' as they assessed goods and chose products. We also queried them about the impact of existing product labeling on their choices. Participants were also shown mobile phone tools and introduced to other theoretical tools and concepts related to socially conscious shopping. These tools were introduced in context, at the juncture in the shopping journey when someone would typically be expected to employ a tool or see information. We asked for general feedback and whether the participant would adopt such a tool or find the information useful. Participants actions were also recorded via short audio and video clips. Logistics required most of the recording to be audio, supplemented by up to 30 seconds of video footage. However, if participants felt uncomfortable with video recording, they could instead opt for audio or written capture only. Research participants were recruited from outside the research team, and the time spent with them was generally less than one hour. Prior to working with the participants, one of the team members shadowed a fellow researcher during a routine shopping visit, in order to become familiar with the method and work out any kinks in the system. Grocery stores used in the study were determined by what stores participants already frequented. The researcher attempted to recruit participants to approximately achieve an even spread of discount stores, mid-range grocers and specialty stores.
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Discount Stores A discount store is one that generally offers low cost grocery items. Trade-offs include lower selection of products and a very small token selection of organic, local or low toxin product offerings. The discount stores sampled were No Frills and Price Chopper. Price Chopper exemplified a discount store with little selection of products but with generally cheaper items. There was a small adjacency that held organic, peanut-free, gluten-free items but it was a small section. Though No Frills had a similar section, being a Presidents Choice brand store, a selection of the PC organics offerings was also found throughout the store. Mid-range Store A mid-range store is one that offers more selection in product offerings. It offers brand name products that suggest higher performance or quality purchases. Mid-range stores generally have a fairly large organic section, health food section or specialty section within the store where organic items, low-toxin cleaners, and other green products can be found. The mid-range grocers included Loblaws and Zehrs, which had a wider selection of local organic items and much larger health food sections than No Frills or Price Chopper. Specialty Store A specialty store is a grocer at which the majority of the product offerings by default are local, organic and low-toxin. Fiesta Farms is Torontos largest independent grocer and offers five varieties of organic and low-toxin products for every low cost brand name product in the store.
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Shopper Shadow Events Map

Figure 1: Map of stores used in shopper shadowing
Grocery stores used in the study were determined by what stores participants already frequented. The researcher attempted to recruit
Chapter 3: Shopper Shadow
Our sampling frame included criteria-based recruitment. We included participants whose values aligned with the 'green' movement. Participants were divided into two main groups based on self-reported values and professional interest. One group was considered 'active', in that they were more likely to be motivated by green factors than cost. The criteria for this group included self-reported attitudes and career choices (those who worked in environmental management). The other group was considered 'concerned', meaning they valued being 'green' but that their choices were constrained more often by the cost of the product or other factors such as health, performance or favourite brands. Three participants were recruited as 'Active' Cares about the environment and already makes adjustments in everyday life to help minimize personal negative impact. Three participants were recruited as 'Concerned (and hesitant)' Would make changes in everyday life routines but is not certain about the veracity of claims (fear of greenwashing1) or about real-impact to environment. Would engage more if issues were clearer. After reviewing our data we found that our sampling of self- reported concerned versus active participants showed some distinctions. The stated values or profession (ie. works in environmental sector) of some of the participants did not coincide with the behaviour in terms of product purchasing and store choice. In some cases their stated values did not always correspond to expected behaviour. This will be discussed further in the model section. This was a very challenging process because each participant often embodied competing and contradictory behaviours. For example, a shopper who chose a discount store, which has a limited selection of green products, also spent a lot of time
1 greenwashing - is 'the act of misleading consumers regarding the environmental practices of a 31
choosing soap, looking at ingredients making sure that they were low in toxins before purchasing. Or a self-reported unconcerned shopper spent a long time in the organic section of the store finding gluten-free items because of dietary restrictions. Shown below is the general demographic make up of participants chosen to be part of the study. A secondary criterion for our study was to find enough participants to go to a discount, med- range and specialty store.
Research Participants
Attitude/ Profession
concerned concerned concerned active active active
Grocery Store
No Frills Loblaws Zehrs Market Fiesta Farms Loblaws Price Chopper
# of People Shopping For

1 1 2 3 2 2
Gender
F F F F M F
Ages
26 27 26 50 40 24
Figure 2: Table of Research Participants demographics
We were successful in finding enough willing participants to cover our initial selection of Attitude as 'concerned' or 'active'. Our secondary criterion of 'grocery store diversity', surprisingly was evenly spread between 'concerned' and 'active' groups. We didnt expect to find 'active' shoppers in discount stores, highlighting again differences between values and behaviour. Our selection criteria included getting as close as possible to an even split between participants that shop for themselves and those that shop with others in mind. Four of the six participants shop for others as well as themselves. However, the male of the
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group just started shopping for a partner and normally shops for himself. The self-shoppers skew to our 'concerned' group but we dont think it is representative of 'concerned' shoppers. We specifically decided to select more female participants than male participants in our study because the research literature reinforced the idea that females make most of the shopping decisions in households. Initially, we wanted to recruit at least one more male but found the behaviours exhibited contradicted some of the literature regarding gender shopping strategies. This will be discussed further in the discussion section. We did not select based on age, taking a convenience sample of participants from ages that ranged from 24 to 50. Our group skewed more to a life stage where participants might be developing careers and paying off student debts than owning homes. This may also explain why one of our 'active' participants chose a discount store as a shopping location.
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Modeling Method
Information gathered in each field study event was loaded into NVivo 9 ethnographic software. Video was annotated and coded to different strategies and needs for participants during the shopping trip. The research team revisited our two distinct sampled groups based on self-reported values and created a segmentation model of five shopping archetypes based on behavioural traits. The research teams analysis adopted a model created by research principal investigator Suzanne Stein, which had been used in a similar work as Discipline Lead for Experience Modeling, and Head of User Experience, London, Sapient. Using the data, the research team mapped out the universal steps associated with completing a grocery shopping trip process model, known here for our purposes as 'The Shoppers Journey'. Each of these steps in The Shoppers Journey was further broken down by listing as many of the possible needs that shoppers in general might be trying to fulfill at each stage of the journey. Many individuals have different needs or, alternately, have similar needs that present themselves with varying strengths. Looking at our data in this way allowed us to see distinct patterns and to start making generalizations and abstractions that would eventually help us form our behavioural segmentations. As mentioned above, participants often presented differing and competing behaviours within the same individual. After looking at the data, it seemed more relevant to create categories based on a combination of behavioural traits, rather
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than the original distinction of active and concerned. Each participant embodied competing behaviours; these were pieced out and reassembled to create persona archetypes. It turned out that, because of some similarity of behaviour between participants and because some individuals presented competing behaviours, only five personas were created, though six participants were used. The perspective provided through creating personas allows us to think holistically about the Shoppers Journey through the lens of behaviour and needs. This kind of overview is a best practice for the human-centered design process (Stickdorn and Schneider, 2012). Below is an example of the needs breakdown. We will look in detail at the 'The Shoppers Journey' and shopper archetypes in the next section.
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Results
The Shoppers Journey
As discussed above, The Shoppers Journey is a conceptual model developed by the research team to identify universal tasks involved in a grocery-shopping trip. Below is a chart that describes each stage of The Shoppers Journey; this type of model was adapted from an analysis model used in the private sector when Suzanne Stein was the Discipline Lead for Experience Modeling, and Head of User Experience, London, Sapient. The Journey was broken down into the following six main stages: 'Preparation to shop' involves all the activities that prepare a person for shopping, such as looking at maps, making lists, searching online for deals, etc.; 'Transportation to store' describes how far and by what mode a person is willing to travel to get items; 'In the store' describes the route the shopper takes to find items, what tools they use, how they make decisions, how much they pick up on cues within the store and on products; 'At checkout' involves what the shopper will pick up and/or put back while waiting in line, any loyalty cards for the store the shopper might have, coupons, and how closely shopper looks at their receipt afterwards; 'Transportation home' describes the distance and by what mode a shopper is willing to travel and if they travel to multiple stores; Finally, 'In the home' describes how shopping items are stored, and if there are any missing or duplicate items. See chart on following page:
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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
Chapter 3: Shopper S
Archetype Profiles
Based on our work to model the data, we developed five pro that align with distinct behaviours and resulting needs durin Shoppers Journey: The Quixter In-Store Explorer Easy Rider Pragmatic Progressive Conscious Connoisseur
The Quixter
The Quixter shops based on need. The Quixter is a reactive shopper, with little routine. Trips often occur more than once a week, when there is no food in the house or the Quixter is hungry. Proximity is key for the Quixter, and the closest store is king. This may include, when needed, buying from convenience stores, but is most often the closest grocery store. A precision shopper, isnt swayed by sales unless related to craving. Half an hour maximum is spent in store; the shopper tries to get out as quickly as possible. The Quixter prides themselves on finding the shortest line and coupons Figure 4: The Quixter's ethos is Need are not collected or used. If they dont have a car, purchases are adjusted on the fly based on what the Quixter can carry. In the home, they cook the meal immediately. There is a fairly high likelihood that items are missing, since shopping is triggered by immediate needs without thinking about future meals. In terms of green shopping behaviours, the activity of slowing down to review an eco-label or scanning a barcode for CSR rating is a highly unlikely behaviour; walking through a green shopping area might be more likely.
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In-store Explorer
For the In-Store Explorer shopping is a joy. They shop once a week on routine and choose the store based on favourite location. Preparation includes reading weekly the store flyer or newsletter. The In-Store explorer is willing to travel far for their favourite store and sets aside adequate time each week for shopping. In the store, they read the flyer, examine store-wide deals and form a weeks meal plan in-store based on best prices. The In- Store Explorer is a repeat customer and might know the cashier by name. They also collect and use coupons and loyalty cards to further reduce the overall price of purchases. Transportation home is usually the same as to the store, as this is rarely a serial shopping trip with multiple stops. Once at home, the freshest food is cooked first as a treat. In terms of green shopping Figure 5: The in-store explorer ethos is about Joy behaviours, the act of taking a closer look at an attractive new label or admiring a cool new package design are examples. Green and cheap is likely more of an appropriate consideration.
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Easy Rider
The shopping ethos of the Easy Rider is of nomadic freedom and choice. Generally, time is set aside once a week to run shopping errands. Lists are made on the same day as shopping. They know what they want and are not loyal to a specific store. They have a car, so different stores might be visited and investigated for specific deals or products. They are willing to travel to two or more locations in a day to complete their shopping trip, for example a bulk store and a regular grocer. A methodical shopper, not swayed by marketing noise, they follow their prepared
Figure 6: The Easy Rider's ethos is about Freedom
list closely, paying little attention to labels. They dislike shopping in stores because they view the design of grocery stores as a way of manipulating consumers into buying more. At the checkout line they will not have coupons or loyalty cards. Groceries go into a personal vehicle and another shopping trip may be added before heading home. As shopping is considered unpleasant, items are rarely forgotten as it is worthwhile to minimize the chance of having to make another shopping trip during the week. In terms of green shopping behaviours, research before entering the store might be more in order. Green labels and claims on packages are more likely to be seen with skepticism if noticed.
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The Pragmatic Progressive

