Innovation Report of Mobius Toy, Inc. Team Green Cross-Border Innovation at Harvard Summer School 2013

1. Green Group
Harvard Summer School
Cross-Border Innovation
Prof. Iris Berdrow
7/25/2013
Team Members
Angeli, Stefano
Dall’Osso, Claudia
Melhorn, Carine
Winkler, Jean-Luc
Wu, Elizabeth
2013
Innovation Report

2. 2
Table of Contents
Executive Summary...................................................................................................................................................................3
Creating the Organization.......................................................................................................................................................4
Name...................................................................................................................................................................... 4
Competition......................................................................................................................................................... 4
Innovation Plan Name ..................................................................................................................................... 5
Logo Creation...................................................................................................................................................... 5
Mission Creation................................................................................................................................................ 5
Organizational Chart and Responsibilities.............................................................................................. 6
Strategic Analysis.......................................................................................................................................................................7
Stakeholder Analysis ....................................................................................................................................... 7
Strategic Objectives.......................................................................................................................................... 7
Performance Indicators.................................................................................................................................. 8
Ideation and Development.....................................................................................................................................................9
Ideation Process Design.................................................................................................................................. 9
Development Process Design........................................................................................................................ 9
Ideation...............................................................................................................................................................10
Development.....................................................................................................................................................11
Commercialization ................................................................................................................................................................. 12
Prototype Building and Testing.................................................................................................................12
Results Creation...............................................................................................................................................13
Commercialization..........................................................................................................................................13
Appendix
Creating the Organization – additional Information .....................................................................................................I
Ideation and Development – additional Information...................................................................................................II
Problem Identification....................................................................................................................................II
Flow Chart of Ideation and Development Process .............................................................................. III
Survey Results...................................................................................................................................................IV
Project Management ........................................................................................................................................ V
Sources......................................................................................................................................................................................... VI
Literature............................................................................................................................................................VI
Websites ..............................................................................................................................................................VI

3. 3
Executive Summary
Mobius Toy, Inc. is a Cambridge, MA based designer, developer, and producer of eco-friendly toys. Mobius Toy,
Inc. aims to foster interactivelearning for children using innovating concepts and sustainable technology.
As a recent start-up company founded by entrepreneurs Stefano Angeli, Claudia Dall’Osso, CarineMelhorn,
Jean-Luc Winkler and Elizabeth Wu, Mobius Toy, Inc. strives to differentiate itself from current competitors in
the industry by providing customized products that anticipate and respond to needs of parents and children
in a specific market niche.
Mobius Toy, Inc. strives to promote creative thinking, design thinking as well as cultural diversity, believing
that these aspects translate to end products that highly satisfy customers, brings return on investment to
shareholders, and attracts the best talents to remain in and become a part of the Mobius Toy, Inc. brand.
In the following report, Mobius Toy, Inc. is pleased to present their most recent innovative project, “Green
Challenge.”The “Green Challenge”is a game that lets you share the most fun and eco-friendly challenge
activities amongst your classmates, or play it at home with your family. Players learn actionable tips on how to
protect the environment by completing a sustainability plan. The player or team that completes the
sustainability plan in the shortest time frame wins the game!
By closely following the innovation funnel
concept1, the report will provide an overview
on how Mobius Toy, Inc. product life cycle
evolved from idea generation to
commercialization, key actions and stage gate
process undertaken to manage goals and
objectives, and how innovative concepts were
applied throughout this journey. This report
addresses why Mobius Toy, Inc. chose to
invest in this project, how its plans and goals
are being realized, and what the company
learned from it.
About Mobius Toy, Inc.
Our business model: Make profit by selling toys to primarily educational industries, expand to family unit
Our Leadership model: Decentralized. Directors are provided with wide autonomy to nurture creative
thinking.
Our promise to our employees: Encourage creative thinking by implementing a no judgment zone on all
new ideas.
Our promise to our customer: Quality products with a focus on fostering educational values in a fun way
1O’Sullivan & Dooley, 2009, p. 69.
Actions
Teams
Goals
Results
Communities

