Table of contents

0
Executive
Summary
1
Analysis

2
The Solution

3Team
Organisation
 Index
0 - Executive summary 4

1 - Analysis
1.1 Recap of the brief 6
1.2 Lead Generation 6
1.3 Trends analysis 10
1.4 TGTG AS-IS situation 12
1.5 SWOT analysis 13
1.6 Partners' needs analysis 14

2 - The soultion
2.1 The innovation strategy 18
2.2 Description of the solution 20
2.3 Stakeholders 23
2.4 Target 24
2.5 Partners' personas 24
2.6 Customer journey 26
2.7 Storyboard 27
2.8 Feasibility analysis 29
2.9 Business model 32
2.10 Project plan 32

3 - The Team
3.1 Introduction 34
3.2 Team organisation 35
3.3 Team experience 35
3.4 Individual reflections 40

4 - References 42

5 - Appendix 43
 Executive summary

Executive summary
Food waste is an economic and environmental problem that should not be underestimated and
that is affecting the whole World: fighting it through the use of technology and ecological ethics
can produce important results. 
Among the many anti-food-waste apps in Europe, Too Good To Go, born in Denmark in 2015 and
currently spreading in Italy, is at the top of the ranking. Its mission is to inspire everyone to fight
the food waste. To live and breathe this every day, there is the need to turn words into actions.
With this in mind, the Company has set out a new ambition: to contribute in every way to building
the Global Food Waste Movement. 
The objective of this innovation project is to help the Company in levelling off demand with offer,
generating more leads and broadening the number of its partners such as restaurants, cafes,
bakeries, food shops and more. 
From an in-depth analysis, we have collected key information about how Lead Generation is
created nowadays, how the other anti-food-waste apps try to spread their own initiative among
partners and how the store recruiting model of  TGTG  is positioned in this challenging
environment. 
A change of meaning in how the Company generates leads has helped us in focusing on the
customers, an important strength of TGTG's initiative.

Our solution aims to follow the paradigm of Gamification and implement a contest "Too Good To
Lose", whose players will be the aforementioned customers of TGTG.

Our innovation involves the customers, through a dynamic and cheerful way, with the objective of
spreading the initiative among a greater number of potential new partners. The basic language of
Gamification will encourage them to advance through the levels and obtain the prizes: they will be
rewarded when a proposed store will join TGTG’s network.
This competition will be accessible both offline and online, in compliance with the current local
regulations about social distancing, due to the COVID-19 pandemic.
Besides the BPMN, in order to provide a clear representation of the entire process followed by our
solution, we have used tools as the personas, representing the most common potential partners
that could be achieved with the contest, and the storyboard, highlighting the different perspectives
of the main stakeholders.
This innovation is planned to introduce at least 800 new stores joining the initiative, with relatively
low costs and high revenues. The estimated EBIT is around 147,000€ in the first year and 290,000€
in the following years. The whole process is expected to require around four months to be
completed, starting from the design of the contest and concluding with the last store joining TGTG’s
platform.

4
Analysis
 Analysis
1.1 Recap of the brief
The mission of  Too Good  To  Go  is to inspire and empower
everyone to act against food waste: how they do
that? Giving the possibility to partners to get in contact with
the  general public  and offer their leftovers for a very low
price.  The objective is to create a  new  store recruiting
model, consisting of new solutions and information flows,
which enables a consistent  Lead Generation  that works
outside the app,  and the current advertisement activity
which is essentially based on an earned media coverage.

Through  Lead  Generation it is possible to find potential partners which are interested in the
services offered by TGTG with them ultimately getting in contact with the  Company in order to
gain more information and, in some cases, becoming effective partners,  starting selling  magic
boxes.

1.2 Lead Generation

How different industries generate leads
Any company, to find customers and sell its products or services, must be able to take advantage
of the opportunities given by  Lead  Generation. The  ultimate goal  is the acquisition of qualified
contacts, therefore people who are really interested in the product or service offered and who
are very likely to become end customers. Once defined  their  main target and a proper  lead
magnet [1], companies aim at attracting and involving potential clients in their offers.    To
broaden our ideas, we have decided to develop our analysis starting from how different types of
business generate leads.

An industry which makes extensive use of different  Lead  Generation strategies is

the fashion industry.
Surpassing the old-fashioned way of discounts and coupons, retailers and popular brands know
how to generate leads. The email-marketing is one of the most common channels used. Keeping
a strong interaction with the customers through newsletters allow companies to show their own
offers and contents. The best way is that the client, once he/she has read the message, shares it
on the social networks. To incentive this action, fashion pages insert a social sharing button to
gain visibility.

[1] A lead magnet is something "irresistible" to offer your visitors for free in exchange for their contact information.

6
Social media can also be used to set up real  competitions, whose main purpose is to generate

Analysis
traffic to direct it to the landing page. Sephora [2], to get more subscribers and provide relevant
information,  chose a competition in which users only had to fill out a form asking basic
information. The prize was, on one hand, a trip and, on the other, several surf products.
Surely, we cannot pass over the entertainment industry. Netflix sought new customers to sign up
to their movie-streaming service after launching the platform in the UK: potential clients were
offered an exclusive offer to sign a  free trial  period. At the 5-hour streaming milestone users
were sent a further reward voucher and once more at the moment of full subscription. This
strategy enabled Netflix to have visibility of each user from signup, going through the sales
funnel, ending at drop-out or subscription. Even Spotify is accessible in a free version. Everyone
can experience the benefits of this app at zero cost. 

For companies working in the technological environment, Lead Generation is an essential part of

the marketing process. 
Webinars,  explaining how to use a  software  or its important features,  will not only educate
potential leads and position company as a thought leader, but also pique their interest in the
products.
Google  determined that 70%  of B2B buyers watch video during the buyer's
journey.  Video  marketing  is powerful and flexible.  PandaDoc  does an excellent job of relaying
content and valuable information in less than two minutes, addressing who their targeted leads
are, what pain points they alleviate, and how they alleviate them. 

We can continue mentioning the importance  of  quizzes and questionnaires, which are creative
and not obtrusive ways to get information about visitors, as well as  online communities, where
users can share each other valuable information and reviews, and so on.

Lead Generation through Gamification
Exploring different sources and websites, what caught our attention most is the increasing trend
of gamification. Usually, when referring to “Gamification”,  it easy to think about something for
kids, but this is not the case. Gamifying a content means activating the action of the users,
testing them and leading to a completely new business-customer interaction process.
The game is the base of life: when it is particular stimulating, a sort of challenge is activated in us.
We want to see how much we know about a certain topic and we want to show it to ourselves,
with the high possibility of virializing the content among our friends to see who does it better.

