Veryday academy masterclass service design oct 6 2014
•
30 j'aime•11,125 vues
This is Veryday’s take on creating value with service design as it was shared at a masterclass in connection with the Service Design Conference in Stockholm, October 2014. Creating value originates in taking all perspectives (meaning the internal stakeholders, the brand, the organization and the end customer etc) into account, putting the end customer in focus. By being empathic to people, going from detailed to holistic thinking and prototyping the visions and ideas, we can create valuable and meaningful services. At Veryday we have developed Fabric as our collaborative, modular, interconnected and iterative way of working to systematically design for experiences.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Veryday academy masterclass service design oct 6 2014
Similaire à Veryday academy masterclass service design oct 6 2014 (20)
Dernier
Dernier (20)
Veryday academy masterclass service design oct 6 2014
- 1. D E L I V E R I N G C U S T O M E R E X P E R I E N C E V A L U E / V E R Y D A Y . C O M
- 2. Welcome to Veryday Academy™ | 06 October 2014 | Service Design Conference 201 2 4 | Masterclass | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 3. Creating Value with Service Design | 06 October 2014 | Service Design Conference 201 3 4 | Masterclass | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 4. Creating value originates in taking all perspectives (meaning the internal stakeholders, the brand, the organization and the end customer) into account , puing the end customer in focus. By being empathic to people, going from detailed to holistic thinking and protoping the visions and ideas, we can create valuable and meaningful services. | 06 October 2014 | Service Design Conference 201 4 4 | Masterclass | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 5. New Paradigm of Value Creation | 06 October 2014 | Veryday Academy | Servic 5 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 6. 80% of companies believe they deliver outstanding value and a superior customer experience. 8% of their customers agree. Source: Bain & Company | 06 October 2014 | Veryday Academy | Servic 6 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 7. 7 Significant paradigm shiſt From the industrial socie To the networked socie | 06 October 2014 | Veryday Academy | Servic 7 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 8. Age of Manufacturing Age of Distribution 1900–1960 1960–1990 1990–2010 2010–? 1 | Client Name & Context (Change in "Insert/Head & Footer") | 2008-04-28 Age of Information Age of The Customer Forrester Outside In: The Power of Puing Customers at the Center of Your Business Mass manufacturing boosts industrial powerhouses. Global connections make distribution key. Connected PCs benefit those who control information. Empowered buyers demand a customer focus. Ford, RCA, GE, Boeing, P&G, Sony Walmart, Toyota, UPS, CSX Microsoſt, Google, Dell, Capital One Southwest Airlines, Amazon, USAA, ... Source of dominance and differentiation | 06 October 2014 | Veryday Academy | Servic 8 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 9. Significant paradigm shiſt From Industry led development To Customer led development | 06 October 2014 | Veryday Academy | Servic 9 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 10. GDP - composition, by sector of origin: agriculture: 0.7% industry: 21% services: 78.3% (2012 est.) 1% 21% Gross Domestic Product hps://www.cia.gov/ 78% Agriculture Industry Services | 06 October 2014 | Veryday Academy | Servic 10 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 11. Growing share of the economy 09 August 2014 | Service Experience Summit | Shanghai | @st_moritz 1.2% e.g. JAPAN CIA World Factbook 10.0% AGGRICULTURE 43.9% INDUSTRY 46.1% CHINA 71.4% 27.5% SERVICES | 06 October 2014 | Veryday Academy | Servic 11 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 12. | 06 October 2014 | Veryday Academy | Servic 12 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm + Customer Centrici + Customer Focus = Competitive advantage = Loyal satisfied customers = Higher profit margins
- 13. Value for the organisation Product Value for customers Commodi Service Experience Added value win-win through co-design. | 06 October 2014 | Veryday Academy | Servic 13 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 14. DELIVERING VALUE OPTIMIZE RE-IMAGINE Reduce cost with improved customer experience New or beer services for todays customers New customers through improving todays service Click to edit Master title sle Reduce churn and increase life-time value Innovation of new business models and offerings Reduce risk, time to market and cost EXPAND 14 | 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 15. Gap in quali and productivi Services are far behind products when it comes to productivi, failure and quali. Productivi Products Services Quali Products Services 60% of new service introductions fail 6% 41% of product companies see design as integral of service companies see any role for design | 06 October 2014 | Veryday Academy | Servic 15 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 16. The only people that see the bigger picture of any organization or brand are the customers. | 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm 16
- 17. What is needed is a new approach to create value. | 06 October 2014 | Veryday Academy | Servic 17 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 18. Please write down one key challenge you are facing. | 06 October 2014 | Veryday Academy | Servic 18 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 19. | 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm 19 Some common Challenges Stay engaged and relevant over time with the end customer Get all internal stakeholders to understand the value of Service Design Know how to identi unmet needs Get “unstuck” - get out of “business as usual” and try something different Sort out the data that is relevant to act on Scaling Know what bales to pick, you can’t be best at everything 01. 02. 03. 04. 05. 06. 07.
