Let’s Get Physical
Unlocking the
(with Services)
Infinite Li...
Let’s Get Physical (with Services)                                 — Adam Little, User Experience Designer

Let’s Get Physical (with Services)                                   — Adam Little, User Experience Designer

Let’s Get Physical (with Services)        — Adam Little, User Experience Designer

Let’s Get Physical (with Services)                                     — Adam Little, User Experience Designer

3 4
                                                 Let’s Get Physical (with Services)

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Transcript of "Method 10x10 lets_get_physical_with_services"

  1. 1. 7 2 10x10 Let’s Get Physical Unlocking the (with Services) Infinite Library Adam Little — Ritik Dholakia User Experience Designer Director of Strategy, Method Create a Strategic Advantage Exposed! Howtablets save publishing? Should content be Will can brands enhance their offering and connect with pay walls? Are micropayments the key protected by their customers in more personal and immediate ways?revered newspapers, magazines, to the future? As The latest technology is allowing brands to offer customers tangible goods that and networks face extinction, content publishers provide intangible services, and brands can create a need to face a more fundamental challenge: to think strategic advantage by thinking with service in mind. differently about the value of content. Method method.com
  2. 2. Let’s Get Physical (with Services) — Adam Little, User Experience Designer Service Touchpoints Matrix: an array that maps all service touchpoints against possible Design user intentions in order to identify possible customer Tools journeys. Service Blueprint: Customer Journey Map: a technical diagram describing a visual representation of a time in a service by objectively service from the point of view representing the system in a of a customer. sequence of linear events. The Hybrid Product-Service Borrowing from Service Design From pill bottles that send SMS reminders to picture frames that In 2007, Apple Computer, Inc. officially dropped “Computer” receive email attachments, the ability to embed information in from their name. Today, they are the world’s largest music retail- everything around us is profoundly affecting the products we er, accounting for 25% of all music sales in the US. Driving this use in our daily lives. New product categories like networked success is the iPod, which has become an iconic example of a appliances and wearable sensors are combining more than just hybrid product-service. Owning an iPod also means owning a industrial design with software design — they are combining suite of Apple services: the iTunes Store, Genius recommenda- the information age and the service economy. In an era when tions, and multiple support channels. This approach has proven consumers expect products to be more than tangible objects, successful — to date, nearly 300 million iPods have been sold. brands need to think with a service mindset to enhance their offering and connect with their customers in more personal and immediate ways. Nike’s technologically enhanced running shoes and accesso- ries help you become a better runner. Fiat’s Eco:Drive applica- tion uses data from your car to create a map and deliver tips Brands are already taking advantage of the latest technology to that help you drive more efficiently. Such examples are only a offer their customers tangible goods that offer intangible ser- glimpse into the opportunities that can emerge when service vices. Barnes & Noble has created such a hybrid product-ser- thinking is applied to the latest product designs. vice with the Nook, which mimics the traditional service model of in-store shopping and assistance from sales associates. The Nook has now converged shopping and reading into a single It is no secret that services, even for manufacturing organiza- device, while also offering recommendations and assistance tions, can be the key differentiator between competition and in other ways. Barnes & Noble, like Amazon before them, have the primary generator of income. Customer loyalty depends materialized their service offering into a consumer product that on good service; not only do customers expect it, but it is part has in turn increased their revenue 21%. of their values. Recent economic and environmental turmoil is shifting people from passive consumers of products to active co-creators of experiences. So how can brands known for physical products, not services, engage their customers like the service industry does? How will designers of physical and digital experiences create products Products designed for the service age will capture diverse that make this possible? To create these service-age gadgets, revenue streams and deepen engagement and loyalty by de- we must look at the methods used in Service Design, a disci- livering more value. When seeking service innovation, some of pline that is quickly coming into the spotlight. the world’s most recognizable brands have benefited directly from service design, including Virgin Atlantic, Bank of America, and the BBC. What service designers have recognized is that a brand’s direct competition should not be the main reference point for any strategy. Instead, the brand must reflect the people involved in the service – both those consuming and delivering. There are four key methods to crafting smart services that ex- ecutives, entrepreneurs, and designers alike should be aware of. Method, Inc. 10x10
  3. 3. Let’s Get Physical (with Services) — Adam Little, User Experience Designer “Customer experience is bigger than customer service in that it is the full, end-to-end experience. It starts when you first hear about Amazon from a friend, and ends when you get the package in the mail and open it.” 1 2 — Jeff Bezos, CEO, Amazon.com Look at Both Sides Will This Work? Currently, strong user-centered design focuses on the outside- Prototypes discover where a design works and where it fails. in. This method attempts to form an empathetic understanding The desired fidelity of any prototype is “just enough” so that of the users of a product in order to uncover new needs and when it fails, the failure is early and, with any luck, cheap. With opportunities. However, services differ from products in that “experience prototyping,” service designers strive for active consumption happens at the very same moment as production, participation of users and stakeholders and a backseat role for making the producer of equal importance to the consumer. For themselves. that reason, services must also be designed from the inside-out and engage stakeholders involved - from the executive to the sales associate - in creating the service experience. One solu- Take for example a concept for a service that is a partnership tion is using co-design sessions. between a public library and local hotels. Hotel guests can ac- cess local knowledge through the library and have books, CDs, and DVDs waiting at their hotel room upon arrival. This supports Co-design sessions are intended to encourage people on all the library’s mission and is a premium