Greyston Farms

Greyston Farms


About the Project

The goal of the project was to study an existing B Corporation and expand its business model. The selected B Corporation was Greyston Bakery as a social enterprise, Greyston provides individuals in Yonkers, NY with employment skills and resources to lift them out of poverty. Taking their core values and business environment into account, a new business concept was created to help this company continue to fulfill its mission.


Business background



Greyston’s business is making delicious brownies, and their mission is to help the at-risk community in Yonkers, NY. Their open-door policy offers employment opportunities regardless of education, work history or past social barriers, such as incarceration, homelessness or drug use.


Greyston Foundation provides employees of Greyston Bakery with housing, professional development, child care, and community gardens. Greyston Foundation is actually the parent company of Greyston Bakery, as well as a few other For-Profit and Nonprofit subsidiaries. 

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B Corps are for-profit companies certified by the nonprofit B Lab to meet rigorous standards of social and environmental performance, accountability, and transparency.” Becoming certified as a B-Corp allows socially-motivated businesses to gain recognition, and have their mission accredited by the B Lab. 

The current B-Assessment score for Greyston Bakery is 143. Although Greyston scored above the median in each of the applicable categories, the majority of their points are allocated in the “Community” section. This is due the plethora of support services Greyston offers to their employees (and their families) through the Greyston Foundation. 

Business Environment Analysis


As we began the process of research, we chose to first conduct a PEST analysis. We gathered data not only for the present time period, but 5-10 years in the future, and even 10-20 years into the future. By conducting a PEST analysis, we overviewed the business environment surrounding Greyston in a macroscopic view. This allowed us to take notice of overarching patterns and trends that may impact the outcome of our proposed solution.



We chose to take a closer look at the relationships between Greyston bakery and other stakeholders, in order to see how they work in the industry. We analyzed the stakeholders that are involved with Greyston both directly and indirectly.


In order to holistically understand all of the stakeholders involved in the Greyston ecosystem, we completed two stakeholder maps. One map was completed from the perspective of a Greyston factory employee, and the other map was completed from the perspective of a Greyston Bakery customer.


The Value Flow Model is a tool designed to visualize the entire system in which a business operates. By using this tool to map the Greyston ecosystem, we were able to see all of the connections visually. We were able to identify the flows of goods and services, as well as the flow of money and credits, information and value. 


After completing our overall process of analyzing the stakeholder landscape surrounding Greyston, we realized a few key points. Not only do Greyston employees have a significant stake in the success of Greyston Bakery, so do their families and the Yonkers, New York community. Therefore, it is critical to not only focus on the Greyston employees themselves, but the entire family unit and community at large.



The Business Model Canvas, designed by Alex Osterwalder, is a tool that allows people to map each component of a business model. This tool allows users to see which areas of their business model correspond with others, and which areas may need further development.


The Social Business Model Canvas is a tool that heavily borrows from Osterwalder’s Business Model Canvas. However, the Social Business Model canvas includes four very pertinent areas that were previously omitted. The areas of “Beneficiary Segments”, “Impact Measures”, “Surplus” and “Social and Customer Value Proposition” are included in the Social Business Model Canvas in order to create a holistic map of a social enterprise.


Competitive Environment Analysis


After thoroughly researching and analyzing the business environment, we then looked into each of the customer segments Greyston currently serves.


After identifying each customer segment, we then began to evaluate the needs of each segment. This allowed us to proceed with a clear understanding of what is important and valuable to each customer.


We distinguished three separate segments of Greyston’s competitors. Each of those segments has different drivers of competitors. We rated them in different ways by the sources from our secondary research. Lines drawn on the strategy canvas let us find some potential spots to fit and explore with interesting ideas.


Opportunity Analysis

To identify opportunities, we took into consideration findings from both the Competitive Environment Analysis and the Business Environment Analysis, trends  within the areas of the B Corp Assessment (Workers, Environment, Customers, and Governance), and a benchmark on other B Corporations that belonged to industries that were similar to Greyston’s. 

Through the process of affinity mapping, we identified a few areas of opportunity:

  1. Building social ecosystems with other like-minded companies to help the local Yonkers' community.
  2. Health and mindfulness within the baking industry for social good.
  3. The rise of urban farming within the cities' under used spaces


Based on the insights gathered through the research phase, we then proceeded to  sketch, or describe a potential solution to the proposed problem. After that we proceeded with our selected group of ideas that met the criteria of the project, and also had the potential to create value in the Greyston ecosystem.