- 20. | 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm 20 The Opportuni Customer Experience is the next frontier for differentiation, value creation and growth.
- 21. Everything is more connected and complex than ever. New customer expectations arise and cross boundaries. | 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm 21
- 22. Digital Mobile Social Big data The eye of the storm 1. Everything is more connected and complex than ever 2. New expectations across boundaries 3. Easy to loose focus through distraction and disruption An accelerating storm of change | 06 October 2014 | Veryday Academy | Servic 22 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Wearables Internet of everything
- 23. Your First Point of Differentiation The customer | 06 October 2014 | Veryday Academy | Servic 23 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 24. People perspective (Employees, clients, customers, users) Why can´t they remember what I like from time to time? Why is it always so difficult to find my way to what I want! It would be great if I could know more about this before I decide to buy it! I want to know that they have the products I want in store. | 06 October 2014 | Veryday Academy | Servic 24 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 25. CRM Governance Regulations Click to edit Master title sle Supply Chain Database Loyal Program Portfolio Management Diversi Forecasting LEAN Investment Planning Business Process Optimization Channels SOX Integrated Marketing Solution Rightshoring Core Competency Alignment Streamline 6Sigma The corporate world is a different world | 06 October 2014 | Veryday Academy | Servic 25 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 26. Building and scaling culture [in organizations] is the secret to innovation. | 06 October 2014 | Veryday Academy | Servic 26 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Jeff Gothelf “
- 27. Click to edit Master title sle Bridging the gap Process Operating Model Technology Leadership & Culture Employees Legislation CSR Strategy Customer Experience Journey Business Operations || 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm 27
- 28. Your Second Point of Differentiation Company Organization | 06 October 2014 | Veryday Academy | Servic 28 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 29. Your Third Point of Differentiation Systemic Solutions | 06 October 2014 | Veryday Academy | Servic 29 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 30. A service ecology a is process we use to establish a systemic view of the service and context we will operate in. We map service ecologies in order to map actors affected by a service and the relationships between them. | 06 October 2014 | Veryday Academy | Servic 30 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Source: Live I Work “
- 31. Click to edit Master title sle 60 31 | 06 October 201 31 4 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 32. Inspiring examples | 06 October 2014 | Veryday Academy | Servic 32 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 33. Searching for a flight to go to…this conference for instance. | 06 October 2014 | Veryday Academy | Servic 33 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Old fashioned look and feel Booking flow is very limited Traditional A to B approach
- 34. The Kayak service on the other hand offers a vastly beer experience. You can choose very simply what your parameters are and get the best options at the best price.
- 35. Walking in the customers shoes When you have to storyboard something, the more realistic it is, the more decisions you have to make. Brian Chesky “ To shape the future of Airbnb, CEO Brian Chesky used storyboards to map existing and future customer journeys. | 06 October 2014 | Veryday Academy | Servic 35 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 36. Great experience can reduce costs Progressive Insurance ‘Immediate Roadside Assistance’ creates a fantastic care and support experience as well as brand awareness. It also reduces possibilities for fraud and legal issues, both significant costs that can be drastically reduced which goes beyond funding the great experience. | 06 October 2014 | Veryday Academy | Servic 36 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Flickr 4834842581_ec9a451a0c_o
- 37. || 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm 37 Service Design Methodology to help improve or innovate service experiences that result in more satisfied customers and more profitable enterprises. Service Design – Practical access to an evolving field, 2005
- 38. SERVICE DESIGN 01. Curiosi what people need and want 02. Imagine and dream up a beer future 03. Find ways to do something about it | 06 October 2014 | Veryday Academy | Servic 38 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 39. SERVICE DESIGN 01. You have to be there 02. It happens over time 03. You don’t own it but use it | 06 October 2014 | Veryday Academy | Servic 39 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 40. SERVICE DESIGN 01. Human Empathy 02. Holistic Thinking 03. Experience Protoping | 06 October 2014 | Veryday Academy | Servic 40 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 41. What is the difference? Click to edit Master title sle I N D U ST R I A L S E R V I C E Produced Performed Material Immaterial Tangible Intangible No involvement Client participation Ownership Experience M E T H O D O LOGY Journey System design For All Senses Co-creation Service blueprint | 06 October 2014 | Veryday Academy | Servic 41 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 42. Learn Bring to Life Engage Sense Making Explore Scale & Sustain Fabric™ Collaborative, modular, interconnected and iterative way of working to systematically