INNOPAY is an Amsterdam bases consultancy that focusses on ‘transactions. They are founded in 2002 with financial transactions as their main focus. Today, they have shifted their core business to ‘data’ as every form of transaction. INNOPAY is led by the belief “everything transaction” which is translated in into an award-winning same-titled management book. They believe collaboration and data sharing to be the end-goal for finding the highest value-added for all (data) transactions. The challenge The objective of this thesis is to find use cases for the business clients of banks that would be enabled by Open Banking. There are two reasons for the need for such use cases. First, there are no specific use cases directed at open banking at this moment. Second, creating innovative products is becoming the new standard to differentiate for banks. INNOPAY will be able to use this thesis and the use cases that it brings forth to illustrate the benefits of Open Banking to a large variety of different (potential) clients. Thesis Context The user The business clients of banks share touchpoints through the financial function of businesses. The financial function of a business handles the financial assists and their interactions. The financial function is a group of functions, tasks and dynamics that are set up differently for every business. This thesis analyses this complexity and describes how financial tasks between businesses are similar and can be used to analyse the financial function consistently. There is a definite shift in the tasks of the financial function in the lasts couple of years. The financial function is moving from an operational set of tasks to a more strategic set, actively participating with the (corporate) strategy. The current financial function has low affinity Change in the financial landscape Four elements are driving transformation in the financial product and service industry. 1.Technology Technology has been at the forefront of disruptive innovation for multiple decades. Technology is contributing to faster ways of gathering, analysing and securely transferring data anywhere on the planet. Bringing financial professionals together and growing businesses to never before seen sizes. 2.Competition Competition is increasing as challenger banks, and Fintechs are joining the financial product and service industry with new and innovative user-friendly products and services. 3.Customer expectations Consumers are surrounded every day by products and services tailored to their specific needs. Consumers expect user-friendly, fast and intuitive designs. This expectation is no different for business users. 4.Regulation The regulation on the forefront of this changing landscape is Payment Service Directive 2 (PSD2). PSD2 is the first regulation in the world to focus on opening up the banking system. PSD2 mandates the opening up three banking data and functionalities previously monopolised by banks themselves. These three data and functionalities are: 1. Payment initiation services (PIS) Allowing a third party (TPP) to initiate payments from your account 2. Confirmation of availability of funds (CAF) Reviews the current account to see if enough funds are available for the required transaction 3. Account information service (AIS) Allowing a third party (TPP) to access your account(s) information PSD2 opens up three data and functionalities, Open Banking opens up the rest. Open Banking is defined as a business approach in which value creation results from sharing, providing and leveraging access to bank resources. Data, processes and other business capabilities of banks are made available to an ecosystem of Third Parties (e.g. Fintechs, technology vendors, corporate customers) through application programming interfaces (APIs). Meaning, The groundwork Business banking • The competition on the financial product and service landscape is picking up between Incumbent banks, challenger banks and fintech. • Collaboration between financial product and service providers is believed to be the most constructive method of creating value-adding products and services. • Banks will need to focus more on their customer as user expectations are shifting. Open Banking • For banks to gain a competitive advantage, it is essential to open up data and functionalities while creating innovative use cases. • Leveraging Open Banking enabled data, potentially with non-financial data, could result in products unexperienced by financial professionals. • An increase in Open banking adoption is required as it is currently low. This increase can be achieved by creating inspiring use cases and promoting the concept of open banking. The Financial function •The financial has little affinity with Open Banking as it is stil in it’s early adpotion phase. To increase this adpotion they need to be educated and inspired. • The tasks within the financial function are moving from operational to more strategic tasks as more time is freed up primarily due to technological advancements and analytical capabilities. • The richness of data is essential for strategic tasks to make strategic decisions. While the quickness of data has more influence on the operational tasks. • The financial function is looking for safe and secure products and services that are easy to use, interoperable with high analytical capabilities that increase efficiency. The solutions For INNOPAY to be able to present different concepts to different clients, three concepts are designed. They are all presented in an all-in-one dashboard solution called Mynance. The reason for presenting the concepts through this medium is too combat three reoccurring pain points found during this thesis 1.Customer journey – for the financial product and service industry a lot can be won by focussing on the customer journey as this is currently mostly subpar. Having all products and services in one place would facilitate more user comfort 2.Data infrastructure- The number of products and services offered at this moment have major operability issues. Having an all-in-one solution would alleviate this pain. 3.Privacy and security – If all compliance is under one roof, there is no need to trust multiple parties. It also created the possibility to show the user what data they are sharing from one location. OutOfOffice OutOfOffice is a solution for the need for a 24/7 financial function. Instant payments are becoming mainstream and are moving from the consumer to the business realm. This concept relieved the pain for the financial function to be on alert 24/7 as payments can come in and go out after the financial function has gone home. It allows for settings to be predetermined to send a notification when the change in cashflows exceeds a specific limit. OutOfOffice can also be set to undertake actions automatically. BenchmarKing The BenchmarKing is a solution that focusses on the opportunity to use pools of Open Banking data as well as non-banking data to find benchmarks that were previously impossible or extremely difficult to compute, in real-time. Allowing the financial function to critically analyse their position against a variety of segments. Precisely showing a business’s weak and strong points to be able to invest time and funds into different essential business aspects efficiently. Alertify Alertify uses pools of Open Banking data together with non-banking data to find patterns in business processes. It will then notify the user and recommend future steps. These patterns are extracted from historical data and can either negative or positive. If a problem is detected, it will recommend as well as if an opportunity arises. This is done through prescriptive analysis. The quality of prescriptive analysis will be enhanced by artificial intelligence and machine learning. Validation The concepts are designed to a certain degree of detailing to be able to adjust them to use for multiple purposes. INNOPAY can present these concepts as a whole to demonstrate the ‘big picture’ or they can choose to zoom in on a particular aspect of a product (e.g. a specific benchmark metrics or business process pattern) to reach their more niche clients. These concepts are made for presenting and are not designed to be made into actual products. Would that be the case, a great deal of additional research would have to be done with regards to the user interface, user experience, and technical aspects like privacy and security.