The Pragmatic Progressive shops out of routine, is concerned for the environment but is skeptical of eco-friendly claims. They shop once a week and are organized list makers. The lists are made according to ingredients that would go well together in a couple of recipes for the week, not just for individual meals. They use the car to shop at the closest location with weekly jaunts to local farmers markets when in season. In-store quality brands are more important than bargains or no name brands, while at the farmers market freshness counts above all else. At the checkout, loyalty cards are used and receipts are checked closely. At home they may notice that items are missing and may pick items up during the week to supplement weekly shopping trips. In terms of green shopping behaviours, the act of slowing down to review an eco-label or scanning a barcode for CSR rating could occur if the shopper already believes in the rating system or brand.
Figure 7: The Pragmatic Progressive's ethos is about Routine
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The Conscious Connoisseur

The ethos of the Conscious Connoisseur is the belief that buying according to values will truly bring about positive market change. They are especially mindful of where they shop and what products they choose when they shop. As preparation, they identify local farmers markets or independent organic grocers. They own a vehicle. They are health conscious and eat a lot of fresh produce items (may be vegetarian). Personal research and ingredient lists are seen as most credible factors. They buy in bulk to lower packaging waste. At checkout, they may have a loyalty card but it is often incidental. At home, items are ogranized for long-term and short- term storage. In terms of green shopping behaviour, they are skeptical of environmental claims by most brand name labels and prefer to purchase items from smaller providers.
Figure 8: The Conscious Connoisseur's ethos revolves around Personal Values
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Discussion
The nature of the research required that our team recruit a small sample of participants and collect in-depth, detailed data. We began to see repetition in some of the participants needs and behaviours, which moved us to summarize the data into five distinct segmentations rather than six. We were also able to classify members of our team and our associates as belonging to one of the five groups, without any difficulty. Having many subjects in a small in-depth qualitative study is not needed to create personas that resonate to larger groups (IDEO, 2011). Though all archetypes are distinct, some similarities are striking. For example, the similarity between the Pragmatic Progressive and Conscious Connoisseur is that both will tend to use a car to pick up groceries and use farmers markets. However, the Conscious Connoisseur will tend to buy in bulk more and may travel further to find a grocer that fits the shoppers values. The three participants who most personified these two segmentations all owned vehicles and used them to complete shopping trips. However, the Easy Rider was created mostly from a fourth participant because of their strategy to shop serially on one specific day of the week, to be less loyal to a particular store and to seek out 'unbranded' low-cost items for purchase. Of particular note is that some of the behaviors of study participants challenge traditional notions of gender strategies for shopping. For example, the Quixter and Easy Rider segmentation contain traits that have been described in marketing and shopping literature as male. However, the participants that most exemplified these traits were female. For example, males are often described as conducting shorter visits (Underhill, 2011,
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p. 25), a trait the Quixter would pride themselves on; male shopping is conducted clinically - find the product on the list and then leave as quickly as possible - a trait also valued by the Easy Rider. Contradicting these claims, the male participant in our study personified the Pragmatic Progressive and Conscious Connoisseur the most in traits. In his case, items were viewed closely and evaluated based on price and ingredients, a trait often deemed more crucial to female shoppers (Underhill, 2011, p. 25). This finding might suggest that life stage might have more of an influence on shopping behaviour than gender, which contradicts the popular narrative that gender is a stronger indicator of shopping behaviour than all other categories. Though sample used in our study is small, the approach to collecting and recording information provides a new lens for evaluating behavior which goes beyond the popular narrative that often accompanies self-reported surveys or intercept interviews. This may be a sign that gender roles in consumer shopping of grocery and household purchases are changing, as observed by Dholakia (1999). Dholakia found in a large scale survey of both men and women that, although household shopping is still a gender-specific activity in shared households, men are increasingly playing a more significant role in grocery shopping (Dholakia, 1999). It is still important to note that there is strong evidence suggesting that women make many of the household- level purchasing decisions (Bakewell & Mitchell, 2003; Grundey, 2008; McCracken, 2001; Pioch, Gerhard, Fernie, & Arnold, 2008). Some studies go as far as to suggest that women account for as much as 80% of household purchasing decisions (Grundey, 2008; McCracken, 2001). Thus, further research will need to be conducted according to our method, with a larger sample, to confirm or deny the shift in shopping strategies identified as male or female.
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Conclusion
As a research team we believe these archetypes could be very useful in service, product and environmental design for shopping in a more environmentally responsible manner. As a next step we will gather experts together to brainstorm possible interventions based on these archetypes and the need for more climate friendly shopping. Climate friendly shopping entails purchasing groceries that have a low carbon impact and thus contribute significantly less to global warming. Carbon impact is the amount of emissions that a particular product releases into the atmosphere that contribute to global warming over its complete life cycle from resource extraction to delivery at the store. The various reported aspirations, tools and barriers associated with climate friendly shopping are discussed in Rose, 2011a and Rose, 2011b in the document package. By leveraging our new understanding of the archetypal needs of shoppers at different stages within a shopping trip, we can filter the insights from other research about current interventions aimed at guiding consumers towards more ecologically responsible purchases. Furthermore, we can combine our recent insights with the established literature, which discusses barriers towards environmentally friendly shopping, and hopefully work to reduce these barriers so that climate friendly choices are available to the widest possible range of consumers.
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Citations
Bakewell, C., & Mitchell, V.-W. (2003). Generation Y female consumer decision making styles. International Journal of Retail & Distribution Management, 31(2), 95-106. Burst Media. (2008). Consumers Perception of 'Green' Advertising. Retrieved from http://www.burstmedia.com/pdfs/research/2008_04_01.pdf Burst Media. (2010). Consumers Willing to Spend More Green to Go 'Green.' Burst Media. Retrieved from http://www.burstmedia.com/pdfs/research/2010_01_01.pdf Clifford, S., & Martin, A. (2011, Winter). As Consumers Cut Spending, 'Green' Products Lose Allure. NYTimes.com, p. 2. Communispace & Continuum. (2009). Colourblind and Communispace. Retrieved from http://www.communispace.com/research/MacroTrends.aspx Devinney, T., Auger, P., & Eckhardt, G. (2011, February 22). Values vs. Value. strategy + business, (62). Retrieved from http://www.strategy-business.com/article/11103?pg=all Dholakia, R. R. (1999). Going shopping: key determinants of shopping behaviors and motivations. International Journal of Retail & Distribution Management, 27(4), 154-165. doi:10.1108/09590559910268499 Eurobarometer. (2009). Europeans attitudes towards the issue of sustainable consumption and production. Retrieved from http://ec.europa.eu/public_opinion/flash/fl_256_en.pdf
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Grocery Manufactures Association, & Deloitte. (2009). Finding the green in todays shoppers sustainability trends and new shopper insights (p. 25). Retrieved from http://www.gmaonline.org/news- events/newsroom/more-than-half-of-shoppers-consider-product- sustainability-attributes-in-pu/ Grundey, D. (2008). COMPETING FOR THE MARKET OF WOMEN- CONSUMERS (p. 70). Vilnius University. Retrieved from http://mikro.univ.szczecin.pl/bp/pdf/95/3.pdf IDEO. (2011). Human Centred Design ToolKit (2nd ed.). McCracken, M. (2001). Women & The Economy - Women as Consumers. UNPAC Project Site, . Retrieved April 27, 2011, from http://www.unpac.ca/economy/consumers.html McDonald, S. (2005). Studying actions in context: A qualitative shadowing method for organizational research. Qualitative Research, 5(4), 455-473. Pioch, E., Gerhard, U., Fernie, J., & Arnold, S. (2008). Consumer acceptance and marketsuccess: Wal-Mart in the UKand Germany. International Journal of Retail & Distribution Management, 37(3), 205-225. Stickdorn, M. & Schneider, J., 2012. This Is Service Design Thinking: Basics, Tools, Cases, John Wiley and Sons. Underhill, P. (2011). What Women Want: The Science of Female Shopping. Simon & Schuster. Ylirisku, S., & Buur, J. (2007). Designing with video: focusing the user-centred design process. Springer.
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Chapter 4: Workshops
CHAPTER 4:
WORKSHOPS