design for experiences. | 06 October 2014 | Veryday Academy | Servic 42 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 43. Learn Capturing knowledge about customers, stakeholders, trends and markets. Scale & sustain Make it happen, support implementation and measure outcomes. Sense making Map out and set a direction in context of the entire service ecosystem. Engage Foster essential participation and buy-in from customers and stakeholders. Bring to life Enable understanding through visualizations, role-play and tangible artifacts. Explore Protope, test and co-create options, ideas and solutions together. | 06 October 2014 | Veryday Academy | Servic 43 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 44. Learn Key Methods: Learn Capturing knowledge about customers, stakeholders, trends and markets. Stakeholder Mapping Customer Journey Mapping Shadowing Contextual Interviews Trends & Market Research | 06 October 2014 | Veryday Academy | Servic 44 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 45. *Theory by Daniel Kahneman Experience Continuum Before Experience/Occasion After Anticipated Self Decisions based on anticipated memories. Inspire, motivate, restrict Experiencing self Emotions in the present. Positive, negative, neutral Reflective Self (The Storyteller) What we take away from the experience. The stories we tell. Changes, significant moments, endings Better experience Worse experience Peak-End Rule* Reflected experience based almost entirely on highs and lows, and how it ended. | 06 October 2014 | Veryday Academy | Servic 45 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 46. | 06 October 2014 | Veryday Academy | Servic 46 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 47. Every service has a bill. Every service has an interface. But the way you transition in between those things is where the brand of the service can live; in-between experiences can be designed. | 06 October 2014 | Veryday Academy | Servic 47 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Source: Live I Work “
- 48. Bring to life Key Methods: Bring to life Enable understanding through visualizations, role-play and tangible artifacts. Customer Story Videos Acting out Experiences Customer Journey Mapping Market & Trend Research Collaborative Analysis | 06 October 2014 | Veryday Academy | Servic 48 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 49. Engage Key Methods: Engage Foster essential participation and buy-in from customers and stakeholders. Invite, Involve, Listen Ok to start small (in your silo) Top down and boom up Iterate and workshop Co-create | 06 October 2014 | Veryday Academy | Servic 49 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 50. Sense making Key Methods: Sense making Map out and set a direction in context of the entire service ecosystem. Mapping Clustering Set targets Scenarios Ecosystems Business Case | 06 October 2014 | Veryday Academy | Servic 50 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 51. Explore Key Methods: Explore Protope, test and co-create options, ideas and solutions together. . Experiment Protope Speed Dating Role Play Co-creation | 06 October 2014 | Veryday Academy | Servic 51 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 52. Scale & sustain Key Methods: Scale & sustain Make it happen, support implementation and measure outcomes. Enabling Staff to Act Service Blueprints Training Pilots Measurements Researcher Designer Easy to use online tools, displaying continuous progress and results of the project. Experience Strategist Project Manager Senior Manager Experts Quick and hassle free communication between stakeholders needed. | 06 October 2014 | Veryday Academy | Servic 52 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 53. Measure? | 06 October 2014 | Veryday Academy | Servic 53 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 54. Not everything that can be counted counts, and not everything that counts can be counted. | 06 October 2014 | Veryday Academy | Servic 54 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm Albert Einstein “
- 55. Behavioral metrics Eg Sharing frequency, שּׂme spent Business metrics Increase revenue, Market share What people pay for What people do/use CX Click to edit Master title sle What people say/think Subjective metrics NPS, SUS, Subjective satisfaction Experience Index Drive service development around robust & meaningful metrics 55 | 06 October 2014 | Veryday Academy | Service Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 56. 1. Business Context 2. Success Definition 3. Measures Selection What impact are we hoping to achieve overall? What does success look like? Which KPIs are most relevant for us? | 06 October 2014 | Veryday Academy | Servic 56 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 57. The Challenges The pursuit of implementing the service design approach successfully in the organization requires the right leadership and culture change – however outputs as well as outcomes are worth the effort. | 06 October 2014 | Veryday Academy | Servic 57 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 58. KEY CHALLENGES 01. Collaboration across departments 02. Geing out of old ways of working and thinking 03. Uncertain of specific outcomes | 06 October 2014 | Veryday Academy | Servic 58 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 59. 