F.G. PHOTO STUDIO

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

PRODUCT

---

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

---

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

---

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

---

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.

FLOTO

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

PRODUCT

---

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

---

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