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A selection of work showcasing the integration of business and design in three projects. By Jordan Buckner
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BUSINESS DESIGN PORTFOLIO JORDAN BUCKNER
BIO:I enjoy creating innovative products and businesses that combine design thinking with business rigor. I strive to create holistic, human centered solutions that improve how we interact with the world.
[Jordan Buckner][email protected]
KEY EXPERIENCESDESIGN THINKING
BUSINESSENTREPRENEURSHIP
MARKET RESEARCHPROTOTYPING
PROJECT MANAGEMENTCLIENT DEVELOPMENT
MARKETINGPRODUCT DEVELOPMENT
ORGANIZATIONAL BEHAVIORBRAND DEVELOPMENT
RESEARCH
RESPONSIBILITY TAGS
MARKETING
PROTOTYPING
PROJECT MANAGER
CLIENT DEVELOPMENT
BRAND DEVELOPMENT
All graphics are original content except where otherwise noted
SANJUSTIN’S KITCHEN
1,325 59%
59% of Employees Eat at Workin the US
Market Research
Potential CustomersChicago, IL Target Market Delivery Locations
Businesses in Target Market
Daily AmountPotential Customers
Spend on Lunch
14,576Total Employees
Based on an esttimation of 11 customers per location Based on average of $9 per meal for 8,600 peopleBased on a survery conducted by Right Management
8,60014,576 x 59% =
$77,400
8,6005,976
71th
87th
83th
79th
75th
Cot
tage
Gro
ve
Ston
y Is
land
Jeffr
ey
–Delivery locations are concentrated around two main intersections
–Driver can make all deliveries in one run
TABLE OF CONTENTS
Folding Farm
SanJustin’s Kitchen
Washing Pavilion
1-10
11-16
17-24
RESEARCH
RESEARCH MARKETING
PROTOTYPING
PROTOTYPING
PROJECT MANAGER
PROJECT MANAGER
PROJECT MANAGER
CLIENT DEVELOPMENT
CLIENT DEVELOPMENT
BRAND DEVELOPMENT
[Folding Farm]Project Leader, Spring 2012
The Folding Farm is a mobile, deployable farm stand designed to transport and sell vegetables from field to market. Commissioned by the University of Ill inois Student Sustainable Farm, this design integrated intelligent design thinking and execution to create a commercially viable product. Our five-person team worked through a process of ideation, design, testing, revision, and prototyping. The final result was a bicycle-pulled cart with deployable canopy and display units that combined efficiency and usability to create a functional, beautiful design.LESSONS LEARNEDThe multitude of stakeholders for this project created a complex system of requirements for receiving funding and resources. I realized that in order to gain their support I had to elicit and address the underlying motivations behind each stakeholder’s intentions, and present the project differently to each.
RESEARCH PROTOTYPING PROJECT MANAGERCLIENT DEVELOPMENT
1
2
1,500 50% 12,549Miles Food Products Typically Travel From
Farm To Plate
Of Food is Lost in Transport
Due to Spoilage
Community SupportedAgricultural Farms
Sell Produce at
80%Of US Population
Now Lives in Cities
5,541+Farmers Markets
in the USSame Distance Between Las Vegas and Chicago!
This is leading to an increase in urban farms selling produce directly to consumers at farmers markets
The increase in urban agriculture farms necessitates new sustainable transportation methods to navigate the urban environment, reducing costs and carbon footprint.
Sources: Selected Practices: 2007. In 2007 Census of Agriculture - State Data. p. 606. (2009) U.S. Department of Agriculture, National Agricultural Statistics Service. | Urban Agriculture and Community Food Security in the United States <http://foodsecurity.org/PrimerCFSCUAC.pdf> | 2009 Survey of Community Supported Agriculture Producers <http://www.uky.edu/Ag/NewCrops/csareport.pdf>
3
1,500 50% 12,549Miles Food Products Typically Travel From
Farm To Plate
Of Food is Lost in Transport
Due to Spoilage
Community SupportedAgricultural Farms
Sell Produce at
80%Of US Population
Now Lives in Cities
5,541+Farmers Markets
in the USSame Distance Between Las Vegas and Chicago!
