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Designing for Multi-touchpoint Experiences
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Designing for Multi-touchpoint Experiences

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Want to help your team and stakeholders develop a mindset for designing and delivering multi-touchpoint
service experiences before getting caught up in constraints and requirements? Could you use a ...

Want to help your team and stakeholders develop a mindset for designing and delivering multi-touchpoint
service experiences before getting caught up in constraints and requirements? Could you use a fun, 
experience-driven method to level the playing field and get multidisciplinary teams working together 
to generate ideas?

During the first part of this service experience workshop, we’ll use an acting method called ‘service storming’ 
to rapidly generate ideas for a service concept across multiple touchpoints. This simple, but powerful tool will 
help teams cover a wide range of experiences in a short time period.

After acting out some service experiences, we’ll focus on making them operational. For this, we will turn to the 
service blueprint, a service design tool that helps you capture experience across time and touchpoints in a way 
that many teams and stakeholders can understand and design from.

Together, these tools will help you and your teams develop a service mindset, work better across disciplines, 
and move from ideation to execution of multi-touchpoint service experiences.

What you’ll get in this workshop:

A great team building exercise that gets people thinking outside of the box, screen, 
or whatever constrains them
An introduction to service storming, a great ideation method that using acting as a way 
to generate and communication service concepts
An introduction to service blueprints, an operational tool used to visualize the touchpoints 
and backend systems needed to realize service experiences

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Designing for Multi-touchpoint Experiences Presentation Transcript