Interacting with holograms is something which is widely speculated about. Combining holographic projections with haptic feedback and gesture control might bring this concept closer to reality. This project aims at exploring the possibilities of combining these three technologies into a combined virtual control system. Project owner Safran initiated the project concerning the combination of three technologies into a single virtual control system. This system could provide added value to a lavatory environment by enabling the passenger to open a door without having to physically touch the unhygienic surface. An analysis phase was concluded investigating the different individual technologies and their respective maturities. Conclusions were drawn based on the ability of the components to be integrated into a system operating in a single volume of space. Next to the technological aspects, business, user and environmental aspects were analysed in order to create a better understanding of the aerospace market, the potential target group and the operational environment. Trends were used to indicate potential opportunities and the user and environmental analysis formed the basis for further conceptualisation. Different application environments were explored together with respective scenarios. A lavatory implementation was selected as the preferred context for the creation of a functional prototype. The detailing selected an ultrasound transducer array as carrier for the haptic component. An eye-tracking stereoscopic display was selected as the carrier for the holographic component. Finally a camera based sensor using a skeletal algorithm was selected as the most suitable carrier for the gesture component. An architecture was proposed combining these technologies into a single system. The interface was designed for the selected context in order for the development of a demonstrator. The prototype was created in collaboration with Dimenco, the developer of the Simulated Reality (SR) development kit, an eye-tracking stereoscopic screen. The SR kit was combined with the already acquired Ultrahaptics transducer board and a Leap Motion sensor to start building the proof of concept. The projections were aligned in order for the user to perceive the designed interface in a single volume of space. Functionality was added and visual polishing concluded the creation of the demonstrator. The demonstrator showed the combination of the three technologies into a single interface which allowed the user to interact with a lavatory door. Test results indicated a good understanding of the 3D system with intuitive reactions without additional instructions. However more research is required to prove the viability of a virtual control system in an aircraft environment. Weight and cost play an important factor in the industry, both have to be optimised in order for the system to become viable. The thesis concluded with suggestions for further development.

Radiation is increasingly used to treat otherwise dangerous operations such as valve replacements with minimal consequences for the patient using live X-ray and catheters. These minimal invasive interventions are beneficial for the patient but physicians are exposed to high doses of radiation as a result. Products in the market of radiation protection are focusing on physical barriers for the radiation such as lead aprons and acrylic lead shields. Although effective, these are often not properly used, which increases the risk for exposure. Next to this, new products will enter a highly saturated market with vast generic alternatives. A design opportunity was found in the range of product aiming for training of physicians to properly work with radiation. From interviews and observations, it was concluded that there is no commons census among cardiologists regarding where the dangerous scatter radiation is present surrounding the patient. It is therefore vital to train or even reprogram their instinctive mind to have a clear idea about the presence of scatter in the OR; radiation safety through behavior change. Philips is involved in a strategy that is called the Quadruple aim. Where the current focus is more directed to the patient experience, the quadruple aim also includes the staff experience as a large influence in better healthcare. A product concept is created where staff experience is key. With this direction Philips will fill a gap in the market for training products and create a common census for safe radiation behavior. Introduced to new generations of hybrid OR’s as the Exposure Prevention Package (EPP), the concept solution will provide a set of clear indicators for safe radiation conduct. Physicians and other staff can now identify when they are exposed to the harmful, but invisible, radiation and act upon it. Through further involvement in the hospital itself Philips will be engaged in an introduction phase of their systems. This includes a introductory course in which operators learn to work with the system and at the same time experience a “learning by doing” style radiation safety course.

