00 / PROJECT OVERVIEW
IndiCosys
Connecting India’s MICE Ecosystem. A proposed coordinated experience for international conference and exhibition delegates.
Why India should mind its own business (tourism)?
Original project
Team & context
Portfolio expansion
Six weeks · two research phases
Rishitha VS · Sowmya Anantha Jayaraman · Radhika Sharma
IndiCosys: digital product + human service + ecosystem
15 respondents · three primary methods
Strategic Design Management, NID · Mentor: Jitendra Singh Rajput (Lovable documentation)
Concept-stage exploration. No implementation or testing claimed.
Evidence boundary: no original PDF was attached. This account draws on the supplied research screenshots and accessible Lovable documentation. Individual contribution and recruitment details are not established by these sources.
01 / THE OPPORTUNITY
A destination is more than its venues.
MICE means Meetings, Incentives, Conferences and Exhibitions. The research focused on conferences and exhibitions: accessible event contexts through which to examine international delegate journeys.
Destination benchmarking / qualitative source summary
Destination
Lens in supplied research
Question for India
Germany
Structure: institutional networks and specialist trade fairs
How could responsibility become clearer?
Dubai
Scale: promotion, venue capacity and incentives
How could attendance value become visible?
Thailand
Experience: hospitality and cultural programming
How could local value connect to the event?
Singapore
Efficiency: integrated infrastructure and coordination
How could information flow across providers?
India
Infrastructure investment alongside fragmented ownership
How could the journey become coherent?
Benchmark lenses are paraphrased from supplied artefact 03; they are not scored rankings or an independently verified destination assessment. Market figures visible in original images are retained as source material, not restated as current facts.
02 / Original scope rationale: conferences and exhibitions. Open image to inspect at full resolution.
03 / Original destination benchmarking; external claims require source verification. Open image to inspect at full resolution.
04 / Original India context; dated market claims are not independently verified. Open image to inspect at full resolution.
02 / RESEARCH APPROACH
Six weeks. Multiple perspectives.
Secondary research established the industry context; primary research investigated where value was lost in human experiences.
Research pathway / original six-week sequence
01 / Secondary research — Reports, website audits and destination comparisons frame the context.
02 / Primary research — Interviews, observation and experts reveal needs and operational constraints.
03 / Analysis — Thematic, gap and stakeholder analysis connect recurring issues.
04 / Design opportunities — Translate insights into human and digital touchpoints.
The original timeline overlaps methods across two phases. Exact interview dates, recruitment procedure, participant breakdown and consent records were not supplied.
01 / Original six-week research plan. Open image to inspect at full resolution.
05 / Original research question and objective. Open image to inspect at full resolution.
03 / RESEARCH EVIDENCE
Follow the delegate, not just the event.
15 respondents across organisers, facilitators and international visitors informed the investigation. The supplied artefacts document interviews, observation and expert elicitation.
“If you get one contact that you can work with, it’s more than enough.”
Anonymous excerpt reproduced from supplied primary-research screenshot 06. Speaker identity and transcript location are unavailable. This illustrates the perceived value of a useful connection; it does not establish frequency.
Parallel journeys / documented stages
Phase
Organiser
Attendee
Pre-event
Concept and bidding; sourcing; delegate acquisition
Discovery; decision; pre-departure; arrival
During event
On-ground execution
Participation; networking and business interactions
Post-event
Data collection; review and rebid
Bleisure extension; return and advocacy
06 / Original respondent and method overview; anonymous excerpts. Open image to inspect at full resolution.
07 / Original organiser and attendee journeys. Open image to inspect at full resolution.
04 / SYNTHESIS AND INSIGHTS
Fragmentation connects the findings.
110 thematic codes, 11 clusters and 10 emerging themes informed four levels of insight. These describe the original research synthesis, not national prevalence estimates.
Synthesis pathway
01 / Research material — Interviews, observation and expert inputs.
02 / 110 thematic codes — Structured interpretation of the research material.
