This was presented at Service Design 2011 on 3 May, 2011 in Sydney, Australia. The description: Service design cannot be practiced to its fullest extent without the capability of capturing and expressing what a service is. In addition to capturing the core processes and logistics of service delivery, such as touchpoints, roles, contexts and purposes, we also need to capture the inherent qualities of the service experience, from both a customer and business perspective. Drawing on their work with some of Australia’s largest organisations and smallest start-up businesses, Janna DeVylder and Iain Barker of Meld Studios will share practical insights applicable to anyone wanting to use service mapping within their practice. They will look at service mapping as both a process and as an outcome. First they will define what a service map is, what elements are required to create it, and an overview of how you can express a service visually. They will also discuss how the map can be used dependent upon where in the project process you are, from mapping current-state and identifying opportunity areas, expressing future state, or articulating the service roadmap of getting from today to the future. Based in Sydney, Meld Studios are strategic designers with business brains. They help organisations to see new ways of thinking, explore opportunities and turn ideas into tangible realities.

1. Mapping a service
Iain Barker Janna DeVylder
Principal Principal
@iain_barker @jdevylder

2. Meld Studios uses research, strategy and design to
help organisations innovate, turning ideas into tangible
realities that deliver value to businesses and customers.
We’d love to help you to use service design to improve your
organisation and your services. Please make contact at the
conference, or go to www.meldstudios.com.au to learn more.

3. Our clients include...
BT Financial Group
NSW Dept. of Education and Training
Mission Australia
Youth Hostels Australia
Hotfrog
No Spuds
and numerous others we can’t mention...

4. Research and design of...
services communications strategies
business models marketing materials
websites interactions
conversations workflow
intranets content management systems
follow-up processes processes
call centres business cases
applications ...

8. service
mapping
is...
a process capture
an artefact express
a tool use

9. capture

10. express

11. use

12. service
mapping
is key

13. why
a map? “The graphic language of maps
lends itself to representation of
the whole of a thing or its parts
in a single view, within which we
can oscillate rapidly between
di erent levels of detail.
Maps allow patterns to emerge
and become real, by showing
what lies between the visible
incidents, artefacts or moments
we can otherwise see.”
William Owen

14. who can
do this?

15. business business
http://www.flickr.com/photos/mermaid99/4964480958/

16. business consumer
http://www.flickr.com/photos/hand-nor-glove/515512120/

17. non-profit client
http://www.flickr.com/photos/29792566@N08/5574902483/

18. schools students
http://www.flickr.com/photos/uwgbadmissions/4712592796/sizes/l/

19. hospitals patients
http://www.flickr.com/photos/usnavy/5567629021/sizes/l/

20. government citizens
http://farm6.static.flickr.com/5162/5343628315_53e6aaa290_b.jpg

21. experiences touchpoints
What the customer takes away Key moments in the interaction
from the interaction(s) between organisation and customer
A service is about far
more than just the
customer experience
interactions
How and where the organisation
and the customer meet
external internal

22. this service
moment is
brought to you
by...

23. experiences touchpoints channels process systems
What the customer takes away Key moments in the interaction Medium with which the organisation Ways of working. The policies that Technology and infrastructure
from the interaction(s) between organisation and customer communicates with their customers guide how the business is run that a company relies upon to operate
interactions
How and where the organisation
and the customer meet
external internal

24. Services don’t work like this

25. Services are often messy

26. “Progress, far from consisting in change,
depends on retentiveness. When change is
absolute there remains no being to improve
and no direction is set for possible
improvement: and when experience is not
retained, as among savages, infancy is
perpetual. Those who cannot remember
the past are condemned to repeat it.”
George Santayana

27. “Progress, far from consisting in change,
depends on retentiveness. When change is
absolute there remains no being to improve
and no direction is set for possible
improvement: and when experience is not
retained, as among savages, infancy is
perpetual. Those who cannot remember
the past are condemned to repeat it.”
George Santayana

28. Service mapping as a process of
understanding a service

29. What can
organisations
capture in
service maps?
capture

30. External
Intangible Tangible
Internal

31. External
Space
Menu
Brochure
Queues
Website
Packaging
iPhone App
Ticket stub
Store layout
Application form
Intangible Tangible
Internal

32. External
Space
Menu
Temperature Brochure
Queues
Intent Website
Emotion Packaging
iPhone App
Time Flow
Ticket stub
Waiting Store layout
Ambience Application form
Brand
Intangible Tangible
Internal

33. Tangible

34. Intangible

35. External
Space
Menu
Temperature Brochure
Queues
Website
Intent Emotion Packaging
iPhone App
Time Flow
Ticket stub
Waiting Store layout
Ambience Application form
Brand
Intangible Tangible
Goals Processes
Principles Role
CRMs
Strategy
Intranet
Internal

36. How can
organisations
visually express
service maps?
express

42. Customer action
Physical evidence Line of interaction
Onstage actions Line of visibility
Backstage actions Line of internal interaction
Support systems and processes

43. Customer action
Physical evidence Line of interaction
Onstage actions Line of visibility
Backstage actions Line of internal interaction
Support systems and processes
Fail line
Emotion

44. Andy Polaine, Service Blueprint +

45. Service map (current state) Version 1.1
Opportunities to enhance the service
Experience triggers
Interactions
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Caveat: this mapping is based on limited direct exposure to investors
Touchpoints and artefacts
and primarily draws on information from advisors.
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Key
Cheque BSB | Account #
Potential point of pain or frustration for dsfsdf
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Optional step or one that happens with some
time delay
Next logical step

46. How can
organisations use
service maps?
use

47. 3
service
audit
service
vision
uses service
roadmap

48. today 15 years

50. service
audit
today

51. concerned with:
today looking back
elements of actual service
e cacy of delivery
celebrating successes
duct-taped moments

52. service
vision
aspirational

53. concerned with:
strategy realised
shared focus
a taste of reality
aspirational

54. service
roadmap
getting there

55. concerned with:
designing the transitions
clarifying dependencies
illustrating progress
breaking down the work

56. “A good plan is like a road map: it
shows the final destination and
usually the best way to get there.”
H. Stanley Judd

57. where to begin?

58. 1. start now
Think about one of your current projects...
...do you know where it sits within the
larger service ecosystem?
Now, get some paper and start sketching.
Capture all that you know.

59. 2. consider use
What does your organisation need?
Do you know how you’re going now?
Do you know where you want to go?
What can you do today to get there?

60. 3. share as you go
The power in service mapping is its ability
to bring teams together around a singular
focus.

61. Thank you!
Iain Barker
Principal, Meld Studios
iain@meldstudios.com.au
@iain_barker
Janna DeVylder
Principal, Meld Studios
janna@meldstudios.com.au
@jdevylder