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

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

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