4. 4
Creating the Organization
The Organization Mobius Toy, Inc. was created by choosing a name, logo, mission statement, and
organizational chart while considering the competitive environment.
Name
A mobius strip is a loop, often made with paper, twisted in a particular way that gives it an infinite
surface.2 This name and the nature of the loop imply infinite possibilities, never-ending ideas, and
limitless creativity. Because it is often made out of paper, this name also incorporates our
company’s theme of sustainability.
Competition
The following table will show threeselected competitors for the benchmarking process to help us find a
market niche that is worth exploiting. In addition, a detailed study of the market’s key players will help us
understand the market and thus results in a better positioning process of the company. By evaluating our
competitors’ previous behavior, we will not only be able to learn from their best practices but also forecast
their future behavior, which will be a key driver for innovation. Depending on our competitors’ strategy, it will
be necessary to focus on both radical and incremental innovations to maintain and even expand our market
share.3
Name Website Mission statement
One Earth
Games LTD
http://www.gogreenb
oardgame.co.uk/Go_
Green/The_Game.ht
ml
Family board game that is packed full of fun, humor, and excitement.
LeapFrog http://www.leapfrog.
com/en/index.html
LeapFrog is a leading designer, developer and marketerof innovative,
technology-based educational products and related proprietary content.
LeapFrog is 100% focused on developing products that will provide the most
engaging, effective learning experience – forall ages, in school or home, around
the world. We put learning first – aphilosophy that distinguishes us from our
competitors and fuels the entire company.
Seedling http://www.seedling.
co.nz/Default.aspx
Our aim is to create inspirational products that creates an opportunity for ideas
and curiosity to grow
2http://en.wikipedia.org/wiki/M%C3%B6bius_strip
3O’Sullivan & Dooley, 2009, pp. 12, 23-24, 82-83 and 85.

5. 5
Innovation Plan Name
In order to cover the most important aspectsas well as ensure a clear communication and understanding
among all stakeholders, the innovation plan will be named the following:
Logo Creation
The logo of Mobius Toy, Inc. is a circle of folded paper, which reflects both the name of the company and the
meaning behind it.4It features a recognizable shape and is designed to work in color as well as in gray scale
and black/white in multiple scales.5In fact, it looks like two tangled Mobius strips.
A font of the company’s name was also created, which incorporates our logo and will be displayed on our
packaging, storefronts, and business correspondence (like letterheads, presentations, etc.). This will ensure a
consistent, recognizable branding of the company.
Mission Creation
Our mission statement focuses
on conveying our company’s
core business purpose to our
main target group by stating the
technology and philosophy used
to add value to our customers.6
Creativity methods such as
brainstorming of values to be
included and in-depth
discussions both online and
during in-person meetings
finally ensured a commitment of
all team members to the
statement above.7
4Business Branding Strategy.
5
The logo development process is displayed in detail in the appendix.
6 Entrepreneur, 2003 and O’Sullivan & Dooley, 2009, p. 89.
7O’Sullivan & Dooley, 2009, pp. 53 and 77.
Mobius Toy, Inc. 2013-2018 Innovation Plan
company’s name
time horizon
plan’s purpose

6. 6
Organizational Chart and Responsibilities
The organization consists of the following directors:
The CEO represents the overall
company and makes final legal
decisions. All directors are
responsible for their departments.
They supervise the outsourced
activities and detect new possibilities
that improve our processes in order
to add value to our products and thus
to our customers. To encourage
innovation through creative
collaboration, we arranged the
departments around a creativity think
tank called the “playground.” This is
the place where new ideas are
presented, discussed, and evaluated.
In order to realize these ideas,
employees and external consultants
are brought together, guided by the
creativity manager and playground
gatekeeper, to enable cross-
departmental teamwork.
John Doe
•CEO
Claudia Dall'Osso
•Creativity Manager and Playground Gatekeeper
Carine Melhorn
•Finance and Legal Operations Director
Elizabeth Wu
•Operations and QC Director
Jean-Luc Winkler
•Marketing Director
Stefano Angeli
•Prototype Ideation Director