We used a Concept Evaluation Matrix to decide which concept to select and move forward with. Although our final concept would likely have its own unique customer segments, we had to also be sure that we were first fulfilling the needs of the existing Greyston customers. In addition to serving the needs of the customers (and creating value for them) we also looked into the value of our concepts to Greyston as a business. By completing the Concept Evaluation Matrix, we were able to confidently move forward in evaluating our ideas using 2x2 mapping techniques.



After having plotted the results from the matrix in two different 2x2’s to identify the concepts that had received the highest scores, we were able to determine which ones were the ones we wanted to work on. As many of our concepts shared some common ground, we then decided to combine several ideas to generate a new business concept that serves multiple of the needs and opportunities our research identified. The tools we used allowed us to easily come to these conclusions as they showed results visually.  

New Business Concept


Greyston Farms is a social enterprise that provides individuals in Yonkers, NY with employment skills and resources to lift them out of poverty, by growing organic goods within the city’s underutilized spaces. Greyston Farms targets the local Yonkers community. The main goal of this venture is to directly give back to the community and create more positive impact among its locals.




The creation of Greyston Farms will bring a number of benefits to the Greyston Foundation and Greyston Bakery, among them:

Increase surplus: All profits would be directed to the Foundation. 

Employment opportunities: Greyston Farms will create employment opportunities for the Foundation’s beneficiaries that have not been able to findwork within Greyston Bakery.

End poverty in Yonkers: Furthering the Foundation’s mission, Greyston Farms is providing community members with a way of earning a living. 

Build Reputation: Revitalizing neighborhoods, providing employment, training and certifications will continue to build the Foundation’s reputation among the Yonkers’ community.



Although the Business Model Canvas of Greyston Farms is very similar to that of Greyston Bakery, there are a few differences. First of all, the cost structure and flow of revenue is different, mainly because Greyston Farms requires different equipment to sufficiently operate. Greyston Farms also has a strong focus on the local Yonkers community. This aspect differs from Greyston Bakery, which sells its products to people and wholesalers across the country.



The Social Business Model Canvas  of Greyston Farms is also very similar to that of Greyston Bakery, but again there are a few differences. Greyston Farms focuses on the local Yonkers community even more so than Greyston Bakery. Some of the social aspects of Greyston Farms that differ from the bakery, is that Greyston Farms employs teenagers. Greyston Bakery is devoted to providing “pathways out of poverty” and focuses on the at-risk community through employing adults. Greyston Farms, however, recognizes that at-risk teens and adolescents could also benefit from a local outreach initiative that also provides workforce development training.


Measuring Impact


Using this method, helped us clarify the goals we set for our venture as well to measure success.  Analyzing the development of our business, helped us assess potential changes we would make to our implementation plan.  We assessed each target segment to ensure that anyone impacted by our venture was considered, while exploring the different perspectives of our team.


The Strategy Map works with the Balanced Score Card Framework. The purpose of this tool is to create, analyze and compare strategies to achieve and measure the goals the organization has set. The Strategy Map later helped us narrow down what we needed to create the final Balanced Score Cards.


The Balanced Score Cards is a framework that evaluates four perspectives: Financial, Development, Internal Processes, and Customer. Each perspective sets strategic goals from the corporate strategy, critical success factors, Key Performance Indicators and an Action Plan. 




After developing KPI’s we designed a metrics dashboard that would easily allow Greyston Farms management to evaluate, analyze, track and assess if the KPI’s were being met. The dashboards presented next show fictitious data. 


Process Book


This project was done in collaboration with:

Coca-Cola Freestyle + SCAD Collaboration

Coca-Cola Freestyle + SCAD Collaboration



"These images are for demonstration only and are not intended to imply any imprimateur from The Coca-Cola Company"

The goal of the project was to build brand awareness and consumer engagement with Coca-Cola Freestyle. Using design research and strategy we developed concepts that took into consideration the needs of the different stakeholders involved: consumers and crew members at Full Service and Quick Service Drive-Thru restaurants. 


Crew member: To create a non-intrusive, educational system that allows the crew to understand and successfully communicate / pitch the Coca-Cola “longtail” options.

Customer: To create a solution which enhances and maximizes the potential of CCFS’s market offering by engaging consumers and educating stakeholders.



Stakeholders: we focused on three main areas: customers, crew members and managers. By understanding each of the stakeholders’ emotional, functional and social needs, the design team gained a deep understanding of the stakeholders’ mental model and their priorities.   

Environment: the effect of the environment and the connection between the restaurant and crew members not only plays a very important role in the day-to-day lives of the crew members’, but also has a huge impact on the consumer experience. Researching those two areas helped the design team realize the elements that stand out during a customer’s dining experience.  

