F.G. PHOTO STUDIO

How can FashionGo improve
the seller buying experience by offering
vendors a new photography service?

PRODUCT

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Background

FashionGo’s marketplace success depends on product imagery, but most sellers lack in-house capability to produce consistent, on-trend photos. Outsourcing was common, yet the experience was often expensive and difficult to navigate due to manual processes and unclear pricing. This project was needed to turn product photography into an accessible platform service that sellers could use quickly and confidently. As listing quality varied widely, buyers hesitated to purchase and smaller vendors struggled to compete—creating a direct risk to conversion, perceived trust, and seller retention.

Problem

Many small and mid-sized FashionGo vendors struggled to produce trendy, high-quality product images. Traditional photo services were costly (often $2,000+ per session), hard to access for sellers outside major cities, and required heavy coordination—making it difficult to maintain strong visuals and compete online.

Solution

Built and launched FashionGo Photo Studio, a platform-native photography service designed for fashion e-commerce. Sellers could complete the entire flow inside the vendor admin—browse models, select shoot dates, and receive instant quotes—making ordering faster and more predictable. The differentiated value was combining trend-aligned quality with frictionless access and transparent pricing, so premium visuals became attainable for smaller vendors.

STRATEGY

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01. What to Achieve

Frame Question

• How can we help sellers get on-trend product photos quickly and affordably?

Outcomes

• Raise marketplace image quality standards across FashionGo Platform

• Support buyer acquisition by improving product visuals and perceived trust

• Strengthen seller retention by making FashionGo the default partner for product imaging

02. Where to Play

• Target: vendors without in-house photography resources, especially outside major fashion hubs

• Focus: the end-to-end ordering experience (model selection → scheduling → quote → order submission)

• Priority needs: brand-fit models, fast turnaround, clear pricing, minimal coordination overhead

03. How to Win

• Affordable access to diverse model selection: Sellers can choose from a wide range of models that match their brand identity—without paying premium studio rates or spending time sourcing models themselves.

• Fast, predictable ordering with instant quotes: Sellers get clear pricing upfront and can book shoots quickly, reducing back-and-forth coordination and helping them launch products on time.

• Less operational disruption: By removing manual studio communication and unclear workflows, sellers spend less time managing shoots and more time running their business.

04. Capabilities to Implement

• Build a simplified ordering UX with clear terminology, sequencing, and information hierarchy

• Scale operational capacity to handle higher daily order volume

• Partner with model agencies to expand model options aligned to different brand styles

• Enable broader coverage through shipping/logistics partnerships

• Use FashionGo marketing channels to drive awareness and adoption

05. Management System to Grow

• Track user confusion and drop-offs using N-click analytics

• Run A/B tests to refine terminology, ordering sequence, and information hierarchy

• Maintain an iteration loop: measure → test → learn → ship improvements

06. Next Step / Future Foresight

• Expand the service nationwide beyond Los Angeles to support FashionGo’s 10,000+ B2B sellers

• Leverage LA fashion resources (models, styling, production) to serve rural/suburban sellers

• Increase model variety and shoot concepts to match different brand identities and trends

• Improve logistics partnerships to reduce turnaround time and broaden coverage

• Build a scalable operating model to grow volume without sacrificing quality

F.G. PHOTO STUDIO SERVICE (A/B TEST)

How can we simplify
the service ordering process
and clarify the terminologies for users?

PROJECT

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Background

Online ordering for photo studio services was new to the market, so users lacked a shared understanding of terminology, packages, and delivery methods. During a six-month beta, we built a basic analytics system to track button clicks and page drop-offs, then validated insights through customer interviews. This project focused on improving clarity and learnability so first-time users could complete orders without heavy operational support.

Problem

Users were dropping off early and raising frequent questions because the ordering flow and service terminology were unclear, creating friction that reduced conversion and increased operational workload.

Solution

We iteratively improved the flow through A/B testing by restructuring information hierarchy, adding guided UI elements (progress bar, dashboard), prioritizing model selection earlier to surface value faster, and clarifying deliverables with tooltips and visual aids.
These changes reduced confusion while improving conversion and order success, lowering support burden and increasing operational efficiency.

TACTICS

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Goal

Frame Question

• "How can we improve the clarity of our terminology and descriptions to increase the order conversion rate?"

Outcomes

• Reduced bounce rates through clearer information presentation

• Reduced operations workload by decreasing repetitive explanations

• Expanded the user base by improving the first-time ordering experience

Problem 01

On the first page, there must be an entry barrier that
prevents users from moving to the next page.

Assumption

• Users may fear getting charged just by entering the service, so they hesitate to proceed.

