JAE YEON WOO
woo.jaeyeon@gmail.com 917.327.3506
PARSONS THE NEW SCHOOL FOR DESIGN DESIGN AND MANAGEMENT, BBA ‘11
Jae Yeon Woo 800 6th Ave Apt 27H l New York, NY 10001 l 917.327.3506 l woo.jaeyeon@gmail.com
Education
Parsons The New School for Design, New York, NY
Bachelor of Business Administration, Design & Management, Candidate May’11 Coursework includes: Retail Buying, Merchandising, Textile Survey, Marketing, Strategic Management Dean’s List: Fall 2007, Fall 2008, Fall 2009, Spring 2010, Fall 2010
Skills
Proficient in Microsoft Office Word, PowerPoint, and Excel Experienced with Adobe Illustrator, Photoshop and InDesign Fluent in Korean, Basic Knowledge in Mandarin
Team Player, Detail Oriented, Strong Analytical Skills
Experience
Stella McCartney I New York, NY January 2011-Present
Intern • Sample Trafficking • Press Clippings • Dressing Options for Celebrities/Stylists • Assisted in Pre-Fall 2011 Market Week • Assisted in launch party Stella McCartney Kids
Dame.Celina l Seoul, Korea May 2010-August 2010
Intern • Assisted in writing product descriptions on the website • Assisted in coordinating products online • Assisted in styling models for photoshoots • Market research via blogs, store visits and trend reports
Color & Fashion Trend Center l Seoul, Korea May 2008-August 2008
Intern • Collected and created visual trend components • Assisted in preparing seminar, Summer Preview color 2010 • Developed data base for Preview 2010 • Customer relations
PORTFOLIO INDEX
USER CENTERED DESIGN JOAES REFILL STORE 6 OZONE SOCKS 12 METROCARD 18
STRATEGIC PLANNING PETER THOMAS ROTH 24 SANRIO TOMODACHI 32
INFORMATION DESIGN MAPPING UMBRELLA 38 MUEUM MILE BOOK
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COVERSE ALL STAR MARKET MAP
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USER CENTERED DESI GN
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d e si g n d e ve l o p m e nt : J OA ES Re fi l l S t o re
JOAES Refill Store Project Length: 16 weeks Group Collaboration : Jae Yeon, JOcelyn, Annina and JEnni
product development consumer research prototyping & interating user centered design practices project management
STATEMENT JOAES is a refill store which sells refreshing body products at affordable prices. JOAES is not like any other brands that sell body care products. It engages consumers to lead sustainable lives by providing clean refillable bottles in replacing the use of packaging, thus reducing the environmental impact for our community. In the course of this project, special attention was given to the use of iteration and prototyping as a means of generating the knowledge that is required to successfully manage risk without stifling innovation.
USER CENTERED DESI GN
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d e si g n d e ve l o p m e nt : J OA ES Re fi l l S t o re
DESIGN PROCESS 1. DISCOVER
2. RESEARCH
Discovered a need to empower and engage today’s consumers to lead sustainable lives.
Six different personas were created to get a clear sense of our potential target customers. Detailed field observation, focusing on consumers buying behaviors and patterns, took place at Wholefoods, Kiehl’s, Bigelow’s, Bed Bath & Beyond, and Bath and Body Works. In-depth interviews were conducted with people who have similar characteristics of our personas.
3. DEVELOP Based on the research results, possible design features (refill machine, self-checkout machine, well-designed bottles, and clean and warm store environment, affordable pricing strategy, healthy product lines, etc.) were suggested. Then, prototypes were developed based on the research results to successfully meet the needs of potential consumers. The prototypes were tested with personas/potential users. Each design features were iterated according to personas’ needs and requirements.
4. DELIVER After several iterations, the discovery was finally translated into a refill store, JOAES, which provides refreshing and refillable body products with affordable prices.
Repeated process of prototyping and iterating according to user requirement was critical.
taken from powerpoint slide
Left: 6 different personaes, Right: Research results from both field observations and in-depth interviews.
USER CENTERED DESI GN
d e si g n d e ve l o p m e nt : J OA ES Re fi l l S t o re
Left. Storyboard of JOAES experience, Middle: JOAES store model, Right: Bottle design with product tag (product name, detailed product description and instruction)
Left: JOAES refill machine, Middle: Refill Machine Instruction, Right: Self-checkout machine
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USER CENTERED DESI GN
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d e si g n re se a rc h m e t ho d s: O Z O N E
Ozone Socks Ad Campaign Project Length: 4 weeks Group Collaboration: Jae Yeon and Han Byul
ethnogrpahic consumer research analysis critical reasoning design practices
STATEMENT This project was to design a strategic solution for a retail store and translate that idea into a workable plan, a creative brief, for implementation. My team chose Ozone. Ozone is a small fashion socks company that has been around for a few years; they are entirely devoted to putting fashion and fun into socks and tights. Based on our extensive ethnographic research on Ozone consumers and ordinary sock users, we designed a creative brief and an Ad campaign for Ozone that could somehow enhance the Ozone consumer experience.