Introduction
To date, most attempts aimed at inspiring consumers to buy carbon friendly products have fallen short. To encourage more innovative thinking around this issue the research team organized two participatory design workshops.
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To date, most attempts aimed at inspiring consumers to buy carbon friendly products have fallen short. To encourage more innovative thinking around this issue the research team organized two participatory design workshops. Our research question for these workshop was: How can we create an empowering experience for shoppers to choose climate friendly products? The workshops were grounded in our academic and market research and the first-hand insights gained from shopper shadowing. We invited a group of individuals from a variety of backgrounds to help us brainstorm creative solutions.
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The Workshops
In August 2011 we held two participatory design workshops. Each workshop was four hours long. Eight participants attended the first workshop and six attended the second. The workshops were a combination of presentation, breakout group brainstorming, and critique. Both workshop formats were the same but the brainstorm exercises had a different focus each time. This is discussed in the Workshop Exercises section below.
Workshop Leaders
The workshop leaders were Peter Rose and Shahid Quadri. Digital Futures Initiative Associate Professor Suzanne Stein provided guidance. Peter Rose is the Principal Investigating Student for this workshop. He has a background in strategic foresight and innovation as well as ecology. For his thesis he is studying the future of carbon information in retail settings. Shahid Quadri is a freelancer interactive designer with 12 years experience. Among other industries, he has worked in advertising, music, and documentary film. He has been both a designer for and a participant in two NBC Universal/Canadian Film Centre brainstorm workshops that brought together new media professionals with film professionals. Suzanne Stein is a Foresight Analyst, Mentor, and Educator. She comes to OCAD University from SMARTlab in the UK where she
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was Deputy Director and Principal Research Fellow in Technology Futures. She also works with the CFC Media Lab where she holds a Faculty post. She was formerly a member of Nokias Insight & Foresight group, which studied emerging trends and identified new business opportunities created by disruptive technological and market developments. She was also Discipline Lead for Experience Modeling, and Head of User Experience at the London branch of Sapient.
Workshop Participants
Workshop participants brought a diverse spectrum of expertise relevant to our project. All participants were shoppers which was key but in addition the group included experts in foresiting, dialogic design, graphic design, human-centered design, interactive art, and carbon measurement software development. The workshop was sponsored by a Federal Development Grant and hosted by OCAD University.
Workshop Goals
1. To generate at least 20 ideas that relate to our insights regarding carbon friendly shopping. 2. To have three to five solid ideas that could be developed further.
Workshop Format
Below is a chart of the workshop breakdown. Further explanation follows.
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Gender
Settling in Introductions Background Briefing Group Exercise 1: First Workshop: Research Precedents Second Workshop: Research Trends Insights and opportunities Ground Rules/Archetypes/Shoppers Journey Objectives Group Exercise 2: Brainstorm Activity Critique TOTAL TIME Figure 9: Table of Workshop Schedule
Time
15 min 10 min 20 min 45 min
15 min 15 min 60 min 60 min 4 hours
Introductions Each of the two workshops started with a quick introduction to the research team/workshop leaders, the scale and scope of the study and the main design question: How can we create an empowering experience for shoppers to choose climate friendly products?. Exercise 1: Existing Landscape Workshop leaders then briefed participants on the current landscape of trends, products, services and technologies relating to climate friendly shopping - discussed briefly in the Existing Precedents section and gone over in detail in Chapter Two: Background of this research report. Participants were paired off and given instruction to inspect some of the precedents drivers. The purpose of this exercise was to serve both as an icebreaker and a way to deepen participants understanding of what kind of tools and services are currently available to shoppers.
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After the exercise each team reported their findings and reflections to the group. Exercise 2: Brainstorming Next, the participants were briefed on The Shoppers Journey, the Archetypes, and the Insights/Areas of Opportunity (discussed below). They were then given directions for the main brainstorm activity, ground rules for brainstorming, and paired-off again. For the first half of the brainstorm activity they were asked to generate as many ideas as possible. For the second half of the group session, leaders suggested they choose three ideas to flesh out - one feasible, one favourite, and one far-out there. Critique The groups then presented their three ideas to the group for critique. The group used the Edward Debono six hats critiquing method (De Bono, 2008). We used a combination that purports to bring about the most innovative thinking (De Bono, 2008). When people wear the yellow hat, they talk about an ideas strengths; the black hat is for the obstacles, challenges, problems with the idea; the green hat is for expanding and adding to the idea (De Bono, 2008). Using this method allowed for a constructive critique of ideas and ended with improved expanded outputs.
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Workshop Exercises
Existing Drivers and Influence
We prepared participants for the first workshop by showing them the wide array of existing services and potential influences for carbon friendly shopping - the ecosystem of products, services, groups and metrics. Some of the precedents had obvious connections to our design challenge, such as: existing carbon labeling initiatives, existing carbon impact software tools, industry trends in carbon measurement, etc. Other precedents were less direct but still clearly connected, such as: socially conscious shopping tools, incentive programs, recipe books, etc. Finally some precedents were more general but worth examining in the context of our design challenge, such as: new technology, new mediums of marketing, etc. Below is a sampling of some of the present day drivers we used in our workshop:
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Figure 10: Examples of precedents
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Archetypes and Shoppers Journey

For the brainstorming exercise, each group was assigned an Archetype. When brainstorming ideas groups were asked to cater to their assigned archetype; whether the ideas related to the drivers they chose was not as important. On the next page is a chart summarizing the Archetype information that each group used:
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Shoppers Journey Shopping Preparation Quixter {Need}
A reactive shopper, has no routine, shops based on lack of food in house or hunger
In-Store Explorer {Joy}

Shops once a week, chooses store based on favourite location, reads weekly store flyers/newsletters
Easy Rider {Freedom}

Shops once a week, list made same day as shopping, they know what they want, not loyal to a store
The Pragmatic Progressive {Routine}

Shops once a week, organized list maker, list made according to ingredients that would go well together in a couple of recipes for the week, not individual recipes Has a car but shops at closest location and/or farmers market in summer 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 Loyalty card
Conscious Connoisseur {Values}

Shops once a week, Has a set number of fresh staples that they purchase at a farmers market or nearby grocer every week, and brings own bags. Loyal to store that shares his/her values Has own vehicle
Transport
In the Store
Looks for the nearest store within walking or biking distance, ends up shopping at said store based on proximity Generally a precision shopper, isnt swayed by sales unless related to a needed item, half hour maximum spent in store, tries to get out as quickly as possible
Willing to travel a fair distance by car or public transit to get to favourite store Reads flyer, examines store-wide deals and begins forming the weeks meal plan instore, price is important
Has a car so location is not a factor in choice of store
A methodical shopper, not swayed by marketing noise, follows list closely, pays little attention to labels, hopping, doesn't like the manipulation of brands Neither has nor wants a loyalty plan
Health conscious, eats a lot of fresh produce items (may be vegetarian), very skeptical of brands and product claims, relies on personal research, reads ingredients thoroughly, buys bulk
At the Checkout
Transport Home
In Home
Prides him/herself on finding shortest, quickest line, may use loyalty card, no time for coupons! If they dont have a car, purchases adjusted on the fly based on what he/she can carry In the home cooks meals immediately, moderate to high likelihood of discovering items are forgotten since shopping triggered by immediate needs without thought about future
Has coupons and loyalty card, seeks out familiar cashier Same as transport to the store
May have loyalty card but this is less of an incentive and more incidental Same as transport to the store
May go to multiple stores before returning home As shopping is considered unpleasant it is worthwhile to minimize the chance of having to make another shopping trip during the week
Same as transport to the store
Unpacks items, might cook favourite find that evening
May pick items up during the week to supplement weekly shopping trips
Organizes/prepares long term storage items
Figure 11: Table of Shopper's Journey cross-referenced with Archetypes' needs
Differences Between Workshops