This is leading to an increase in urban farms selling produce directly to consumers at farmers markets
The increase in urban agriculture farms necessitates new sustainable transportation methods to navigate the urban environment, reducing costs and carbon footprint.
Sources: Selected Practices: 2007. In 2007 Census of Agriculture - State Data. p. 606. (2009) U.S. Department of Agriculture, National Agricultural Statistics Service. | Urban Agriculture and Community Food Security in the United States <http://foodsecurity.org/PrimerCFSCUAC.pdf> | 2009 Survey of Community Supported Agriculture Producers <http://www.uky.edu/Ag/NewCrops/csareport.pdf>
[Folding Farm]
4
Tear
drop
Can
opy
Vege
tabl
e Di
spla
ySt
ruct
ural
Bod
y
Steel Rod $2.18Nylon Strap $3.60
UV Resistant Paint $19.96
Seamstress Labor $36.00
Wood Sheets $100.00
Threaded Rod $12.00
Laser Cuting $80.00
Axel $40.00
Bike $100.00
Hardware $100.00
Tires $100.00
Ball Bearing Collars $119.80Labor $200.00Y-Frame $300.00
Powder Coating $600.00
Steel Members $1000.00
Labor $140.00
Shock-Corded Fiberglass Rod $30.00
Polyester Fabric $47.94
Hardware $50.00
Artist $100.00
Folding Farm Component Costs Folding Farm Component Cost Percentage Folding Farm Manufacturing Cost Folding Farm Pricing Structure
0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500
Teardrop Canopy $289
$331
$2,560
$3,180
Vegetable Display
Structural Body
Total Folding Farm
Gross Profit per unit
$7,000Retail Price to Farmers
BODY
Based on a survey of 8 Farmers from the Champaign-Urbana Farmers Markets
$4,82069%
CANOPY DISPLAY
10% 9%
81%
5
Tear
drop
Can
opy
Vege
tabl
e Di
spla
ySt
ruct
ural
Bod
y
Steel Rod $2.18Nylon Strap $3.60
UV Resistant Paint $19.96
Seamstress Labor $36.00
Wood Sheets $100.00
Threaded Rod $12.00
Laser Cuting $80.00
Axel $40.00
Bike $100.00
Hardware $100.00
Tires $100.00
Ball Bearing Collars $119.80Labor $200.00Y-Frame $300.00
Powder Coating $600.00
Steel Members $1000.00
Labor $140.00
Shock-Corded Fiberglass Rod $30.00
Polyester Fabric $47.94
Hardware $50.00
Artist $100.00
Folding Farm Component Costs Folding Farm Component Cost Percentage Folding Farm Manufacturing Cost Folding Farm Pricing Structure
0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500
Teardrop Canopy $289
$331
$2,560
$3,180
Vegetable Display
Structural Body
Total Folding Farm
Gross Profit per unit
$7,000Retail Price to Farmers
BODY
Based on a survey of 8 Farmers from the Champaign-Urbana Farmers Markets
$4,82069%
CANOPY DISPLAY
10% 9%
81%
6
[Process Design]
7
cart
1This drawing was created by another team member 8
9
[SanJustin’s Kitchen]
SanJustin’s Kitchen is a collection of innovative culinary businesses designed to capitalize on various market sectors in the food service industry. Under our three brands we sell high quality lunches, desserts, and raw vegetable meals. Each enterprise takes a unique approach to the consumption and delivery of food, but all share the life-enriching mission and message of a holistic healthy lifestyle. While the business theory I learned created a strong basis for the company, my design background taught me to think outside the box, from which I developed innovative distribution approaches tested in real markets.LESSONS LEARNEDA few months into starting the business, we realized that our initial business strategy of delivering to customers on a call based system proved costly and inefficient. We decided to re-analyze our business model and wrote out our existing methods to get a snap shot of the company. From this we brainstormed and experimented with different business models, adjusting our cost structure, partnerships, channels, and other criteria. From every year on we continuously changed our business model to remain innovative even while still successful.