In the Netherlands alone, an estimated 730,000 persons are currently diagnosed with coronary heart disease (CHD), 120,000 with heart failure, and 260,000 with atrial fibrillation. As of 2014, cardiovascular disease accounted for 27% of all deaths1. The cardiology department of the Leiden University Medical Centre (LUMC) has a regional role in treating patients with different cardiovascular diseases, ranging from myocardial infarction, heart failure and infectious cardiac diseases to life support with left ventricular assist devices (LVAD) in severe heart failure patients. Coronary artery disease (CAD) affects a big proportion of these patients. Forty myocardial infarction (MI) patients are seen on a weekly basis in the outpatient clinic (MISSION!-clinic) at set times after the infarction event; 1 month, 3 months, 6 months or 12 months.

In an attempt to improve patient outcome, provide a better service and reduce the workload at the outpatient clinic, the LUMC launched a novel project called "the BOX". The BOX allows patients to self-monitor their vitals after a myocardial infarction (MI) or heart surgery, thus reducing visits to the hospital.

Patients are given a Wi-Fi scale, a watch with a pedometer, a Wi-Fi blood pressure meter (BPM) and a one-lead EKG/ECG monitor. The devices are produced by two different companies (Nokia/Withings and Alivecor) and are connected to the mobile phone of the patients. Patients have to measure their vitals on a daily basis and are instructed to contact a professional in case of emergency. Preliminary results show a good acceptance from the patients and high willingness to self-monitor their disease. This new product-service reduces the number of regular visits to the outpatient clinic by 40%, which are replaced by video conference.

In this context, the cardiology department plans to take the next steps to expand this service and provide effective and quality care using e-Health medical devices. Nevertheless, they are dependent on different stakeholders to do so. On the one hand, the companies that sell the medical devices (like the ones included in the BOX) control the patient data, and grant access to the hospital. A change in their business model can affect patient safety, privacy and the systems that the hospital has to put into place. On the other hand the patient must use the devices. Self-monitoring is an important behaviour for self-management, required for various chronic illnesses such as diabetes, hypertension, and heart diseases. But, having a plethora of devices and applications is not accessible for all the patients, which is a critical requirement for the LUMC as a part of a public institution that focuses on providing healthcare services to the general population. Moreover, a hospital requires stability for the long-term in order to implement technological solutions that directly affect patients.

The described situation is an interesting opportunity to look at product/services through different lenses (public sector) and design within the institution. Although, it also has the constraint/limitation that doctors are not engineers/producers. In addition, it is a vast problem to tackle, thus the necessity to focus on one area as the research is done.

In collaboration with Cardioline Spa, this graduation project presents the development of a discreet device to monitor atrial fibrillation among elderly people. By means of user research and contest analysis, the project is aims at delivering a new product-system device for the company, for Healthcare institutions and for private patients. The project is characterized by three main phases: the first one is about the analysis of the holter monitor world ; the second is related to synthesizing the research results into one concept; and the third one focuses on validating and test the concept proposed. According to the three pillar of Industrial design engineering the research was divided into the three macro areas of: People, Business and Technology. The people linked with the holter monitor system investigated during several activities including Interviews were 14 elderly patients, one General practitioner, one cardiologist and two nurses. Furthermore, to dive deeper into the experience I underwent a 24 hour holter monitor experience. The magnitude of the cardio healthcare business side was explored by the analysis of the main Healthcare trends. In addition, special attention was given to Cardioline’s past innovations and some guidelines for future innovations were outlined. The technology side was also investigated. The Scope of the technology analysis was to understand the current state of the art of ECG technology and its related evolution over the years.
There was a special focus on the transition from the current situation to the mobile health and to why biosensors are preferred to the standard holter monitor. To close the technological part, a perceptual map was made in order to compare the Cardioline product with its competitors. The perceptual map was also used to decide on the transition from the current product to the future product. All the data collected during the analysis phase was collected in a list of requirements composed of demands (hard requirements) and wishes (soft requirements). Afterwards a brainstorm session was run taking into account some of the main problem revealed. After several iterations, the brainstorm results were synthesized into three concepts which were presented during the midterm presentation. Feedback was provided by chair, by mentor and by the Company mentor. Suggestions were used to determined the final user scenario, the final system layout and the final concept. The final concept consisted of a wearable device which records and transmits ECG signal to the smart phone. The smart phone collects and transmits data to the cloud server where the user and Doctor, if authorized, can have access. With a special focus on the setting up phase, a test was performed. The scope of the test was to check if specific concept features were correctly driving the user towards the hypothesised behaviour. The test revealed good and improvable aspects of the product-system designed. The improvable aspects were used to refine the final concepts.
Finally, together with Cardioline supervision, several engineering ecommendations were elaborated. Those recommendations were related to the concept material, to the electronic components

This report describes the research towards and the design of a tool for informing and involving employees during organisational change. More than half of the change programs that are started are not completed successfully. One of the most influential factors to this low success rate is the resistance of employees. Informing and involving them in the organisational change is essential to gain their support and understanding for the change.