In the first workshop, each group chose one of the following four archetypes: Pragmatic Progressive, In-Store Explorer, Conscious Connoisseur and Easy Rider. The group brainstormed ideas tailored to their archetype and used existing precedents as creative prompts and inspiration. In the second workshop, we focused the groups on three of five archetypes, including the one that were left out of the first workshop: the Quixter. The Easy Rider and Conscious Connoisseur were examined again in the new context. On this night we prepared the group by looking at future trends. The areas we thought salient were: New Currencies: Signals include currencies that are based on the cost of carbon emissions such as the Ven dollar2, Energy currency3, and the Boya4. Push Pull shopping: Signals include apps and services that send receive information to shoppers based on real-time shopping behavior (both augmented and real world actions) such as Layar5, Foursquare6, Latitude7 Humanizing Companies: Signals include attempts by large corporations to reveal the individual employees mark on each product, such as Dole Banana Tracker8, The Tale of Things9, Social Media Engagement10
2 www.hubculture.com/groups/dev/projects/1046/wiki/ 3 www.theperfectcurrency.org 4 ccmag.net/maia-maia-boya-emissions-nelson 5 www.layar.com 6 foursquare.com 7 www.google.com/mobile/latitude 8 www.doleorganic.com 9 fields.eca.ac.uk/totem 59
Omni-loyalty: Signals include rewards programs that span beyond a single brand or store and actively apply rewards to customers as they simply walk-in to store, such as: ShopKick11, WeReward12 and LoyalBlocks13
10 www.pammarketingnut.com/2011/12/walgreens-case-study-humanizing-social- business/# 11 www.shopkick.com 12 wereward.com 13 www.loyalblocks.com 60
Strategic Insights
If we had to simplify what we learned down to one key insight it would be this: carbon emission information is too abstract. What we saw again and again - in our research and others, in an existing initiative like the Carbon Trust product label (Upham, Dendler, & Bleda, 2011), or in our shopper shadowing - was that people were not moved by quantitative carbon emission information intellectually or emotionally. Showing people a carbon emissions measurement, no matter how clearly, cleverly and seamlessly integrated into a Shoppers Journey, isnt enough. Carbon emission information is abstract in two ways. Firstly, the actual measurement is abstract. For example, 240 grams of CO2 is meaningless to most people. Few understand if 240 grams of CO2 is intrinsically good or bad, only that it is worse or better than another product. However, even the degree to which it is worse or better in real-world terms is not immediately grasped. Secondly, carbon emission information is abstract in that it has less of an emotional resonance than other label information. For example things like ingredients - sugar, sodium, MSG, etc. - relate to a persons health and well-being. This can have direct emotional resonance on many levels, from being concerned about ones appearance to being concerned about heart failure. By comparison 240 grams of salt has a lot more immediate, readily translatable effect on people than 240 grams of CO2.
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Another example of product information with strong resonance is organic labeling. Certainly, organic labeling relates to the environment, similar to carbon labeling. However, it also relates to health and ingesting toxins as well as polluting the environment and, in the case of animal products, it relates to animal welfare. This information has an intrinsic value that is easy to correlate with a persons own values. So, in the case of ingredients and organic labeling, knowledge is power. A consumers relationship to this information is often direct and visceral; they feel good about themselves when they act on it because what that choice affects is not abstract. It positively affects them or possibly an animal life. Thus it is easier to mentally sort and assign a value to health or organic information in relation to all the criteria a consumer cognitively juggles in the Shoppers Journey: price, brand, company, social responsibility, health, taste, packaging aesthetics, expiry date, competing products, etc. Our research showed us that carbon labeling differed in that it fell more into the category of cognitive overload. It was more likely to make people feel confused, indifferent, or guilty rather than good about themselves. For this reason we highlighted three key insights/areas of opportunity in the workshop. We asked participants to keep these in mind when they were brainstorming. The insights were: 1. How might we engage climate friendly shoppers? o How might we make this experience fun? 2. How might we best support individual decision-making where there is more than one factor? 3. How might we incentivize climate friendly purchases?
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Citations
De Bono, E. (2008). Six Thinking Hats. Penguin Group. Upham, P., Dendler, L., & Bleda, M. (2011). Carbon labelling of grocery products: public perceptions and potential missions reductions. Journal of Cleaner Production, 19, 348-355. Vanclay, J., Shortiss, J., Aulsebrook, S., & Gillespie, A. (2011). Customer response to carbon labelling of groceries. Journal of Consumer Policy: Special issue on Putting Sustainable Consumption into Practice, 16.
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Chapter 5: Idea Evaluation Process
CHAPTER 5:
IDEA EVALUATION PROCESS

The ideas we explore are best viewed as pathways to intervention. That is, they explore ways of integrating into the existing Shoppers Journey. This is in contrast to ideas that require a shopper to adopt a novel behaviour, such as scanning products with a mobile device to retrieve information about a products carbon footprint.
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The ideas we explore are best viewed as pathways to intervention. That is, they explore ways of integrating into the existing Shoppers Journey. This is in contrast to ideas that require a shopper to adopt a novel behavior, such as scanning products with a mobile device to retrieve information about a products carbon footprint. We assessed ideas based on their effectiveness in helping a shopper align values with existing behaviour. Our evaluation criteria reflect this.
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The Criteria Explained

The ideas generated at the workshop were evaluated against a set of criteria. These criteria helped us evaluate the success potential of each idea relative to our objectives. Assessing ideas happened in two distinct stages. The first stage matched the idea with Archetype needs. This allowed us to begin scrutinizing ideas in a uniform framework built around the Human-Centered Design model. The second stage looked at the idea in relation to a further set of criteria. These criteria are laid out in our Idea Assessment Table. Our approach to Archetype Needs and The Idea Assessment Table are explained below:
Archetype Needs
At each stage of the Shoppers Journey an archetype has certain needs. Sometimes a need is specific only to that archetype, while other times a given need might span several or even all the archetypes. An archetypes needs were contrasted systematically against each idea. This gave us an overall idea of how relevant an idea was to an archetype or multiple archetypes. If an idea aligned with many needs, this gave us a general sense of the potential impact of an idea. The following image shows our process:
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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.
Chapter 5: idea Evaluation P
Ranking the success potential of an idea based on amount o needs met wasnt enough to accurately assess the idea. For example an idea might meet a lot of needs for multiple archetypes, but ultimately the idea might be unfeasible, unv or the carbon-friendly shopping component might be too peripheral to an idea that was otherwise strong.
Archetypes needs were also ranked in terms of strength. Fo example, an idea might be built around a need such as: Nee make lists. Most archetypes had that need in their profile, b a number of them it was weak meaning it was not the kind o behaviour they would invest too much energy in. Thus an id that might demand a slight adjustment of how an archetype and modified lists would be less likely to succeed with an archetype who had Needs to make lists as a weak need.
Idea Assessment Table
Each of the criteria appears as a column in our Idea Assessm Table below. The first two columns in the table, Idea Name Idea Description, are self-evident. However, the other colu need further explanation: Relevance to C.F.S. (Carbon Friendly Shopping)
In some cases ideas had substantial relevance to the Shoppe Journey but carbon friendly shopping was one step removed the idea. For example the idea could be high on desirability feasibility however encouraging people to shop for carbon friendly products was only a component of the overall idea, core purpose. Since its core purpose - however strong the su potential may be - might have more to do with adding value Shoppers Journey in general, it would be less likely to be ad specifically for our purposes and would receive a low rankin the Relevance to C.F.S column. Ideas are ranked as either h medium, or low.
Chapter 5: idea Evaluation Process
Desirability Desirability assesses how desirable this idea is to each archetype, based on our human-centered design approach. This is where the needs from each archetype were tallied for the idea individually and a general rating of highly desirable, medium desirability, low desirable or no desire was associated with the idea specific to the archetype. Feasibility Feasibility assesses the idea (high, medium, low) in terms technology and knowledge generation required to realize the idea. If the technology is existing or easy to build then the idea has higher feasibility. Viability Viability assesses the idea (high, medium, low) in terms of industry and market realities. Industry realities refers to the potential for success based on things like industry standards being in place. Market realities refers to things like profit potential and existing cultural trends. An idea could be high on desirability and feasibility but might lack profitability, thus rendering it unviable. Insights This column refers to the degree (high, medium, low) to which the idea addresses our key insights. The insights are: 1. How might we engage climate friendly shoppers? o How might we make this experience fun? 2. How might we best support individual decision-making where there is more than one factor? 3. How might we incentivize climate friendly purchases?
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Assumptions This column is where we table our assumptions about the idea, the market, the industry and technology. The Shoppers Journey (S.J) This column designates which stage or stages in the Shoppers Journey the idea most adheres to. This column uses the following shorthand: 1 = Preparing to Shop 2 = Transport to Store 3 = In Store 4 = At Checkout 5 = Transport Home 6 = In Home
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Description of three idea sketch-ups