7. 7
Strategic Analysis
The strategic management process is defined by three interrelated elements: strategic analysis, strategic
choice, and strategic implementation.8 To fulfill all stakeholder needs and consequently run a successful
business, an analysis of the stakeholders has to be conducted. As the next step,our overall goals must be
defined in a more detailed way in order to accomplish them. A successful evaluation of the company’s
performance is only possible due to the exact measurements expressed in our performance indicators below.9
Stakeholder Analysis
The stakeholders of Mobius Toy, Inc. are diverse and represent a variety of different requirements,displayed
in the table below, that they expect the company to achieve and deliver10.
Group Title Responsible
Name of the
stakeholders
Title of the requirement Individual responsible for
reporting the requirement
Customers Parents: impart knowledge and eco-friendly values to
children
Claudia Dall'Osso
Customers Children: provide a fun way to interact with friends
while learning
Claudia Dall'Osso, Stefano
Angeli
Suppliers Maintain reliable long-term relationships Elizabeth Wu
Suppliers Maintain high satisfaction with above-market payment
terms
Elizabeth Wu
Shareholders return on profit / return on sales / return on
investment
CarineMelhorn
Shareholders Establish a positive corporate image Jean-Luc Winkler
Employees Develop a wide range of skills for all employees and
promote employee diversity
All directors, CEO
Employees Reward idea creator All directors, CEO
Community Encourage local employment All directors, CEO
Community Partner with a local environmental organization and
donate part of profits to the organization
Jean-Luc Winkler
Competitors Maintain competitive market shares in our core
competencies
CarineMelhorn, Jean-Luc
Winkler
Competitors Engage in fair play and transparent practices CEO
Strategic Objectives
Setting up objectives will help to keep track of the achievement of the overall company’s vision and mission
statement over a planning period.11
Group Title Responsible
Label of the
strategic thrust
Title of the objective Individual responsible for
reporting the objective
Workforce Ensure employees/consultants satisfaction All directors
Workforce Periodically assess that all directors have adequate resources to
meet target objectives
CEO
8O’Sullivan & Dooley, 2009, p. 76.
9O’Sullivan & Dooley, 2009, p. 78.
10O’Sullivan & Dooley, 2009, p. 77.
11 Ibid.

8. 8
Workforce Ensure that internal creative ideas and suggestions are
incorporated in a timely manner
All directors
Finance Ensure a fair and transparent bid-process for suppliers to
review status of submitted service proposals
CarineMelhorn
Finance Increase profitability of company CarineMelhorn
Finance Build a positive company image Jean-Luc Winkler
Quality Select vendors who adhere to a minimum of 2 forest
certifications [FSC (Forest Stewardship Council), SFI
(Sustainable Forestry Initiative), PEFC (Programme for the
Endorsement of Forest Certification), or ATF (American Tree
Farm)]
Jean-Luc Winkler
Quality Ensure customer satisfaction by producing high-quality toys
made with safe and natural products
Elizabeth Wu, Stefano
Angeli
Performance Indicators
The following selection of performance indicators have been chosen to ensure the executive management of
Mobius Toy, Inc. Furthermore, they will help to fulfill the mission as the overall goal of the corporation by
making the company’s goal tangible.12
Title Unit Target Responsible
Title of the
indicator
Unit of measurement Target value of the measurement Individual responsible for
reporting the indicator
Employee
satisfaction
Combination of employee
retention rate and
absenteeism rate
Employee retention rate of 85%,
absenteeism rate of under 2%
Claudia Dall’Osso, all
directors
Customer
satisfaction
Negative customer feedback
and/or product returns.
Less than 5% of customers leaving
negative feedback and/or returning
products
Jean-Luc Winkler,
Elizabeth Wu
Profitability Return on Investment 35% ROI after 3 years of operation CarineMelhorn
Corporate
image
Positive media monitoring
rate
Achieve a minimum of 90% positive
company mentions in the media
(online media and industry related
print media), no negative company
mentions
Jean-Luc Winkler
We chose a variety of both financial and non-financial macro indicators to encourage sustainable long-term
thinking as well as a connection to all our strategic objectives. Furthermore, over a period of time a trend can
be illustrated (e.g. by using a performance chart13) to monitor the company’s development and track demand
for improvement.14
12O’Sullivan & Dooley, 2009, pp. 78, and114.
13O’Sullivan & Dooley, 2009, p. 119.
14O’Sullivan & Dooley, 2009, pp. 115-116.