USER CENTERED DESI GN
d e si g n re se a rc h m e t ho d s: O Z O N E
DESIGN PROCESS 1. DISCOVER
2. RESEARCH
Although socks are one of the most intimate and neglected parts of our wardrobe, Ozone seems to have a great potential for growth.
Ethnographic research was conducted, which include interviews, observations, and journal studies: In-depth interviews were conducted with Ozone users and took place at the store; Field observation, specifically focusing on shopping behaviors of Ozone users, was also conducted at the store; for journal studies, two subjects of our research kept journals about their daily routines of getting dressed/undressed for one week, and then for the second week, we deprived socks from each of them, and had them keep detailed journal of their thoughts and feelings.
3. DEVELOP Based on the research, we were able to gain valuable insights on Ozone as well as socks, in general: Socks are a mundane part of life. People care much about other parts of an outfit, and give less attention to socks. People associate socks with safety, hygiene, and social norms; when deprived, the appreciation and need toward socks increase; it is like a security blanket to snuggle into is taken away and this changes their behavior and affects self-consciousness. People associate Ozone with ‘quality, design and uniqueness.’ However, at the end of the day, socks are just socks; there were no significant impact on users’ lives. However, when given as a present, Ozone socks are much appreciated. Our team would like to design a solution that could change people’s perception of socks: consider them as a wearable ‘piece of art’ to be seen by others, and change people’s behavior: use socks to cover up insecurities and at the same time, boost self-confidence.
4. DELIVER A Creative brief was designed based on the research results and analysis: “GET young, eccentric, creative late teens & young adults TO change the perception of the role of socks and change the culture of wearing socks BY creating an emotional need to cover up insecurities using Ozone socks and at the same time accentuating the fashionable aspect of Ozone. “ Two Ad campaigns were designed based on the creative brief.
Planning a detailed yet creative ethnographic research as well as analyzing and applying the insights from the research was critical in creating the brief.
Left, Middle top: Field Observation: OZONE Sample Sale at OZONE OFFIC Middle bottom, Right. Research method: Journal Studies
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USER CENTERED DESI GN
d e si g n re se a rc h m e t ho d s: O Z O N E
taken from powerpoint slide
Left: Creative Brief for Ozone, Right: Playful new logo for Ozone
Left:. Ad Campaign version 1: cover up insecurity, Right: Ad Campaign version 2: accentuate fashionable aspect
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USER CENTERED DESI GN
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e t hno g ra p hi c d e si g n: M ETR O C A R D
Redesigning the MetroCard STATEMENT Project Length: 10 weeks Group Collaboration: Jae Yeon, Sarah, Sungeun and Soo Young
ethnographic consumer research analysis critical reasoning design practives
The goal of this project was to propose a design solution to solve a problem discovered through observation and study of a specific site, group of people, or product. After a two-hour field observation at NY subway stations, our group discovered problem with MetroCards, and decided to present a redesigned Metrocards that could minimize the problems.
USER CENTERED DESI GN
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e t hno g ra p hi c d e si g n: M ETR O C A R D
DESIGN PROCESS 1. DISCOVER
4. DELIVER
We discovered that MetroCard users frequently encounter problems with Metrocards.
Redesigned MetroCards have different colors for different rides, bigger and clearer arrows, clear indication that they can be used for both bus and subway. Back design has partial subway & bus maps and indication of expiration dates for unlimited cards. A new turnstile machine was designed so that the environmental impact of MetroCards could be reduced; cards are fed into the machine and the rider gets it back after passing through the turnstile; the machine will consume expired Unlimited Cards and empty balance cards;the consumed cards are sent to the factories and are recycled for new MetroCards.
2. RESEARCH Secondary research on transportation cards/passes from other countries/cities, observational research on commuters’ interactions with MetroCards at Union Square and Times Square subway stations, and interviews/Surveys with local commuters and tourists were conducted. Research results showed that users encountered problems with indistinguishable designs between pay-per-ride and unlimited, inability to know the balance left, easy disposability, unfriendly and unattractive design, unclear indication of swipe direction.