The design is specifically aimed at the employees of KLM Component Services. Roughly 800 employees will be affected by a move, renovation and a revision of all processes. What makes this context specific are the large number of non-desk workers and the relatively high average age (52). Many of these employees are not comfortable using modern technologies such as social media and smartphones and spend most of their workday on the repair of aircraft components. Not being able to read all newsletters or spend time searching the intranet, an alternative communication channel is needed. Based on this need, the design goal for this project was established: to design a tool to keep all employees at Component Services informed on relevant developments and help to overcome resistance by involving them in organisational change.

Current trends and existing solutions for communication during change were explored. Increasingly, digital media are used and a strong emphasis is put on visual content. Several other qualities were drawn up, setting requirements for the final design. Usability being the most important quality, experiments with various design solutions were conducted. The outcome of these experiments was the basis of a design concept; a large timeline showing the stages of the change program, situated in a central location in the building.

This concept was further detailed, resulting in a large interactive timeline, projected onto a wall. The key element – using motion sensors to establish an immersive interaction – was tested with a simplified prototype. The results were used to further optimise the design.

Still, there is still considerable opportunity for detailing this design, as several deficiencies were identified regarding the prototype used in the user test. The most influential of these was that the design had to be explained to participants. In further testing, it is suggested to have an autonomously operating prototype, to allow the researcher to observe if employees will also be able to use this design without any further guidance. A potential opportunity for the design lies in the customisation of the content shown in the timeline, using a smartphone. Further design and testing is needed to fully develop this idea.

Despite the limitations, the design was positively received by employees. These positive results indicate that this design has the potential to be an appropriate tool for informing and involving employees during organisational change. The design will stimulate conversations among employees and helps to reduce uncertainty. This helps to gain employees’ support for the change program and thereby reduces their resistance to change.

Currently, Quooker is Europe’s market leader in boiling water taps. Although initially Quooker taps were focused on providing boiling tap water in standard households, nowadays an increasing share of Quooker B.V.’s turnover is represented by taps being sold in professional markets from which the office and food & beverages (F&B) markets are biggest. The main objective of this report is to develop a product that fits with the needs and desired of the F&B user which can help Quooker to increase sales in this market.

This thesis represents the result of a graduation project for the master programme Strategic Project Design of Delft University of Technology, carried out in collaboration with INNOPAY. The approach that is used to successfully complete the graduation project, is based on the Double Diamond model. According to the conducted iterative design process, the main topics of the thesis are summarised.

INNOPAY
INNOPAY is a consultancy agency which is committed to creating a world in which all people and organisations confide in and use digital transactions. The company's corresponding mission is to guide organisations worldwide to fully embrace the opportunities of the digital transactions ecosystem. The originally Dutch company often operates at the cutting edge of business, technology and legislation. Payments, digital identity, e-business and cybersecurity, are digital transactions related areas in which the company excels.

The challenge
The retail banking industry is transforming to a more open ecosystem. Due to the implementation of new European regulations, mind-blowing new technologies, increased competition and a change in customer behaviour and expectations. However, it is unclear what new products and services could emerge in the Dutch Open Banking ecosystem that are of true relevance to customers. To stay at the forefront of digital transactions, INNOPAY seeks to obtain a better understanding of innovative products and services that can be realised as the openness in the financial landscape will move forward. Therefore, the aim of the graduation project is to design a representative concept from the retail banking customer's point of view that could fit in the future emerging Dutch Open Banking ecosystem.

The Dutch retail banking industry
Dutch retail banking is generally known as mass-market banking and is strictly regulated and dominated by a small number of large national banks. The financial landscape originally has a very conservative and closed character, and is typified by a lack of innovation. Within the boundaries of the law, the banks are fully in control.

The four emerging forces
The transformation of the retail banking industry is caused by four emerging forces, namely: the implementation of new European regulation (1), an increase of competition (2), technological advancements (3) and a change in customer behaviour (4).

The implementation of Payment Service Directive 2 (PSD2) and General Data Protection Regulation (GDPR) act as a catalyst for the concept of Open Banking. PSD2 is introduced in order to improve customer protection, stimulate innovation, lower costs in the payments value chain and increase the security of European retail payment services. A controversial key aspect of this regulation is, that it obliges retail banks to grant licensed third parties access to the customer online accessible accounts, if the customer has given explicit consent for this. GDPR is a privacy regulation which aims to strengthen and unify data protection for all customers within the European Union.

Non-traditional players are entering the retail banking industry. FinTech and BigTech companies are upending the status quo by surpassing the expectations of the retail banking customer. In order to prevent becoming a back office utility, retail banks are forced to develop truly relevant innovations.