  • 1. Jamin Hegeman | @jamin | Designing for Multi-Touchpoint Service Experiences
  • 2. 2 Schedule 8:30-9:00 9:00-10:00 10:00-10:30 10:30-10:45 10:45-11:30 11:30-12:00 Service Experience Service Storming Storyboarding Break Service Blueprinting Wrap up and Q&A
  • 3. 3
  • 4. What’s a multi-touchpoint service experience?
  • 5. Service Experience
  • 6. healthcare sx razor wheelchair surgeon letter website cracker knee brace therapist 6
  • 7. menuinstallerwebsite tablet bill phone 7 media sx
  • 8. government sx testcheck inline number conversation licensephoto chair 8
  • 9. uber 9 Mobile App Text Message Vehicle Driver Bottled Water Mobile App
  • 10. Organizations don’t think this way about experience.
  • 11. 11 User Experience Service Experience Experience between person and single touchpoint, usually a digital product Orchestrated experience between all parts of the service, from people to objects to places to interfaces
  • 12. 12 Control Feature Product Service Organization Community Society Levels of Zoom
  • 13. Service design 13 Applies design methods and craft to the definition and orchestration of service experiences. Examines the operations, culture, and structure of an organization for impact on service experience.
  • 14. 14 134 Harvard Business Review January-February 1984 Exhibit I StarKlard execution time 2 minutes Total acceptable execution time 5 minutes Blueprint for a comer shoeshine Brush shoes Faciiitating services and products Une of vialblllty Not seen by customer but necessary to perfonnance Select and purchase supplies There are several reasons for the lack of analytical service systems designs. Services are unusual in that they have impact, but no form. Like light, they Good and lasting service management requires much more. Better service design provides the key to market success, and more important, to growth.
  • 15. 15 Experience Map for Rail Europe | August 2011 STAGES DOING FEELING Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel People choose rail travel because it is convenient, easy, and flexible. Rail booking is only one part of people’s larger travel process. People build their travel plans over time. People value service that is respectful, effective and personable. EXPERIENCE Rail Europe Experience Map Kayak, compare airfare Google searches Research hotels Talk with friends Relevance of Rail Europe Enjoyability Helpfulness of Rail Europe Paper tickets arrive in mail • I’m excited to go to Europe! • Will I be able to see everything I can? • What if I can’t afford this? • I don’t want to make the wrong choice. • It’s hard to trust Trip Advisor. Everyone is so negative. • Keeping track of all the different products is confusing. • Am I sure this is the trip I want to take? • Website experience is easy and friendly! • Frustrated to not know sooner about which tickets are eTickets and which are paper tickets. Not sure my tickets will arrive in time. • Stressed that I’m about to leave the country and Rail Europe won’t answer the phone. • Frustrated that Rail Europe won’t ship tickets to Europe. • Happy to receive my tickets in the mail! • I am feeling vulnerable to be in an unknown place in the middle of the night. • Stressed that the train won’t arrive on time for my connection. • Meeting people who want to show us around is fun, serendipitous, and special. • Excited to share my vacation story with my friends. • A bit annoyed to be dealing with ticket refund issues when I just got home. View maps Arrange travel Blogs & Travel sites Plan with interactive map Review fares Select pass(es) Enter trips Confirm itinerary Delivery options Payment options Review & confirm Map itinerary (finding pass) Destination pages May call if difficulties occur E-ticket Print at Station Web raileurope.com Wait for paper tickets to arriveResearch destinations, routes and products Live chat for questions Activities, unexpected changes Change plans Check ticket status Print e-tickets at home web/ apps Look up timetables Plan/ confirm activities Web Share photos Share experience (reviews) Request refunds Follow-up on refunds for booking changes Share experience Buy additional tickets Look up time tables Stakeholder interviews Cognitive walkthroughs Customer Experience Survey Existing Rail Europe Documentation Opportunities Guiding Principles Customer Journey Information sources RAIL EUROPE THINKING • What is the easiest way to get around Europe? • Where do I want to go? • How much time should I/we spend in each place for site seeing and activities? • I want to get the best price, but I’m willing to pay a little more for first class. • How much will my whole trip cost me? What are my trade-offs? • Are there other activities I can add to my plan? • Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping? • Rail Europe is not answering the phone. How else can I get my question answered? • Do I have everything I need? • Rail Europe website was easy and friendly, but when an issue came up, I couldn’t get help. • What will