Trends: the design team concentrated on three specific areas: Trends in the beverage industry, trends in the restaurant industry, trends in our target audiences.

We discovered that it all boils down to the influence and relationships between technology, design and marketing. 

Crew Serve machine: the design team focused on understanding the function of the machine, the impact of taste and the interaction between crew members and the Freestyle machine. The design team used primary and secondary research methods to establish a foundation for the future insight generation phase.





QSR Key Learnings Summary:

  1. CCFS Crew Serve works great for CMs and operators.
  2. Sell-through and throughput are in conflict at QSR.
  3. The newness and interest in CCFS wanes after time.
  4. QSR Crew and Managers note the success of small, financial incentives.
  5. CCFS training is inconsistent with Coca-Cola’s plan.
  6. The number of customers and their demographic vary greatly depending on the time of day.


FSR Key Learnings Summary:

  1. Crew Members feel that achieving customer intimacy is key to their success.
  2. Crew members display varying levels of salesmanship.
  3. After a while, crew members and operators can lose interest in the machine.
  4. Crew members often “team-serve” and socialize frequently.
  5. Tables are set-up to influence orders.
  6. There is a multitude of unbranded crew member touchpoints.


Based on our observations, a consumer might go to a QSR drive-thru one day because they are pressed for time, but go to an FSR another day for a social experience. However, they might go to a drive-thru during leisure time with friends and hurriedly eat at an FSR during their lunch break. Because of these inconsistencies, our team developed three different consumer modes that we observed members of various demographics embodying at different times. Any consumer will take on one of these mentalities any time they visit a restaurant, and they can even exemplify multiple modes at one time.



Freestyle Strawctures

Order gamification is an important part of our overall solution. In order to develop an alternative for QSR, we developed a product that would be easy to implement in drive-thrus. 

Freestyle Strawctures kits features:

  • Straws, connectors and an instruction card
  • The instruction card showing basic process for building a strawcture
  • Collectable pieces for special social media challenges

Battle of the Brands

To get consumers excited about Coca-Cola’s Freestyle, we developed a concept that will create an interactive game board for the FSR channel that includes all the longtail choices.

  • Battle of the Brands game board will be placed on FSR table. 
  • Each game board has two games, one on each side and can be interchangeable for the brand's specific needs (seasonal flavors, special promotions, etc.).  
  • The game board shows all the brands available from Coca-Cola Freestyle. 

These Flavor Games serve to remind customers of Freestyle’s presence in a restaurant and encourage them to try new brands. If customer are not interested in playing, the server can use this as an opportunity to build a dialogue and explain the different flavors available. 


Freestyle Token

In order to encourage consumers to try different longtail flavors, we needed to develop a product that forcibly eased them into discovering new brands. Because some consumer modes are not willing to risk much, our solution had to provide an offering that decreased the potential risk for trying a new brand. Our answer to this problem is Freestyle Tokens. 

  • Whenever a consumer orders a Freestyle drink, they will be rewarded with a free drink the next time they dine the same restaurant chain. 
  • Crew member gives a key ring shaped token with a specific brand already spelled out on the token.
  • The consumer is able to redeem it for a small/standard drink of the specified brand the next time they eat out.
  • Consumers can use their tokens for codes in My Coke Rewards.


Mixologist Certification

This solution is designed for crew members to become a certified Freestyle Mixologist.

The Mixologist course will have three levels:

  1. How to use the machine, give tips on upselling Freestyle brands and provide knowledge for creating and suggesting new mixes.
  2. Mixologists participate in chain-wide competitions and are rewarded based on different data from their metrics. 
  3. Mixologists participate in special competitions in which they will be compared at national level. 

This concept is created to build awareness in crew members and to raise their social statuses within their restaurants by linking Freestyle Mixology to specific abilities. Mixologists will drive volume by being the force behind selling Freestyle beverages.

Freestyle Flight

This concept presents four pre-selected combinations of Freestyle brands to consumers looking for something new to try . 

  • Disposable tray
  • Customizable to different seasons and special promotions
  • Possibility of augmented reality interaction attached to they tray's theme 



Storyboards helped the team visualize and explain the way the concepts would be implemented. 

Branded Touchpoint Map

 Creating a Branded Touchpoint Map helped us understand the points of interaction consumers or crew members would have with the solution and how we were creating brand awareness on each of these touchpoints.


Service Blueprints

For each of the concepts, a service blueprint was developed. This tool allowed us to understand the different actions that were taking place at the same time during the experience, both from the consumer's perspective and the crew member's perspective. It also allowed us to map the possible emotions a consumer could be experiencing while interacting with the proposed solution. 

