DESIGN PROCESSES
Reframing the Value Proposition
I repositioned corporate buyers as central actors in Con Alma's service ecosystem. This shift revealed that corporate groups already have the desire, budget, and behavior patterns that align with Con Alma's goals.
I analyzed Con Alma's existing value proposition to determine what the service should actually offer and how it should be structured. I broke down what makes corporate clients vauabel for Con Alma by mapping out the entire corporate booking experience, separating what clients see from the operational processes.
Concept Evolution
Initial Concept: Weekday Special Deal “$20 Jazz Ticket with Free Drink”
Why We Pivoted: After presenting to Con Alma's owners, we learned this didn't align with their core priorities. They emphasized wanting higher check sizes and filling weekday gaps—not attracting budget-conscious individuals.
Final Concept: Corporate Partnership Service
The final direction shifted entirely to B2B, targeting corporate clients who already match Con Alma's ideal customer profile.
THE SOLUTION
Corporate Partnership Service
We designed a corporate partnership service that transforms Con Alma's weeknight capacity into a premium team experience.
FOR CON ALMA
The service fills weekday gaps with high-value customers, maintains brand integrity (sophisticated jazz venue vs. generic event space), and requires minimal operational overhead through pre-defined packages.
FOR CORPORATE CLIENTS
IMPACT/PROCESS
A New Revenue Stream for Con Alma
The corporate partnership service targets clients who already match Con Alma's ideal customer profile, high-spending groups seeking unique venues for team events. By filling weekday capacity with advance corporate bookings, the service creates predictable revenue streams without compromising the weekend experience that defines Con Alma's brand.
WHAT WE DELIVERED
1. Fully designed corporate partnership service with operational blueprint
2. Modular package structure (food, beverage, jazz tiers)
3. Video prototype showing booking-to-event journey
4. Business case demonstrating revenue opportunity and operational feasibility
REFLECTION
Key Learnings & Takeaway
This project taught me that good service design isn't about inventing everything from scratch, it's about reconfiguring existing value in ways that better serve specific users.
Designing for a Specific Value
Con Alma didn't want budget diners or curious first-timers, they wanted high-spending repeat customers. This taught me that strong service design often means focusing on a specific segment rather than trying to make everyone happy.
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Research Happens Everywhere
With attentive listening and feedback from the owners, I had to redirect my energy from my initial concepts toward what actually aligned with their values. This taught me that designing for a real client means respecting their preferences even when they conflict with my creative vision.
Stakeholder Needs Don't Always Align with User Needs
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We had to balance what would be best for corporate employees as the end users with what Con Alma wanted (high-revenue customers) and what was operationally feasible.
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The biggest insight came from a casual observation at a company dinner, not a formal interview. I learned to stay attentive to patterns in everyday life, sometimes the most valuable design inputs are the ones you notice unintentionally.
Client Feedback Reshapes Vision
Thank You to Con Alma! :)
This project wouldn't have been possible without the openness and trust of Con Alma's owners, John Shannon, Josh Ross, and Aimee Marshall. They welcomed us into their space, shared candid insights about their business challenges, and gave us the creative freedom to explore bold ideas. Their willingness and engagement about what they truly valued taught us that great client partnerships are built on listening.
Thank you for sharing the magical experience of live jazz and for showing us what it means to run a business with soul!
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