6 Practical שּׂps Creating mutual value by providing great customer experiences requires focus, passion and teamwork. Here are six tips to help you lead the way forward. | 06 October 2014 | Veryday Academy | Servic 59 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 60. Leading to great experiences 1. Empathy – Spend time with customers to get a feeling for their latent needs Click to edit Master title sle | 06 October 2014 | Veryday Academy | Servic 60 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 61. Leading to great experiences 1. Empathy – Spend time with customers to get a feeling for their latent needs 2. Envision – Create a shared sense of purpose and future vision Click to edit Master title sle | 06 October 2014 | Veryday Academy | Servic 61 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 62. Leading to great experiences 1. Empathy – Spend time with customers to get a feeling for their latent needs 2. Envision – Create a shared sense of purpose and future vision 3. Engage – Involve people, work agile and adapt to the environment Click to edit Master title sle | 06 October 2014 | Veryday Academy | Servic 62 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 63. Leading to great experiences 1. Empathy – Spend time with customers to get a feeling for their latent needs 2. Envision – Create a shared sense of purpose and future vision 3. Engage – Involve people, work agile and adapt to the environment 4. Empower – Support the organization to deliver and exceed expectations Click to edit Master title sle | 06 October 2014 | Veryday Academy | Servic 63 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 64. Leading to great experiences 1. Empathy – Spend time with customers to get a feeling for their latent needs 2. Envision – Create a shared sense of purpose and future vision 3. Engage – Involve people, work agile and adapt to the environment 4. Empower – Support the organization to deliver and exceed expectations 5. Experience – Build, share and leverage knowledge Click to edit Master title sle | 06 October 2014 | Veryday Academy | Servic 64 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 65. Leading to great experiences 1. Empathy – Spend time with customers to get a feeling for their latent needs 2. Envision – Create a shared sense of purpose and future vision 3. Engage – Involve people, work agile and adapt to the environment 4. Empower – Support the organization to deliver and exceed expectations 5. Experience – Build, share and leverage knowledge Click to edit Master title sle 6. Evaluate – Measure what maers and make the tough choices | 06 October 2014 | Veryday Academy | Servic 65 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
- 66. Thank you! Twier @byveryday @madlenelin @gbrlsthlm | 06 October 2014 | Veryday Academy | Servic 66 e Design Conference 2014 | Stockholm | @byveryday @madlenelin @gbrlsthlm
Notes de l'éditeur
- The topic of this session is: Creating value with service design
- (read text) --------------------------------------------- Description of the session below: Senior managers and innovation leaders are always on the look out for new ways of thinking and methodologies. This master class is a perfect introduction to the service design approach. What are the big trends in customer experience? We will share great examples from around the world and key lessons for leading effective collaboration across the organization. This seminar will give inspiration and hands-on tools to build growth, loyalty and differentiation by not just talking about customer centricity but really making it happen. Often businesses have more than one “customer” - customer could be another business that then sells to end customer, for example. Service design is responsible for both of those. Airbnb storyboarding story helps to support this… Empathy Holistic Protoype Perspectives Customer Centricity
- Let me talk about the new paradigm of value creation for awhile
- Have you had a disappointing customer experience recently? I think we all know that even though it is 2013, from a customer point of view many services and experiences today are not good at all. Many companies think they are doing OK. But as research shows all over the world, their customers don’t agree. (read slide) these statistics are about 5 yrs old but still somewhat true The reality is that customer experiences could be much better. But is that a nice-to-have or should organisations prioritise this and what would be the value for them?
- What is important to set up as the backdrop to this question is the fact that we are in the middle of a few significant paradigm shifts. We are moving from the industrial society - where commodities where manufactured into products for a mass market to what is probably best described as the networked society. And yes, the internet, mobile and digital in a wider sense have been transformational enablers. However, at the core of the shift are people. Our society is in the process of changing in all dimensions.
- This is one way of looking at this And also shows why this is crucial to invest in and to focus on… In the old days one could be successful if you where in manufacturing, make things… Then it became more about logistics, how to distribute stuff (IKEA) After that it was about IT and information (Ericsson) And now its about the customer – and we can clearly see how companies that are good at this have better margins, higher profit, happier employees, they differentiate… But it’s still quite difficult to do of course because as one of many things it requires an organizational shift (I will adress this later)
- So another part of the paradigm shift: from industry led development to costumer development . People have more ways of voicing their opinions and they want to voice their opinions. They want to build relationships with brands and they want to be listened to and be influential
- If we look at shares of the market In Sweden the major part of the economy and profits are in the service sectors. So on a national level services and experiences contribute 74% of the GDP. This is the first reason this area is critical, because the major part of our economy is affected.