9. 9
Ideation and Development
During the ideation and development processes, Mobius Toy, Inc. will follow the Action Pathway: using
creativity methods, generating ideas. Based on our research and market knowledge, opportunities are
recognized and developed into projects that strictly follow our company’s objectives within our playground
meetings. After conducting several evaluation rounds, we will be able to realize our projects’ potential and
gain valuable knowledge through learning processes.15
Ideation Process Design
The next product of Mobius Toy, Inc. aims to solve existing problems for parents and children. The following
process describes how using common creativity tools16 will identify existing problems:
Development Process Design
Directors will develop prototype ideas to address the chosen problem and vote on the prototype ideas in
playground meetings. Votes will assign a value of 1 to 5 for each of the following objectives, with 1 as the
worst rank and 5 as the best. The idea with the highest score will be chosen.
Objectives Questions for consideration
1. Level of innovation How different is the product compared to existing products in the
marketplace?
2. Target market What is the size of the target market for a given prototype?
3. Estimated cost What is the estimated cost of production and marketing?
4. Educational value and
level of parent interest
What does this toy teach children? Will parents be interested in buying it?
15O’Sullivan & Dooley, 2009, p. 132.
16O’Sullivan & Dooley, 2009, pp. 146-147.
Approach Steps
• Image visualization technique: Show random pictures in playground meeting and draw connections to
potential problems (ex. Picture of a car can connect to road safety for children)
• Director/employee suggestions from personal experiences
• Fieldwork: Observe children in classrooms, playgrounds, and parks
• Identify key causes of the problems
Brainstorming
•Define focus group and find members (ex. Parents, teachers, children, child psychologists)
•Conduct focus group with a facilitator for discussion on problems/struggles for parents and
children
•Share and consolidate findings among directors
Focus group
and/or expert
interviews
•Organize and cluster ideas to provide more structure
•Present how ideas connect or differ in a visual manner
Mind-mapping
•Observe buying behavior in toy stores or sections
•Identify currently existing problem-solvingproducts
Market research