Almost all types of contents can be gamified. Autodesk is a company that develops software for
3D modelling. After a period of decreasing turnover, managers decide to integrate the logic of
Gamification to give a shock to the business. Thus, the Undiscovered Territory project was born, a
game integrated into the product that is based on the concept of race against time: the user
must
[2] Sephora is a perfume chain founded in France in 1973 and acquired by LVMH (Louis Vuitton and Moet Hennessy)
in 1997. 

7
 Analysis
complete actions that can only be performed by testing some advanced features of the software
itself within the 30-day free trial. The achieved results have been exceptional [3]. An example of
this campaign is displayed in the following picture:

Getting closer to the food and beverage industry [4],  Starbucks  used Gamification tactics to
enhance the customers’ experience and to boost sales as well. Players register for  My
Reward through an application. Every time they purchase a Starbucks product, they accumulate
stars. But the game does not stop here. There are three “levels” depending on the degree of
user loyalty. More frequent visits to a Starbucks store is awarded through an upgraded level.
Examples of benefits include: an extra cup of coffee, a birthday gift or even offers designed
especially for the customer.o

Anti-food-waste apps
A large number of campaigns and initiatives have been undertaken by different countries to
raise awareness of people to reduce food waste [5]. Since the technology plays always a
fundamental role, we proceeded by narrowing our analysis and focusing it on the anti-food-
waste apps, in particular on how they try to generate leads. The set of apps considered is quite
wide but, in this report, we have recorded the most particular ones [6].  To develop this analysis,
we have downloaded these app on our smartphones, gone through the websites, consulted
forums and reviews, seen videos and tutorials.  If  TGTG  seems to record the most important
growth on the market recently, there is an increasing number of similar apps spread around the
World and, in particular, in Europe as shown in the following map:

[3] software usage sessions: + 54%; click on the purchase button: + 15%; average lifetime value for the free trial
channel: + 29%
[4] Further famous examples of lead generation through gamification are analyzed in Exhibit 1.
[5]  Further information about profit and no - profito organizations and awareness campaigns are summarized in
Exhibit 2.
[6] Further anti-food-waste apps are analyzed in Exhibit 3.
8
 Analysis
OptiMiam is a French start-up created to reduce food waste and help consumers in finding
cheap food. Restaurants and bakeries register their business on the OptiMiam website and
provide deals on products that are near their expiration or best-used-by date. People looking
for lunch or a snack can then log in on their smartphone and see the discounts and deals at
nearby bakeries and restaurants.  
Going through the website of this start-up, we discovered that OptiMiam tries to increase the
number of shops associated by giving promotional codes, each one valued 20 €, per every
potential partner suggested who joins their initiative.

Olio is an English start-up which connects neighbours with each other and with local businesses
so surplus food can be shared, not thrown away.  Shop owners, by contacting them, will get a
food-safety-trained Food Waste Hero to collect surplus food from their store, preventing it from
being wasted. Furthermore, on the website, Olio offers a complete list of things that each person
should do to increase the popularity of this initiative. Not just promotions through Facebook,
Instagram or newsletters but also relying on distribution of leaflets, posters, fridge magnets as
well as the organization of public anti-food-waste events.

9
 Analysis
Karma is a Swedish start-up whose aim is to solve the food waste crisis. They
work together with shops, which, when have food that would otherwise be
thrown away, communicate it through the app; Karma users receive
notifications which let them know a meal is available, and where exactly it is,
mapping out participating shops with little pins.
Downloading the app,  some important features come into view.  Karma puts efforts on
prompting users to invite their friends to use the app. By inviting other potential members to the
network through a link or a QR code already available on the app, users can get some Karma
credits that you can be used to purchase food on the app.

Winnow is a Londoner start-up, which embeds some AI techniques and has also developed a
partnership with IKEA. When restaurants produce waste, the AI system captures it through a
camera which is set above the garbage bins. It recognises the type of food wasted, it calculates it
by weight, and it gives you a value. With the daily reports you get from the Winnow system, you
can quickly see where you have issues or problems and how to solve them. Since the
mechanism adopted is quite complex, to generate more leads,  merchants interested in this
topic can require a demo session by filling up a simple form, then they get contacted by
Winnow’s staff.

1.3 Trends analysis

Before shrinking our focus on TGTG, we have continued the analysis by highlighting the trends
that will affect our behaviour as consumers and, more in general, the Food Service Industry in the
future, giving particular attention to the hard time we are living at the moment, due to the
COVID-19 pandemic.

10
More attention to health

Analysis
It is now widely recognized that the risk of many diseases can be decreased and health can be
preserved by adopting a correct diet and lifestyle; the concept of diet is more broadly linked to
the improvement in people’s overall well-being. In fact, consumers pay increasingly attention to a
healthy lifestyle which also explains why in recent years the Mediterranean diet has become the
norm on healthy-eating across the globe. In the Western World, consumers will also continue to
reject products that contain too many additives, and instead embrace local natural ingredients,
either fresh or traditionally processed.

Sustainability
The interest of consumers reaches much further than the final product nowadays: they are
looking for sustainability in the food industry as a whole. Plenty of customers look for food
products which have low environmental impacts, starting from the external package. 
Additionally, a key concern is  food waste: with more than 50 million tonnes of fresh fruit and
vegetables discarded each year across Europe alone, for reasons no more than aesthetic,
growers and producers need to ensure that any crop unsuitable for retail is pumped into
industrial ingredient supply chain, thus avoiding unnecessary transport, packaging and storage
costs, as well as waste.

E-commerce is growing
Nowadays, there is a very fast-growing, remarkable phenomenon, the  e-commerce  market. It is
changing the retail nature in various respects, in order to get closer to its final customers, for
example, replacing the in-store sales experiences. By using online personal data such as search
queries, page visited and history of purchase, companies transform their online store to best
meet customers’ needs and interests.  
The increasing focus on environmental sustainability is a clear sign that online sellers must
commit to environmentally friendly practices: companies can do this by proposing products that
offer a social or an environmental benefit, and reducing packaging waste, using recycled or
biodegradable materials as TGTG is doing.

Technology has a leading role

Not just e-commerce but  technology  would also affect consumers’ purchasing behaviour in
different shops. Taking a look to the “supermarket of the future”, identified in the Coop
supermarket of Milano Bicocca. Here, it is possible to point a product with fingers to get all the
information about the origin of the ingredients, nutritional values, seasonality and other
mandatory specifications.  Online shopping can be collected in some  refrigerated cabinets:  each
compartment has a different temperature and the cells can be open in sequence, starting from
dry product up to frozen food. 