The rise of open Application Programming Interfaces (APIs) provides the possibility to securely share data, content and functionalities. Additionally, multiple business rationales stimulates parties to open up their digital doors.

The ongoing digital transformation causes that the customer expects to be offered personalised support and seamless to use digital products and services.

Open Banking
Open Banking ecosystems stand for the totality of interconnected systems of individual customers, third parties (non-banking) and other financial institutions, which by means of multisided platform business models enables exchange of value and data via open APIs.

Open Banking embodies a real evolution which stimulates innovation, enables openness and puts the customer in control over their financial data. Combining banking resources with non-banking resources, enables parties to develop truly relevant products and services for the customer.

The voice of the customer
The voice of the customer is represented by a customer profile which consists of the following key aspects:

The most important jobs to be done concern the control and management of financial transactions, the activity to get the most out of their money, the optimisation of time spent to recurring activities and achieving savings goals.

The most extreme pains related to doing banking business are caused by a lack of context, a lack of continuous feedback, a lack of discipline and the absence of an incentive.

The most essential gains are a more informative overview, relevant guiding advice, products or service that are flexible in use, more informative updates and motivational incentives.

The Dutch retail banking customer needs to be supported in pursuing optimal control over their finances, because they want to be enabled to live now and be prepared for the future in a time efficient and effortless way, so they can get the most out of their money.

MoneyMaster
The voice of the customer is translated into a representative concept, which is called MoneyMaster.

MoneyMaster is a customer-driven Open Banking service which via a conversational interface proactively the Dutch retail banking customer empowers to have optimal control over their finances in a time efficient and effortless manner. MoneyMaster utilises banking resources, non-banking resources and advanced cognitive technologies to serve optimally as the customer's digital financial assistant in a contextual enriched and intelligent manner. The smart chatbot is channel agnostic, 24/7 available, has an unconquered response time and is capable to mimic human behaviour.

MoneyMaster does not solely offer an interesting perspective for the customer, but moreover opens up new opportunities from a business perspective. The opportunities that MoneyMaster creates, are both financially and non-financially related and applies to both business-to-business (B2B) and business-to-customer (B2C) context.

However, with regard to the final design of MoneyMaster, also multiple challenges are identified. The biggest challenge relates to the public's increasing privacy awareness which makes people hesitant to share (financial) data. Therefore, new innovative products and services such as MoneyMaster need to be provided by reliable parties that clearly communicate which data is used for what reason.

This report presents a design proposal for a product innovation for the company Quooker BV.
During this graduation project extensive research has been carried out first in order to find a relevant design direction. Additionally, an internal and external analysis has been carried out. The analysis reveal that Quooker is aiming to introduce a new system which provides two additional functions for the end-user. The two additional functions are the cooled and sparkling water functions next to the existing function (cold, warm and boiled water). Additional, insights into the target group show that the design is perceived as not completely safe by the target group which is one of the main reasons why people do not buy a Quooker product. Also, this is conflicting with core values of Quooker. By keeping the core values of Quooker in mind, which are, providing high-quality, safe and reliable products, the design has been developed.

Accordingly, several concepts have been developed throughout the synthesis phase. The main emphasize was put on interaction aspects since this was related to one of the main criteria set. However, before the actual ideation and conceptualisation, research has been conducted into fundamentals of interaction design. Furthermore, two user test have been carried out. The obtained knowledge is clustered and is presented as ‘interaction design handles’.
Through different iterative steps and the focus on the interaction design handles, a final concept has been proposed called: the Quooker Spark edition.

A prototype of the Quooker Spark has been developed which has been used to validate the product with users in an actual users scenario. Eventually, the following product improvement have been concluded and are also recommended to for Quooker to implement:

Quooker Spark edition
• The proposed design is perceived relative intuitive and safe due to:
1) a clear distinction between safe and unsafe functions,
2) a clear visualisation and sequence of the four functions in the handle,
3) the integration of visual, haptic and tactile aspects,
4) the focus on feedforward rather than on feedback.
• Participants were able to easily understand and explain the interaction to each other.
Furthermore, the proposed design is based on a digital tap and is therefore evaluated to be more in line with future trends. Additionally, the proposed design is also evaluated to be in line with the product portfolio of Quooker. From this perspective, a right balance between a minimalistic design and an intuitive interaction is created.

In a Design-Driven Innovation (Verganti, 2014) approach, the goal was to innovate on the meaning of a medium format system in order to find a viable product solution. As a result the vision is to step away from the traditional mindset of considering the camera as a box that simply records an image, but as a smart tool that supports the photographer creating his envisioned photo. In this proposal, the mirrorless system would be enriched by the emerging technology Machine Learning (Gartner, 2016) in which the product is aware of the use environment and uses data to correlate the user’s preferences.