Co-founder, 2009-2012
RESEARCH MARKETING PROJECT MANAGERBRAND DEVELOPMENT
11
Heart2Heart Desserts
Heart2Heart Desserts
12
SANJUSTIN’S KITCHEN
1,325 59%
59% of Employees Eat at Workin the US
Market Research
Potential CustomersChicago, IL Target Market Delivery Locations
Businesses in Target Market
Daily AmountPotential Customers
Spend on Lunch
14,576Total Employees
Based on an esttimation of 11 customers per location Based on average of $9 per meal for 8,600 peopleBased on a survery conducted by Right Management
8,60014,576 x 59% =
$77,400
8,6005,976
71th
87th
83th
79th
75th
Cot
tage
Gro
ve
Ston
y Is
land
Jeffr
ey
–Delivery locations are concentrated around two main intersections
–Driver can make all deliveries in one run
13
SANJUSTIN’S KITCHEN
1,325 59%
59% of Employees Eat at Workin the US
Market Research
Potential CustomersChicago, IL Target Market Delivery Locations
Businesses in Target Market
Daily AmountPotential Customers
Spend on Lunch
14,576Total Employees
Based on an esttimation of 11 customers per location Based on average of $9 per meal for 8,600 peopleBased on a survery conducted by Right Management
8,60014,576 x 59% =
$77,400
8,6005,976
71th
87th
83th
79th
75th
Cot
tage
Gro
ve
Ston
y Is
land
Jeffr
ey
–Delivery locations are concentrated around two main intersections
–Driver can make all deliveries in one run
14
0
20
40
60
80
100
2012 201420102008
x10
Bank
Customers
Barbershop Studio Office BusinessSanJustin’s
Daily Deliveries Special Deliveries
548
548 Current Customers500 Additional Over Two Years8,600 Potential Customers
Current Customers
50Number of Business Partners
Key Partners Customer Segments
Customer Relationships
Value Proposition
Key Activities
ChannelsKey Resources
Costs Structure Revenue Stream
DELIVERY ON CALL
SCHEDULED DELIVERY
HIGH QUALITY FOOD
PERSONAL RELATIONSHIP
CONVIENCE IN ORDERING
RESTAURANT VARIETY
RELIABILITY
DEPENDABILITY
PERSONAL SELLING
DELIVER DIRECTLY TO CUSTOMER
FORM DAILY DELIVERY
SCHEDULE WITH BUSINESSES
DELIVERY FROM RESTAURANT
DEDICATED DELIVERY FACILITY
DELIVERY FEE AND TIP
FULL SELECTION PROVIDES POINT OF PURCHASE OPPORTUNITY
MADE TO ORDER ITEMS
PRE-PREPARED ITEMS
CREATEUNCHANGE
ELIMINATEREDUCE
ELIMINATE - WHICH FACTORS SHOULD BE ELIMINATED THAT THE INDUSTRY HAS LONG COMPETED?
What Value Can SanJustin’s Kitchen Add to the Market?
REDUCE - WHICH FACTORS SHOULD BE REDUCED WELL
BELOW THE INDUSTRY STANDARD?
CREATE - WHICH FACTORS SHOULD BE CREATED THAT THE
INDUSTRY HAS NEVER OFFERED?
UNCHANGE - WHICH FACTORS SHOULD REMAIN THE SAME
IN THE INDUSTRY?