11
Additionally, Auchan Retail Italia, in collaboration with Mastercard, has launched AuchanSpeedy, a

Analysis
service that allows people to scan products and buy them with a payment card registered in the
digital wallet, avoiding the passage to the cashier.

COVID–19: its impacts on our life

Life will hardly remain the same when we get to the other side of the COVID-19 pandemic:
economists and social scientists are predicting lasting changes in the way we live, work and
eat.  According to a survey by the Future Food Institute, Italians have strongly changed their
eating habits and they have become more aware: as many as 97% responded that they are now
more sensitive to food waste, and 37% say they waste less food than before the quarantine.
Moreover, there are some behavioral changes around the way people are buying groceries: for
example, to avoid crowds at supermarkets, many people are choosing BOPIS (buy-online-pick-up-
in-store) or delivery options. Small and mid-sized grocers do not have much capital to invest in
building out their delivery infrastructure, and delivery is less profitable than traditional purchases
in stores. COVID-19 may hasten the adoption of online delivery and pickup, touching off long-
term challenges for smaller chains earlier than expected. Given the soaring number of ready
meals and the delivery of food to the home, a "trustDelivery" application has been developed,
which provides for restaurateurs and riders a list of measures to be respected for the
preparation, packaging and delivery of food, following guidelines defined by FIPE. 
It is not yet clear what direction the restaurants will take; they are certainly looking for all the
solutions to respect social distancing.

1.4 TGTG AS-IS situation

TGTG is constantly striving to make the process simple and intuitive. To become a partner, the
steps are very short: just download the app or visit the website and fill out the “Become a
partner”  form, then potential partners will be contacted by the Company itself to complete the
procedure on the phone or to book an in-person appointment.  
TGTG, on its side, uses a proper software to scrape the interested areas and obtain a complete
list of shops; then the business developers visit them and try to convince as many shops as they
can. This strategy acts on local businesses. 
On the key accounts level, TGTG focus primarily on its targets (supermarket chains, restaurants
of bigger companies, …) but they do not preclude the opportunity to meet other key partners
which are not in their lists. They get in contact with those stakeholders in different ways: through
LinkedIn, participating to events where they have their panel, and so on. 
The initial investment required for a shop is zero, the same for the risk. The fee payed to TGTG is

12
1.19€ for each box sold, but shops don’t have to pay any entry fee to access the geolocation

Analysis
service.
Partners that decide to be part of TGTG just have to decide the number of magic boxes to sell
and the time slot for users to come; they don't have to communicate what they are going to put
inside the magic box but can just place what's left over. This is a big advantage in terms of
flexibility, because no specific plans are needed.

1.5 SWOT analysis

In order to fully understand the context in which TGTG is acting, it is important to analyse
the situation both from an internal point of view, by finding the Company’s strengths and
weaknesses, and from an external perspective, by discerning the opportunities and
threats taking place in the environment. 

13
 Analysis
1.6 Partners' needs analysis
In this part of analysis, the focus is on partners’ needs, in particular on the explicit ones, which we
can derive from interviews, questionnaires and focus groups. Furthermore, we have also
conducted some phone-call interviews to understand if (and, eventually, how) the COVID-19
emergency changed the relationship between partners and TGTG.

Explicit needs

According to the information provided in the Q&A meeting, there are partners which have
refused or given up the collaboration with  TGTG. The major percentage of these stores firstly
liked the idea of TGTG but then realized that have no waste or not an important amount: this is
in particular the case of pizzerias, which can easily use the leftovers on the next day. Another
important part of stores thinks that the overall mechanism is too complex; in third place, many
stores have been closed, or, sometimes, new owners prefer focusing more on the core business,
avoiding to extend the collaboration with  TGTG. In the following chart, the main reasons for
stores to churn are depicted:

14
 Stores churning reasons

Analysis
Others
19%
No food waste anymore
31%

New owner
11%

Store closed
14%
Too complex
25%

Undoubtedly, the current situation is quite different: in order to understand if TGTG partners are
experiencing problems due to the actual health emergency, we have conducted some phone
interviews. We called roughly 30 shops among restaurants, bars, bakeries and so on, obtaining
interesting results. 
About the totality of the shops interviewed told that, at the moment, they have put
aside  TGTG’s  app, because they are closed or they have no leftovers. A particular situation
emerged is that a higher percentage of shops have closed part of their kitchen, reducing the
variety of products that can be offered to just one or two types. They are not able to offer a good
variety of products within the magic box so, in order not to damage their own image,
they preferred putting aside the initiative.
Here are two examples of reviews collected:

La casa dell'arancina

"I do home delivery and I work on orders but, at the

moment, I am cooking just "arancine", so I don't
have any chance to diversify the content of a box. I
hope this situation finishes as soon as possible!"
Francesino caffé

"Due to Coronavirus I had to close part of my shop

so, at the moment, I am seeling just bread. I am not
able to diversify my offer inside the magic box. I
don't want to affect the reliability of my shop, so at
the moment I am not using TGTG."

15
We proceeded consulting different forum and opinions on app-stores, in order to gather

Analysis
complaints or focal topics on which focus our solution. Almost the totality of the reviews is
published by people using  TGTG  app as customers, so not from the partners’ perspective.
Despite that, we have collected the most useful information that could help to have a more
comprehensive view of partners’ needs. In the next page some customers’ reviews are reported:

Elena Silvana

"The function of the app is very "Absolutely advantageous, both for

simple and intuitive. Thanks for the those who buy and for those who sell
initiative. I am getting in contact with a product that otherwise would be
shops that I didn't even know before." thrown away."

Carla

"Safeguarding the environment, saving on the family budget and

financial aid to the partecipating companies are the first three
aspects that come to my mind. But the retur of image for all the
partecipating activities is not to be understimated. A must have app!"

Cinzia Silvana

"Last Saturday, I have seen for the first

"I have read from newspapers about
time a client holding a magic box
the existence of this initiative that I
and the employee which was present
have been looking for some time. It's
there has explianed me how to join
perfect for those who, like me, have a
this initiaitve. Once arrived at home, I
bar or another type of shop and have
have installed the app and it was
always been against food waste."
truly simple"

And that’s how users’ considerations can be translated in the partners’ perspective: 
TGTG could increase the popularity of a store (Elena and Silvana) 
Through TGTG partnership, a shop owner could have economic advantages (Silvana) 
TGTG is perfect for those shop owners who are motivated by environmental and sustainability
reasons (Cinzia) 
TGTG could increase the reputation of a store (Carla)

16
The Solution
 The solution
2.1 The innovation strategy
The analysis that we have conducted shows how much wide the set of alternatives to generate
leads is. As Professor Roberto Verganti said, what actually makes the difference is the capability of
seeing a meaningful direction in a sea of ideas. Therefore, having already a lot of options
available, our aim has not been generating as much additional ideas as possible, but designing
the "new direction" of our innovation. Indeed, Innovation of Meaning better fits not only the final
result, but also the behind-process we have followed. 