03 / 11 clusters, 10 themes — From visibility and trust to policy and fragmentation.
04 / Four insights — Market, experience, policy and system levels.
Four levels of insight
Insight
Observed pattern / source synthesis
Design implication / later interpretation
Market
Discovery and visibility gaps limit intent generation
Show the event and trip context together.
Experience
Inconsistent curation, limited tracking, weak bleisure and advocacy
One itinerary and a clear support route.
Policy
Incentive gaps affect bidders and attendees
Investigate mutual value, not assumed discounts.
System
No single point of ownership; disjointed value proposition
Assign responsibility to every handoff.
01 / Evidence-to-decision traceability
01 / Evidence — Original journey map: the attendee experience is not intentionally designed (artefact 07).
02 / Observed pattern — Touchpoints span multiple actors without continuous ownership.
03 / Insight — Experience curation and system accountability are linked.
04 / Design opportunity — Connect the trip plan with a named human contact.
05 / Principle — Continuity with clear responsibility.
06 / Hypothesis — Visible ownership could improve delegate confidence when plans change.
07 / Requirement — Show trip status, a support contact and confirmed handoffs. Test comprehension and recovery.
09 / Original thematic synthesis artefact. Open image to inspect at full resolution.
10 / Original bottom-up insight analysis. Open image to inspect at full resolution.
05 / STRATEGIC DIRECTION
One plan. A human contact. A connected network.
IndiCosys explores a coordinated service supported by a focused digital product and a lightweight partner network. This is a proposed strategic response, not a deployed platform.
ORIGINAL HOW MIGHT WE
How might we build sustained international pull for Indian Conferences and Exhibitions through acquisition, engagement, service curation and relationship management?
Five success pillars: visibility · conversion · experience · coordination · system impact. Source: supplied intervention artefacts 11–12.
Three strategic directions / proposed reasoning
Direction
Benefit
Limitation / dependency
Discovery platform
Makes events and trip value easier to understand
Does not resolve disrupted services; needs reliable listings.
Human-led service
Supports continuity, reassurance and recovery
Needs ownership, staffing and funding.
Ecosystem coordination
Addresses cross-provider accountability
Institutional participation and incentives are uncertain.
Proposed decision: use the coordinated service as the core, a focused delegate product as the interface, and a minimal partner network as the delivery layer. Principles: continuity, one owner per moment, human help when needed, trusted dated information and mutual value.
11 / Original success pillars and candidate measures. Open image to inspect at full resolution.
14 / Earlier strategy documentation; legacy naming preserved in source image. Open image to inspect at full resolution.
06 / DELEGATE EXPERIENCE DESIGN
Design the moments between destinations.
The documented current journey provides the baseline. The future-state interventions below are hypotheses to test—not measured improvements.
02 / Current vs. future delegate journey
Stage / question
Current friction / research synthesis
Proposed experience
Discovery & decision / Is this relevant?
Weak discovery and visibility
Event details with trip context and registration guidance.
Pre-departure / Am I ready?
Visa, documentation and accommodation uncertainty
Preparation checklist, itinerary and manager introduction.
Arrival / Who meets me?
Logistical friction
Transfer details, provider confirmation and escalation.
Event / Where should I go?
Inconsistent service curation
Venue information and current session schedule.
Networking / Who should I meet?
Business connections require facilitation
Meeting plan and optional human introductions.
Bleisure / Can I extend?
Weak conversion to local experiences
Verified local options, costs and partner availability.
Return & advocacy / What continues?
Limited tracking and follow-up
Connection recap, feedback and unresolved-issue follow-up.
Goals and questions are design interpretations of the documented stages. Emotional scores were not measured and are deliberately not plotted.
12 / Original touchpoint proposal and How Might We. Open image to inspect at full resolution.
15 / Earlier future-state journey exploration; hypothesis. Open image to inspect at full resolution.
07 / DIGITAL PRODUCT CONCEPT
Make the next step clear.
