The flatpack lululemon pop-up party store
As fans cannot get enough of LL, how about taking the store to the fans - a flatpack-style pop up store for "home parties" in communities!
3. Opportunity: Which pillar of well-being, and which aspect of that particular pillar, are being addressed by the idea? In what way does it influence a pillar? What type of individual and community would benefit from the idea?
After seeing how there is already a thriving market online for used LL apparel, and more communities interested in LL than there are stores to service them, I realized why LL is thinking of smaller-area stores. However, those stores have overheads. My idea is to go even closer to the end customers - into their communities, so they can experience, size and commit to buying LL at "home parties." A throwback to the forgotten businesswoman B.Wise www.history.com/news/tupperware-parties-brownie-wise
4. Innovation: Why is your idea unique, novel, and/or impactful? What will the future look like if we’re successful in bringing your idea to life? How does the proposed solution differ from existing solutions addressing human well-being?
Buying online, whether new or used, a buyer cannot experience the feel of the fabric or the size or fitting. Sure, there is a generous return policy, but think of the carbon footprint of those returns, the losses and markdowns.
My solution helps LL make further inroads into selling directly. It creates a corps of entrepreneurs-educators selling locally. A new take on the gig economy, yet likely to succeed as Tupperware did, especially since the "parties" can involve workouts/yoga/etc together.
5. Action Plan: Please justify and briefly describe the major steps needed to make this idea a reality. Does the technology and understanding exist now? Is it likely to exist in the next 3-5 years?
1. Develop a standardized compactable LL pop-up booth or "flatpack" that can be shipped using conventional carriers like UPS, Fedex, etc.
For inspiration, might look at IKEA.
2. Invite entrepreneurs interested in representing LL in their communities (e.g. at least 30 miles away from existing LL store) to undergo training online and in-person.
3. The entrepreneurs gauge interest for specific products, sizes, etc and order enough to cover the estimated interest. For example, if 3 prospective buyers wanted to try product X in size Y, just 1 unit of X in size Y could ship initially. If more units were needed eventually, they could always be mailed later. This kind of lean operation allows LL to minimize product damage and writeoffs, and yet reach the maximum number of interested buyers.
4. Entrepreneurs are compensated based on their sales performance, on any "Sweat Collective" activities they organize, etc.