In order to do this, once we have gathered all the "raw materials" during the analysis, we have
started from ourselves, from what has stimulated our interest and curiosity.  We came up with
some vague proposals. At this point,  criticism  has  helped us to go deeper, comparing our
perception with the others’ ones. In particular, after the  stretching  phase,  where
each  teammate  had the time to develop his/her own vision, we  have  focused on  sparring
partners [7] and, finally, on the fusing phase,  which involved all of us as a team.  In dealing with
pair partners, we have created three different groups: each group came up with an articulated
direction. Once together, we have discussed about our group-proposals and, with
developmental feedback, we came up with our solution: the contest "Too Good To Lose".

[7] The choices of the partners have been made also considering who is the "tutor" of whom.

18
Firstly, linking to our analysis, we started considering any type of socio-cultural competencies

The solution
and trends which are taking place nowadays. The focus has been posed on the concept of
Gamification and its meaning. Gamification is the set of techniques that increases the levels of
engagement through mechanisms that are activated by elements belonging to a gamified
system, such as points, badges, rankings, progress bars. The value of Gamification has, in fact,
increased in the last few years, achieving high level of interests in the last biennium:

[source and chart: Google Trends]

Subsequentially, we have involved ourselves in the design-driven innovation (DDI) process, to

better explain the route followed, and the new meaning of our solution.

The starting point is the analysis of the current store-recruiting model adopted by TGTG. In the
AS-IS situation we have two types of "first movers": TGTG and partners. The final customer (which
buys the magic box) is left rather outside the process. However, as emerged from the SWOT
analysis, TGTG has a wide set of loyal customers which can rely on. Consequently, it is possible to
involve them in the new-store recruiting model, underlying the value that they can generate not
only by buying the magic boxes but also trying to spread the initiative among different potential
partners. This shift of meaning can take place thanks to the increasing importance of
sustainability and environmental issues that influence decisions in people lives.

19
 The solution
2.2 Description of the solution
Our mission is to speed up the currently way-of-doing of  TGTG, getting, in the shortest time
possible, to a wide list of real contacts of partners that could be interested in the initiative.

Too Good To Lose

What is the solution: Too Good To Lose

The core of our solution is the organization of a contest named “Too Good To Lose” in which the
customer is enticed to suggest possible partners to  TGTG. The basic language of Gamification
used will encourage him to advance through the levels and obtain the final prize. Indeed, it is
very important that the customer understands the importance of his contribute and, to do this,
he has to be rewarded.

How the solution works

To get the customers aware of the contest,  TGTG  will send an e-mail and a notification on the
app. Each customer can take part to the game and he will be assigned with a unique
identification code [8].

The customer can suggest  TGTG’s initiative The customer can suggest through the app a
by communicating it  in person  to, for shop which is not already partner of TGTG. In
example, his favourite restaurant or bar. In this case, no personal code is required, since
this case, the customer should provide his the customer is already identified by the
personal code, in order to be rewarded if the platform. This option works in compliance
shop  decide to  join.    The shop owner, once with the social distancing rules proper of the
contacted  TGTG, will be asked to also current health emergency.
communicate the user code he was given This functionality is already present in TGTG
previously: the reason is to track which app, but it is hidden and difficult to locate.
customer is responsible for the lead The aim is to mantain it and make it evident
generation, to increase his progressive level through the contest.
in the contest.

[8] The unique identification code will be generated in the following way: NAME+PROGRESSIVE_NUMBER (such as
VITO1, VITO2, VITO3, …). The code will be always visible in the personal information section  within the app, and will
also be displayed in the advertising e-mails.

20
Every time a shop proposed by a customer decides to take part of TGTG’s initiative, the customer

The solution
will be promoted to the next level of the contest and book the reward among the ones selected
for the corresponding “promotion”, if still available. If a prize is no longer available, this doesn’t
preclude the customer to the possibility to reach the next level.

The following BPMN diagram summarises the whole process:

21
Structure of the solution

The solution
During the development of the contest, the customer can proceed through three different
levels:

Level 1 Level 2 Level 3

ROOKIE WARRIOR AMBASSADOR

The advancement conditions, number and type of prizes are summarized in the table below:

Number of accepting
Character associated Number of prizes Prizes to
stores required to
to the level available choose from
achieve the level

water bottle
Rookie 1 500 pen drive
canvas bag

smart box
Warrior 2 250
25€ Carrefour voucher

Ambassador 3 50 100€ Amazon gift card

The prizes have been chosen consistently, in order to highlight a clear link with eco-sustainability,
Food Industry, and what in general young people would appreciate most, since a high
percentage of those who buy boxes are under 30.
In particular, we have thought that, following the example of Olio, personalized gadgets could be
a smart and cheap way to increase the popularity of the logo, which still isn’t much recognized,
according to the SWOT analysis. Regarding the number of prizes offered, we have followed a
basic logic:  to an increasing value of rewards  corresponds a decrease in the possibility to
obtain them. The total number of prizes has been decided trying to minimize the expenses, but
also considering the high number of active clients using the platform.

22
 The solution
2.3 Stakeholders
In this section, through the  Stakeholders’ table, we  have  summarized the principal actors
involved in our solution.

23
 The solution
2.4 Target
According to the solution proposed, it is more likely that customers will suggest TGTG’s initiative
to out-of-home shops, such as small independent stores and retailers, rather than big or
medium supermarkets: this both because it is easier to get in contact with them, and because of
the bond of friendship and trust that there might be between  a  usual client and his favourite
restaurant or bar. 

In particular, our focus has been posed on small realities because, even if big supermarkets
could offer more boxes per day (about 5) compared to, for example, small bakeries (1, 2), the
number of small independent stores in Italy is much bigger than the total amount of large
groceries. In particular, there are roughly 400,000 independent retailers [9], while the number of
hypermarkets, supermarkets and discounts is about 25,000 [10].
Additionally, we have thought that, to involve big realities, we should have set up dedicated
strategies, beyond the Lead Generation process. On the other hand, we do not exclude that, if
the contest would have success,  TGTG’s initiative could  reach also big chains through the
traditional word of mouth and social medias. 