Prioritise discovery, event understanding, a shared trip plan and access to assistance. Networking, local experiences and feedback extend that core journey.
Proposed information architecture: Discover / Event details / My trip / Event day / Help / Connections. Core flow: select an event, understand it, plan the visit, access the itinerary, request assistance. Registration is an organiser handoff, not a simulated purchase.
16 / Earlier low-fidelity product flow; proposed, not tested. Open image to inspect at full resolution.
IndiCosys / CONCEPT
Find your next event
Industry conference · New Delhi · Sample event
Explore the event, plan your trip and find support in one place. Illustrative content, not a real event listing.
06 / Connected product prototype. Use the button to move through Discover, Event details, Plan, Itinerary and Help. All content is illustrative; no booking or live support is performed.
08 / HUMAN SERVICE DESIGN
Give coordination a human face.
A proposed Delegate Relationship & Experience Manager provides reassurance, triage and follow-through. The role complements providers and organisers; it does not replace them.
03 / Operational service blueprint / proposed swimlanes
Lane
Pre-event
Arrival & participation
Recovery & follow-up
Delegate actions
Discover, review and plan
Travel, attend and network
Report issue; confirm resolution; give feedback
Digital touchpoints
Event details and checklist
Itinerary, venue and live event info
Help request and visible case status
Experience manager actions
Welcome and clarify needs
Coordinate arrival and assist on site
Triage, update delegate and confirm outcome
LINE OF VISIBILITY
Frontstage above
Backstage below
Handoffs require explicit acknowledgement
Backstage operations
Verify bookings and event brief
Monitor requests and partner status
Escalate unresolved cases; review patterns
Supporting systems & data
Consent and itinerary records
Schedule, booking and request log
Resolution history and feedback log
Partner actions
Confirm stay and transport
Deliver transfer, venue and experiences
Rebook or correct service; confirm completion
Service recovery / missed airport transfer
01 / Detection / delegate — Reports missing driver through Help.
02 / Triage / experience manager — Acknowledges the request and checks booking details.
03 / Action / transport provider — Confirms driver status or arranges replacement.
04 / Communication / manager — Shares verified next steps; if partner cannot respond, escalates to the organiser’s designated lead.
05 / Closure / delegate + manager — Delegate confirms arrival; manager records outcome and reviews the failure.
Availability, staffing, escalation authority and response-time commitments remain unvalidated. No guaranteed service level is promised.
17 / Earlier experience-manager role exploration. Open image to inspect at full resolution.
18 / Earlier blueprint exploration; assumptions remain unvalidated. Open image to inspect at full resolution.
09 / ECOSYSTEM DESIGN
Shared value needs shared responsibility.
The original stakeholder mapping spans public and private actors. Participation in the proposed IndiCosys model is hypothetical; no partnerships or endorsement are implied.
04 / Ecosystem value-exchange map / proposed relationships
01 / Delegate to IndiCosys — Needs and consent flow in; itinerary, assistance and verified information flow back.
02 / Organisers, PCOs, MICE agents — Supply event data; receive demand and issue patterns.
03 / Delivery partners — Receive service requests; return availability and confirmations.
04 / Experience providers and local communities — Local knowledge and services flow in; paid demand and feedback could flow back.
05 / Associations and public bodies — Could support standards and learn from aggregate feedback.
06 / Sponsors and commercial partners — Funding or relevant offers could support value; terms and conflicts require disclosure.
DIRECTION LEGEND: “to” indicates the sender and receiver. Information = navy; service delivery = teal; commercial value = provider payment; feedback = return flow; governance = standards and responsibility. These are proposed exchanges, not agreements.
Incentives and tensions
Actor
Potential incentive
Dependency / conflict
Organiser
Delegate confidence and learning
Maintaining updates takes effort.
Service providers
Qualified demand
Rates, commissions and service standards may conflict.
Communities
Local participation and income
Consent, capacity and fair value sharing.
Public bodies / associations
Destination learning and coordination
Decision timelines and ownership remain unresolved.