Adapted From Blue Ocean Strategy Adapted From Business Model Canvas
Delivery Structure
Business ModelBusiness Marketing
Comprised of Three Brands
Business Trends
15
0
20
40
60
80
100
2012 201420102008
x10
Bank
Customers
Barbershop Studio Office BusinessSanJustin’s
Daily Deliveries Special Deliveries
548
548 Current Customers500 Additional Over Two Years8,600 Potential Customers
Current Customers
50Number of Business Partners
Key Partners Customer Segments
Customer Relationships
Value Proposition
Key Activities
ChannelsKey Resources
Costs Structure Revenue Stream
DELIVERY ON CALL
SCHEDULED DELIVERY
HIGH QUALITY FOOD
PERSONAL RELATIONSHIP
CONVIENCE IN ORDERING
RESTAURANT VARIETY
RELIABILITY
DEPENDABILITY
PERSONAL SELLING
DELIVER DIRECTLY TO CUSTOMER
FORM DAILY DELIVERY
SCHEDULE WITH BUSINESSES
DELIVERY FROM RESTAURANT
DEDICATED DELIVERY FACILITY
DELIVERY FEE AND TIP
FULL SELECTION PROVIDES POINT OF PURCHASE OPPORTUNITY
MADE TO ORDER ITEMS
PRE-PREPARED ITEMS
CREATEUNCHANGE
ELIMINATEREDUCE
ELIMINATE - WHICH FACTORS SHOULD BE ELIMINATED THAT THE INDUSTRY HAS LONG COMPETED?
What Value Can SanJustin’s Kitchen Add to the Market?
REDUCE - WHICH FACTORS SHOULD BE REDUCED WELL
BELOW THE INDUSTRY STANDARD?
CREATE - WHICH FACTORS SHOULD BE CREATED THAT THE
INDUSTRY HAS NEVER OFFERED?
UNCHANGE - WHICH FACTORS SHOULD REMAIN THE SAME
IN THE INDUSTRY?
Adapted From Blue Ocean Strategy Adapted From Business Model Canvas
Delivery Structure
Business ModelBusiness Marketing
Comprised of Three Brands
Business Trends
16
[Washing Pavilion]Assistant Project Manager, April - August 2012
Design-Build of a 1,250 sqft washing, packing, and educational classroom building on an existing farm in Urbana, Illinois. Our team of 5 students along with a professor worked through project management, design, and construction to plan and build this structure. The design utilizes sustainable building techniques to maintain a minimal impact on the environment and produces <5% construction waste. The program of the structure is for the washing and packing of vegetables grown on the farm in preparation for delivery. In addition, the space will accommodate an Agri-Fiber Paper laboratory for the production of recycled papers and packaging from leftover crop waste.LESSONS LEARNEDEvery day brought a new problem from fundraising and construction issues to the client adjusting requirements. I had to constantly collect information to make quick decisions regarding the scope, schedule, and budget. I learned to be flexible, trust my team and delegate tasks while not getting lost in the details. This allowed me to make sure our services created additional value and the project exceeded the client’s expectations.
PROTOTYPINGPROJECT MANAGER CLIENT DEVELOPMENT
17
18
Clad
ding
Tabl
es
WW
F
Clad
ding
Tabl
es
WW
F
Tabl
es
Clad
ding
Section I Complete
Section II Complete
Section III Complete
Cladding
Tables
WWF
CladdingTables
WWF
Tables
Cladding
Section I Com
plete
Section II Com
plete
Section III Com
plete
[Schedule] [Budget]
0 $5,000 $10,000 $15,000 $20,000 $25,000 0 $5,000 $10,000 $15,000 $20,000 $25,000
University of Illinois Grant
Amerilux Sponsorship
Labor Cost
Material Cost
$22,823 $24,323 $24,323$16,406$7,917$1,500
6%
94% 67%
33%
FUNDINGSOURCES
COSTBREAKDOWN
19
Clad
ding
Tabl
es
WW
F
Clad
ding
Tabl
es
WW
F
Tabl
es
Clad
ding
Section I Complete
Section II Complete
Section III Complete
Cladding
Tables
WWF
CladdingTables
WWF
Tables
Cladding
Section I Com
plete
Section II Com
plete
Section III Com
plete
[Schedule] [Budget]
0 $5,000 $10,000 $15,000 $20,000 $25,000 0 $5,000 $10,000 $15,000 $20,000 $25,000
University of Illinois Grant
Amerilux Sponsorship
Labor Cost
Material Cost
$22,823 $24,323 $24,323$16,406$7,917$1,500
6%
94% 67%
33%
FUNDINGSOURCES
COSTBREAKDOWN
20
21
22
23
This drawing is a team collaboration
24
25
26
[Jordan Buckner][email protected]