Considering the difficult time we are living today due to the COVID-19 pandemic, we have
decided to go deeper in the identification of potential partners, finding three main types of shop
owners:
Owners of shops just  opened  or activities just taken over during the pandemic, who are familiar
with the technology, so they might try to exploit every possible online channel to let
themselves known and create consumer awareness.
Owners of stores, like bakeries and gastronomies, who may not be very familiar with
technology but who want to get involved, in order to reduce waste and get some economic
advantages. The reason is that  they are  tired of the constant waste because,  in this
situation, they have more difficulties to estimate the likelihood of the turnout.
Stores that are going to reopen soon, that want to show themselves close to their customers,
which,  as we have seen in the analysis,  have become much more involved into the
waste issue, joining the initiative to encourage them to come again.

2.5 Partners' personas

A better comprehension of the partners’ profile that we have to deal with is given by the three
personas described in the next page:

[9] Source of information: Q&A documents

[10] Source of information: https://www.federdistribuzione.it/mappa-distributiva/

24
 The solution
After working for more than fifteen years as an employed
pizzaiolo,  Giovanni  has just bought, together with his wife, its own
pizzeria in Naples historic centre at the end of 2019. Unfortunately, due
to the COVID-19, he didn’t have the time to make his restaurant known
Giovanni, 35 to the customers.    He is also willing to explore new ideas and new
Pizzaiolo business opportunities to gain a competitive advantage over his
Naples - ITA numerous rivals.

Martino is working in his family’s bakery since he was young. They are
well known all across the town, the business is running smoothly and
many people like  buying hot bread every morning.  Martino  is actually
bothered by the food waste they have at the end of the working
Martino, 62 
days,  which is mainly due to the difficulty in estimating the expected
Bakery owner 
number of customers. He is constantly looking for new opportunities to
Bussolengo (VR) - ITA
reduce his waste and earning some additional profits.

Benedetta is the owner of a well-known sushi restaurant in central Milan.

The pandemic has hit hard her activity, that was welcoming a lot of

Benedetta, 42  regular clients and tourists daily. However, she is very self-confident and
Sushi restaurant owner strongly hopes to return back to work as soon as possible. She has food
Milan - ITA waste issues at heart because she also aims at keeping the reputation
of her restaurant at high levels.

25
 The solution
2.6 Customer journey
In this case, the customer journey starts with the recognition of the need to reduce food waste.
With the introduction of Gamification, motivated users of TGTG are enticed to suggest the app to
new stores. By doing so, clients are willing to come back to the store who has joined the initiative
and they are also more interested in buying more magic boxes. In this way the relationship
between the app and its consumers, as well as the relationship between consumers and
stores will be strengthened. As a consequence, there will be a repercussion on the number of
final users of TGTG.

26
 The solution
2.7 Storyboard
In order to clearly show the main situations and characteristics of the new store-recruiting
model we have used the Storyboard. Two different storyboards are proposed, since customers
can suggest a potential shop in two different ways. Besides, because of the importance to keep
the focus on one user and do not mix up different contexts, each storyboard is split in three
sections, to visualize the perspective of the customer,  TGTG’s employee and potential
partner.  For the sake of simplicity, it has been considered the situation in which the shop
accepts to join TGTG because, otherwise, it is easy to understand the eventual evolution of the
process.

Case 1: the customer suggests a store trough the platform

Customer
perspective

TGTG employee
perspective

Partner
perspective

27
 Case 2: the customer goes directly to the store

The solution
Customer
perspective

TGTG employee
perspective

Partner
perspective

28
 2.8 Feasibility analysis

The solution
Economic feasibility
In this section we have analysed the costs and the expected benefits that TGTG would incur in
developing our solution.
Variable costs

Level Gadget Unitary cost Quantity Total

Canvas bag 3.30 € 200 660.00 €

Pen drive 3.74 € 150 561.00 €

Rookie
Water bottle 5.56 € 150 834.00 €

Shipping costs 4.50 € 500 2250.00 €

Smart box 29.90 € 125 3737.50 €

Warrior
Carrefour voucher 25.00 € 125 3125.00 €

Ambassador Amazon gift card 100.00 € 50 5000.00 €

TOTAL 16167.50 €

Fixed costs

Costs to set up the contest 3000.00 €

IT developement 4000.00 €

TOTAL 7000.00 €

The variable costs are strictly linked to the prizes offered and the related shipping costs [11]. It is
worth underling that users can receive the second and third level prizes directly online so, in
these cases, the shipping costs are null. 
Moreover, there are fixed costs given by ministerial management and the DPR n°430, which
regulates the promotional initiatives. These fixed costs to set up the contest [12] include drafting
regulation, guaranty on the prize pool, ministerial filing, notarial deeds, awarding prizes and the
closure of the initiative. Additionally, we have considered the expenses required for the IT
development of the contest. The total costs for the contest are 23,167.50 €.

29
Regarding  revenues, they have been computed considering a 1.19 € margin for TGTG, 305

The solution
working days per year, 800 new stores aquired thanks to the contest and 150.00 € as a cost for
acquire a new store. Three scenarios have been considered, depending on the degree of
favorableness, which has been assumed as the number of magic boxes sold by each of the new
obtained stores.

Bad scenario Medium scenario Good scenario

Magic boxes sold a day 0.5 1 2

Yearly revenues 145180.00 € 290360.00 € 580720.00 €

Costs for acquiring new stores 120000.00 € 120000.00 € 120000.00 €

Contest costs 23167.50 € 23167.50 € 23167.50 €

EBIT 2012.50 € 147192.50 € 437552.50 €

EBIT values show that, if the new partners are able to sell at least one magic box every two days
(roughly 3 boxes per week), TGTG shouldn’t incur in any loss.

Organisational feasibility
In this section it is investigated the structure of the organization required by this innovation, to
successfully implement the solution. Since the internal structure of the Company [13] does not
include any  IT department, the activities related to the design, computer engineering for the
implementation of the contest on the web site and app, need to be outsourced. 

The processing and receiving of the potential new generated leads will be managed by the
internal sales department. Since there are 30 employees working in the sales department,
assuming that each of them could handle about 16 calls per day (2 calls/hour on average in 8
working hours), it would be possible to take care of roughly 480 requests per day. The priority is
given to the inbound calls received by potential partners. The idle time is used to process the
request of shops suggested by the customers through the app.