10. 10
5. Level of fun and
interaction
How entertaining is the toy? Does it require interaction with another
person?
6. Eco-friendliness Can the toy be made of eco-friendly and sustainably harvested materials?
How big is the estimated carbon footprint of its production?
Ideation
The following ideas for prototypes were selected to match with the objectives in the next step. The ideas
where sourced both internally and externally of the companies environment. “New Knowledge” was created
by our company’s internal employees. “Innovation Factories” like our playground meetings were conducted
and “Customer Ideas” were taken into consideration.17
Idea Description Champion
1. Card Game Each pack comes with 8 collectible cards containing a
picture/diagram/icon related with environmental issues. It is played
by two children who have to guess the image on the card by making
yes/no questions. The one who guesses first wins.
Stefano
2. Strategic Board
Game
This board game requires at least two players, who will take on
different roles: environmentalist, corporate representative, and
scientist (researcher). Each player has certain responsibilities and
abilities designated by the rules. The team of players will work
together to try to prevent rapid deforestation that is occurring in
different parts of the world. Players will draw cards allowing them to
take action or detailing good or bad events. For example, cards could
say that trees are being cut down in one region (bad event), or that
the environmentalist (for example) can travel to one area to plant
seeds (good event), etc. The players lose if the deforestation reaches
a certain level in each region, and they win if they're able to plant
enough trees and the forests recover to a designated level for each
region.
Elizabeth
3. Carbon Footprint
board game
The goal of the game is to reach the final square. The player who
reaches it first wins. Players move from space to space by throwing
dice and moving their pawn the corresponding number of steps. The
various spaces contain actions that can increase or decrease the
carbon footprint. When a pawn lands on a cell with a negative action,
it will be forced to go back some spaces (depending on how much the
actions influence the carbon footprint); vice versa a positive action
will allow the player to move its pawn forward. Pawns and dice will
be assembled through the origami technique.
Claudia
4. Family Trivia The goal of the game is to test the general level of knowledge of eco-
friendliness. The toy is shaped like the company logo and represents
infinite possibilities of making environmentally friendly choices. The
players will either roll dice or spin an arrow that will advance the
user on a board that is color coded. There are 4 colors, each
representing an environmental area such as Forestation/Water/
Earth/ Energy. Users gain a color card when they respond correctly
to a question. The user that has all 4 colors in the shortest time frame
wins the game. Users that do not respond correctly have to give up a
Carine
17O’Sullivan & Dooley, 2009, pp. 139-140.

11. 11
color that they have already earned. Other options such as skipping a
turn will also be included to continue motivating the game. The game
teaches the user to think about the different available choices in
relation to the environment. The target is that players gain a new
understanding in a fun way and begin to practice the choices they
have learned.
5. Family Challenge The game revolves around fulfilling tasks that are environmentally
friendly in order to earn points that are accumulated on a scoreboard.
The family decides on specific measurable tasks and places markers
next to the place where the task has to be fulfilled (e.g. saving water
while showering). During a week, the family plays the game and
collects points so that a winner can be awarded each week. In
addition we will provide an online platform and/or mobile app that
allows challenges across families. Furthermore whole schools and/or
classes can compete and earn prizes that we will collect by sponsors.
Jean-Luc
Development
The ideas were evaluated by voting on the ability to fulfill the objectives.18 Each Director voted by giving 1 to 5
points, with 5 being the best score. The numbers represent the average value of all directors’ votes. Idea #5
has the best ability to meet the objectives.
18O’Sullivan & Dooley, 2009, p. 148.

12. 12
Commercialization
In this final phase, we are going to finalize the winning idea by building a prototype, which will be tested by
our prospective shareholders.
The final toy “Green Challenge” consists of the tangible product represented by the scoreboard, which will be
sold in stores and the additional online platform, thatwill function as an intangible added value service.
Prototype Building and Testing
For the prototype building and testing, we have chosen to encourage our prospective customers and other
stakeholders to test out the “Green Challenge” and give us feedback on how to maximize the game experience.
We created an early prototype consisting of a scoreboard in which children could gain points by performing
eco-friendly tasks, and advance their pawn (an endangered animal) on the board. We also discussed the
creation of an online platform to keep track of points earned among families and/or school classes that would
rank each team among all participants. This website adds value to the product by encouraging families to
increase eco-friendly behaviors and requires the product’s serial number to log in. Participation in the online
competition could result in a prize (seed packages, movie passes, etc.), which is rewarded to highly ranked
groups by lottery drawing. Mobius Toy, Inc. would provide these rewards.
A description of the game and a picture of the prototype were emailed to over 50 people, including parents
that have at least one child between 6 and 10 years old, 10 teachers, and other experts. A brief description of
the online platform was also given. The families were asked to rank the toy’s performance from the adult’s
point of view as well as from the children’s point of view. In addition to these rankings, we asked for general
feedback, concerns, and suggestions.19
The performance test was conducted by asking two children aged 6-10 to play the game (with prototype
scoreboard and challenges) for an afternoon and were subsequently asked a few questions regarding their
experiences. Each challenge was thoroughly explained with an emphasis on benefits for the overall
environment, before the child played the game.
Children Responses
How fun was this game for you? 100% answered that the game was fun
What did you learn from this game? 100% answered that they learned that it is important to form
eco-friendly habits.
"I learned that we need to pick up trash, we need to turn the
lights off when we leave, and I learned that when we brush
our teeth, we need to turn off the water."
Would you play this game again? 100% yes
What was you favorite part of this game? “My favorite part was playing the recycle.”
“I liked everything.”
“This game reminds me of my what my favorite character is
doing on TV and now I can do it too.”
Based on feedback,19 we have decided to modify our online platform. We realized that the competitive aspect
of the online platform was not well-received, and we were missing a direct link between eco-friendly
behaviors and environmental impact. Therefore, we decided to make the website an informative source of
environmental facts. Families will be able to log in their scores and see the direct impact of their actions
related to their everyday environment. Thus we will give them a tangible relation between their activities and
well known measurements. For example, one statement after entering the scores could be as follows:
19 The set of survey questions, responses, and suggestions are attached in the appendix.