I do if my tickets don’t arrive in time? • I just figured we could grab a train but there are not more trains. What can we do now? • Am I on the right train? If not, what next? • I want to make more travel plans. How do I do that? • Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not. • People are going to love these photos! • Next time, we will explore routes and availability more carefully. Ongoing, non-linear Linear process Non-linear, but time based Communicate a clear value proposition. STAGE: Initial visit Connect planning, shopping and booking on the web. STAGES: Planning, Shopping, Booking Arm customers with information for making decisions. STAGES: Shopping, Booking Improve the paper ticket experience. STAGES: Post-Booking, Travel, Post-Travel Make your customers into better, more savvy travelers. STAGES: Global Proactively help people deal with change. STAGES: Post-Booking, Traveling Support people in creating their own solutions. STAGES: Global Visualize the trip for planning and booking. STAGES: Planning, Shopping Enable people to plan over time. STAGES: Planning, Shopping Engage in social media with explicit purposes. STAGES: Global Communicate status clearly at all times. STAGES: Post-Booking, Post Travel Accommodate planning and booking in Europe too. STAGE: Traveling Aggregate shipping with a reasonable timeline. STAGE: Booking Help people get the help they need. STAGES: Global GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL Relevance of Rail Europe Enjoyability Helpfulness of Rail Europe Relevance of Rail Europe Enjoyability Helpfulness of Rail Europe Relevance of Rail Europe Enjoyability Helpfulness of Rail Europe Relevance of Rail Europe Enjoyability Helpfulness of Rail Europe Relevance of Rail Europe Enjoyability Helpfulness of Rail Europe Mail tickets for refund Get stamp for refund
  • 16. 16 Storyboards
  • 17. 17 PATIENT ACTIONS PHYSICAL EVIDENCE ONSTAGE CONTACT PERSON BACKSTAGE CONTACT PERSON Debbie’s Chart Cart Records/ Database System Bin System Check Vitals & Ask Quest Place in Kassam Bin Meet Dr. Kassam Kassam Gets Quick Review Take Away Chart Process & Check-out Records/ Database System Dictation Chart Storage System Door Tag System See Other Patients SUPPORT PROCESSES Sign In Front Desk Waiting Room Front Desk Front Desk Hallway Exam Room MRI & Chart Exam Room MRI & Chart Door Tag Waiting Room Check-out Room Waiting Room Line of Interaction Line of Visibility Wait Wait Responds Follow to Exam Rm Wait in Exam Rm Answer Questions Wait Ask Questions Return Door Tag Wait Check-out, Pay, & Leave Check-in Welcome Get Patient Chart See Other Patients Process See Other Patients Brings Door Tag Back Call Patient Grab Door Tag Escort to Exam Rm Chart in To Be Seen Bin Write Rm # on Schedule See Other Patients Grab Chart from Bin Chart Taken by Staff Check Patient Location Check Patient Location Schedule System Service Blueprint of Presby Neuro Clinic Line of Internal Interaction
  • 18. area of visibility account executives product executives (BTO) operat P P P PP P P P PP script hazard line provider’sstepscustomerstepsbackstage application support processes service representative onstagebackstage implementation Dialing IBM-HELP to get assistance with Lotus Notes Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07 Blueprinting ideas v.4 problem with Lotus Notes Mail and Calendar syncing customer’sjourney i’m pressing ‘3’ and nothing is happening... serviceevidence he’s apologizing for soft- ware malfunction - is this the same problem i was just having? or should i be worrying about something else? how long am i being put on hold for? he’s talking really fast he’s assuming i know all the IBM language even though I’ve repeatedly told him I was new is he even listening to me? he seems to be typing a lot. and not paying attention. 6D1511 is before 6A1511 in the menu choices... did I hear 6D1511 correctly? finally, the agent is back Dislike calling call centers DIAL TALK TO AGENTNAVIGATE PRE-RECORDED MENU WAIT FOLLOW AGENT’S S Ask customer what problem they’re having. Ask for employee serial number. Present customer with menu options to redirect call. Redirect call after customer inputs a choice. Introduce yourself. Apologize for software malfunction. Ask if they are on or off site. Look up information regarding Lotus Notes Mail and Calendar syncing on database. Ask what error message the customer is getting. Proceed to follow steps outlined in documentation.Give introductory speech. e of visibility WAIT FOR CALL INTRODUCTIONDIRECT CALL TO PROPER DEPT. FIND SOLUTION TO PROBLEM WALK CUSTOMGET PROBLEM Carrie Chan | thinkcarrie.com Living with Complexity, Donald Norman
  • 19. servicedesigntools.org 19
  • 20. 20
  • 21. “Service design is designing the bus lines. We don’t think about why someone goes from A to B.” – Director of RATP, Paris
  • 22. 22 — Complete unscientific guessing of who’s doing how much How’s this work getting done? System Engineers Operations Management Branding & Marketing Customer Service “e Organization” Straight-up Service Designers *Brandon Schauer