Pronovias - Service Audit

Pronovias - Service Audit

about the project


For this project the goal was to assess a current company's service offering and intervene it by creating radical innovation in it's services. Pronovias is a bridal gown company, and after a negative personal experience with the brand I saw an opportunity to improve their services. 



Pronovias is the leading company in the world in the bridal gown sector. It was this company that pioneered the concept of Bride-à-porter wedding gowns, and 50 years later they still lead the category. In 2014 they had a revenue of almost 200 million euros. They currently have 163 owned stores in 105 countries and more than 4000 sales points . 

By 2020 they plan on doubling those numbers. As part of their expansion strategy, which started in 2013, Pronovias has expressed that they have shifted from a product-centered vision, to a brand-centered one, and from having a sales-centered operation to becoming service-centered.  This means, the bride is put first, and making her the main protagonist. 



By conducting secondary and primary research we analyzed Pronovias’ service offering. Secondary research consisted on: service reviews found online, analyzing information about Pronovias’ competitors (Rosa Clará, Jesús Peiró, Vera Wang, Carolina Herrera, Oscar de la Renta, Marchesa) understanding their business and service strategy and doing a popular media search to understand how customers perceived these brands. 

Primary research included: interviews with previous Pronovias’ customers, field visits to different bridal shops for observation, interviews with bridal shop employees and questionnaires for women who had purchased a wedding gown in the last three years. After going through all the research we affinitized all our findings, and categorized them into different subjects and themes

Service Innovation

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Based on the insights gathered from primary and secondary research, four solutions were proposed, each focusing in an area of the service that needed improvement. 

Solution #1: Communication: This solution focuses on communication during the different stages of the service delivery and it’s integration with the Pronovias website and app, using the “My Dressing Room” tool. This method will also be used for them to track the stage in which their dress order is at, so that they can be sure of when the dress is ready and delivered at the store.

Solution #2: Details and Integration: In this solution we ensure that there is integration between the activities that the bride did before accessing the service (using the app) and the first encounter at the store. Making sure that the products that she chose in the app will be shown to her first, and will be waiting for her inside the dressing room as soon as the appointment starts. We also focused on providing details that made the experience more memorable: addressing the people that share the bride's experience, as they also play an important role in this process; supporting the bride during her wedding day and congratulating her a few weeks after the big day.

Solution #3: Marketing Efforts: This solution is focused on marketing efforts, particularly on things that can be done on social media, their blog, website or in collaboration with bridal publications, sharing their brand culture, tradition, and quality efforts with the world.

Solution #4: Employee Training: Employee training is one of the most important solutions to many of the customer satisfaction issues found in the service delivery. Our research revealed that customers feel judged and mistreated by some of the company’s sales associates when they visit the store. Some of the options for this solution include training sessions in which employees participate in role playing activities where different situations are presented. 



To evaluate the concepts we developed after analyzing the opportunities found through research affinitizing, we developed a matrix which evaluated each concept based on different values both for the user or employee and the company.



To prototype our solutions we decided that the ones that were based on the end-user’s journey and their in-store experience would be the ones we would have best results within a prototyping session. 

We first developed a storyline with multiple outcomes depending on the decisions each user made during the session. This decision tree helped us see and be prepared for each possible scenario that could happen during the session. 

Using paper dolls, paper dresses and cards that explained actions or asked questions, we devised  a more contextual environment of the in-store experience. To do this we built a stage with pictures of an actual Pronovias’ dressing room, to show users the kind of store they would be in. This raised their standards of what to expect from the service, and we observed that they were much more interested, engaged, and at the same time, demanding of the quality of the service they were receiving. 

We also provided more visual aids and props to help guide the process. One of the gaps we found in this part was on the time between the user’s first appointment, and when she decides to purchase a wedding dress. Most users wanted to visit other stores to compare and make their final choice, we had not contemplated this and found it as another opportunity to innovate and retain customers. 



After prototyping we assessed the impact our solutions would have in the business model, service package, the customer's journey and the service in general. By going back to the the service design tools we used to analyze the initial service offering, we were able to see if the proposed solutions would have an impact in the pain points that had been identified. We also developed an implementation plan, where we outlined implementation priorities. 


Project Process Book


This project was done in collaboration with Yuanhao Lu.




Social network concept, strategy and brand development

Farm Cart Project

Farm Cart Project

Research project done in collaboration with Emergent Structures and Savannah Tech. The aim was to arrive at problem formulation and concept recommendations to design and build a mobile farmer’s cart for local farmers serving customers in and around Savannah.