• About 60% of users exit after the first landing page.

Hypothesis & Action

• If we add a progress bar starting from the first page, users will better understand the steps and feel safer to continue.

• Implemented a progress bar on every page (starting from page 1) with short step descriptions and remaining-step indicators.

Result

• Conversion increased by about 22% from page 1 to page 2 after adding the progress bar and step guidance.

Problem 02

The Number of Incoming New Users
To FG Photo Studio Service Are Not Enough.

Assumption

• The ordering sequence did not surface the most compelling value early, so new visitors were less motivated to explore the flow.

Hypothesis & Action

• If we help users reach the model selection step faster—without changing the full ordering logic—more first-time users will continue deeper into the flow and reach the quote page.

• Promoted the service through model-focused messaging and simplified options that helped users reach the model step faster.

Result

• New session views increased by 15%, supported by faster access to the model step.

Problem 03

Customers misunderstood deliverables,
causing complaints and lowering order success.

Assumption

• Terminology around deliverables (image sets, angles, add-ons, package styles) is unclear and can be misleading.

Hypothesis & Action

• If we simplify terminologies and add visual tooltips, sellers will better understand deliverables, reducing complaints and improving order completion.

• Removed low-use options, rewrote key terms, and added tooltip explanations with image aids to clarify what each selection includes.

Result

• Order success rate increased by about 18% within a month.

• Complaints decreased, improving operational capacity and reducing support burden.

F.G. MULTIMEDIA SERVICE

How can FashionGo enhance
the B2B purchasing experience
with multimedia content?

PRODUCT

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Background

FashionGo’s model had long depended on commissions and ads from a small set of large sellers, which weakened platform control. Post-acquisition, the company needed new services that scale buyer acquisition and retention to rebalance platform power. Multimedia content became the lever to simplify B2B evaluation and build trust at scale. Because B2B purchases carry higher risk and complexity, buyers need fast, reliable proof—multimedia can compress that evaluation effort and build trust at scale.

Problem

After the acquisition, FashionGo needed to reduce dependence on a small group of major sellers and regain platform control by growing and retaining a larger, more diverse buyer base. That required new services that increase buyer touchpoints and strengthen buyer relationships. To rebalance platform power, FashionGo needed to make repeat purchasing easier by reducing the buyer’s evaluation burden. At the same time, we found a key B2B friction: buyers struggle to verify product value, pricing, and regulatory compliance through clear, reliable information, which lowers trust and ultimately increases cancellations and returns.

Solution

Designed a multimedia service that turns complex B2B product details into easy buying guidelines and structured seller/product storytelling inside FashionGo. By making pricing, packaging, compliance, and credibility easier to understand and validate, the service reduces buyer uncertainty and supports stronger buyer relationships. This also increases platform control by standardizing how product credibility is communicated—beyond what any single seller can influence.

STRATEGY

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01. What to Achieve

Frame Question

• How can we increase buyer confidence by simplifying complex B2B product evaluation through multimedia?

Outcomes

• Expand product lines beyond apparel to unlock broader buyer demand

• Reduce cancellations, returns, and refunds by improving decision clarity

• Strengthen platform control by growing a healthier buyer/seller balance

02. Where to Play

• Start with beauty and cosmetics, where demand is large and product value can be demonstrated clearly

• Leverage relationships with Korean sellers and suppliers to accelerate sourcing and content creation

• Prioritize high-consideration categories where trust and compliance drive purchase decisions

03. How to Win

• Confidence before commitment: Buyers can understand product value, pricing logic, and compliance requirements through clear multimedia—reducing guesswork before placing large orders.

• Faster, easier evaluation: Infotainment-style guidelines help buyers grasp complex details quickly, shortening the research time needed to compare options.

• Lower purchase risk: By clarifying packaging, regulations, and seller credibility, buyers can make decisions with fewer surprises, which reduces cancellations and returns.

04. Capabilities to Implement

• Build a platform-controlled multimedia server to protect exclusive B2B information

• Establish a compliance process to validate safety and federal/state regulation alignment

• Set up a production pipeline leveraging model agency partnerships for short-form content

• Manage distribution channels including direct delivery to relevant buyer cohorts

05. Management System to Grow

• Measure engagement through views, comments, and reviews as core success signals

• Improve participation with UX that makes reading and interacting effortless

• Maintain credibility with active moderation to prevent misleading or false signals

06. Next Step / Future Foresight

• Launch a FashionGo Verified Item badge to provide a clear trust guideline for B2B buyers

• Use verification to increase buyer retention and acquisition through stronger credibility

• Grow vendor participation as the buyer base expands, strengthening platform governance

• Use the verification layer as a foundation to expand additional buyer-facing services

PIAGGIO STATION

How can PIAGGIO leverage
its core competencies to remain competitive
in the industry in 2023?