  • 23. Don’t let the experience happen.
  • 24. Don’t let the experience happen. Design it.
  • 25. “If you want to do something big, start with something small...that has long-term strategic impact.” – Nabeel Hamdi, author of Small Change
  • 26. 25 Business Strategy Planning Projects Design CURRENT
  • 27. 26 Business Strategy + Service Design Planning Projects Design FUTURE UX SX
  • 28. 27 experiences interactions touchpoints procedures systems Inside Out
  • 29. 28 experiences interactions touchpoints procedures systems Outside In
  • 30. 29 outsidein.forrester.com
  • 31. 30 Inside Outside In
  • 32. Creating new and redefining existing staff roles Designing staff interactions and training Changing internal metrics to drive behavior directed at achieving the experience Developing new business functions to support the sustainability of the desired experience, e.g., a program Evaluating existing projects against the desired experience Initiating new projects Designing single touchpoints or a system of coordinated touchpoints Developing new backend systems to support the desired experience 31 Outcomes
  • 33. To design service experiences, many disciplines, silos, products, and experiences need to be orchestrated.
  • 34. How do we do this?
  • 35. Service Storming
  • 36. Service Storming 35 A collaborative activity, focused on the generation of new service experience concepts through acting.
  • 37. Benefits Promotes team bonding Helps you think outside of the box, screen, silo Levels the playing field Surfaces assumptions Requires no tools (quick, easy to change) Let’s you have fun at work! 36
  • 38. 37
  • 39. 38 Science Engaging in physical expression activates different parts of your brain, helping you to think in new ways. Art Service delivery is a performance. If your performance connects with the audience, you are probably being human.
  • 40. Where in the process? 39 Journey Ideation Blueprint Touchpoints Storyboard research
  • 41. 40 Warm up! One person runs into the space, forms her body into a statue and announces what she is, as in "I'm a tree." Instantly the next person runs on and forms something else in the same picture.  "I'm a bench under the tree." e next person further adds to the picture.  "I'm a bum on the bench." "I'm a dog peeing on the tree." "I'm the newspaper the bum is sleeping under." Don’t think! Just do! (Martha game –author unknown)
  • 42. 41 Must be more than mobile, tablet, or computer. Must include a face-to-face interaction with the customer or interaction with customer service. Family-oriented Fun and entertaining Social and earth conscious We’re creating a home energy service for 2018.
  • 43. 42 What if...home energy 2018 + 10 minutes costcarhome family schedule email web mobileappliance heating textusage Beginning Middle End Service Storm 20 minutes At least three touchpoints, at least one per scene. Perform it 2 minutes
  • 44. 43 No sitting Standing bodies tend to act more than sitting bodies. It’s physics. Look it up. No pitching Communicate what the service would feel like. Don’t try to sell the experience.
  • 45. What did you think? 44
  • 46. Break
  • 47. Storytelling
  • 48. 47 Makes a vision of experience tangible. Allows you to easily communicate to others. Focuses on the experience, rather than the details. Why tell stories?
  • 49. 48 Storyboards
  • 50. 49
  • 51. 50 Give your character a name. Use a Sharpie and write one simple sentence of the action. Create new storyboards, or modify the template, as needed Guidance
  • 52. Service Blueprinting
  • 53. 52 A blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement, and maintain it. Service Blueprint
  • 54. Where in the process? 53 Journey Ideation Blueprint Touchpoints Storyboard research
  • 55. 54 Building Blocks Customer Actions Touchpoints Staff Actions Back Stage Staff Support Processes Time Line of Visibility
  • 56. 55 Physical locations Specific parts of locations Signage Objects Websites Mailings Spoken communication Printed communication Applications Machinery Customer service Partners From Designing for Interaction by Dan Saffer Touchpoints
  • 57. A touchpoint is something you can design.
  • 58. 57 Customer orders a hamburger Dinner menu Server records order on Notepad Order system Customer waits Server enters order into system Server checks on customer Chef receives order and makes burger Customer asks for water Conversation Hamburger ingredients Server delivers hamburger Chef delivers hamburger to server Customer receivers order Hamburger Example
  • 59. 58 Customer orders a hamburger Dinner menu Server records order on iPad Order system iPad app Hamburger ingredients Customer waits Server checks on customer Chef receives order and makes burger Customer asks for water Conversation Server delivers hamburger Chef delivers hamburger to server Customer receivers order Hamburger Iteration
  • 60. 59
  • 61. 60 http://tinyurl.com/cdw6ya