Through our converging methodology we have outlined three possible pathways to intervention that perform well for many archetypes and also cover many of the insights we gained conducting secondary research. Our approach to describing the three highlighted pathways to intervention was to discuss the intervention in more detail and also to explain how it might work as a behavioural change intervention. In order explain the behavioral change aspects of the intervention, we used a framework checklist developed by the UK Cabinet Office which outlines nine behavioral theory components that, if used, create powerful behavioural change programs (Institute for Government, 2010). The UK Cabinet Office uses the acronym MINDSPACE as a quick memory cue to remember each behavioural theory principle (See Figure 13). Logistically, not every idea will cover all nine principals but we made sure that our three sketch-up interventions covered at least five of the nine principles. See below for a quick description of each principle:
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Mindspace
Principle Messenger Incentives Norms Defaults Salience Priming Affect Commitments Ego Description
We are heavily influenced by who communicates information. Our responses to incentives are shaped by predictable mental shortcuts, such as strongly avoiding losses. We are strongly influenced by what others do. We go with the flow of pre-set options. Our attention is drawn to what is novel and seems relevant to us. Our acts are often influenced by sub-conscious cues. Our emotional associations can powerfully shape our actions. We seek to be consistent with our public promises and reciprocate acts. 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
Behavioural theory descriptions taken directly from the document drafted by UK Institute for Government in 2010 (Institute for Government, 2010). Further foundational reading include: McGreever, K, 2009; Sunstein, 2011 and Sunstein & Thaler, 2003.
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Description of Interventions
Impact Labels
Impact Labels are an end-point story-based adaptation of the current prototypes being drafted by the Sustainability Consortium and already employed by the Zerofootprint gauge. The core of the idea is to re-skin an average gauge-style label to tell a story associated with a character impacted by climate change. Shoppers would view labels within the grocery store as they view the shelf prices of various products, similar to current HowGood labels (for more of an explanation see Background, Chapter 2). The label would still provide a rating to the customer but would add extra emotional connection, assuming that people will want to shop for products that enable the character to thrive. As shown in the preceding table of Shopper Archetypes, we think this intervention is best suited for Pragmatic Progressives and In- store Explorers, with a medium impact on Quixters and Conscious Connoisseurs, and little to no impact on Easy Riders. It works well with Pragmatic Progressives and In-store Explorers because of the new and playful aspect to the label and because it provides a quick, easily digestible, salient shopping experience. The label comes with a few assumptions that should be discussed. In a normal scenario, the impact label would be developed after the store hires a consultant to conduct carbon life-cycle assessments of products; the next stage would be developing the creative display of the gauge using the impact label concept. Below is a sketch-up of a typical impact label and how it aligns with the behavioural principles that compose MINDSPACE.
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Messenger: As described in our description of MINDSPACE (Figure 13) the messenger of the behavioral intervention can powerfully validate the overall message; in this case, those who are directly impacted by the carbon emissions due to carbon intense consumption and production. In the example of impact labels it is penguins, however it could also include farmers, polar bears, and many other characters adversely affected by the effects of climate change. This is why we see the Pragmatic Progressives and In-Store Explorers being groups that would gravitate most to this intervention. They are more likely to be influenced by compelling stories. Incentive: This particular intervention gives no tangible incentive. It would be up to each store if they wanted to provide a discount to shoppers who purchase products that have a low impact on the impact label gauge. Norm: A norm may develop around purchasing top-rated items in the store. This descriptive norm would only be drawn out after the affect label was tested store-wide in a pilot location. There is an opportunity to make sure the label has an injunctive norm; for example, in the sketch-up below, if the label displayed penguins it would have a tag line that read be one of the many shoppers that keep Penguins afloat!. This line suggests that others are already choosing products that perform well and creates a norm for shoppers to follow. Salience: Especially for the Pragmatic Progressive and the In- Store Explorer, the label cleverly attempts to convey concise relevant information in a novel way. It adds to the overall in-store experience for these shoppers. The information is novel and relevant to the Conscious Connoisseur; however, they might demand more in-depth information then the other two archetypes. The Quixter, if they notice the label, might take a second glance at it because the engaging new way the
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information is displayed. Priming: Many shoppers will come to the store with vague ideas of what climate change is and means. This impact label reminds them of the impacts of their purchases and provides a quick cue for comparison of different products. In this way, the label demystifies the impacts of their purchases and makes it easier, cognitively, to choose between similar products. Affect: If the shoppers take the time to view the label they will see a story unfolding. If the product performs poorly, by purchasing the product they are making a decision to prevent the character from thriving. If the shopper purchases an alternative product that performs well, they are enabling the character to thrive. If the shopper is emotionally invested in the outcome of the character, they will have second thoughts about purchasing poorly performing products. Commitment: This particular intervention does not actually require shoppers to publicly commit to a course of action. However, if the label was to be marketed via Facebook, Twitter or a pledge on the store wall, the store could have shoppers publicly pledge to help keep penguins afloat by lowering their personal carbon footprint. Ego: This particular aspect can be reinforced at the checkout by participating stores. Check out clerks can provide praise when a shopper buys products that mostly perform well according to the label. Furthermore, if kids are present the theme can be tied in to their experience: Your Mom made sure the penguins are staying afloat! Thank You!
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Figure 14: Low Carbon Emission State on Impact Labels themed to the Climate Impact of Penguins
All levels relate to the Carbon Footprint of the product in relation to other products in the product category. Low: Has happy penguins playing without melting ice cover; Medium: Penguins area of ice cover is decreased and there are fewer penguins (Ice cover affects krill population, a major source of food for penguins): High, Little to no ice cover, penguins are struggling to stay afloat.