PRODUCT

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Background

This consulting project, completed 10 years ago, applied multiple research methods including SWOT and STEEP analyses, generational studies, and future projections. The work was a collaboration between PIAGGIO, my ArtCenter graduate colleagues, and me. I evaluated PIAGGIO’s core capabilities and market positioning to narrow the focus to a specific segment. Interviews with Jakarta city planners highlighted a need for improved public transportation for young suburban commuters, and my proposal supported that direction by creating a more enjoyable commuting experience.

Problem

Motorcycles were becoming less appealing to Gen Z due to rising safety concerns, making it harder for PIAGGIO to stay relevant with the 18–30 segment. At the same time, more young people were moving to suburban areas and facing longer commutes, but insufficient infrastructure and limited transit schedules constrained their mobility and daily routines.

Solution

Designed PIAGGIO Station, a station-based mobility service for 18–30 suburban commuters in Jakarta that extends freedom beyond limited transit schedules. The concept paired an E-Trike with a protective shell to reduce safety anxiety while keeping the agility of two-wheel mobility. By combining on-demand rental access, station coverage, and an enjoyable personal-space commuting experience, PIAGGIO could shift from a product-only motorcycle brand to a scalable service-based mobility model.

STRATEGY

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01. What to Achieve

Frame Question

• How can PIAGGIO create a new mobility business model that engages young commuters in 2022–2023?

Outcomes

• Optimize PIAGGIO’s competencies for future transportation needs

• Reestablish the brand with a clearer identity and vision

• Recalibrate PIAGGIO’s scope toward scalable service-based growth

02. Where to Play

• Geography: Indonesia, identified as a major future growth market

• City context: Jakarta, where congestion, pollution, and stricter enforcement were expected to intensify

• User segment: 18–30 suburban commuters whose mobility is constrained by limited public transportation schedules

03. How to Win

• Freedom beyond transit schedules: Provide on-demand station access so young commuters can travel when they need to, not when public transportation allows.

• Safer personal mobility: Offer an E-Trike concept that preserves agile movement while adding protection to reduce safety anxiety for everyday commuting.

• A commute experience that feels enjoyable: Create a more comfortable “personal space” that fits Gen Z lifestyle expectations, not just transportation utility.

04. Capabilities to Implement

• Develop an electric power system optimized for daily commuting and sustainability

• Design a protective shell to improve rider safety and comfort

• Build infotainment and data software for user experience and service optimization

• Implement a rental management system for pricing, access, and fleet operations

• Establish PIAGGIO Stations to enable rentals and suburban coverage

05. Management System to Grow

• Use a value exchange map to track outcomes across riders, PIAGGIO, government, station operators, and partners

• Measure rider value (safe, enjoyable commuting), business value (rental + maintenance revenue), and public value (reduced congestion/pollution)

• Improve station placement, product features, and operations using usage data and partner feedback loops

06. Next Step / Future Foresight

• Partner with the Indonesian government to scale PIAGGIO Station over a 10-year horizon

• Expand station coverage to support suburban growth and reduce dependence on limited parking

• Position the service as a solution for congestion, pollution, and noise as enforcement tightens

• Build long-term capabilities in rentals, software, and fleet operations to sustain the model

CVIEW

How can CARPOOS ease
the stressful car buying experience
and make it enjoyable?

PRODUCT

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Background

In 2012, CARPOOS sponsored research on how mobile apps were changing consumer decision-making as smartphones became mainstream. Research showed people used smartphones to seek validation and connect with communities, while dealer interviews highlighted the need for better customer interaction through an app. This project used those insights to reframe car buying as a guided, confidence-building experience led by the buyer. This suggested that the best mobile experience would help buyers validate ‘fit’ early—before dealer pressure begins.

Problem

Buying a car is a high-stakes decision, and many buyers lack car expertise—especially in pre-owned purchases where fear of overpaying is high. Dealer-driven interactions can add pressure, making it harder for customers to compare options calmly and feel confident about their final choice.

Solution

Concepted CVIEW, an augmented reality mobile app that lets customers visualize cars in their lifestyle context before stepping into a dealership. The differentiated value was shifting control to the buyer: users could explore, compare, and share options with decision helpers—reducing dealer pressure while making the journey more engaging. By pairing AR previews with structured comparison and shareable info cards, buyers could validate options with advisors before committing.

STRATEGY

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01. What to Achieve

Frame Question

• How can CARPOOS help buyers feel in control of car-buying decisions through an app?