- This is also the case Internationally – specifically China and Japan in this case: (Explain the colours) Every country is now moving in the direction where services are getting bigger compared to both of the other areas. There’s obviously a bit of an overlap where products and services connect and one doesn’t work without the other… But the value creation is going to be 80% in services – so there’s where you need to be! Services has a growing share of the economy
- How can that be and who succeeds? Companies that work customer-centric Customer-centric (marketing) puts the customer at the center of a marketing strategy to gain as much return as possible customer-centric marketing is defined as looking at a customer’s lifetime value and focusing your marketing efforts on the high-value customer segment in order to drive profits (Dr. Peter Fader, author of Customer Centricity Customer-focused marketing is defined as offering customers a consistently great and relevant experience across all touch points (Dr. Peter Fader, author of Customer Centricity). (http://bigdoor.com/blog/2014/04/22/customer-focused-vs-customer-centric-which-are-you/) (The question is how to fund it.)
- It seems to be part of human nature to constantly seek improvement and a better quality of life. So if we look at the difference between a commodity – say coffee beans – and a product – for example a pack of 1Kg of ground coffee – its clear that it is actually more valuable for both the provider and the customer. And if you can go to a café and get a hot cup of nice smelling coffee you are happy to pay even more that for the ground coffee. But what you can buy in a nice café is the relaxing experience of sitting in a leather arm chair with Jazz music and a magazine zipping your latte – and that of course costs extra. As organisations there is a clear opportunity to innovate and improve towards higher levels of value. Through Service Design we look at both the value for the organisation as well as for the customer to create and optimise win-win situations.
- You can deliver value by optimizing, expanding or re-imagining your marketing, product and service offerings. (read)
- (read top) The investment in research is extremely small in the world of services. One study claims that in average production companies in Sweden spend about 50 times more than service companies. (30.000 SEK compared to service companies investing 600 SEK. That is a ration of 50:1.) (read numbers) The quality and the productivity of services is still far behind that of products. And ultimately 60% of new services that are introduced fail. So we see a significant opportunity to design services that are better in quality, more efficient and to reduce the rate of failure. 50 years ago industrial products where at a similar point. Some were more of a health-hazard rather than thought through from the user perspective. Design has helped make products more useful, usable and desirable as well as effective and efficient. And service design can do the same for services.
- (Read quote) This is why it is so important and valuable for companies, public sector organisations and brands to look at the entire experience from the customer point of view. The customer doesn’t know what the different departments of the organization does. If we want to design for great experiences the only way is to do it from the outside in. We need to take an interest, invest time to listen and ultimately care about the customer perspective. After all this is why the organisations and brands exist in the first place. Often businesses have more than one “customer” - customer could be another business that then sells to end customer, for example. Service design is responsible for both of those. We also need to look at the organizations, to understand their culture and structure and help them understand how they need to adapt on all levels, organizational to the product or service they deliver
- In summary, we are in the middle of a significant societal shift. From Industrial to Networked and Industry Led to Consumer Led. How do we increase profitability and satisfaction in a world of commoditisation, digital disruption and demanding customer expectations? We have an opportunity to look at the way actual customers see our organisation or brand. And we have a chance to meet or exceed new expectations. What we need is a new collaborative approach. We need to work together with different departments, partners and customers. Service is not new. But to introduce design gives us an opportunity to connect the dots. Because design is very visual and tangible it can act as a shared language. We need to look at the entire ecosystem. We need to dig deeper in our research. We need a way to re-imagine together. But all ideas are worth nothing if we are not able to implement. So we need to work in a way that lets solutions emerge in a collaborative and sustainable way. And we need a way to make it scale.