Figure 15: Medium Carbon Emission State on Impact Labels themed to the Climate Impact of Penguins
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Figure 16: High Carbon Emission State on Impact Labels themed to the Climate Impact of Penguins
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In Summary, the Impact Label intervention provides affective and engaging way to display the climate friendliness of products to influence shoppers to make better decisions. The label on its own directly hits five out of nine of the behavioural theory principles: Affect, Priming, Messenger, Salience and Norm. With small adjustments, Ego and Commitment could be added to a general marketing campaign for the label. If the store is really enthusiastic about the label, they might be willing to add an incentive, especially during the initial launch. For example, they might provide sales for all high performing products within the store. We think this label will perform reasonably well for most archetypes except the Easy Rider, who is very skeptical of any branding attempts on products including product performance labels.
Carbon Budget
The Carbon Budget is a service that provides carbon budgets for household purchases in the same place where one would create spending budgets for personal financing. For example, the Mint.com is online site that allows users to connect all banking and credit card accounts to create monthly spending budgets. The Carbon Budget would be an extra layer to this service with two added features already available in the marketplace. At its core, it creates monthly carbon consumption budgets with default suggestion budgets such as the average monthly carbon consumption of a world citizen or the average monthly consumption of a North American in 1990 (Kyoto Standard). The second feature is integrating the personal shopping information that grocery stores such as Target and others collect about their shoppers into their carbon budget account. It is already known that these stores are able to track and connect individual purchases by shoppers, connect their credit or debit card to a guest ID (see Duhigg, 2012). The Carbon Budget would have stores, such as Presidents Choice, offer shoppers an opt-in service that would track individual product purchases and connect
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that information to the Carbon Budget. Therefore, shoppers would be able to see the individual items in a grocery transaction rather than lump sums. If the store is unwilling to have comprehensive carbon life-cycle assessments done for each product, ball parked estimations could be made similar to what The Sustainability Consortium is doing with Input Output life-cycle assessment (see Cox 2011). Understanding what an individuals monthly spending is on ice cream is a benefit in its own right. A powerful added value is to create a monthly budget correlated to carbon. Furthermore, if users chose a particular budget one month and over shoot, then the service could provide simple product alternatives for the next month that would bring carbon consumption within budget. The 100 Mile Diet, The Vegan Diet, The Omnivores Organic Diet could all be possible standards upon which to base recommendations. This service is more geared toward the preparation to shop and at home portions of a Shoppers Journey. However, like the Mint.com, one would be able to access budget information anywhere online from a smart device or on a home personal computer. We see this service as being particularly geared to Conscious Connoisseurs, who struggle to shop according to their values. We also see this as performing well for Pragmatic Progressives, Easy Riders and In-Store Explorers, who are interested in knowing what they spend on unhealthy or discretionary foods at grocery stores. Even though the carbon element may not be a priority for these shoppers, a free service that breaks down spending and suggest ways to stay in budget is likely very useful. We assume that the Quixter would likely not use this service as it might require initializing the service and setting up the account, a time requirement that goes against the archetype. A few assumptions come with this service; one is that shoppers will opt-in to giving up shopping information for better recommendations. This is a pretty strong assumption; however, since stores already collect this information but dont reveal to shoppers the trends they are able to see, this innovation would allow for more transparency in consumer data collection. Secondly, the service assumes that stores and personal finance
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sites would work together to create individualized budgets for shoppers. This might be tricky, more in terms of coordination than logistics. Finally, this service assumes that stores would be willing to have products rated according to global warming potential, similar to the Open IO project created by the Sustainability Consortium than go deeper with the green house gas protocol product level carbon life-cycle assessment framework. Open IO framework is definitely feasible as it quickly gives carbon dioxide information for category level consumption, based on yearly industry performance. A CO2 equivalent weight in kilograms is given per dollar. This information can be adapted to reflect Canadian industry and the product level bricks that encompass the input/output model of life-cycle assessment. This service touches on a number of the behavioral theory principles from MINDSPACE at its core and, with some alteration, could touch on all principles. Messenger: In this service the Carbon Budget service is the messenger. Since this is a new service, the CEO might want to invest in a spokesperson that has celebrity recognition in environmental matters or to combine forces with a known and trusted brand such as Mint.com. Incentive: At its core, there is no tangible incentive. With a small adjustment, participating stores could provide coupons and deals for shoppers that have maintained their carbon budget. Furthermore, the coupons could be geared towards the recommended items that would keep the shopper in their budget the following month. Norm: The service needs to be very careful of how norms are dealt with. Behavioural theory suggests that showing that you are under-performing to a norm of the average user of the service motivates people to improve. However, revealing that an individual is way above the norm of user activity can actually nudge the user to slip in performance. Thus, showing an
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aggregated average of how other shoppers are performing should only occur if the user is under performing; if they are doing well, they should be recognized but should not know by how much they are over achieving from the norm. Default: By default the service essence should nudge shoppers towards the best possible carbon budget. More research is required as to whether the average world citizen's carbon impact is feasible or better than maintaining the carbon budget of a shopper from before 1990s (Kyoto) or even perhaps the carbon budget of people during the rationing days of the Second World War. Salience: Two of the main criticisms of in-store carbon labels are that the quantitative number does not provide a goal for shoppers to aspire to reduce carbon impacts and that it doesnt take into account the overall shopping history of the individual as to ascertain what their relevant impact is. This service attempts to address these issues by providing shoppers a new useful tool that provides a shopping budget goal, and tracks in real-time the carbon impact of collective purchases. Priming: Priming is a core part of this behavioural change service. If people know what their impact was for the previous month before they shop and are given recommendations to what type of products will keep them in their budget this time, then the shopper enters the store primed to make more climate friendly purchases. Affect: The core effect of this service is a sense of empowerment and agency. Shoppers will be able to see the long-tail of the purchases they make and can make conscious choices to improve their habits within the climate friendly framework. With small adjustments, extra overt affect techniques could be employed, for example the gauge of how youre doing in your budget could use the above Infotainment Labels (a possible advertising opportunity
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to fund the service). Another option would be to match the carbon budget of an actual person in a low-income country and to receive updates on their progress. In this way, the service would offer a human emotional connection to progress being made at stores. Commitment: The service subtly nudges shoppers to make a private commitment to abide by a low carbon budget. However, behavioural theory suggests public commitments have greater strength. Providing users the option of posting their carbon budget to social media platforms such as Twitter, Facebook and Google+ adds an extra level of commitment. If the service highly recommends that budgets are posted to Facebook by default then this can be a big motivator for shoppers to be more accountable in their commitments. Ego: Ego is a significant part of this behavioral change service. It is essential that shoppers purchasing within their carbon budget receive positive feedback. This can include a congratulations message at the end of the month, the change in the colour of their budget gauge or keep up the good work statement. This service will conduct these tasks automatically and even without an email or overt recognition planned, users will still be able to see at the end of the month if they met their target or not. Meeting a goal after a period of time directly boosts an individuals ego. In summary, the Carbon Budget intervention provides a empowering and revealing way to display how climate friendly shoppers are behaving over time. The budget on its own directly hits six out of nine of the behavioural theory principles: Salience, Priming, Ego, Affect, Default and Commitment. With small but careful adjustments, the intervention could add Norms to the service. If the store is really enthusiastic about the budget they might be willing to add an incentive, especially during the initial launch; for example, they might provide sales for all high
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performing products within the store. Furthermore, in the initial push for the intervention there a high profile messenger would be required to borrow credibility for the tool. We think this label will perform reasonably well for most archetypes except the Quixter, who would likely not take the time to initialize an account or, if they did, would not look at the budget before heading out to shop.
The carbon budget can be viewed when you view financial budgets
Figure 17: Example of Carbon Budget in online budgeting application
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You can create your carbon budgets the same way you create your financial budgets
Figure 18: Creating a carbon budget
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You can select from a number of carbon budgets
Figure 19: Selecting a carbon budget
Your chosen budget displays along with other carbon budgets
Figure 20: Viewing a carbon budget
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Virtuous Store
The main objective of the Virtuous Store is to curate product selection within the store so that only climate friendly products are available to shoppers. In this way, shoppers are able to prioritize other factors such as health or social wellbeing of workers with a smaller cognitive strain. It is a full shopping experience where the store and services reflect the low carbon items being sold shown on the shelves, with services and store design that aid in habit forming behaviours which increase climate friendly shopping. The store itself would be located on a remediated brown field. The operations of the store would use the latest energy efficiency lighting and heating technology, ex. LED lights and geothermal heating and cooling. A partnership with Bullfrog Power would ensure all energy sources use renewable energy. The decision to go to the Virtuous Store would occur during shoppers preparation to shop but there would be many in-store service experiences that would engage shoppers to improve their climate friendly shopping habits. The Virtuous Store would be developed by an enigmatic founder with a strong vision. It would require a level of control over products, operational logistics and shopper experience that would make it difficult to partner with preexisting shopping locations. This concept assumes that there would be a large amount of starting capital to create a Virtuous Store. This might be offset by development stages that can be scaled up. Starting with a Virtuous Brand of products, a Virtuous Store Booth, a Virtuous Convenience store and concluding with a Virtuous Super Store. Either way, these developments would require a founder willing to invest much upfront capital in a new kind of store and brand experience. For the purpose of fleshing out the concept we will assume the finished state of a Virtuous Super Store when discussing the MINDSPACE principles in relation to the idea.
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Messenger: In this case, two main components would serve as the messenger for this store. One would be the transparent state-of-the art operations of the store which embody the values by which the products are selected and sold. This would hopefully create a credibility and earned media that would serve as a powerful messenger. Secondly, the messenger would be the founder of the store. By showing that the store is accountable to the founder, who has a grand vision this will add to strength of the message being broadcast. Incentive: The store would have two incentive concepts. One would be a loyalty program described as the Virtuous Halo. Shoppers would collect Halo points on products purchased within the store that could be redeemed for more groceries or carbon offsets. Double or triple points would be awarded to shoppers whose collected items created a carbon-low recipe which would rotate every month (100 mile diet, vegan diet, Omnivores Organic diet). These recipes would be located in the store with all the ingredients clustered together for easy access (See Appendix 1: Low Carbon Recipes). These two initiatives would further reinforce and incentivize best in-store low carbon products and return visits. Norm: Many surveys find that people want to shop earth friendly (Burst Media, 2008, 2010; Communispace & Continuum, 2009; Eurobarometer, 2009; Grocery Manufactures Association & Deloitte, 2009). The whole concept of the Virtuous Store is to make convenient and easy-to-buy products that are climate friendly and thus create a new norm. Default: The major default of this store would be that all products would have to be vetted to be low carbon. In this way shoppers rarely need to hesitate when finding items they need from their weekly routine.
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Salience: Shoppers will view the Virtuous Store as a novel and useful way to shop because it makes it easy to shop carbon friendly. Convenience in finding the most climate friendly products will be enabled by product selection, product placement and by the incentive program. Priming: An independent grocer would be able to revolutionize the placement of products within the store. The best products would be at eye level on the shelves, impulse products would be healthy and the perimeter of the store would strategically contain the best items (See table EcoRim). Affect: The experience of the store will create the affect. The store design will be like an Apple Store but for groceries. There will be no checkout or stock clerks but employees will be like Apple Genius's only they will be Virtuosos. Virtuosos will be enabled with the latest smart device retail shopper completion tools. The smart device they carry will be able to quickly locate items, scan and check out items, take debit and credit cards and print receipts or email them based on customer wishes. Virtuosos would also complete stocking functions. Lines would be eliminated and traded for electronic queues created when a shopper indicates they are finished by texting the store queue and receiving a wait number and Virtuosos progress updates (See table Genius Model). Alternatively, shopping carts would be mounted with a smart device that shoppers would be able to use to get product information and signal the need for Virtuoso aid or shopping completion (See table Virtuous Cart). This experience will create an ethos of being taken care or having a guide, minimize the feeling that the person behind you in line is getting impatient and also minimize the feeling that time is being wasted waiting in a motionless line. Commitment: Shoppers, just by choosing to go to the Virtuous Store, would be committed to climate friendly shopping. Furthermore, shoppers could opt-in to a program whereby their
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purchases would be announced on their social network, further reinforcing their commitment to shopping for good items by public commitment. Ego: Similar to Commitment, going to a store that is known to have only Virtuous items boost a shoppers ego. People striving to be Virtuous shop at the Virtuous store. Virtuousos could reinforce this after they receive payment by thanking the shopper for becoming Virtuous. In summary, the Virtuous Store intervention provides an immersive shopping experience that uses all the tactics of a retail setting to nudge shoppers to shop climate friendly. This particular intervention combines a number of ideas brainstormed as part of our expert brainstorming process. Please see table of ideas for brief descriptions and evaluation: Carbon Rewards, Carbon Low Recipe, Virtuous Cart, EcoRim, and Genius Model. The Virtuous Store intervention hits all the MINDSCAPE behavioural principles. We think this store is best suited for the In-store Explorer and Conscious Connoisseur. For the Conscious Connoisseur, the store would embody their value based shopping. For the In-Store Explorer, the Virtuous Store would provide a novel and exciting shopping experience. Our rationale is that the Pragmatic Progressive would be less immediately converted to the Virtuous Store and would likely need to give the store time to prove itself. Though the store offers the convenience of finding climate friendly items everywhere, we dont think the Quixter would gravitate to the store because, initially, the store would be less abundant and a conscious choice would need to be made to go to the location.
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Figure 21: Rendering of Virtuous store main shopping area.
The main objective of the Virtuous Store is to curate product selection within the store so that only climate friendly products are available to shoppers. In this way shoppers are able to prioritize other factors such as health or social wellbeing of workers with a smaller cognitive strain. It is a full shopping experience where the store and services reflect the low carbon items being sold shown on the shelves, with services and store design that aid in habit forming behaviours which increase climate friendly shopping.
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Citations
Burst Media. (2008). Consumers Perception of 'Green' Advertising. Retrieved from http://www.burstmedia.com/pdfs/research/2008_04_01.pdf Burst Media. (2010). Consumers Willing to Spend More Green to Go 'Green.' Burst Media. Retrieved from http://www.burstmedia.com/pdfs/research/2010_01_01.pdf Communispace & Continuum. (2009). Colourblind and Communispace. Retrieved from http://www.communispace.com/research/MacroTrends.aspx Cox, R. (2011). Open IO: Developing a Transparent, Fully Accessible Economic Input-Output Life Cycle Assessment Database. Sustainability Consortium. Retrieved from http://www.sustainabilityconsortium.org/wp- content/themes/sustainability/assets/pdf/OpenIO_ModelDocum entation_June2011.pdf Duhigg, C. (2012, February 16). How Companies Learn Your Secrets. NYTimes.com. Newspaper Blog. Retrieved from http://www.nytimes.com/2012/02/19/magazine/shopping- habits.html?_r=3&hp=&pagewanted=all Eurobarometer. (2009). Europeans attitudes towards the issue of sustainable consumption and production. Retrieved from http://ec.europa.eu/public_opinion/flash/fl_256_en.pdf Grocery Manufactures Association, & Deloitte. (2009). Finding the green in todays shoppers sustainability trends and new shopper
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insights (p. 25). Retrieved from http://www.gmaonline.org/news- events/newsroom/more-than-half-of-shoppers-consider-product- sustainability-attributes-in-pu/ Institute for Government. (2010). MINDSPACE - Institute for Government. Retrieved January 9, 2012, from http://www.instituteforgovernment.org.uk/publications/2/ McGeevor, K., 2009. Real world consumer behaviour relating to the purchase of environmentally preferable goods, European Commission. Available at: http://www.psi.org.uk/research/project.asp?project_id=193 [Accessed February 12, 2011]. Sunstein, C. R. (2011). Empirically Informed Regulation. University of Chicago Law Review, 13491429. Sunstein, C. R., & Thaler, R. H. (2003). Libertarian Paternalism Is Not an Oxymoron ( No. JOHN M. OLIN LAW & ECONOMICS WORKING PAPER NO.185) (p. 43). Chicago: The University of Chicago Law School. Virtuous Store Open Source Photo Credits: Tanakawho. Milwaukee Art Museum [Photo .jpg of Milwaukee Art Museum Interior]. Retrieved from http://www.everystockphoto.com/photo.php?imageId=3526261 &searchId=b63e41ed90a2430db7a5d5f04d726c9d&npos=56 Superzizo1999. 3D Apple (fruit) Model [.blend file of an apple]. Retrieved from http://www.blendswap.com/ Winthrop Brookhouse. Watermelon Model [.blend file of aWatermelon]. Retrieved from http://www.blendswap.com/
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Chapter 6: Conclusion
CHAPTER 6:
CONCLUSION

