DESIGN THINKING

DESI BOYZ
Abhineet Pandey (39104)
Abhishek Singh (39106)
Ankur Gupta(39128)
Anushrav Gulati (39133)
Ashish Sharma (39142)
Ashutosh Kaushal (39143)
Ishaan Bahree (39179)
CUSTOMER JOURNEY MAP MODULE 1
CUSTOMER JOURNEY THROUGH A
STARBUCKS STORE
PROBLEMS IN A COFFEE SHOP
DUE TO TWO SALESMEN
Based on the feedback observed at Starbucks caf, FC road,
Pune
ISSUE FACED
1. Schedules are received less than a week in advance, And schedules vary each thus
bad mood due to uncertainty.
2. Some ingredients for an order are called from the back kitchen and they might
miss your order which ultimately leads to delays. Customer facing salesmen is
blamed for this delay though it isnt his fault.
3. Cashier/order taker and the one preparing the drink are two different people thus
communication gap leads to a bash and blame comes to the one who prepares the
order.
REMEDIES

1. Schedules could be mailed in advance to the staff.

2. Team building activities could be encouraged for better coordination.
3. Monthly reward system could be focussed on 2 to 3 people to keep the staff
motivated.
4. Routine checks on staff to know if they are well verse with the names of the coffees
available at the shop.
5. Monitoring of backend and frontend service to ensure seamless flow of service and
no delays.
CUSTOMERS GETTING IN EACH
OTHERS WAY
Based on the feedback observed at Starbucks caf, FC road, Pune
ISSUE FACED

1. Peak hour rush caused lines to be extended all the way to the entrance
2. Customers line ended up effecting privacy of the people who were sitting
down close to the door
3. Space became an issue as cramming started and a customer sitting down
told a person in the line to move a little to the side

REMEDIES

1. During peak hours a line should be made by the staff indicating where the
line should be till
2. Ergonomic solutions should be implemented as there was more space on
the peripheries of the store which could be occupied
3. Train the guard at the entrance to ensure that during peak hours people
line up in a certain way
4. Have more staff working peak hours
 MAINTENANCE RELATED
PROBLEMS
Based on the feedback observed at Starbucks caf, FC road, Pune
ISSUE FACED

1. Slick floors can lead to injury to customers.

2. Customers can be sensitive to artificial fragrance in the cleaning
agent.
3. Cleaning of washrooms during peak customer hours is an issue.

REMEDIES

1) Cone should be placed on the affected area or best the floor should
be dry mopped along with wet mopping.
2) Use of cleaning agents with strong fragrance should be avoided
during customer hours.
3) Washrooms should be cleaned in hours with low customer presence.
4) Special arrangements should be made for keeping wet umbrellas of
customers.
 LOCATION RELATED
PROBLEMS
Based on the feedback observed at Starbucks caf, FC road, Pune
ISSUE FACED

1. Consumers often have a difficult time finding parking when visiting a

store.
2. It is a task for a consumer to locate a Starbucks store near them.
3. The ambience of every Starbucks varies upon location. Standalone
stores vary drastically from those stores that are located in Malls.

REMEDIES

1. Starbucks being a Premium Coffee Chain and charging more than other
coffee shops should make Valet Parking or individuals directing
customers towards open spaces for parking available.
2. The Starbucks store locations need to be made available on their mobile
applications.
3. The floor plan for every Starbucks regardless of the location should be
same and should in still the same feelings in the Consumer.
 PROBLEMS IN A COFFEE SHOP
DUE TO EMPLOYEE RESENTMENT
Based on the feedback observed at Starbucks caf, FC road, Pune
ISSUE FACED

1. Employee morale can affect service levels

2. Resentment can lead to poor attitude and unfriendly behaviour
3. Lack of ownership, belonging and performance drive

REMEDIES

1. Address all employee grievances with equal importance

2. Management should involve themselves in building inter personal
relationships and give recognition & credit where due
3. Avoiding favoritism, incorporating comprehensive & fair performance
evaluation
4. Timely payment and enforcement of labour rights/dignity of labour
THANK YOU!