The ergonomic support for a two-fold postures and an adaptable user interface are the two hallmarks of the camera. As the first implementation of Machine Learning, the system senses and reallocates button functionality when the photographer switches hand position. Ultimately, the electronic platform is future-proof for an
interpolating industry.

The subject of this thesis report is a new concept design recommendation for Zodiac Aerospace with respect to better hygiene and cleanliness in aircraft lavatories during long haul flights.An integrated design research approach is taken to solve the issue of poor hygienic behaviour in the lavatory. This includes an analysis of the current standards and practices surrounding aircraft lavatories, a review of existing products, an analysis of relevant stakeholders, observational research onboard active flights and finally a concept design which aims to improve passenger hygiene. Research indicates that the small form factor of the lavatory makes it challenging for passengers to behave in a hygienic manner. The new design emulates the cubicle based layout of public restrooms, where wash basins are shared. Each lavatory increases in size by removing their wash basins and situating them in the cabin, where they are shared by passengers. Provision of separate lavatories for men and women enables the use of urinals for men and additional space for women and passengers with reduced mobility. Aircraft lavatories can be kept clean on long haul flights by creating new lavatory services and layouts which expand the space within the lavatory. Airlines can improve passenger hygiene and therefore satisfaction by providing lavatories which are larger and cater to more specific needs, such as standing and sitting urination. The new design is also of benefit to the process of manufacture and maintenance as it simplifies the existing product significantly and reduces the time it takes to clean and disinfect the aircraft between flights.

This master thesis is written for the master program Strategic Product Design in collaboration with Ecobloom and its members. The main objective was to create a holistic and strategic framework for start-ups to rapidly scale-up, while utilizing Ecobloom as a case study for implementation and evaluation.

Ecobloom is a start-up that focuses on empowering people to grow their own fresh and organic food in a fun, interactive and sustainable way. The proposition that Ecobloom currently develops and will start offering in the near future is often categorized in different ways by various consumer segments. The main cause of this effect is the hybrid characteristic of the product which means it exists out of multiple categories of products. More specifically, it combines an aquarium and indoor garden, also known as aquaponics. Many potential consumers are unfamiliar with the product category which poses challenges, but simultaneously great opportunities. One of the strengths of the thesis’ framework is that it aims to optimize the innovation adoption for ambiguously categorized (hybrid) products. The development of the product was already done for 60% when starting the thesis.

Scaling up a start-up is considered a complex and dynamic phenomenon. To create a comprehensive, yet manageable framework, an important distinction between scaling on an abstract and more concrete dimension has been made. Firstly, a start-up grows as an organization, thereby developing its ‘back-end’. Simultaneously, the ‘front-end’ is considered the actual proposition a start-up offers the market. This thesis takes both dimensions into account and combines the rather abstract and more concrete aspects of scaling to support start-ups to grow fast. During the development of both these frameworks, product development, Kickstarter preparation and other parallel processes were performed for Ecobloom. Interaction effects between these processes are highlighted to enrich the thesis further with valuable insights.

The concrete layer of the thesis takes into account consumer behavior models, attitude formation and its influence on behavior and categorization theory to optimize the innovation adoption by customizing the communicated product positioning per consumer segment. In other words, the (digital) marketing efforts are specifically tailored to the segments’ desired benefits and values of the product. A hybrid model where on- and offline marketing strategies are combined paves the way to reach innovators, early adopters and the early majority. Furthermore, the framework guides start-ups through the iterative method of online proposition validation and provides guidelines on how to scale geographically in a rational and validated manner, thereby decreasing risks and enhancing the chance of success at the moment of market introduction.

The abstract, organizational layer of the framework aims to support start-ups both short- and long- term. Therefore, it first presents a long-term focused framework which reflects adaptability and flexibility. Its future oriented characteristic with continuous exploration prepares start-ups to create and develop new innovations that strategically fit future landscapes, while exploiting current knowledge and businesses. This ambidextrous balance is crucial for start-ups to succeed on the long-term. The second organizational framework demonstrates 12 crucial elements that have been implemented by Ecobloom to succeed on the short-term and bring the first product to market. It is designed to thrive in an entrepreneurial and dynamic context.