We hope that this research document has outlined a set of pathways to intervention that help shoppers match behaviour to global warming considerations in a grocery setting.
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Chapter 6: Conclusion
We hope that this research document has outlined a set of pathways to intervention that help shoppers match shoppers match behaviour to global warming considerations in a grocery setting. On a high level, by receiving funds from the Federal Development Grant, our team has been able to: Identify shopper needs and opportunities Highlight three opportunities in the form of mock-ups that Zerofootprint might use to align shopper values with shoppers behavioural routines
More specifically our research team has created a body of knowledge relevant to any group interested in the topics of climate friendly shopping or consumer behaviour: We have organized and described the current service landscape for ethical shopping (Chapter 2) We have created a framework for understanding shoppers (Chapter 3) We were able to classify and group shopper behaviours (Chapter 3) We brainstormed and evaluated over twenty interventions ideated from a group of shoppers, design experts and Zerofootprint (Chapter 4) Utilizing the knowledge we have generated we hope that future designers, researchers and businesses will be able to use our knowledge to better nudge shoppers to match behaviour to values.
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APPENDIX
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Appendix
Appendix 1: Idea Evaluation Tables

Idea Name Mint Idea Description Creates climate friendly shopping budget for users, based past purchases, recommendations to stay within budget CFS Relevance Measures progress on staying carbon low against weekly shopping budget Desirability Q-none ER-med PP-med IE-med CC-high Feasibility High Viability Med Insights High Assumptions Assuming partnership with mint, assuming an accurate carbon budget for individuals, comprehensive, LCA information about products (TSC), sending individual product purchases to bank accounts (rather than whole grocery bill) Assuming that the label doesn't have to pay for the right to put pop culture icons on label
Affect-Labels
Combining traffic light framework carbon label with TV/Movie villains, heroes, and other high emotional impact spokespeople
Label shows whether the product is climate friendly or not
Q-med ER-none PP-high IE-high CC-med Q-high ER-high PP-med IE-med-low CC-low-none
High
High
High
Low Carbon Recipes
In store recipes with Recipes get you on a ingredients clustered CO2 low diet together for easy purchase, specifically low carbon recipes (ie 100 mile diet)
High
Med
Med
Assuming store will make low carbon recipes from grocery inventory
Virtuous
Whole new "virtuous" store, every item in store has the least climate impact
All items in store are the best climate friendly options
Q-none ER-low PP-med IE-high CC-high
Med
Med- high
High
Comprehensive, LCA information about products (TSC),
Appendix
Idea Name Life Cycle Brand Package
Idea Description The package is one big LCA visualized, no brand name or other branding info
CFS Relevance LCA also has CO2
Desirability Q-low ER-high PP-high IE-med CC-high Q-high ER-med PP-med IE-none CC-med Q-med ER-low PP-med IE-none CC-high
Feasibility High
Viability Med
Insights High
Assumptions Assuming No Frills brand products had LCA's this could work for them
Game app that keeps score, speed, lights up close to target, greater points for low carbon products Order items ahead of Think Ahead arriving at store at no cost, checkout collects items, holds them until arrival, if arrived too soon just shop regularly until order is ready, by default all items that can be preordered are the most climate friendly in store Utila Package Package is also the container for cooking and can be used for storage later How Fast R U
More points for low carbon items
Med
Med
High
Assumes people want to have fun time shopping
Only CO2 low items can be ordered ahead of time
High
Med
High
Assuming that all products available to be ordered ahead of time were the lowest carbon items
Lowers waste, lowers Q-high ER-med CO2 accordingly PP-med IE-med CC-high
High
Med
Med
Assumes that you can create more efficient packaging
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Appendix
Idea Name Genius Model
Top-Up
Idea Description New checkout system - store of the future, clerks and stock people combine with roaming scanners to check customers out anywhere in store, scanners also report on carbon, the geniuses provide customer services and educate on using carbon apps for shoppers smart phones Automatically get notifications when things expire or running low based on household size and normal use
CFS Relevance CO2
Desirability Q-high ER-low PP-med IE-high CC-high
Feasibility High
Viability High
Insights High
Assumptions Assuming the store values aligns to carbon reduction, in general improves customer service
Low waste
Q-low ER-high PP-med IE-none CC-low Q-low ER-low PP-med-low IE-med CC-high
Med
Med
High
Assumes ability to give appropriate expiry estimates, rate of consumption estimates, for products purchased Comprehensive, LCA information about products (TSC), Near field communication and RFID on products
Virtuous Cart
Getting real time feedback Focus on Climate on what you're buying in friendly suggestions the store, the Virtuous Cart sends easily digestible info about the product to the LCD screen, traffic signal label, or top climate friendly alternative recommendations
High
Med
Platfor m not limited see labels discussi on for more possibili ties High
The Station
Rewards area of the store specifically geared towards recognizing shoppers for
CO2 focused rewards Q-low-none