Therefore, it is necessary to put some limits on the number of potential partners that a
customer can submit every day. It will be possible to suggest at most 1 shop per day, to not
overload the system. However, if the number of total requests is too high, it would not be
possible to suggest other stores until the next day.

[11]  The price of the gadgets are taken from https://www.giftcampaign.it/ . Their mock-up can be seen in Exhibit 4.
[12] Regarding the fixed costs, the costs to set up the contest has been assumed 3000,00 € according to the source
https://promotionplus.it/quanto-costa-organizzare-un-concorso-a-premi/
The cost of IT development has been assumed around 4000,00 € because, going through different websites, the cost
to create a simple app from scratch is around 15000,00 €. Since just a partition is needed, it has been assumed
around the 30% of the costs required.
[13] 50 people in total, 30 are in Sales, 10 are in customer care and store monitoring, 5 in marketing, 5 in human
resources and management
30
Technological feasibility

The solution
The main aspect to consider is linked to the mobile phone application. The solution is based on
the already existing app, so it is not necessary to redesign it from scratch. What is needed is the
implementation of a partition dedicated to the contest which includes three different sections:
a first section in which the customer could visualize his progressive level career
a second one that shows the prizes still available
a third section that allows the customer to suggest potential partners
 

Furthermore, each costumer which joins the contest is required to provide his personal address
used to send the prizes.

Market feasibility
It is crucial to understand the condition of the market and whether the proposal will be
accepted, both from the customer and partners’ side.  TGTG  can rely on a quite wide set of
customers which are truly motivated by the initiative and, surely, will be happy to suggest it to
their favourite restaurants or bars. As emerges from these comments, there are many people
which are enthusiastic and would like that more shops join TGTG. On the potential partners’ side,
the shop owners might be enticing to know more details about this initiative if it is suggested by
a regular client.
Chiara
Cristiano
"We tried only a magic box and we
are alredy enthusiastic about the "Excellent app, unfortunately in my
idea. It would be interesting to area there aren't much shops that are
sponsor this app to who manages part of the initiative, I hope they will
cafeterias or other types of services increase because it's worth it."
for homeless people."

31
To go deeper in this section, it is interesting to compare our solution with similar ones adopted

The solution
by other companies, no matter the type of industries in which they operate. For a reality
like  Samsung, having a stimulated and encouraged staff to research and solve problems is
fundamental. For this reason, the company has created "Samsung Nation", a game that, through
the logic of scoring has incentivized employees to actively participate in solving business
problems. Similarly, our solution, through the progression of levels, can incentivize the
customers to actively participate in spreading the initiative among new potential partners.

2.9 Business model

Key partners Key activites Value proposition Customer Customer
- Contest mechanism
 
relationships segments
- Customers’
suggestions about new - Direct: physical option 
- IT company partners  - Indirect: online option
The use
 - Delivery company  - TGTG’s employees' work B2B: stores
of Gamification to
- Gadgets company entice customers in not already part
suggesting new of TGTG’s platform
 - Amazon  Key resources Channels
potential partners
- Carrefour - Contest  
- TGTG’s customers
- Application 
 - TGTG’s sales department
- Direct communication 
- Word of mouth

IT development costs, fixed costs to set up

Cost structure Revenues stream Additional magic boxes sold per day
the contest, variable costs related to prizes

2.10 Project plan

32
The Team
 The Team
3.1 Introduction
In this final chapter, the main team dynamics are going to be described, starting from the
practical organisation, developing some models focusing on the team experience and
concluding with our personal reflections. 

This semester begun with a new and unexpectable context, a massive health emergency caused
by the COVID-19 pandemic. This scenario changed our lives with a surprising speed and our
academic life has, of course, been twisted too. In the first days of March, when this innovation
project started and the emergency was spreading in our Country, it seemed anyway unlikely that
we would carry out the entire project  in distance mode. But this has been the case, since the
emergency lasted longer than was expected in its initial stages. We, therefore, meet each other
for the first time in distance mode: our team is composed by six people, two women and four
men, representing Italy and India. We all have complementary skills, given also our different
cultural and academic backgrounds. This is also the meaning of the name we decided to choose
in one of our first virtual meetings: The Gears. This choice is perfectly explained by our motto:

“Each person, mixture of weaknesses and ideas, represents a gear in a larger system.
We all represent something, but no one can be considered everything”.

34
 The Team
3.2 Team organisation
Although we never met in person, we have successfully worked together across different regions
and countries. To do that, we used some key online tools: 
Microsoft Teams, already fundamental for the online lectures, it has been alike for our
meetings both between team members only but also with professors 
OneDrive,  which contained our virtual repository for all the files needed and the underway
documents which were always modifiable by every member of the team
WhatsApp, which has been used both for minor issues and everyday conversation 
At the basis of the teamwork, there have always been the online meetings, which were the most
effective way to evaluate both the individual and common advancements and were held twice a
week. Each meeting has been structured as follows: 
Presentation and sharing of the individual works carried on offline and related feedback 
Discussion of the topics on the agenda 
Assignment of the individual tasks to be carried out for the next meeting 
Clearly, it has been defined a rough calendar of the advancement of the project, so that every
meeting had its own purpose and the progresses could be tracked easily. 

In terms of leadership, the approach we followed is clearly the one of shared leadership.  In fact,
given our intrinsic characteristics which will be later defined in the Whole Brain Model, none of
us took a preponderant lead; on the contrary, everyone  led  in his/her specific dominant style
and this assured a successful and productive development of the project work.

3.3 Team experience

In this section, the team’s experience and team members’ traits are going to be analysed with
the application of some related models.

Tuckman's Model
Tuckman’s Model is an elegant and helpful explanation of team development and behavior: it
has been useful to understand the dynamics that occurred in our team and how we adapted to
the various circumstances. In the following steps, we have described the path our team has
followed on its way to achieve the best possible outcome.