service that hotels can sides of the service (the customer, producer & stakeholder) to offer. But would hotel guests actually use this? What material share experiences and expertise, engage with other parts of would they be interested in? Would hotel staff be able to man- the organization, and envision creative ideas. Co-design ses- age the responsibilities? sions are a forum for this, often through the use of games and creative activities. Role-playing can be used to act out people’s perceptions of a service. Sending participants into the field with To prototype this concept, service designers would simulate the a camera can help draw observations and structure insights for experience in an existing hotel. Hotel guests would be given discussion. welcome packets with a curated library catalogue, order forms, tourist information, and a feedback form. The receptionists would have a selection of library material, and inside each item The goal is to understand not only what people desire, but how are other props made by the service designers: a check-out the producers can effectively deliver the service. card and custom bookmarks with related tourist sights. The prototype runs for a few days with hotel staff playing along. Hotel guests must believe the service is real. The designers will observe the experiences, collect feedback, and involve them- selves only when necessary. In designing the next generation of digital devices, the experi- ence is more than the sum of interactions, and prototyping the experience will be crucial. Method, Inc. 10x10
  4. 4. Let’s Get Physical (with Services) — Adam Little, User Experience Designer Purchase 1 Improving the Customer Experience Flight Status Check 2 How service design can soften the tension of flying and improve Virgin’s customer service using a combination of human and technological Check-In 3 service interactions. Take-off 4 Touchpoints outside of brand where service interaction can improve In-flight Service 5 Arrival 6 Flight attendant and brand interface touchpoints Method, Inc. 10x10
  5. 5. Let’s Get Physical (with Services) — Adam Little, User Experience Designer 3 4 Map the Journey Services are comprised of many individual, and often intangible, touchpoints that happen over time and space. Because of this defining characteristic, service designers need to map out the formal elements of the producer’s work on the “back stage” with the customer experiences of the “front stage,” and the role of the “actors” on each side. Consider the customer journey with Virgin America. Despite being known for their attention to service online and in-person, there are also several non-brand interactions that influence the travel experience: security checkpoints, delays on the runway, pesky seat neighbors. Service designers must consider these moments because they affect the overall experience but cannot be controlled. The design choices made should be continuous and prescriptive, but have enough flexibility so that one flaw does not have repercussions on the rest of the experience. After all, no trip to the airport is perfect, and Virgin would not want to Tell the Story Traditionally, video scenarios and storyboards are tools design- ers use to communicate how a concept works. Service design- ers, however, are adept at using these tools to tell authentic and compelling stories about the people using the service. Their stories focus on the value of the concept and the nuanced experiences people have with it. The hotel-library service example involves several touchpoints that need to be designed and communicated but there is more to the service than just that. To communicate the true value, a video about the service would feature librarians, hotel staff, and hotel guests sharing their experience in their own words. Although scripted, it is based on real-life scenarios uncovered during research. Video is a compelling storytelling tool for explaining the features that comprise a service along with per- spectives of the people involved on all different sides. be responsible for experiences over which they have no control. Today’s devices are no longer things that people interact with but instead platforms that allow people to interact with each Service blueprints, touchpoint matrixes, and customer journey other and these are the stories that designers need to tell. maps are useful tools for breaking down services into se- quences. These maps explore individual roles of producers and customers while also identifying opportunities for innovation or Conclusion improvement. They also prioritize ideas, plan next steps, and In recent years, interest in service design has escalated as com- maintain a consistent vision. panies begin to recognize that innovating their service offering is the best opportunity to create competitive advantage. Product oriented brands must use these principles to deliver not just great customer-service experiences, but consumer products that enable entirely new services. In the post-digital world where processors are embedded in everything around us, these op- portunities should not be underestimated, especially when the outcome is customer loyalty, brand engagement, and increased revenue. Services can be the key differentiator between competition and the primary generator of income. Method, Inc. 10x10
  6. 6. 7 Let’s Get Physical (with Services) By Adam Little, User Experience Designer About the Author As part of Method’s User Experience team, Adam collaborates with multidisci- plinary project teams to envision and create digital experiences that focus on meeting the needs of people using them. Adam’s specialities include user research methods, concept development, user scenarios & storytelling, and functional interface design. At Method he has contributed to products and services including content strategies for MySpace, next generation concept development for Microsoft Kin and More to interface design for an innovative Internet startup. About 10x10 Parenting 101 2010 marks Method’s 10 year anniver- sary, and we are only looking forward. Written by our own industry leaders, we are launching the 10x10 series, which will come focus on game changing topics that will fundamentally impact today’s brands and their search for new revenue streams. 1 Cable’s Lost Generation next 2 Unlocking the Infinite Library 3 Entertain Me Now 4 Place, Space and the Mobile Interface 5 Gaming for Behavior Change 6 Changing Retail Currency Seventh Issue 7 Let’s Get Physical (with Services) This Is the 8 Parenting 101 9 Power to the People 10 Welcome to the Metaverse Method, Inc. 10x10
  7. 7. 10x10 About Method Method is a brand experience agency with offices based in San Francisco, New York and London. Our clients are best described as owners of progressive, era defining brands, and include Google, Comcast, Nordstrom, Sony, Samsung, Nokia, Microsoft, Time Warner, Intel, and BBC. Collaboratively, we help them create products, services and businesses that are smart, beautiful and extendable. For more information visit www.method.com. Method Locations San Francisco New York London Contact Lindsay Liu Marketing Manager lindsay@method.com 646.825.5242 method.com