- To get started we would like you to write down one challenge that you or your organisation are facing. These could be problems here and now or long term issues. Please write a few big words on a paper, add your name or email. We will share some of them out loud, but first take a few moments to yourself We would like to collect these and maybe we can try to help inspire you a little bit with the seminar today. If there is somebody that has absolutely no challenges in front of them, then please focus on any big opportunities you see for your organisation over the next few years. (10 min) (share out loud, write on the whiteboard, then move to the next slide)
- These are some challenges that we hear about very often from our clients: (read from list) (see if any match the ones we identified together)
- There are obvious opportunities here This applies to any organization Public sector, governmental, Scania, Postal services, etc. The opportunity within CE or Service Design is around their actual offering, that they can grow, develop, are different than competition That customers feel that its worth coming back to Help client to move up the value chain
- To move up the value chain is today maybe more important than ever before because today everything is connected and everything is complex People have transparency and insight and higher expectations If you are a bank - You’re no longer only competing with other banks You need to look into what happens in the gaming industry, automotive, mobile services, and so on. Btw: Adaptive Path, which is one of the world’s leading User Experience agencies were only recently aquired by Capital One – a bank! This also applies if you are a medtech company (digital/connected health) Or the automotive industry (connected cars)
- This is what it may seem like If you put yourself in the boardroom – in the strategy meeting It feels very much like a storm You know you need to know all these things be mobile know about social BIG data But anyone of these are a fulltime job to stay on track with… Corporations rarely know where to look and how to look for it Then they tend to go from the inside-out perspective “What do we have already and what can we do with that?” and “We need an app!” We will talk more about turning the perspectives around and looking from the outside-in instead “What does the customer say, think, feel and how can we adapt to support that?” Corporations will require guidance in finding their own way through “the storm”
- One way of achieving this is by having a continuous conversation with the customer Human empathy – means really listen and be interested and curious Because the Customer is the first point of differentiation They are the ones who will stay central for the company They connect all the different departments
- The reality is for people And people in this context means employees, customers, internal stakeholders, clients – could be anyone They all have the practical, pragmatic approach to…. (read the bubbles) What's on their mind is quite straightforward – if you know how to ask the right questions What’s good to remember: Service can’t be exported. Customers have to be there when they use them. Customers participate when the service is delivered.
- The Company side is completely different It is still very much in silos – focusing on their part and not connecting so much Companies have their defined processes, Legislation etc (read randomly from list) Organizational change is hard work – but is required to be able to deliver They know they need to do all these things but don’t know how
- (read quote) So, you need to start by having a conversation with the customer If you look within the organzations, the corporations need to build a culture and structure that supports the learning that comes from the conversation with the customers Otherwise it becomes a very rigid and dictated process (silos again) The key piece in scaling an organization and a learning culture is knowledge management They key is to ensure that the team that has learned something can make it evident to the rest of the organization so that they understand it, can repeat it and continue to build on it
- This is part of bridging the gap between the customers and the companies Service Design can help in connecting these worlds
- So to conlude - If you are able to build a knowledge sharing culture and organize the company in a way that meet the Customer needs you are in a good place This is the second point of differentiation – the company organization Meaning – how the organization is able to deliver on their customer’s needs
- The third point of differentiation is delivering on systemic solutions As we have said, the customers expect that the product/service exists in an eco-system That way they can maximize the usage and easier adapt to their personal context and time If the producer can deliver on this request, they are in a good place Designers need to help and guide to get there Organizations need to understand the value and signifigance of this fact This is the service ecology
- (read quote)
- It can look something like this…
- Some inspiring examples that did look at the customer and the organization required to bridge the gaps
- To start off in a most familiar way Something really straigth forward This is a typical touchpoint when it comes to travelling… Many trips begin with booking a flight As many of you know, many airlines own booking sites are leaving a lot to wish for… Doesn’t do anything more for you then what its done for years Most traditional approach
- Compared to this service Many more options Based on customers and their needs They dared to ask the question – what does people really want from us?