program area
High
Low
ER-low-none PP-med
Assuming that staffing cuts into viability more so than other ideas
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Appendix
Idea Name
Mash-Up
GPS Carbon Rating
Idea Description choosing low carbon products, products are there and ways of evaluation comparison are there too Scan items in store corresponds to what is currently in fridge to create recipes, should be combined with Top UP Location based store rating in carbon emissions, personalized to the shoppers location
CFS Relevance
Desirability IE-high CC-high
Feasibility
Viability
Insights
Assumptions
The re-utilization of food in fridge/pantry prevents waste, prevents CO2 Carbon information about store operation
Talking Fridge Automated list generated by what is needed to fulfill recipe, taking into account fridges ability to know what is present inside of it. Make Do Personal inventory of shopping and whats left after the item has been used One list consolidation
Lowers waste therefore lowering CO2
Q-high ER-med PP-med IE-high CC-low Q-none ER-low PP-low IE-low CC-low Q-high ER-high PP-med IE-med-low CC-low Q-high ER-low PP-non IE-high CC-med Q-low ER-low PP-low IE-none CC-low
Low
Med
High
High
Low
Low
Low
Low
High
You need to be aware of what is in fridge/pantry, need to recognize scanned items, need to find appropriate recipes There is already disclosure about Canadian Supermarket annual carbon impacts, Google Maps already show where grocery stores are Ability of fridge computer to recognize what is in fridge, relay info to user
Lowers waste
Med
Med-low
High
Automated recipe food recognition correlation
One List
Carbon is lowered by lowering the chance of purchasing the same item twice
Low
Med
Low
Assumes what people put on lists is what they need after doing a full inventory of what they have
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Appendix
Idea Name Green Checkout
Carbon Arc Budget
Eco-Rim
Idea Description Express check out line for green shoppers (also good for easy rider--green hat) and those who shop within a carbon budget Carbon Arc, push cart through a scanner that tells you if youre a "good" shopper, comparing shopping carbon impact of different countries Placing low carbon product along perimeter where most people end up shopping Leader board display of what items are trending, with images of products
CFS Relevance For participating stores this might be a reward for keeping a carbon budget
CO2 recognition
Desirability Q-med ER-low PP-med IE-high CC-high Q-low ER-low PP-med IE-med CC-high Q-med ER-low PP-med IE-med CC-med Q-low ER-low PP-med IE-high CC-med Q-? ER-? PP ? IE-? CC-?
Feasibility Low
Viability Med
Insights Med
Assumptions Assumes people will give up personal shopping information
Med
Low
Med
Assuming RFID and LCA of products, or ball parking so things are easier
CO2 low items in

prime areas
High
Low
Med
Assuming that companies still need to pay lots of money for specific product placement in store Assumes people will give up privacy to store Twitter display, assume that moderator will weed out inappropriate Tweets form store Tweeters Assumes people are willing to examine excrement for shopping advice
Twitter Shop
You Are What You Eat
Toilet tells you if you shop carbon friendly as well as health
Could contain carbon ratio info, subscribers could have their recommendations displayed, Very granular look at meat or vegetiable and the related impact of CO2
High
Med
Low
Med
Low
Low
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Appendix
Appendix 2: Shopper Needs Matrix

In Home
Quixter
Needs a quick painless way to make a list Needs reminders and lists
Pragmatic Progressive
Needs confidence, recipe, ingredients available at selected store Need their own bags
Conscious Connoisseur
Needs to gain knowledge about stores Needs to check his/her inventory Needs to know about product ethics (green, organic, etc.) Needs to know about product quality Need to make lists Needs to socialize Needs to get to store accessible via Car, Bike or TTC
Easy Rider
Needs lists
In-Store Explorer
Needs sale Items
Needs closest cluster of stores to get everything in one trip Needs own car
Needs cool new products
Needs reusable bags that are compact Needs to create list in 15 minutes or less Needs to quickly find store nearby Needs to know store hours Needs to satiate appetite immediately Needs to get to store accessible via Walk, Bike or TTC
Need to know inventory
Needs a shopping routine
Need to know meal plan for week Need to make lists Needs sticky notes Needs shopping routine
Needs own bags Needs to know location of favourite stores across city Need to take advantage of coupons Need to socialize
Needs to know where farmers markets are Needs to socialize
Needs to take cart
Needs to get to store accessible via Car, Bike or
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Appendix
TTC Needs to fulfill a recipe Needs sticky notes Universal: Needs to schedule shopping day (except Quixter); Needs to socialize (except Quixter, Easy Rider);
103
Appendix
In Store
Quixter
Needs to find products quickly Needs list at hand Needs to save time
Needs to assess ingredients Needs to find their favourite brand Needs to save money Need to know meal plan for week Needs to already be familiar with third party labeler before trusting claims (not likely to research third party on her own)
Needs third party information Needs to assess ingredients (health information) Needs to know expiry date
Easy Rider
Needs unbranded cheap items Needs to save time Needs good customer service
In-Store Explorer
Needs variety Needs to enjoy shopping experience Needs to like their store Needs to know stores 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;
104
Appendix
At Checkout
Quixter
Needs to redeem points Needs quick transitions
Need incentives
Needs recognition Needs to pre-sort
Easy Rider
Needs to be independent (self-check out) Needs to pre-sort products for home
In-Store Explorer
Needs to redeem coupons Needs recognition
Universal: Needs to assess products w/ both hands (except Q); Needs to feel comfortable while browsing;
105
Appendix
In Home
Quixter
Needs to eat right away
Needs to sort food for storage
Needs to separate long term storage from short term storage Needs to process for storage
Easy Rider
Needs to identify pre-sorted bags
In-Store Explorer
Needs to verify recipe
Needs to start cooking right away
Needs to create freshest meal of week upon arrival
Universal: Needs to assess what is home versus what was bought; Needs to assess quality of product
106

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Research Report: Index

Research Report: Index

Research Report: Index

FIGURE 8: THE CONSCIOUS CONNOISSEUR'S ETHOS REVOLVES AROUND PERSONAL VALUES 43

FIGURE 11: TABLE OF SHOPPER'S JOURNEY CROSS-REFERENCED WITH ARCHETYPES' NEEDS 58

Research Report: Index

Evaluation of In-Store Information

Mobile Device Applications

Evaluation of Mobile Device Applications

Shopping History Information

GoodGuide Purchase Analyzer

Evaluation of Shopping History Information

Chapter 3: Shopper Shadowing

Chapter 3: Shopper Shadowing

Chapter 3: Shopper Shadowing

Chapter 3: Shopper Shadowing

Field Study Design

Chapter 3: Shopper Shadowing

Chapter 3: Shopper Shadowing

Shopper Shadow Events Map

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

# of People Shopping For

Figure 2: Table of Research Participants demographics

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

The Shoppers Journey

Figure 3: Six stages of the Shoppers Journey

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

The Pragmatic Progressive

Figure 7: The Pragmatic Progressive's ethos is about Routine

Chapter 3: Shopper Shadow

The Conscious Connoisseur

Figure 8: The Conscious Connoisseur's ethos revolves around Personal Values

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

Chapter 3: Shopper Shadow

15 min 15 min 60 min 60 min 4 hours

Figure 10: Examples of precedents

Archetypes and Shoppers Journey

In-Store Explorer {Joy}

Easy Rider {Freedom}

The Pragmatic Progressive {Routine}

Conscious Connoisseur {Values}

Has a car so location is not a factor in choice of store

Same as transport to the store

Unpacks items, might cook favourite find that evening

Organizes/prepares long term storage items

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

Differences Between Workshops

10 www.pammarketingnut.com/2011/12/walgreens-case-study-humanizing-social- business/# 11 www.shopkick.com 12 wereward.com 13 www.loyalblocks.com 60

Chapter 5: Idea Evaluation Process

IDEA EVALUATION PROCESS

Chapter 5: Idea Evaluation Process