35
 The Team
PERFORMING

NORMING

The group started

performing as an effective
STORMING cohesive unit 

Responsibilities were clear Focus on over-achieving

and accepted  goals: the team was more
FORMING strategically aware
Strong commitment and
Members started to open unity  Mutual trust in each
up with each other, member’s decisions
increasing the mutual trust Better understanding of the concerning the part he/she
project, thanks to the was working on
Creation of a WhatsApp Brainstorming and formal reviews: we defined
group to enable the evaluating different the ultimate structure of the High level of performance,
communication opinions  final report which allowed us to finish
  the project work perfectly in
First meeting to know each Few conflicts arose, and we Development of processes time
other’s personality, didn’t struggle so much to and working style
strengths and weaknesses  find compromises Each teammate, even if in
different proportions, was
Choosing the brief by voting  Gathering of data to decide highly task-oriented and
how to move on together people-oriented at the
Creation of the Team same time
Agreement, establishing  Definitive establishment of
team expectations and different roles within the
policy  team

Collection of information
about the selected
Company

Assignment of small tasks

Whole Brain Model

The Whole Brain Model is a mental model that describes the thinking preferences of an
individual. It illustrates that, when it comes to the process of thinking and learning, each person's
brain has four quadrants (analytical, practical, experimental, relational). We decided to use this
model not only to map the different personalities which are represented by each team member,
but also to know the strengths and weaknesses of each member in the group, to leverage on
them and exploit the related synergies. First, we performed an individual personality test during
the lesson, then we assigned to each other one of the four colors according to our perception of
other teammates. The results are shown in the table below:

36
 The Team
Alessandro Bianca Pietro Venkata Vito Yasmine AVERAGE TEST

Alessandro

Bianca

Pietro

Venkata

Vito

Yasmine

This table, when read in vertical, expresses how a person perceives another. For example, Bianca
perceives  Alessandro as a relations-oriented person and Pietro as a details-oriented.  When read in
horizontal, instead, it means how a person is perceived by another. For example,  Venkata is
perceived by everyone as a relations-oriented person.

37
 Alessandro and Vito were the driving force, underlying their analytical personality. They defined

The Team
the problem by developing a clear picture of the current situation, and their decisions were
based on logical reasoning and on a clear analysis of the information. Although their similarities,
the only difference is that Alessandro was a little bit more supportive in teamwork.  

Bianca  and  Pietro  showed their practical personality: they were both organized, planned and
their ideas always focused on improving the efficiency and effectiveness of the solutions. They
were always both supportive of the team.  

Yasmine and Venkata underlined the relational aspect of their personality. They brought people
together to discuss and define the problem. They never hid their optimism, always looking at
what others were doing and reacting according to the respective situation; they always tried to
encourage people in every aspect of the teamwork.

Johari Window
The Johari Window helps in understanding an individual’s relationship with himself and others:
the model can be a useful tool to improve the communication skills. Each person is represented
by the Johari model through four quadrants (open, blind, hidden, unknown). We adopted this
model in order to communicate with each other in a proper way, and to open up and improve
the awareness of the other colleagues. We performed the test by choosing five or six adjectives
from the available ones, trying to find those ones which best described ourselves and then those
ones which best represented others. Here are reported the resulting Johari Window of every
teammate.

Johari Window
Known to self Unknown to self
srehto ot nwonK

1 2
srehto ot nwonknU

4 3
1 Open area 2 Blind area 3 Unknown area 4 Hidden area
38
 Pietro Alessandro

The Team
able adaptable brave caring cheerful
knowledgeable clever complex confident energetic
clever
loving able extroverted helpful idealistic
independent friendly independent ingenious kind
mature friendly
organised helpful knowledgeable logical modest
modest intelligent
quiet idealistic nervous organised patient
nervous mature powerful quiet responsive
religious intelligent
relaxed reflective searching self-assertive self-
introverted conscious sensible sentimental shy
trustworthy
kind tense trustworthy

accepting observant
accepting adaptable bold brave
calm caring cheerful complex bold proud
confident dependable dignified calm relaxed
energetic extroverted giving happy dependable religious
logical ingenious observant patient
spontaneous dignified silly
shy powerful proud reflective
responsive searching self-assertive giving sympathetic
self-conscious sensible happy warm
sentimental silly spontaneous
introverted wise
sympathetic tense warm wise witty
loving witty

Bianca Vito

able logical
introverted confident mature
able
independent kind energetic reflective
calm clever
organised modest extroverted responsive
cheerful organised
quiet patient independent self-
friendly trustworthy
shy responsive ingenious conscious
intelligent
sensible intelligent tense
knowledgeable witty

accepting bold brave caring clever

complex confident dependable accepting adaptable bold brave calm
dignified energetic extroverted caring cheerful complex dependable
giving happy helpful idealistic dignified friendly giving happy
ingenious knowledgeable logical idealistic introverted kind loving
helpful
adaptable loving mature nervous observant modest nervous patient powerful
powerful proud reflective relaxed observant proud quiet relaxed religious
religious searching self-assertive searching self-assertive sensible
self-conscious sentimental silly sentimental shy silly spontaneous
spontaneous sympathetic tense sympathetic warm wise
trustworthy warm wise witty

Yasmine Venkata
able intelligent
accepting kind
adaptable calm knowledgeable adaptable intelligent
energetic cheerful loving calm kind
brave
extroverted clever mature cheerful mature
caring
organised confident proud clever patient
friendly
sentimental friendly self-conscious extroverted quiet
spontaneous happy sensible ingenious sensible
helpful trustworthy
independent warm

able accepting bold complex

confident dependable dignified
bold brave caring complex
energetic giving independent
dependable dignified giving
introverted knowledgeable logical
idealistic ingenious introverted happy loving modest nervous observant
logical modest nervous observant
patient powerful quiet reflective
helpful organised powerful proud
idealistic reflective relaxed religious
relaxed religious responsive
responsive searching self-assertive
searching self-assertive shy silly
self-conscious sentimental shy silly
sympathetic tense wise witty
spontaneous sympathetic tense
trustworthy warm wise witty

39
 The Team
3.4 Individual reflections

Pietro
I have been very happy to work with this team from the first time,
our relationships have always been fantastic, and we managed to
carry out our project work in a smooth way. Meeting two or three
times a week, although virtually, has been both a learning
opportunity and a good way to cope with the lockdown situation.
Unfortunately, we still haven’t managed to meet in person but, for
sure, as soon it will be possible again to do it safely, we will do it.

Alessandro
At the beginning of this project, I was quite sceptical about the
environment and the people I would work with. I had never
undertaken a project with people I didn’t know. Reality turned out
to be surprising. I guess I was lucky. I would never have been able to
find people as smart and friendly as they are. Despite the difficulties
of this period it was an immense pleasure to work with them. I
never thought I could find people I would empathize with so quickly.
I think that this is our strength: the harmony in which we worked.
What a great experience!

Bianca
I was quite sceptical, at the beginning, about choosing the team-based
option because I had always been in groups where there
wasn’t syntony and everyone preferred working individually. However, I
have decided to put myself out there to learn how to deal with many
people with different personalities. I found myself in a group where
everyone was listened to and no one wanted to impose their thoughts.
I have realized how important is to share knowledges and confront with
others in order to surely achieve a better result than what I would have
achieved working individually. It was interesting to see how our solution
came gradually out as someone added a little piece of the puzzle.