- I am sure you have all heard of AirBnB, but maybe not all of you have used it or know how it came about… AirBnB is a service that lets people rent out a bedroom, house or apartment. It started in 2008 Has grown rapidly since Now present in more than 192 countries 10 million guest nights booked within the last 12 months 35,000 people that are staying in an Airbnb spot right now Making them the worlds largest hotel chain Two types of customers Guest those that want a place to stay Host the people that rent out their home Need to build trust for both of these… Give painting examples of host and guests needs: Host wants to feel safe that those guys renting the place this weekend wont wreck the place up… Guest going with his family to that house wants to rest assured its in its claimed condition and has all the accommodations listed… Initially the service was web based and traditional with its approach. People could online search, list and find places to stay – very similar to e-commerse we know, like for instance Ebay. But this didn’t really take off. Brian Chesky the founder and CEO, who is a designer by training, had experience from how to work with product development and refinement… …and implemented storyboarding as a way to document the customer experience. Do you know storyboarding was invented by Disney in the makings of Snow White? They needed a way to communicate the whole project, process and what needed to be done in a clear way to all stakeholders. To visualize it they engaged with Pixar to draw out excerpts of the scenes and passages on, what came to be, story boards. Worth mentioning is that Mark Levy, Global Head Of Employee Experience @Airbnb will be a speaking at the conference tomorrow…looking forward to that. Brian hired a Pixar illustrator to capture the key emotions and to help the whole team work together to shape a vision and strategy based on the storyboards. What became clear very quickly is that a lot, to not say most, of the experience happens outside of the website What you will remember when you come back home, and share with your friends, is first and foremost what the experience was like on site – not what it was on the web site. So AirBnB completely re-evaluated its mobile strategy and designed a cohesive experience for both the people that rent out their home and those that want a place to stay. We have a short video that gives an insight into the storyboarding approach at AirBnB. http://www.fastcompany.com/3002813/how-snow-white-helped-airbnbs-mobile-mission
- Case from an uncommon Service Who had a car crash in the last year? And how did that go about? If bad response – mention example from cultures where small crashes and dents are a most common event… (joke – laughter – light atmosphere) Progressive insurance developed a service concept they call: First “response cars” They’re first on site Empathy trained ppl approach you; “Hi, are you ok…?” They help you out, right there on site They make you feel safe… …and almost “special” with this VIP service It cost a fortune for the company but is included for the customer… simply because it pays off in the long run… Fraud is the number one biggest cost for insurance companies (at least in the US but may very well be applicable in many other countrys) This type of service is funded by simply avoiding loads on money on fraud Started internally as project “The fraud squad” – go out there and see it they really had a crash They then service designed it into something really appealing and premium scented The second largest cost is law suits After the intro od the service its been shown that rates has gone down significantly With the empathy trained staff, conveying this VIP labled service, the customers where so pleased with the service that they didn’t sew… A company like this, end up saving money buy developing a premium service, giving a lot of good-will credit – and through that cutting cost… Just a great example of how to good you can do when you find these important win-win opportunities.
- To sum up this part… Service Design is a way of thinking and a methodology that helps to collaborate with relevant stake-holders, partners and customers more effectively.
- To come back to the shift. There are a few things that have changed. And those set the context for what we are talking about today. For instance (read)
- (ML) At Veryday we have developed Fabric as our collaborative, modular, interconnected and iterative way of working to systematically design for experiences. Service Design is a way of thinking and a methodology that helps to collaborate with relevant stake-holders, partners and customers more effectively.
- (GÅ) You can look at this as 6 pieces of a puzzle that all connect to each other somehow ML will explain more in detail
- (ML) This is probably the best part of a project. When you get to go out and meet people in their every day life. I love it. At what other times do you get the chance to be present at a heart surgery or go to Brazil and go grocery shopping with people who live in the poorest areas of Sao Paolo? Get an understanding of their lives somehow. To follow people deeply, you have to spend time with them if you want to be ale to know what really matters to them. You rarely get that through standardized questionnaires. Here we have mapped out several people’s expereinces over time. What emotions or attutides they have in certain moments.
- (GÅ) This a great framework derived from the nobel prize winner Daniel Kahneman (Psycologist, prize in Economics) How does the experience from that booking situation look before | during | after ? The actual moment of ”booking” (Pretty clear what ppl want…)? We need to understand what is doable right now – and what mindset does the customer have then at that very moment. Needs for customers vary The needs for a certain customer also vary over time and at certain points in time… On a weekday I may have needs related to my work, business needs, while on the weekend when using the same service I have needs relating to my kids and social aspects. Impossible to just design in one way and then just put it on the shelf It needs to work every time We need to understand; what could go wrong Where ppl come from what have they been doing What could be in their expectations Many companys are focusing on ”the Occasion”/during Different departments take care of their particular piece in regard to this occasion “CRM send lots of emails to customers so they stay loyal” Another department is taking care of selling as much as possible in that particualar moment But they dont talk to each other They process things in their own box – and it just doest’n add up for the customer who sees the sum of all What lives on, after people have used a particular service… The memory ppl have of what actually happened What they recall of what happened And what they recall of what they thought would happen, their initial expectations And how well these match up… This is their “ultimate memory” and the summary of what they will share on social media. Designing the delivery to meet customers recollection of their “ultimate memory” Expectation management
- (ML) Why is it important and valuable with Customer journeys and Blueprints etc? (not ”how do you go about it?”) Touchpoints – exists in different categories: physical evidence, environments, human interactions etc Customer journeys – There is always multiple journey’s through the same service – make visible critical happenings, emotional responeses, moments of truth etc. One way to make it visible is through blueprints Blueprint benefits – Precision - Knowledge: implicit to explicit (manifested) - create common ground via tangible visualisation (within organization and between organization and customers) - Focus on the customer Blueprint key uses – Define new services - Evaluate & improve exisiting services - Compare with a competing service - Train employees - Strategic – Macro level - Tactical – Micro-implementational level All of this happens over time and across channels, through physical evidence, environments and human interactions In between there are transitions (and they can also be designed)
- (GÅ) (read)
- (ML) Something we have learned is to work collaboratively in an ”Innovation Lab” (can also be referred to as ”War-room”) It is extremely efficient and creates a platform of participation in the organization. It’s basically a room where the customer’s experiences and stories can be visualized. There is nothing like a customer’s story about their reality. No CEO can argue with that! So get everything up on the wall. Working with deep reserach generates a lot of knowledge and material. By having the material present this way it makes it more approachable and you can invite different stakeholders to analyze the material together from the different perspectives.