3. DEVELOP We aimed to redesign the MetroCards to be more sustainable, informative and convenient.
Conducting an ethnographic research to discover user needs as well as developing a design that fully met those needs was important .
taken from powerpoint slide
Left:. current MetroCard, Right: Secondary Research: transporation cards from different cities/countries
USER CENTERED DESI GN
e t hno g ra p hi c d e si g n: M ETR O C A R D
Top two and bottom left: Field Observation at Union Square Station Bottom right: Survey/Interview at Union Square Station
Left: redesigned MetroCards: color differs for different types of rides Middle:. back design has partial map and expiration date Right. new turnstiel design
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STRATEGI C PLANNI NG
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m a r ke t i ng : P ETER TH O M A S R OTH
Peter Thomas Roth Marketing Campaign Project Length: 3 weeks Group Collaboration: Jae Yeon, Ji Youn and Porsche
analysis critical reasoning design practives
STATEMENT This project was to develop a strategic yet creative marketing proposal for a retail company applying the concepts and thories of Marketing. Our team chose to design a comprehensive marketing plan for PETER THOMAS ROTH’s Un-Wrinkle line. PETER THOMAS ROTH is an elite skincare company launched by Peter Thomas Roth in 1993. The company is based in New York, and is limited to elite spas and select retail shops around the world. It produces more than 100 products and its most popular line includes anti-wrinkle/ aging products. Based on our research of the company, we discovered that even though PETER THOMAs ROTH holds many quality products, it has low brand recognition. Throughout our research we found that a majority of consumers shy away from the brand not only because of its high price but also a dull and ‘super-sciency’ image. Thus, our team decided to alter their marketing mix, particularly on the promotional aspect, from changes to a more consumer-friendly packaging, and value-based pricing strategies, to additions of fresh promotional campaigns and original advertisements.
STRATEGI C PLANNI NG
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m a r ke t i ng : P ETER TH O M A S R OTH
DESIGN PROCESS 1. DISCOVER
3. DEVELOP
PETER THOMAS ROTH has low brand recognition despite the fact that the brand holds many quality products.
Based on our research, our marketing proposal for PETER THOMAS ROTH, especially focusing on the UN WRINKLE line, mainly aims to increase brand recognition. In order to increase the brand recognition, we found that there is a need to alter their marketing mix, particularly on the promotional aspect, from changes to a more consumer-friendly packaging and value-based pricing strategies, to additions of fresh promotional campaigns and original advertisements.
2. RESEARCH We did an extensive research on skin care market, PTR’s current market position, its competitors as well as its consumers. Through our research, we discovered that the face segment accounts for 20 per cent of the total skin care category-a total of $ 3 billion, and has the highest growth compared to other segments such as body and hair. In addition, among the different facial segments, anti-aging products reported to represent over 60 per cent of the facial skincare market. Consumers reported that anti-aging is the key motivator when it comes to buying facial skincare products. In addition, we discovered that consumers who buys anti-aging products is not only limited to the aging women of 40 + of age, but also includes, beauty obsessed youths. Even though PTR holds many quality anti-aging products and does extensive PR activities through fashion magazines and TV advertisements, it has significant brand recognition compared to its competitors like La Mer and LA ROCGE-POSAY. We found that a majority of consumers shy away from the brand not only because of its high price but also a dull and ‘super-sciency’ image.
4. DELIVER We decided to change the package design of the UN WRINKLE line that can appeal to a wide range of consumers from beauty obsessed youth to aging baby boomers. We also decided to launch a unique marketing campaign which includes a Guerilla Marketing: a bus tour providing samples and 2-minute UN WRINKLE treatment session around New York City. Through this, we plan to not only increase the brand recognition, but also acquire feedbacks that could help the product development and future marketing tactics. In addition, we plan to run creative magazine advertisements to heighten brand awareness, in addition to the guerilla marketing.
Using the cocepts and theories of marketing, delivering a strategic and creative proposal was important.
taken from powerpoint slide
Left: Positioning of PETER THOMAS ROTH according to brand recognition and price, Right: New Magazine Advertisement
STRATEGI C PLANNI NG
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m a r ke t i ng : P ETER TH O M A S R OTH
taken from powerpoint slide
Left and Right: Magazine Advertisement (product description and free sample)
taken from powerpoint slide
Left: Design of the bus which will be used for guerilla marketing, Right: Sample which will be distributed after the free treatment
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STRATEGI C P LA NNING
m a r keti ng : PETER T HOMAS ROTH
New Package Desgin
STRATEGI C PLANNI NG
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p l a nni ng : S A N R I O
Sanrio Tomodachi Project Length: 16 weeks Group Collaboration: Jae Yeon, Jocelyn, Jenni, Porsche and Ashley
analysis strategic planning strategic management product development project management
STATEMENT The purpose of this project was to apply the concepts and theories of Strategic Management to examine various issues happening in the current market place and develop an actionable business plan based on the analysis. Thus, our group created a consulting firm called, Into.Me.See, and designed a strategic plan for Sanrio, Japanese company that designs, licenses and produces products focusing on the ‘kawaii (cute)’ segment of Japanese popular culture. Into.me.see is a consulting firm, committed to producing outstanding qualities of design. With a mixture of product designers and marketing professionals, Into.me.see indentifies the unexpressed needs in the toy industry to create fun, entertaining and comforting companionship. Into.me.see has a passion to find the key to happiness, so through close communication and active collaboration with our respectful clients, we deliver unexpected, yet professional solutions.