08 / Original stakeholder mapping; not a partnership list. Open image to inspect at full resolution.
19 / Earlier ecosystem and value-exchange exploration. Open image to inspect at full resolution.
10 / INTEGRATED OPERATING MODEL
A schedule change tests the whole system.
One scenario connects information, action and accountability. The organiser owns the event update; the manager owns case continuity; the provider owns delivery.
05 / Integrated operating model / event schedule change
01 / Organiser / source of truth — Updates the event schedule with time and ownership.
02 / Digital product / information — Reflects the change and presents an itinerary alert to the delegate.
03 / Human service / decision — Manager checks whether transport or meetings are affected.
04 / Partner network / action — Transport provider confirms a revised arrangement; unconfirmed changes stay pending.
05 / Delegate / acknowledgement — Receives updated itinerary and confirmation, not an assumed successful rebooking.
06 / Data / feedback loop — Case outcome and recurring failures return to the organiser for review.
07 / Recovery — Escalate unconfirmed changes, explain alternatives and close after delegate confirmation.
20 / Earlier integrated scenario exploration. Open image to inspect at full resolution.
11 / VALIDATION AND IMPLEMENTATION ROADMAP
Validate the handoffs before scaling.
A staged evaluation would test problem relevance, delegate comprehension and operational feasibility before any expansion. No validation results are claimed.
Validation roadmap / proposed decision gates
Phase
Activities & deliverables
Assumption / method / gate
1 · Validate the problem
Revisit findings; prioritise pain points; create assumption map
Research remains relevant / follow-up interviews / proceed only with confirmed priority needs.
2 · Validate the experience
Test connected prototype and human support role-play; record task findings
Journey is understandable / task observation and confidence questions / revise unclear steps.
3 · Validate operations
Simulate blueprint, partner handoffs and recovery; draft responsibility model
Partners can coordinate / tabletop scenarios / resolve ownership, consent and data dependencies.
4 · Pilot and refine
One event and city with a limited willing network; review operational learning
Service can operate reliably / consented pilot / improve, expand or reconsider.
Candidate measures: task completion, itinerary confidence, successful issue resolution, partner-confirmation reliability and delegate satisfaction. Establish baselines and appropriate targets during validation; none have been measured here.
12 / RISKS, ASSUMPTIONS AND DEPENDENCIES
Coordination is a dependency—not a feature.
Fragmented ownership is research-backed. Data access, funding, partner participation and service capacity are assumptions introduced by the proposed operating model.
Priority dependencies / proposed investigation order
Dependency
Evidence status
How to investigate or mitigate
Clear service owner and funding
Ownership fragmentation is a research finding; funding model is unknown
Agree accountability and commercial scope before pilot.
Reliable event and partner data
Proposed operational dependency
Audit update sources, permissions, timestamps and correction process.
Partner participation and incentives
Unvalidated hypothesis
Interview partners; agree value, authority and escalation.
Consent and data sharing
Unvalidated operational requirement
Map minimum data, permissions, retention and access.
Service capacity and recovery
Unvalidated staffing assumption
Scenario-test workload, backup coverage and unresolved requests.
Delegate adoption
Unvalidated value proposition
Test whether the combined service is worth using.
13 / REFLECTION AND NEXT STEPS
Beyond attracting delegates: coordinate around them.
The investigation shifts attention from destination promotion to the continuity of the whole visit. Product, service and systems thinking matter together because the delegate experiences their handoffs as one journey.
The central learning is that a standalone app cannot take responsibility for an experience delivered by many organisations. A visible plan is useful only when someone can act on it.
The original team’s qualitative work offers direction, not a representative account of all international delegates. The underlying transcripts, complete PDF and detailed recruitment record were not available for this portfolio build. Individual task ownership is therefore not attributed.
Next: revisit participants and priority findings, test the core trip-and-help flow, then role-play a disrupted journey with prospective service partners. Governance, funding, staffing and impact remain open questions.