The Nubus ecosystem The Nubus ecosystem exists out of four parts, the Nubus, the endpoints, the Ki and the user is integral part of it. The Nubus ecosystem is a personal omnipresent pc, accessable via any endpoint (a type of smart device). The Nubus is the heart of the ecosystem, without the Nubus the endpoints would not function. The Nubus The Nubus is a digital personal computer provided to users as a service. It has the same digital characteristics as a normal PC without the physical characteristics. The word PC in the previous sentence includes all the devices that are smart and independently used by consumers. The Nubus is a virtual machine running on the physically server at the provider of the Nubus, which can be accessed via any endpoint with a connection. For the user the Nubus service can interpreted as an omnipresent personal computer, since the Nubus becomes accessible via the signals we are surrounded with. Every user has his/her own Nubus.The Nubus is a user specific environment in the digital realm and is attached to a persons identity and not an endpoint and is therefor accessible via any(bodies) endpoint.Access model serviceNubus is linked to a subscriber. A user pays for accessing Nubus, which includes an OS, processing power and data storage. With the subscription the user has his own personalised digital environment or Operating System that can be accessed via endpoints. The endpoints are included in the subscription and therefore users become custodians over endpoints and not owners. This makes the endpoints universal gateways to anybodies Nubus with the right authentication.Human geographic freedomThe Nubus can be accessed via anybodies endpoint to provide the ultimate human geographic freedom. Making users independent from specific device for specific data or processing power and enabling them to be independent from the geographical location of the device. Endpoints The endpoints are the successors of current devices and can be very diverse. Current devices we use can become endpoints. Cameras, phones, laptops, headphones and many more devices can become endpoints, providing users direct access to their Nubus from any endpoint.The endpoints are gateways to the Nubus. KiThe Nubus ecosystem provides an omnipresent personal computer accessable via any endpoint, the Ki enables a seamless and secure experience. The Ki enables the first step of authentication via an unobtrusive bluetooth message. Afterwards the user identifies himself to the endpoint. This enables the user to access their Nubus in a seamless an secure way over anybodies endpint and experiencing their Nubus from anywhere at any time.

This project is executed for Cesys, a company which develops and produces high-end, innovative racing simulators for the entertainment industry. Recently, the company started using Virtual Reality headsets on their racing simulators. Currently, a consumer grade VR headset (Oculus Rift) is used in these type of racing simulators. However, it should preferably be a customised VR headset that is fitting for the simulators and is suitable to be used in an entertainment context. In short, the assignment is to integrate two products together: A racing helmet and a VR headset. Main requirements were that the VR Helmet should re-use components of a current VR Headset and should be one-size-fits-all.

The project started with an analysis phase. A contextual analysis showed that hygiene and durability are important aspects to take into account during the development of the VR Helmet. A technological analysis provided insights which components of a chosen VR headset were necessary to be reintegrated. In an ergonomic analysis, various aspects such as anthropometrics, thermal comfort, pressure sensitivity and maximum weight was researched. In a business analysis, a batch size and first cost price estimation for the VR Helmet was set. Finally, a product experience analysis led to the questions regarding the desired look, feel and use of the VR Helmet. Basically, the question was whether the VR Helmet should be a Racing helmet with VR or a VR headset with racing helmet characteristics.

This above mentioned question was answered during the conceptualisation phase. Two concepts were constructed in order to answer this question. The first concept stayed close to the look, feel and use of a racing helmet. The second concept was almost the opposite of the first concept regarding the look, feel and use. This concept was designed as a VR headset with racing helmet characteristics. Both concepts were detailed to such extent that it could be user tested. The user test showed that the first concept was preferred on various aspects, such as intended emotional response, matching the current simulators, (surprisingly) comfort and practicality. Therefore, concept 1 (Racing helmet with VR approach) was taken as a basis for the final design proposal.

A final design proposal was made (see pictures). This VR Helmet is designed to match and enhance the current experience of the VR simulators by mimicking the look, feel and use of a racing helmet. Like a real racing helmet, it has a visor which can be opened and closed. In this visor the VR components are situated which provide the VR experience. Besides displaying VR, it also has speakers integrated in the helmet for audio display. Moreover, this is one of the first VR Helmets which has a one-size-fits-all feature. By turning the knobs located at the back and top of the helmet, the VR Helmet can be adjusted and fixed on various head sizes. In order to guarantee a hygienic experience, the helmet has to be worn in combination with a balaclava.
The final design proposal was prototyped and user evaluated. In this user evaluation, the VR Helmet was compared to the current solution: The Oculus Rift. Combined with a review on the product requirements, a full evaluation on the final concept was conducted. The final design proposal meets the requirements regarding comfort (one-size-fits-all), experience, hygiene and cost-price. However, aspects such as durability, the weight of the product, integration of the Oculus Rift (electronics) need to be researched further or improved.

In all, the final design proposal is a promising concept, but will need another full iteration before it will meet all the product requirements.

KLM has the ambition to be become most customer-centric airline company. Focusing on customer intimacy, KLM defines their purpose: Moving your world, by creating memorable experiences. In order to be successful towards customers, KLM has to start on employee level first, with the cabin crew to be more specific. For cabin crew, their journey start in the KLM crew center. The most important part of their preparation is the crew briefing. Here, they mainly discuss flight safety and information about the flight and passengers, while the main purpose of the briefing is team forming. In this magical moment crew walks in as 3 to 5 individuals and has to transform into a strong team with KLM-spirit. The current rooms are experienced as functional, instead of motivating, inspiring or empowering. So, there is a lack of support by the environment to form an optimal cabin crew team, and therefore no memorable on board performance is created for customers.