- (GÅ) The principle builds on engaging relevant people/stakeholders in the development process. Invite, listen and engage. Let people be part of the process instead of ”going home to your chamber and work work work and then tada, present…”. We are usually on site these days during the project. We can hear the stories and company culture in the hallways. We work a lot toghether and not isolated. It also creates a curiostiy in the rest of the organization about ”what’s going on in that room?” The more people you involve at an early stage the stronger the solution. It can be a challenge and it demands clear structures of how different people are supoosed to contribute. Otherwise there’s chaos. What do you think, is this something that could work in your organization? Did you work in a similar way before?
- (ML) When you have all the stuff on the wall it’s all about making the material comprehensible and meaningful. Take apart and put together in new ways. You need multiple types of brains to be able to do this and create patterns in the material. You sort and cluster the information until you see a patttern emerge. Often the material creates an eco-system of componenets, stakeholders or situations. The eco-system makes evident important flows and connections that you can choose to develop further. Describe and make more concrete with scenarios and visions that continue to be more concrete. Here is a space to challenge the business models and ”old truths”. It’s time to start thinking in Business Case, you can start putting numbers on the different parts so that the focus is on the themes and areas with the most potential to creat value, both for the organization and the customer.
- (GÅ) Explore. Wow. You could spend days just talking about this slide. It’s so important Fail early, Fail fast, Fail often! Everyone has heard that you should fail as much as you can right? But not so many live by that principle… And the point is that you should get the mistakes over and done with early on so that you haven’t invested so much in it yet. Basically this means prototyping. It’s widely used in product design and interaction design (physical and digital products) But how often do you prototype a service? (read ”key methods”) You can work with role play like here (picture to the left) when a store owner and one of our interacion designers (Gabriel) is acting out different roles in the expereince prototype regarding an in-store purchasing application (?). They were able to see what worked and not in the software and how it correlated to the flow of events, expecatations from the customer and how they could engage in a face to face communication as well.
- (ML) Lastly, everything need to scale up. It’s show time. All systems back-stage are supposed to be in the right place so that everything works frontstage. Staff should be trained to be able to deliver a consistent service. This is where he early involvement pays off on a wider scale. If the right people are involved from the beginning, in principle the word ”implement” becoms unneccessary. The implementation starts day one in the project. Still, it’s good if you can do things step by step, scale up one step at a time, do a pilot befoer you go big. There are so many small details that can put things to a stop. (Vi pratar inte om det nedan) Ett exempel är Mayo Clinic i USA, vida erkänt för att ligga i framkant vad gäller service. Där har man byggt ett experimentlab där man utvecklar nya vårdformer och skapar trygga system för äldre så att de kan leva ett mer oberoende liv. I praktiken har man byggt upp en hemliknande miljö där ca 400 seniorer bor. Här testar man nya lösningar för själva levnadsmiljön, hur bla tekniska lösningar kan skapa trygghet. Man jobbar med upplevelsen i transitionsprioder i livet så att man bättre förstår vad en äldre person går igenom i dessa kritiska stadier i livet och kan stötta på ett bra sätt. Vidare provar man olika stödformer och utbildning för anhöriga vårdgivare till exempel. På det här sättet har man skapat ett pilotlab där man kan testa nya lösningar i så verkliga sammanhang som möjligt och även över lång tid, innan man skalar upp och implementerar fullt ut.
- Can you measure all of this then?
- This is what you can look at I won’t go into detail here but there are some ways of measuring that have been emerging over the last few years
- To be able to measure you have to define these As early on as possible
- To sum up some key challenges…
- Inside the organization Outwards – from the company towards the clients
- Iterate
- Thank you for participating! Take a business card or leave your own if you wish to get into contact, regardless of topic