Service Design Workshop by Flanders InShape

1. service design
Workshop
Philippe Martens
Flanders InShape

2. What is service design?
Why service design?
The customer journey
How to use the customer journey in your BP?

3. What is service design?

4. What are services?

5. Services help
someone to do
Something

7. Service design is the
process of improving
experiences that happen
across multiple touch
points over time.
(Engine)

8. Why service design?

12. the service ecology

13. desirable
viable feasible

14. The Customer Journey

21. Customer Journey | The Touchpoints

22. Example | Starbucks Touchpoints

25. Understanding the customer touchpoints
+
-

26. Kinepolis experience flow
watch
book
enter
+ tickets
eat apres drink
pay
search
- queue
find car
travel and park

52. Exercise:
Mapping your experience

53. Your customer experience journey
Using the sheet provided, map out the experience that your
customers have as they engage with your service (or
product). Plot all of the touch points a customer comes into
contact with.
Look at your touch points through the eyes of your
customers. Are you delivering what you promise?
Be objective in your assessment of whether each touch point
does what it should.
Point out crucial “moments of truth”
Please take 15 minutes for this exercise.

58. What is service design?
Why service design?
The customer journey
How to use the customer journey in your BP?

59. Use the customer journey in your Business Plan to…

60. Understanding the Designing and overhauling
reality of people’s lives systems and processes
• Enable and deliver true customer •Show instantly where issues arise for
focus and insight customers
• Define things from a customer •Ensure systems are efficient, effective and
viewpoint (e.g. understand big customer-focused
lifestage changes) •Understand transactions and deliver
• Understand the differences between solutions
people (needs, ability, ways of doing
things) •
Take cost & complexity out
• Use deep understanding to of the system
design policy, delivery, Bringing the •
Design customer
engagement and outside in; thinking experiences
communication and working to a
Facilitating inter- and cross- customer-focused Making decisions
departmental working approach
• Understand processes and
transactions that cut across more
•
than one function and/or department
Overcome silo thinking • Make decisions on relative priorities
• Identify ‘baton-change’ moments
between, for example, different
• Provide a highly visual way of looking at
•
customer groups
Plan how to allocate resources –
things, to help different functions
people, infrastructure, budgets and
identify common ground
• Find the best way of working together
systems

61. Benefits of journey mapping

62. BENEFITS OF JOURNEY MAPPING
Journey mapping helps you look at your business from the outside in and helps you think laterally,
outside your own policy agenda. By engaging with customers you can move from incremental service
improvement to genuine service transformation. It’s a win:win opportunity - better customer
experience and greater operational efficiency.
BETTER CUSTOMER
GREATER EFFICIENCY
EXPERIENCE
Journey mapping helps you to: Journey mapping helps you to:
 See and approach things from the  Bring about change across government in
customer’s point of view a way that cuts across silos
 Identify where customers are being  Target limited resource for maximum
confused by different touchpoints, some impact
of which you may not even be aware of  Plan the most efficient and effective
 Meet expectations (often raised by private experience by reducing duplication and
sector experiences). Recognise people’s shortening the length of processes
+
time is valuable and be flexible about how  Anticipate demands on the system and
and when they can access government plan so that you can meet these
 Deliver a seamless, streamlined  Prioritise between competing calls on
experience that cuts across silos by resources by showing when and where
recognising where and when it makes needs are greatest and service most
sense to join things up for the customer valued
 Understand how much you can expect  Identify ‘baton-change’ points where
people to do, and recognise where you service or communication breakdown is
might be imposing undue stress most likely
 Get it right when it really matters e.g.  Identify problems and issues without
when emotions are highest or need attributing blame
greatest  Identify cheapest ‘cost to serve’, and
 Look at the current situation and the influence people to transact with you in a
‘ideal’ side-by-side, giving a chance to way that minimises costs (e.g. use new
genuinely redraw the customer journey channels)
 Deliver information, messages and  Set performance indicators and standards
services at the most appropriate time so that you can measure and track
progress over time

63. Compentence Center
for
Product Development
and
Industrial Design

64. Philippe Martens
@phmartens
Philippe.martens@flandersinshape.be