This thesis is divided in three main phases; Exploration, Creation and Finalization, adding an User Centered approach by implementing four design sprints. In the Exploration phase, insights were gathered by analyzing the current briefing situation, and by performing an internal and external analysis including research about the corporate vision and developments, a global trends analysis and comparison with similar briefing settings. All analysis during the Exploration formed the design vision:

Enhance the briefing experience and setting for the KLM crew center. The design should support the team forming and efficiency of the briefing process of EUR flight for KLM cabin crew.

Exploration is progressing gradually to the next phase Creation, since the design sprints involve an iterative process containing research, creation, tests and evaluation. To gain insights about the crew preferences, different aspects of the design and interaction vision were tested, namely connect, inspire, comfort, privacy, intuitiveness, openness and efficiency. To structure the insights of the user tests, an unique briefing journey was created and five interesting design challenges were defined. These challenges were the starting point for the ideation.

In the Finalization phase of the project, the design proposal was presented: the Blue
Connect. The design is a meaningful piece of furniture placed in an inspiring environment, especially designed for the future KLM crew center as an innovative solution for the cabin crew briefing area. The driving force behind the design is that the setting supports the experience and efficiency of the briefing, and provides a moment of connecting; the Blue Connect enhances the transformation of individual crew members into a strong, focused and confident bonded team.

In the last part of the report, the design proposal is evaluated. The overall response was very positive and inspiring. All participants agreed that they would likely use the EUR design proposal. And finally, a cost estimation and some recommendations for further development of the design are presented as a final outcome of this thesis.

This master thesis provides a feasibility study of a door-to-door (d2d) baggage service with standardized bag. Many stakeholders are involved in the aviation industry and in order to implement such a service the consequences and requirements for the industry must be clear. One of these stakeholders is Vanderlande, global market leader for logistic process automation at airports. The study was structured by describing a current, next and afternext phase of development for the service. The analysis of the current situation includes a trend analysis, function analysis, stakeholder analysis and a journey map of both passenger and baggage. Interviews with various stakeholders provides information for further description of the current situation.

The results of this study show a door-to-door service with standardized bag consisting of 9 components which are essential for the service. Within each of these components variables are defined and the relations between the variables are presented in an Interaction Loop.

The Interaction Loop reveals the relations within a d2d service and indicates how the components affect the passenger journey in the end. The Interaction Loop can be applied as a tool for different parties within the industry, to indicate what their (future) role within d2d services can be. Although the Interaction Loop has increased insight in the complex issue, there are still many variables and interaction to be found.

Based on the variables and relations presented in the Interaction Loop, requirements for a standardized bag could be determined. The strength of the Interaction Loop here is that the motivation for certain requirements became very clear. Hence, the value of each requirement can be defined.

Current d2d baggage services indicate that the industry is already moving into the next phase of development. This has consequences for the development of the afternext, since the afternext needs to be implemented in the next. When the next is already present, the aviation industry should act, steering the next towards the desired afternext.

In summer 2018, KLM aims to open the world’s most attractive airport lounge. This graduation assignment worked towards a service strategy that lives up to KLM’s great ambitions. The service strategy should result in the ideal lounge experience, particularly for KLM’s most valued customer: the frequent flyer. KLM realizes the only way to meet today’s rising service expectations is by implementing a self-service solution. Eventually, this self-service solution will only play a small role in the overall service strategy.

In the first phase of this assignment, several Service Design methods are used to gain insights for the new service strategy. Service Design connects the desires of the client with the desires of an organisation within an overall context. Therefore, a context analysis, a company analysis and extensive user research are used to answer the initial research question:

“How can we provide service to all future ICA lounge visitors, in a way that fulfills the user needs and matches KLM’s ambition for the new lounge?”

Research in the context analysis showed that lounge guests differ in the way they deal with time and how they deal with control. These variables have to be taken into account in order to create a service strategy that covers the rich variety of lounge visitors. Extensive user research revealed the latent needs of the frequent flyer: a feeling of recognition and a sense of control. According to the company analysis, a customer-centric company as KLM should respond to these latent needs. Literature research showed that the ultimate customer-centric service lies in the combination between excellent digital operations and intimate frontline staff. Digital operations provide efficiency and the staff a human touch. The human touch injects emotion into the customer relationship by exploiting uniquely human qualities: creativity, passion and empathy.

After the research phase, two personas and a customer journey are used to structuralize all the data. The customer journey uncovered three problem areas. These problem areas are later converted into ideal service experiences using the service requirements. In the proposed service strategy, all the service channels work together to create this ideal service experience. This ensures a high valued end-to-end experience.

The customer journey also showed exactly where a self-service kiosk could respond to a certain need. These findings determined the final features of the proposed self-service kiosk. In the end, the new service strategy and the functionalities of the new self-service solution are explained using a scenario.