40
 Vito

The Team
What scared me most was mainly the dimension of the group and the
coordination difficulties also linked to the impossibility of seeing each
other in person. Despite that I can affirm that it has been a great
opportunity to work with people which have different skills and
different ways of thinking. In addition, this project taught me a lot
about teamworking and the way to communicate with other people
that, surely, would be important in my future career. I had the
opportunity to build friendship with so many fantastic people and I
hope we could take a coffee together when the situation will enable us
to do it. If I had to choose, I would opt for the team-based option again.

Yasmine
At the beginning, I was both afraid and excited to start a new
“journey” with new colleagues I had never worked with, because in
the past few years I always collaborated with people I was friend of.
The team-based application, for me, looked like a challenge that I
accepted, and, by the end, I can enthusiastically say that it has been
a pleasure spending three months with such smart, cheerful and
witty people. I liked sharing opinions, managing different thoughts
and behaviors to reach a common objective, but also having fun
during the meetings. Definitely, I have learnt to appreciate working
with others, because “each person, in his own way, represents a gear in
a larger system”.

Venkata
“Being part of a team is always challenging and stimulating at the same
time”. This is what I felt when the first time I met the amazing team
members and also a little bit worried because I didn’t know how they will
react to my actions, but while working on the project with the team since
phase1-end I understood how much is useful to discuss with others to
refine an idea. I learned to respect the needs of others with their
priorities and I am sure that also my soft skills improved. The most loved
part of the team is whether the work/approaches in the project are right
or wrong every team member is taking responsibility and tries to come
up with alternative solutions. Finally, I need to thank professors for
giving me the chance to work with these mates.

41
 References
References
https://edition.cnn.com/2020/03/19/business/grocery-shopping-online-coronavirus/index.html 

https://www.ilsole24ore.com/art/food-delivery-piu-sicuro-il-bollino-certificato-blockchain-e-qr-code-firmare-distanza-ADiSocL 

https://dot.vu/p/interactive/lead-magnets/?gclid=EAIaIQobChMIhMbe4vfu6AIVR6wYCh1W5AawEAAYASAAEgIqWPD_BwE   

https://www.mdirector.com/it/marketing-digitale/10-esempi-di-aziende-che-gestiscono-bene-la-lead-generation.html   

https://webmarketingaziendale.it/campagna-lead-generation-20-grandi-idee/   

https://www.publidesign.it/esempi-di-lead-generation-che-funzionano/   

https://www.antevenio.com/it/blog/le-12-migliori-campagne-di-lead-generation-del-2018/   

http://www.expo2015.org/magazine/it/lifestyle/sono-cinque-le-nuove-tendenze-antispreco.html   

http://www.yourbrand.camp/marketing-camp/food-marketing-storytelling/raccontare-il-food-waste-online-5-modelli-vincenti   

https://apps.apple.com/gb/app/karma-the-surplus-food-app/id1087490062   

https://play.google.com/store/apps/details?id=com.karma.life&hl=en&showAllReviews=true     

https://apps.apple.com/it/app/too-good-to-go-no-allo-spreco/id1060683933  

https://apps.apple.com/it/app/last-minute-sotto-casa/id999705245#see-all/reviews  

https://www.eni.com/it-IT/economia-circolare/app-antispreco.html     

https://play.google.com/store/apps/details?id=com.anagramma.myfoody&hl=it&showAllReviews=true    

https://apps.apple.com/ca/app/flashfood/id1187314160#see-all/reviews     

https://www.webfx.com/industries/tech/tech-companies/lead-generation-for-tech-companies.html

42
 Appendix
Appendix
Exhibit 1 - other examples of Gamification

McDonald’s succeeded in increasing their

product sales by using gamification concepts
derived from the classic  Monopoly game. This
promotion dates back to 1987. And it takes
place entirely offline. When people buy certain
products from McDonald’s, they receive tickets.
Each ticket represents a space of the monopoly
game board. The goal is to collect all the pieces
of the same colour to be eligible for a prize.

In Hong Kong, teenagers are offered a free and

branded app for their smartphones. During a
television spot ran in the evening, fans are
asked to open the app and shake their phones
to win discounts and prizes from partners like
Coca-Cola.

Exhibit 2 - anti-food-waste initiatives in Italy and other countries

43
 Appendix
Exhibit 3 - other anti-food-waste apps

Flashfood is a Canadian app which diverts

food from landfill while people save money on
groceries. Even though we have not been able
to find it on our Appstore, we have looked
through the reviews to understand its
functioning. Flashfood gives grocers a platform
to upload pictures of food coming to the end
of its shelf life and sells it at a discounted price
to customers who pick it up from a fridge at
the front of the store. With this way of doing, there is no possibility that someone does not
notice Flashfood initiative.

44
Bring the food. The functioning is simple: the company (a supermarket, a small bakery, a fruit

Appendix
and vegetable shop) publishes the offer of surplus food, making it visible to charitable structures
nearby which, with a click, can book it, receiving in return a code for the collection. The
application provides a functionality for the attribution of a “reputation score” to the donor, in
order to guarantee a high level of quality for the entire system. The app was developed as part
of  Random Hack of Kindness, a competition  in which programmers from all over the world
participate in developing IT solutions for social problems.

Lastminutesottocasa.it is an anti-food-waste project born a

few years ago that connects shopkeepers who have food
products that are about to expire with local citizens. The shops
which sell fresh products that are close to expiring or have
surplus food (which risks not to be sold) sends discounted
offers to the customer in order to prevent food waste. In this
way they not only recover the invested capital but he
incentivizes new people to use the shop. The customer receives
notification from the local merchant
a on the app and also benefits from it because he can save
money and helps prevent waste.

Yo no Desperdicio is a Spanish app that proposes to be part of a network that collaborates in

reducing food waste by sharing what is not going to be consumed. The strength of this app is
that it involves customers to be a part of a community, increasing the overall trust and
confidence on the app and initiative.

FoodLoop enhances your brand image by replacing

the “reduced price” tags with targeted digital offers
based on consumers’ purchase history, preferences,
and location. FoodLoop system optimizes pricing for
products with an impending “best before date” based
on the grocer’s criteria and provides targeted real-time
offers through the FoodLoop mobile consumer app.

Exhibit 4 - prizes quotes

First level prizes prices estimations have been based on the information in the website
www.giftcampaign.it. In the following pages some example quotes are reported.

45
Appendix

46
Appendix

47
Appendix

48