13. 13
“The average American family for four can consume up to 400 gallons of water each day, which is easily reduced
with the tasks you have completed. By saving water while taking a shower, you have saved a month’s worth of
drinking water for your family! Congratulations!”
It was also mentioned that our game board needs to be aesthetically redesigned to be more attractive to
children.
Results Creation
The process requires the following activities:20
Prototype
Building
Submit Idea Name
Write Survey Questions
Write Market Strategy
Toy Design
Prototype
Testing
Write Toy Instructions
Labeling
Packaging
Conduct Market Research
Conduct Market Performance Testing
Prototype
QA
Incorporate Market Research
Incorporate Testing Results
Conduct Go/No-Go/Go-Back decisions
Create
Innovation
Report
Convert Activities 1-4
Team Conducts QA
Submit Report
Commercialization
We will start our business as a start-up in the Boston area by following these steps to grow our sustainable
business:
20A full Gantt-Chart ofthe commercialization process as activity #4 is provided in the appendix, O’Sullivan &
Dooley, 2009, pp. 164-166.
Gain environmental
association
endorsements and
partner with charity
School Launch
Local Store
Launch
Convenience
Store Launch

14. 14
1. Reach out to environmental organizations and charities that are willing to partner with us to promote
the Green Challenge.
2. Roll out the “Green Challenge: Classroom Version” across schools in the Boston area. The toy will be
available for school challenges to make it broadly available to our target group. Hereby we will make
all elementary school children familiar with the game and trigger broad attention.
• Increase exposure.
• Gain local recognition.
• Transfer demand from children in school to families' homes.
• Circulate in schools for 2 months to gain feedback from teachers and students to incorporate
into our Family Version.
3. Get local stores in the Boston area (ex. Stella Bella Toys, independent bookstores, etc.) to sell “Green
Challenge: Family Version”; local stores will be selected based on the likeliness to attract eco-friendly
parents and based on the store atmosphere (stores where owners/sales assistants offer advices and
suggestions to customers will be preferred to take advantage of the trust relationships already
established).
• Benefit for local stores:
• Give an environmentally friendly touch to their business. Once the toy gains huge
recognition people will get into their stores to buy the toy and they will be able to
offer their own products/services.
• Benefits for Mobius:
• Target environmentally conscious groups.
• Engage local communities. Advertise by word of mouth.
4. Get chain stores’ (CVS, Walgreens) approval to sell in the "cashier area.”
• Benefit for chain stores: Extra revenues as "pester power item" sale.
• Benefit for Mobius: Fast and huge expansion of distribution system.
Because we are providing “Green Challenge: Classroom Version” for free as part of our marketing cost, our
revenue will come from sales to additional classrooms and families following the initial 2-month launch. By
creating a classroom version (instead of a version for the entire school), we can sell more of the classroom
versions to multiple classes within one school if the game catches on. We will also create different editions of
the game, such as the water edition, energy edition, and recycle edition, with different tasks so a single
classroom or a single family can buy multiple editions if they enjoy the game. The online platform will also
provide links between these tasks and their environmental impact once the serial number and points have
been entered. These different versions (classroom and family) and editions have the potential to dramatically
increase the number of boards we sell.
For the Family Version, we have decided to price the board at $9.99 for the following reasons.
• Exceeds the cost of production to ensure revenue
• Reflects the educational value of repetitive behaviors that will result in eco-friendly habits
• Reflects the value of the online platform that provides link between actions and environmental
impact
• High enough that the customer will value the product and think it is worth buying (as opposed to a
low price which reflects poor quality)
• Not high enough to deter customers who may feel that it is too expensive for a paper toy