STRATEGI C PLANNI NG
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p l a nni ng : S A N R I O
DESIGN PROCESS 1. DISCOVER
2. RESEARCH
It has been reported that Sanrio’s sales deriving from products as well as licensing, have been dropping continuously over the past 10 years. Analysts have reported that the main reason behind the Hello Kitty fatigue is due to the “overselling” of Hello Kitty. The character, today, appears in almost every product ranging from toilet paper to automobiles. The company, in fact, have been very cautious about the overexposure of the character; they have been striving to make sure that the “Hello Kitty Phenomenon” or the licensing campaign do not get out of control and people would not burn out of the character; Sanrio has tried to be careful in selecting licensing partners and to keep up with the times in response to the trends and consumer needs. Nevertheless, the company now faces a big challenge in reviving the Hello Kitty phenomenon.
Into.Me.See conducted an extensive external and internal audit on Sanrio. Research discovered that Sanrio has been a market leader for years, due to strategic plans that reflect external trends and successfully meet consumer needs. Despite their effort, since 2000, Sanrio had consistently decreasing sales. Based on the research, Sanrio is not catching up with the current digital trends. In addition to internal/ external analysis, Into.Me.See created SPACE matrix for accurate strategic suggestion for Sanrio.
3. DEVELOP Based on the research, Into.me.see came to conclusion that Sanrio needs to seek ‘Aggressive Strategy’. Into.me.see recommended that Sanrio should take ‘Related Diversification Strategy: adding new but related products into the existing range,’ in order to revitalize the company.
4. DELIVER n response to the external trends (growing number of singles + the need for companionship and increasing social interaction trends), Into.me.see designed a strategy for Sanrio: “By the end of 2012 fiscal year, Into.me.see aims to increase 5% of revenue and expand brand loyalty, by introducing a new line of digital products called the “Tomodachi.”
Application of theories and concepts of Strategic Management was critical in developing the final deliverable.
taken from powerpoint slide
Left and right: SPACE MATRIX suggests Sanrio should take an “Aggressive Strategy”.
STRATEGI C PLANNI NG p l a nni ng : S A N R I O
Left: Hello Kitty Tomodatchi, Right: Playful packaging of Hello Kitty Tomodatchi
Left: Tomodatchi Hello Kitty version, Right two: Interface Design, Hello Kitty version
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I NFORMATI ON DESI GN mappi ng umbr el l as
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UMBRELLAS on 31st St and 6th Ave 13
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Mapping Umbrellas on 33rd st & 6 th Ave
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Project Length: 3 weeks Individual Work 4 4 8
design practice
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2008.2.11 5:30PM
I NFORMATI ON DESI GN book: MUSEUM MI LE
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Project Length: 8
MU SE UM
MI LE
5t h
Av e
The Museum Mile Book 10 1
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Metropolitan Museum of Art Guggenheim Museum Cooper Hewitt National Design Museum
MUSEUM MILE
The Jewish Museum
Individual Work
91 s
The Museum of the city of New York
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design practice 81 s
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AV PA RK
MA DI SO N
AV E
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El Museo Del Barrio
I NFORMATI ON DESI GN book: MUSEUM MI LE
DAYS & HOURS
FREE 12
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The Jewish Museum
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Music at Museums
FREE
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FREE
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EVENTS & PERFORMANCES
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COLLECTION
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El Museo del Barrio
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FREE 81st
El Museo Del Barrio
I NFORMATI ON DESI GN mappi ng Conver s e Mar ket
Mapping Converse All-Star Market
45
converse all-star sneakers Target Consumers It becomes popular within the Grease subculture and amongst many fans of Rockabilly
Market Research
They were worn by many popular Punk Rock bands
Converse Chuck Taylor All-Star becomes the official NBA shoes
1920
Project Length: 2 weeks
*Everymen’s Shoes *Inspire Originality/Uniqueness *Canvas for Self-Expression *Design your own
It became popular with the Grunge culture
1950
1990
1970
Manufacture/Distribution
2009
modern/unique classic trendy traditional
life-style brand
athletic brand
Population/Gender/Sales
Individual Work
(pairs) over 750 million pairs are sold in 144 countries
750,000,000 Sixty percent of all Americans have or have owned at least one pair of Converse sneakers
design practice
60% 40
bankruptcy
MALE
51% 49 In 2002, manufacturing moved from US to different Asian countries (China, Vietnam, Indonesia) and Lithuania Converse All Star Sneakers are sold in 144 countries
over 6,000 pairs were sold daily
FEMALE 1,460,000
1910
1980
2000 (year)
woo.jaeyeon@gmail.com 917.327.3506