Service Design
•
2 likes•199 views
An internal presentation at Elevator Up on what a few of us learned about Service Design while in San Fransisco at Cooper Design.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Service Design
Similar to Service Design (20)
More from Aaron Schaap
Recently uploaded
Recently uploaded (20)
Service Design
- 3. Service Design • What is it? • Why does it matter?
- 4. Digital products are only a small portion of a complex journey. We need to remind ourselves
- 5. Great experiences consider of all the moments a customer, client, or user engage with your organization.
- 6. Service design is the activity of planning and orchestrating people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between the service provider and its customers.
- 9. Uber is the world’s largest taxi company and owns no vehicles. Facebook is the world’s most popular media owner and creates no content. Airbnb is the world’s largest accommodation provider and owns no real estate. Bringing value through services.
- 10. Why service design? 1. A product isn’t the right solution 2. Great products don’t mend broken services 3. Opportunity to improve an experience 4. Deepens and widens customer relationships 5. Reduces inefficiencies 6. Creates a better experience for customers and company
- 11. Terminology
- 12. Service design unfolds over channels and touch points.
- 13. Channels These are the overall mediums 1. Mail 2. Phone 3. Social Media 4. Location 5. Checks 6. Newspaper 7. ATM 8. Blogs 9. Etc…
- 14. Touchpoints Single moments of interaction within a channel 1. People (Employees) 2. Places (Virtual or physical) 3. Props (Objects involved) 4. Partners (Other businesses) 5. Process (Operations & work flows)
- 15. Actors There are many different types of people in Service Design Customers Customers are the person who purchases the services. Users are the person who uses the service. Front Stage Deliver service directly to the user Back Stage Make everything happen in the background / never seen by user Partner Other partners involved in delivering the service.
- 18. Process
- 21. Tools There are many, these were the toolkit used by Cooper. 1. Service Ecosystem 2. Personas 3. Journey Mapping 4. Service Blueprint
- 22. COOPER IExercise Worksheets | ©2015 Customer Actions What is the customer doing? What contribution are they making to the service? Thoughts & Feelings What is the customer thinking and feeling during each step of the experience? Does the customer experience great joy and/or frustration? Other People’s Actions What are other people doing? How are they impacting the experience? Customer Touchpoints & Devices Service Ecosystem Fieldnotes People & Environment External enablers
- 27. Journey Mapping • What is it • Scope is important • Define which customer to focus on 1. Identify customer pain points and service gaps 2. Examine the customer experience across touch points of a service 3. Define a vision for how a service or touch point(s) could change the customer experience 4. Design a new service with customer experience at the core
- 30. Thoughts and Feelings People and Environment Value to Customer Value to Organization Notes and Annotations: Touchpoints and Devices Customer Actions Phase Journey title: Persona: Scope of the experience: Journey Map Canvas Before After
- 31. Bold Calm Cheerful Confident Content Eager Ecstatic Energized Engaged Enthusiastic Excited Afraid Angry Annoyed Anxious Ashamed Bored Burnt Out Confused Demoralized Depressed NegativePositive OR Note your customer’s feelings and emotional state throughout a journey
- 32. Value exchange between customer and organization
- 34. Next steps • Annotate • Identify opportunity • Consider solutions
- 35. Annotate Map Use stickers to annotate map and recognize the patterns between your annotations
- 37. Identify opportunities Opportunities reframe problems in an interesting and thought-provoking way 1. First look at pain points, anything in common? 2. Identify if there are themes or a larger issue. 3. Weak opportunities tell people what they already know and don’t inspire us to do more.
- 38. HMW statements • Frame the question in an optimistic/positive way. • Promote idea generation in many different directions. • Address a core user need without offering a solution in the statement.
- 41. Too broad How might we redesign dessert? Too narrow How might we create a cone to eat ice cream without dripping?
- 42. How might we redesign ice cream to be more portable?
- 43. Challenge: Redesign the ground experience at the local international airport. POV: Mother of three, rushing through the airport only to wait hours at the gate, needs to entertain her playful children because “annoying little brats” only irritate already frustrated fellow passengers.
- 44. Amp up the good: HMW use the kids’ energy to entertain fellow passenger? Remove the bad: HMW separate the kids from fellow passengers? Explore the opposite: HMW make the wait the most exciting part of the trip? Question an assumption: HMW entirely remove the wait time at the airport? Go after adjectives: HMW we make the rush refreshing instead of harrying? ID unexpected resources: HMW leverage free time of fellow passengers to share the load? Create an analogy from need or context: HMW make the airport like a spa? Like a playground? Play POV against the challenge: HMW make the airport a place that kids want to go? Change a status quo: HMW make playful, loud kids less annoying? Break POV into pieces: HMW entertain kids? HMW slow a mom down? HMW mollify delayed passengers?
- 51. Prioritize Solutions This grid can be used for decision making throughout many different processes.
- 52. Another way to prioritize • Value for the customer • Potential value for the business • Alignment with organizational capabilities • Overall gut feeling for the idea
- 53. Share it Sharing the process and insights benefits how your team and organization come together and share the same vision. 1. Opportunities may have big implications across different departments of your organization / external partners 2. Identify constraints from other areas of the organization 3. Help design a solution that can realistically be implemented 4. Help you create a business case for the proposed change 5. Inspire collaboration and informal silo-busting 6. Help shift your organization to being more customer-focused
- 57. Service Blueprints Understand how services are delivered across all channels. 1. Identify process breakdowns and opportunities for process improvements 3. Inform an implementation plan for a new service 5. Define a vision for how a service or touch point(s) could become higher or lower touch
- 60. Other Actions Includes service employees, other users, and friends. Other Actions Includes service employees and supporting staff. Systems and Processes Infrastructure, Partners, and Networks Notes and Annotations: Touchpoints and Devices Customer Actions Phase Blueprint title: Persona: Assumptions: Service Blueprint Canvas Beginning Ending/Closing FrontstageBackstageExternal
- 61. Anatomy of a service blueprint
- 62. Anatomy of a service blueprint
- 63. Anatomy of a service blueprint
- 64. Anatomy of a service blueprint
- 68. Pitching Understand the people you’re pitching to and be concise. 1. A brief summary of the problem you are solving. 2. A bodystorm to demonstrate what the future service could look like. 3. Call out benefits/value to users and your stakeholders.
- 71. Learnings & Takeaways What we learned from being in an immersive workshop setting 1. Move Fast 2. Be Positive 3. Don’t Stop 4. Expect Unknowns & Ambiguity
- 72. Activities Things to takeaway for future clients, guests, coLearning, workshops, etc.
- 90. We missed you too, Kendell.