15. Appendix

16. I
Creating the Organization – additional Information
The logo includes two intertwined people, showing the interactive
nature of our products. This logo will be featured on our products.
The cycle-shaped form, reminiscent of the recycle logo, and
the green color symbolize our commitment to sustainability.
 language ambiguity error check
 Easily pronounced
 Existing company congruency
grayscale
black/white
#78b729
#a5c617
secondary color codes:
#008637
#41ab34
primary color codes:

17. II
Ideation and Development – additional Information
Problem Identification
Potential problems identified in ideation process:
Directors voted to address the problem of teaching children torespect and protect the environment.

18. III
Flow Chart of Ideation and Development Process
The ideation and development process is arranged around seven playground meetings:

19. IV
Survey Results
Survey Results-Parents:
Parents Responses
How important is it for you to teach your children eco-
friendly values? Rate 1-5 (5 is highest)
Average: 5
Do you currently have a way to teach sustainability to
your children? (Yes/No)
40% No
(For parents who answered yes, the most common method
was learning by observing parents’ behavior)
How well does Green Challenge instill eco-friendly values
in children? Rate 1-5
Average: 3.6
How useful is the online platform that tracks family
points?
Rate 1-5
Average: 2.75
How likely are you to recommend the Green Challenge to
a friend?
Rate 1-5
Average: 2.5
Summary of additional comments/suggestions: • Competition between families with online
platform was teaching wrong values (tangible
facts related to the everyday environment were
requested)
• Lack of direct connection between energy saved
and environmental impact
• Parents liked the idea of rewarding the repetition
of action
Survey Results-Experts:
Experts (Child psychologist and teachers) Responses
How important do you think it is to teach 6 to 10 years
old children eco-friendly values? (Rate 1-5, 5 is highest)
Average: 5
Are these concepts age-appropriate? (Rate 1-5) Average: 5
Do you currently have a way to teach sustainability to
children? (yes/no)
50% No
(For yes responses, the method used was telling stories
about how actions impact environment)
How well does Green Challenge instill eco-friendly values
in children? Rate 1-5
Average: 4.0
If we were to produce a “Green Challenge school edition”
would you suggest teachers to use it?
Rate 1-5
Average: 4.5
Summary of additional comments/suggestions: • Fun idea but game board must be more
entertaining
• Online competition may provide too much stress
on families to meet a certain expectation (it
should be kept simple)
• Should reward whole family if they achieve high
score as a group

20. V
Project Management
This Gantt-Chart which was created in Microsoft Project represents the activities executed in “Activity 4”.

21. VI
Sources
Literature
O’Sullivan & Dooley, 2009 O’Sullivan, D., and Dooley, L. (2009). “Applying Innovation.” Sage
Publication, Inc.
Websites
Business Branding Strategy http://businessbrandingstrategy.com/logo/why-are-logos-important,
without publishing date
Entrepreneur, 2003 http://www.entrepreneur.com/article/65230, published 10/30/2003