Outcomes

• Shift CARPOOS from print-centric materials to a digital experience across channels

• Build a connected ecosystem linking buyers, dealers, and decision helpers through trusted interactions

• Expand services by partnering with third parties (insurance, loans, accessories) to create a scalable platform model

02. Where to Play

• Focus on the discovery-to-decision stage where uncertainty is highest and pressure derails decisions

• Target buyers who want structure and reassurance, including those relying on advisors and communities

• Use AR to translate “fit for my life” into a concrete evaluation signal, not just specs and photos

03. How to Win

• Pressure-free exploration: Buyers can preview and shortlist cars before dealer contact, reducing anxiety and enabling more trusted interactions.

• Lifestyle-first visualization: AR makes “fit” tangible—helping users see how a car matches real life, not just specs.

• Trusted decision support: Sharing flows bring in helpers (e.g., mechanics) and advisors early, improving decision quality.

04. Capabilities to Implement

• Build an AR app that visualizes cars aligned to needs and lifestyle scenarios

• Create structured information cards and sharing flows for advisors and dealers

• Add comparison tools that capture feedback and reduce cognitive load

• Implement sorting logic based on user priorities to surface best-fit choices

• Design a simple UI for exploration, wishlists, and confident decision-making

05. Management System to Grow

• Monitor feature impact on confidence signals: comparisons completed, shares sent, wishlists created

• Track advisor participation (e.g., mechanics) and integrate verified decision helper pathways

• Analyze preference and behavior data to refine recommendations and unlock market insights

06. Next Step / Future Foresight

• Build a crowd-sourced car community connecting buyers, dealers, and sellers

• Add group features and interaction channels to strengthen trust and validation

• Partner with insurance and financing providers to expand into a full car-buying platform

• Extend AR to accessories and manufacturer integrations to deepen the evaluation experience

FLOTO

How can we design
a feasible product and business model for drones
while considering their limitations?

PRODUCT

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Background

This graduate project was my first design strategy initiative, exploring how drones could create commercial value while balancing business viability, technical feasibility, and customer desirability. The 25-minute battery limit became the key constraint, which led to the helium approach and a service model optimized for events.

Problem

In 2012, commercial drones were just entering the market and were viewed mostly as toys, while facing strict constraints like short flight time, legal restrictions, and social stigma. Within these limitations, what new service and business model could drones enable?

Solution

Designed FLOTO, a helium balloon-based flying photo booth that captures photos on demand with less reliance on limited drone battery time. The service includes an app for capture, editing, and sharing, and a post-event package that delivers all media to the host plus a template for a private virtual space where guests can continue interacting after the event. The post-event private space extends engagement and creates a repeatable value loop for hosts—supporting retention and referrals.

STRATEGY

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01. What to Achieve

Frame Question

• How can we create a commercially viable drone service despite battery, legal, and social limitations?

Outcomes

• Develop a drone-enabled service that creates real-world value beyond hobby use

• Build a sustainable business model driven by repeatable service operations and post-event engagement

02. Where to Play

• Target events where people want memories without missing the moment (parties, gatherings)

• Serve two core users: hosts (memories + relationships) and guests (capture + share)

• Leverage a social trend: people engage more when the experience feels exclusive and personal

03. How to Win

• More presence during the event: Guests request photos on demand while key moments are captured in the background, keeping attention on the experience.

• Clearer privacy and ownership: Unique user IDs tag requested media, making sharing and tracking simple and reducing privacy friction.

• Stronger post-event relationships: A private online space enables continued interaction through shared photos, comments, and replaying memories.

• Exclusive community feel: A closed social circle increases emotional value beyond generic social posting.

04. Capabilities to Implement

• Develop drone hardware optimized for event photo/video capture

• Build the FLOTO app and website for capture requests, editing, and sharing

• Implement privacy controls (focus/range) to avoid unwanted subjects

• Assign unique user IDs to tag requested media for permission and tracking

• Provide hosts a private virtual space template to share content and continue engagement

• Include safety/compliance constraints (no-fly guidance, controlled range) to reduce legal and social friction during events.

05. Management System to Grow

• Standardize the service flow: balloon selection → order/invite → pre-event setup → event capture → return → upload → private space creation

• Track operational reliability (setup success, capture completion, turnaround time) and user engagement (shares, comments, revisits)

• Iterate onboarding, packaging, and workflows to improve repeatability

06. Next Step / Future Foresight

• Optimize operations in the LA area as phase one for repeatable delivery

• Build partnerships with companies using events as marketing channels

• Expand service scope while protecting the core value: private interaction during and after events

• Evolve FLOTO from a one-time booth into an exclusive community platform powered by shared memories