  • 62. 61 PATIENT ACTIONS PHYSICAL EVIDENCE ONSTAGE CONTACT PERSON BACKSTAGE CONTACT PERSON Debbie’s Chart Cart Records/ Database System Bin System Check Vitals & Ask Quest Place in Kassam Bin Meet Dr. Kassam Kassam Gets Quick Review Take Away Chart Process & Check-out Records/ Database System Dictation Chart Storage System Door Tag System See Other Patients SUPPORT PROCESSES Sign In Front Desk Waiting Room Front Desk Front Desk Hallway Exam Room MRI & Chart Exam Room MRI & Chart Door Tag Waiting Room Check-out Room Waiting Room Line of Interaction Line of Visibility Responds Follow to Exam Rm Answer Questions Ask Questions Return Door Tag Check-out, Pay, & Leave Check-in Welcome Get Patient Chart See Other Patients Process See Other Patients Brings Door Tag Back Call Patient Grab Door Tag Escort to Exam Rm Chart in To Be Seen Bin Write Rm # on Schedule See Other Patients Grab Chart from Bin Chart Taken by Staff Check Patient Location Check Patient Location Schedule System Service Blueprint of Presby Neuro Clinic ? ? ? ? ? Line of Internal Interaction ? ? ? Wait Wait Wait in Exam Rm Wait Wait
  • 63. 62 Prototype of the future experience Strategic tool for project planning Combination of customer experience with an operational tool Benefits of Blueprinting
  • 64. 63 Customer orders a hamburger Dinner menu Server records order on Notepad Order system Customer waits Server enters order into system Server checks on customer Chef receives order and makes burger Customer asks for water Conversation Hamburger ingredients Server delivers hamburger Chef delivers hamburger to server Customer receivers order Hamburger Customer Actions Touchpoints Staff Actions Back Stage Staff Actions Support Processes
  • 65. Tips
  • 66. 65 Determine your scale Service journey blueprint blueprint blueprint blueprint
  • 67. Decide your fidelity 66 Post its excel illustrator
  • 68. Start, stop, continue 67 current state blueprint future state blueprint gap
  • 69. Prioritize, Zoom In, Detail 68 Zoom in, then provide more detail
  • 70. 69 Orchestrate implementation single touchpoint Coordinated touchpoints
  • 71. Work with others 70 process engineering business Technology change management marketing
  • 72. e Future of Blueprints
  • 73. 72
  • 74. 73 area of visibility account executives product executives (BTO) operational executives (SO) P P P PP P P P P P P P PP script hazard line provider’sstepscustomerstepsbackstage application support processes service representative onstagebackstage implementation Dialing IBM-HELP to get assistance with Lotus Notes Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07 Blueprinting ideas v.4 problem with Lotus Notes Mail and Calendar syncing Lotus Notes Mail and Calendar syncing works Ticket number customer’sjourney i’m pressing ‘3’ and nothing is happening... serviceevidence he’s apologizing for soft- ware malfunction - is this the same problem i was just having? or should i be worrying about something else? how long am i being put on hold for? he’s talking really fast he’s assuming i know all the IBM language even though I’ve repeatedly told him I was new is he even listening to me? he seems to be typing a lot. and not paying attention. what is a ticket number? 6D1511 is before 6A1511 in the menu choices... did I hear 6D1511 correctly? finally, the agent is back he solved the problem! Dislike calling call centers DIAL TALK TO AGENTNAVIGATE PRE-RECORDED MENU WAIT FOLLOW AGENT’S STEPS TO SOLVE PROBLEM PROBLEM SOLVED HANG UP? Ask customer what problem they’re having. Ask for employee serial number. Present customer with menu options to redirect call. Redirect call after customer inputs a choice. Introduce yourself. Apologize for software malfunction. Ask if they are on or off site. Look up information regarding Lotus Notes Mail and Calendar syncing on database. Ask what error message the customer is getting. Proceed to follow steps outlined in documentation. Ask customer to write down the ticket number. Email this ticket number to the customer. Thank customer for calling IBM HELP. Give introductory speech. Confirm that the customer’s problem is solved. Ask if the customer has any other problems. line of visibility WAIT FOR CALL INTRODUCTIONDIRECT CALL TO PROPER DEPT. FIND SOLUTION TO PROBLEM WALK CUSTOMER THROUGH PROBLEM SOLUTION GIVE TICKET NUMBERGET PROBLEM CONCLUDE thinkcarrie.com Living with Complexity, Donald Norman
  • 75. 74 http://bit.ly/SK4HHU Damaris Sepulveda | @shizada
  • 76. Experiment!
  • 77. 76 Develop a service mindset Work better across disciplines Move from ideation to execution of multi-touchpoint service experiences ese methods will help you...
  • 78. How can you bring this into your organization?
  • 79. ank you! 78 CONTACT JAMIN HEGEMAN jamin@adaptivepath.com | @jamin RESOURCES SERVICE DESIGN NETWORK service-design-network.org SERVICE DESIGN TOOLS servicedesigntools.org DESIGN FOR SERVICE designforservice.wordpress.com SERVICE DESIGN DRINKS AND EVENTS servicedesigning.org SF SERVICE DESIGN DRINKS @servicedesignsf